WMS vendors are pushing software that comes preconfigured to the needs of specific industries, cutting weeks—or even months—out of the installation process. But experts warn it's not for everyone.
James Cooke is a principal analyst with Nucleus Research in Boston, covering supply chain planning software. He was previously the editor of CSCMP?s Supply Chain Quarterly and a staff writer for DC Velocity.
Vendors of Warehouse Management Systems (WMS) get it: What you want these days is a fast and cheap installation. In response, they're pushing the concept of software that comes preconfigured to the needs of specific industries—like retail or automotive or pharmaceuticals. Buy one of these packages, vendors say, and you can skip right over some of the programming work during the installation phase.
For all the hype, the idea of preconfigured WMS packages isn't particularly new. In fact, the consulting firm Coopers & Lybrand (now part of PricewaterhouseCoopers) came up with the idea years ago, according to consultant Steve Mulaik, a partner at the Alpharetta, Ga.-based Progress Group.
Nonetheless, it's clear that vendors believe the time is ripe for a product whose chief selling point is the promise of simple, low-cost installation. "The WMS vendors are really pushing this because everyone is cognizant of the time element and the costs of implementation," says John Sidell, a managing principal at the Kansas City, Mo.-based systems integrator TranSystems ESync.
A big head start
The appeal of a WMS that's tailored to the customer's specific industry isn't hard to see. Terminology, business rules, and practices vary widely from one industry to the next, but within a given sector, there's usually a great deal of commonality. Buying software that's preset to reflect standard industry practices can give a company a big head start when it comes to implementation.
For example, consider the difference between buying a WMS package that's preconfigured to the needs of a pharmaceutical warehouse vs. a generic package. With a generic solution, someone has to program the software to recognize the difference between, say, an apparel industry stock-keeping unit (SKU) number, whose digits might indicate a garment's style, size, and color, and a pharma industry SKU, whose digits might indicate a drug's lot number, batch number, and expiration date. A preconfigured program eliminates that task. On top of that, the preconfigured program doesn't have to be "taught" to use, say, lot expiration dates as a criterion for product selection. Instead, the software will arrive pre-programmed to generate pick lists that ensure that workers fill orders from older batches of medications before drawing on new ones.
But preconfiguration work isn't always about tailoring a WMS to the requirements of a particular industry. It can also include tasks like the creation of programming templates that streamline the process of assigning items to storage locations, says Bill Bastian, president of Indianapolis-based systems integrator Bastian Material Handling. Instead of having to input data for each storage location in the warehouse, he says, integrators can use these templates or "masters" that incorporate common data such as the length, width, and height for all bays. The integrator can then create a unique identifier for each storage location and simply copy and paste the template data. "I want to replicate [common information] using this master as opposed to going one by one and putting in the information," says Bastian.
As for how much time is saved, estimates vary. Sidell of TranSystems ESync says preconfigured modules can cut 20 to 30 percent from the programming time. On top of that, he says, presets can reduce the post-installation testing period by 25 percent. "The less you have to configure, the less you have to test," says Sidell. All told, he says, preset modules can cut the typical implementation period from seven months to five.
Matt Wilkerson, a principal at Tompkins Associates, a Raleigh, N.C.based consultancy with a systems integration practice, has a more conservative estimate. He says preconfiguration work can eliminate three to four weeks from the design phase of a project. Differences among individual operations limit the amount of work that can be done in advance, he explains. "There's too much variation to ever arrive at a standard preconfiguration."
Not for everyone
Although the systems integrators contacted for this article agreed that preconfigured WMS models can cut installation time, they also warned that the software has its drawbacks. For example, some believe buying a preset package discourages users from exploring the software's full range of capabilities. "It can inhibit the clients from learning and understanding the product because you come up with preconfigured opinions on how the system will run," says Rod Wyles, a vice president at Fortna Inc., a Reading, Pa.-based systems integrator. "You can miss out on [features] that may work for your business."
It's important to note that not all DC operations are good candidates for preconfigured software. For example, highly automated distribution centers may not get much benefit from installing a preconfigured package. Operations that use a lot of automated equipment will need to have a lot of interfaces written, canceling out the advantages of preconfiguration.
