A WMS implementation is a project that is still often underestimated. All too often, stories come to me of failed implementations or projects that take much longer and are much more expensive than anticipated. An overview of the main pitfalls:
Deviating from the scope
A major assassin is deviating from the scope. Too often, clients want something extra. They only really discover the capabilities of the package during design. Then, of course, the temptation to immediately start improvement projects is very strong. However, deviating from the scope immediately delays the project, resulting in higher costs. These optimisations are better saved for after the go-live.
Deployment of experienced employees
A WMS is not only an investment in money but also in time of the organisation. Commitment of the client is an important factor for success. This involves releasing the most experienced employees for a WMS project, which is often argued to be impossible because these are precisely the employees who are the knowledge carriers and carry and, where necessary, drive the current operation. They are of course indispensable for the operation but their input in the set-up of the WMS is crucial. After all, they know the ins and outs of the business. When designing 'from behind the PC', important details are forgotten or processes are not properly translated into the package. This leads to a project having to be redone in whole or in part.
The experience and knowledge of experienced people is needed to make a WMS implementation successful. These knowledge holders have to carry and embrace the new system and are also the point of contact for employees later on when using it.
Trying instead of testing
Thorough testing of a new application is very important. Often, the test team is already satisfied when an order passes through the system after a few attempts. That's not testing, that's trying out. Not only is good testing important to see whether the system works as conceived, it is also training for the key users.
Training too early
Good training is important but is pointless if it is more than 2 weeks in advance. Most have forgotten what they have learned by then. Increasingly, the Sunday of the go-live weekend is used to process 5-10 per cent of orders in advance so that employees have already worked with the system once. With this strategy, you start with a head start and it is the ultimate test of the system.
WMS selection at ICT & Logistics
Is your WMS due for replacement? During ICT & Logistiek, on 5, 6 and 7 November in the Jaarbeurs, Jos Koenders will take you through his experiences in the field of WMS selection and implementation in a number of substantive sessions. A world that is developing rapidly. On the basis of practical cases, success stories and pitfalls will be presented. Visit the ICT & Logistiek website for more information or register here directly.
