An interesting twist is that some WMS, providers, notably JDA and HighJump Software, have tools for tailoring their system without truly making modifications to the code. JDA has a tailoring framework called MOCA, while HighJump has a tool it calls Advantage Architect. Knowledgeable consultants are able to use these tools on their own to achieve needed functionality at a given site - though JDA is said to be rethinking its approach in this area a bit to limit consultant tailoring.

SAP also has a path for consultants to make true modifications using so-called "user exits, which link out to custom-written routines.

And this exposes a large divide between. Traditional WMS consultants generally did not want to get that deep into the technology, either from a lack of technical skills or concern about the risks of taking on that type of work. When a consultant takes on the technical side, they can transfer much of the responsibility for the system working correctly from the WMS vendor to themselves.

But this has been changing, in part as implementation managers have left some of the larger WMS firms (voluntarily or not) and started their own consulting companies. They therefore come with strong technical capabilities in a given WMS.

Take for example a company such as Longbow Advantage, started by a former JDA WMS customer, Gerard Brady, who was CIO or a form that implemented JDA (RedPrairie at the time). Longbow now focused on JDA implementations, using its deep technical expertise in the product to go where many consultants do not want to tread, including tailoring using MOCA, ERP and material handling systems integration, and more.

"We're about delivering project success," Chad Kramlich, VP of business development, recently told SCDigest, "and we have the capability to roll up our sleeves and get the technical work done to do that."

The number of consultants willing to get that deep technically is still very small, says SCDigest editor Dan Gilmore. Is that what you need? Companies considering a new WMS really need to think this through.

"Many companies know they need help for a WMS project, but they don't take it a step further and critically analyze what specific type of help they need at each phase of the project," Gilmore said.

And as discussed above, the type of assistance that may be needed will often depend on which WMS is ultimately selected for deployment.

Gilmore says very few companies now contract with a given consultant for both the selection process and the deployment under one commitment, with at least two consultant selection processes usually in place for the selection and possibly design phase, and then another for implementation.

"What skills sets do you really need at each phase? That is the key question. A consultant which is excellent at helping a company to select the right WMS provider may - and often does - lack the kinds of technical skills that may be needed during implementation," Gilmore added. "Are you just looking for a project manager with deep WMS and hopefully sector experience, or do you need someone that can be directly involved in systems integration? There is no right answer to that - you just have to make sure it is the right answer for you."

He adds that it is important for the WMS customer to be involved in the discussions about who is going to do what work for their project, rather than simply letting the WMS vendor and consultant work out their own arrangement behind the scenes.

What are your thoughts on the WMS consulting market? Do not enough companies really analyze the skills they need at each phase of a project? Let us know your thoughts at the Feedback button (email) or section (web form) below.