Integrators say unrealistic expectations on the client's part can lead to disappointment as well. It's not uncommon for customers to opt for a preconfigured package but later decide they don't want to settle for the "standard" features. "The clients often wind up customizing the software package," says Paul Faber, director of software and systems integration at Tompkins Associates. "It takes an awful lot of discipline from a client's management team to stick to base functionality."
And even if a warehouse operation is willing to live by the system's "canned" rules, Wyles says, the company shouldn't assume the package is plug and play. A WMS still must be configured to reflect the facility's own physical layout. "The setup of a WMS is built around the facility," he says, "and that often can't be preconfigured."
Although a preconfigured WMS may not be right for every warehouse operation, prospective customers should still take note of which vendors offer packages tailored to their industry. The mere fact that a software company has designed a program for, say, the retail or the automotive industry indicates that its software is suited to that type of business. "If somebody has a template for a specific market," says Mulaik, "I would have a lot more confidence in buying that system."
The U.S., U.K., and Australia will strengthen supply chain resiliency by sharing data and taking joint actions under the terms of a pact signed last week, the three nations said.
The agreement creates a “Supply Chain Resilience Cooperation Group” designed to build resilience in priority supply chains and to enhance the members’ mutual ability to identify and address risks, threats, and disruptions, according to the U.K.’s Department for Business and Trade.
One of the top priorities for the new group is developing an early warning pilot focused on the telecommunications supply chain, which is essential for the three countries’ global, digitized economies, they said. By identifying and monitoring disruption risks to the telecommunications supply chain, this pilot will enhance all three countries’ knowledge of relevant vulnerabilities, criticality, and residual risks. It will also develop procedures for sharing this information and responding cooperatively to disruptions.
According to the U.S. Department of Homeland Security (DHS), the group chose that sector because telecommunications infrastructure is vital to the distribution of public safety information, emergency services, and the day to day lives of many citizens. For example, undersea fiberoptic cables carry over 95% of transoceanic data traffic without which smartphones, financial networks, and communications systems would cease to function reliably.
“The resilience of our critical supply chains is a homeland security and economic security imperative,” Secretary of Homeland Security Alejandro N. Mayorkas said in a release. “Collaboration with international partners allows us to anticipate and mitigate disruptions before they occur. Our new U.S.-U.K.-Australia Supply Chain Resilience Cooperation Group will help ensure that our communities continue to have the essential goods and services they need, when they need them.”
A new survey finds a disconnect in organizations’ approach to maintenance, repair, and operations (MRO), as specialists call for greater focus than executives are providing, according to a report from Verusen, a provider of inventory optimization software.
Nearly three-quarters (71%) of the 250 procurement and operations leaders surveyed think MRO procurement/operations should be treated as a strategic initiative for continuous improvement and a potential innovation source. However, just over half (58%) of respondents note that MRO procurement/operations are treated as strategic organizational initiatives.
That result comes from “Future Strategies for MRO Inventory Optimization,” a survey produced by Atlanta-based Verusen along with WBR Insights and ProcureCon MRO.
Balancing MRO working capital and risk has become increasingly important as large asset-intensive industries such as oil and gas, mining, energy and utilities, resources, and heavy manufacturing seek solutions to optimize their MRO inventories, spend, and risk with deeper intelligence. Roughly half of organizations need to take a risk-based approach, as the survey found that 46% of organizations do not include asset criticality (spare parts deemed the most critical to continuous operations) in their materials planning process.
“Rather than merely seeing the MRO function as a necessary project or cost, businesses now see it as a mission-critical deliverable, and companies are more apt to explore new methods and technologies, including AI, to enhance this capability and drive innovation,” Scott Matthews, CEO of Verusen, said in a release. “This is because improving MRO, while addressing asset criticality, delivers tangible results by removing risk and expense from procurement initiatives.”
Survey respondents expressed specific challenges with product data inconsistencies and inaccuracies from different systems and sources. A lack of standardized data formats and incomplete information hampers efficient inventory management. The problem is further compounded by the complexity of integrating legacy systems with modern data management, leading to fragmented/siloed data. Centralizing inventory management and optimizing procurement without standardized product data is especially challenging.
