It was developed to optimize operations in a DC that ran on people and pallets. But the venerable warehouse management system (WMS) will have to evolve if it’s to stay relevant in today’s hyperconnected, robotic facilities, experts say.
Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
For decades, warehouse management system (WMS) software has had a clear-cut role to play in the DC. Once your fulfillment operation got big enough, this was the software you needed to maintain visibility over your inventory, maximize the flow of goods from dock door to pallet to rack and back again, and direct the flow of activity inside the building.
But recent developments have muddied the picture, creating something of an identity crisis for the traditional WMS. That’s partly due to the arrival of software like warehouse execution systems (WES) and warehouse control systems (WCS), both of which can provide operating instructions to automated equipment. And it’s partly due to the rise of automation—particularly the self-directed, autonomous robots and vehicles that operate independently of a WMS.
Depending on who you talk to in the logistics tech community, the line that divides the WMS from other DC software hasbegun to blur—or even disappeared entirely. That rapid evolution has created a confusing space for businesses seeking the best way to use their WMS products in 2023, says Jordan Mitchell, senior director, product management at the Atlanta-based systems integrator Fortna.
ROBOTS SEIZE THE SPOTLIGHT
As noted, much of that change has been driven by the arrival of large fleets of robots in facilities that are looking to rev up their e-commerce and omnichannel fulfillment operations. A case in point is the autonomous mobile robot (AMR), which is becoming an increasingly common sight in DCs. As its name suggests, an AMR is designed to be, well, autonomous, meaning it can carry out its mission without step-by-step guidance from a warehouse management system. And that’s true whether the AMR connects directly to a conveyor or automated storage and retrieval system (AS/RS), operates as a collaborative robot (“cobot”) that works in conjunction with humans, or simply whisks items—totes, cartons, or pallets—around the warehouse floor.
The advent of AMRs and their more-static robot cousins has even sparked the development of a new breed of warehouse software, called the “multiagent orchestration platform.” Some large DCs use this app, which acts as an extra layer between the WMS and the automated equipment, to help manage the complex interplay between human associates, automated storage and retrieval systems, goods-to-person robots, articulated picking arms, and other devices.
What all this suggests is that in order to remain relevant, the traditional WMS will have to expand its social circle—meaning it will need to be able to handle real-time data inputs from humans, robots, and a growing array of internet of things (IoT) sensors, Mitchell says. If it simply stays in its lane, companies will have less of a reason to invest in a top-of-the-line WMS, he adds. For instance, smaller fulfillment centers with just one or two types of automated equipment might decide they no longer need a complex, “tier one” WMS and instead opt for a basic WMS that they can pair with their AMR control software, Mitchell explains.
Other DCs may skip the WMS entirely, choosing to link their WES directly to the enterprise resource planning (ERP) software that serves as an umbrella over all of a facility’s applications, says Samay Kohli, CEO and co-founder of GreyOrange, a Georgia-based mobile robotics developer that also offers a WES, or “fulfillment orchestration system,” called GreyMatter.
“Either the line between WES and WMS is blurring, or WES is taking over,” says Kohli, who points to robots as the reason for that change. “Robotics is different from the traditional automation path,” he says. “It’s not like a conveyor belt or a shuttle system because it generates real-time data on its progress.”
And GreyOrange is not the only one. Comparable platforms like SVT Robotics’ Softbot and Amazon Web Services' (AWS) RoboRunner can also orchestrate the activities of diverse fleets of robots, while tech developer AutoScheduler offers a software program called AutoScheduler.AI that sits on top of a WMS to optimize its operations. Plus, systems integrators like Körber, Fortna, and Bastian all offer WES toolkits to manage higher-complexity workflows, Fortna’s Mitchell says.
THE STORY ISN’T OVER
But not everyone is ready to write the WMS off just yet. While its “job profile” is under pressure to change, the WMS still has a critical role to play, argues Adam Kline, senior director, product management at Manhattan Associates, an Atlanta-based supply chain software developer. It’s true that the WMS needs to reach out of its sandbox and integrate with other systems in the modern DC, but thanks to cloud-based software design, it can make that evolutionary step without losing its core identity, he says.
Manhattan’s answer to those changing demands is a cloud-based software application that combines warehouse management, labor management, and transportation management in a single cloud-native application called Manhattan Active Supply Chain. Unifying the three applications on a single platform allows each one to operate in cooperation with the others, providing a better “holistic view” over the business landscape than any single software app could, Kline says.
Though the WMS’s future remains an open question, it’s clear that the traditional software is under pressure, squeezed by the ERP control platform above it and the WES and WCS systems on both sides—all of which can do something the WMS can’t: deal with a flood of data bubbling up from the floor below, generated by robotic systems, multi-agent orchestration platforms, and the IoT. While supply chain tech developers have come up with a number of creative solutions to help the WMS step up its game, it’s still anybody’s guess as to which will prevail.