In fact, only 39% of survey respondents report full data uniformity across all materials, and many respondents do not regularly review asset criticality, which adds to the challenges.
Artificial intelligence (AI) tools can help users build “smart and responsive supply chains” by increasing workforce productivity, expanding visibility, accelerating processes, and prioritizing the next best action to drive results, according to business software vendor Oracle.
To help reach that goal, the Texas company last week released software upgrades including user experience (UX) enhancements to its Oracle Fusion Cloud Supply Chain & Manufacturing (SCM) suite.
“Organizations are under pressure to create efficient and resilient supply chains that can quickly adapt to economic conditions, control costs, and protect margins,” Chris Leone, executive vice president, Applications Development, Oracle, said in a release. “The latest enhancements to Oracle Cloud SCM help customers create a smarter, more responsive supply chain by enabling them to optimize planning and execution and improve the speed and accuracy of processes.”
According to Oracle, specific upgrades feature changes to its:
Production Supervisor Workbench, which helps organizations improve manufacturing performance by providing real-time insight into work orders and generative AI-powered shift reporting.
Maintenance Supervisor Workbench, which helps organizations increase productivity and reduce asset downtime by resolving maintenance issues faster.
Order Management Enhancements, which help organizations increase operational performance by enabling users to quickly create and find orders, take actions, and engage customers.
Product Lifecycle Management (PLM) Enhancements, which help organizations accelerate product development and go-to-market by enabling users to quickly find items and configure critical objects and navigation paths to meet business-critical priorities.
Nearly one-third of American consumers have increased their secondhand purchases in the past year, revealing a jump in “recommerce” according to a buyer survey from ShipStation, a provider of web-based shipping and order fulfillment solutions.
The number comes from a survey of 500 U.S. consumers showing that nearly one in four (23%) Americans lack confidence in making purchases over $200 in the next six months. Due to economic uncertainty, savvy shoppers are looking for ways to save money without sacrificing quality or style, the research found.
Younger shoppers are leading the charge in that trend, with 59% of Gen Z and 48% of Millennials buying pre-owned items weekly or monthly. That rate makes Gen Z nearly twice as likely to buy second hand compared to older generations.
The primary reason that shoppers say they have increased their recommerce habits is lower prices (74%), followed by the thrill of finding unique or rare items (38%) and getting higher quality for a lower price (28%). Only 14% of Americans cite environmental concerns as a primary reason they shop second-hand.
Despite the challenge of adjusting to the new pattern, recommerce represents a strategic opportunity for businesses to capture today’s budget-minded shoppers and foster long-term loyalty, Austin, Texas-based ShipStation said.
For example, retailers don’t have to sell used goods to capitalize on the secondhand boom. Instead, they can offer trade-in programs swapping discounts or store credit for shoppers’ old items. And they can improve product discoverability to help customers—particularly older generations—find what they’re looking for.
Other ways for retailers to connect with recommerce shoppers are to improve shipping practices. According to ShipStation:
70% of shoppers won’t return to a brand if shipping is too expensive.
51% of consumers are turned off by late deliveries
40% of shoppers won’t return to a retailer again if the packaging is bad.
The “CMA CGM Startup Awards”—created in collaboration with BFM Business and La Tribune—will identify the best innovations to accelerate its transformation, the French company said.
Specifically, the company will select the best startup among the applicants, with clear industry transformation objectives focused on environmental performance, competitiveness, and quality of life at work in each of the three areas:
Shipping: Enabling safer, more efficient, and sustainable navigation through innovative technological solutions.
Logistics: Reinventing the global supply chain with smart and sustainable logistics solutions.
Media: Transform content creation, and customer engagement with innovative media technologies and strategies.
Three winners will be selected during a final event organized on November 15 at the Orange Vélodrome Stadium in Marseille, during the 2nd Artificial Intelligence Marseille (AIM) forum organized by La Tribune and BFM Business. The selection will be made by a jury chaired by Rodolphe Saadé, Chairman and CEO of the Group, and including members of the executive committee representing the various sectors of CMA CGM.