Jeremy Van Puffelen grew up in a family-owned contract warehousing business and is now president of that firm, Prism Logistics. As a third-party logistics service provider (3PL), Prism operates a network of more than 2 million square feet of warehouse space in Northern California, serving clients in the consumer packaged goods (CPG), food and beverage, retail, and manufacturing sectors.
During his 21 years working at the family firm, Van Puffelen has taken on many of the jobs that are part of running a warehousing business, including custodial functions, operations, facilities management, business development, customer service, executive leadership, and team building. Since 2021, he has also served on the board of directors of the International Warehouse Logistics Association (IWLA), a trade organization for contract warehousing and logistics service providers.
Q: How would you describe the current state of the contract warehouse industry?
A: I think the current state of the industry is strong. For those that have been focused on building good client relationships over the years, I think it’s a really exciting time. Coming out of all the challenges of the past few years, I think there’s a lot of opportunity for growth and deeper partnerships. It’s fun to see the automation and AI (artificial intelligence) integration starting to evolve [in a way that’s] similar to what we saw with WMS (warehouse management systems) in the early 2000s.
Q: You are now president of your family firm. Is it an advantage having grown up in the business as opposed to working elsewhere?
A: I definitely believe it was an advantage growing up in the business. Whether it’s working with family or someone else in the industry, there’s always an advantage when you have mentors[to guide] you. I’ve been blessed to have several mentors, some in the industry, others just in life, and I’m thankful that they were willing to mentor me and that I was willing to listen to them.
Q: What are the biggest challenges currently facing 3PLs, and how are you addressing them?
A: Labor and legislation are both tough right now. The two seem to have a lot to do with each other, and it can make it tough to find and retain people. So I think we’ll see more and more automation of processes industrywide.
Q: Third-party service providers often must handle a wide variety of products for a lot of different clients. Does this variety make it difficult to invest in automation and other new technologies?
A: It can make things more difficult when looking at certain automation, but it’s in the “difficult” that a lot of opportunities lie. It would be tough to find a single solution that fits every client’s needs, but there are always opportunities to improve in certain areas. It just takes a bit of vision and commitment, and a willingness to invest in your own long-term success.
Q: As a 3PL, what do you look for when selecting the clients you work with?
A: Quality relationships that will last a long time. When both parties are happy and working together in the same direction, everyone wins.
Q: You’ve been a board member of the International Warehouse Logistics Association since 2021. Why is your involvement with this organization important to you?
A: I think it’s important to understand what’s happening in the industry. IWLA is a great resource for staying up to date and getting a solid education when it comes to the latest logistics trends. I also think it’s important to give back and pass along what we’ve learned to those just getting started in the business. As important as it is to have a mentor, it’s just as important to mentor and help others.
“While there have been some signs of tightening in consumer spending, September’s numbers show consumers are willing to spend where they see value,” NRF Chief Economist Jack Kleinhenz said in a release. “September sales come amid the recent trend of payroll gains and other positive economic signs. Clearly, consumers continue to carry the economy, and conditions for the retail sector remain favorable as we move into the holiday season.”
The Census Bureau said overall retail sales in September were up 0.4% seasonally adjusted month over month and up 1.7% unadjusted year over year. That compared with increases of 0.1% month over month and 2.2% year over year in August.
Likewise, September’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were up 0.7% seasonally adjusted month over month and up 2.4% unadjusted year over year. NRF is now forecasting that 2024 holiday sales will increase between 2.5% and 3.5% over the same time last year.
Despite those upward trends, consumer resilience isn’t a free pass for retailers to underinvest in their stores by overlooking labor, customer experience tech, or digital transformation, several analysts warned.
"The 2024 holiday season offers more ‘normalcy’ for retailers with inflation cooling. Still, there is no doubt that consumers continue to seek value. Promotions in general will play a larger role in the 2024 holiday season. Retailers are dealing with shrinking shopper loyalties, a larger number of competitors across more channels – and, of course, a more dynamic landscape where prices are shifting more frequently to win over consumers who are looking for great deals,” Matt Pavich, senior director of strategy & innovation at pricing optimization solutions provider Revionics, said in an email.
Nikki Baird, VP of strategy & product at retail technology company Aptos, likewise said that retailers need to keep their focus on improving their value proposition and customer experience. “Retailers aren’t just competing with other retailers when it comes to consumers’ discretionary spending. If consumers feel like the shopping experience isn’t worth their time and effort, they are going to spend their money elsewhere. A trip to Italy, a dinner out, catching the latest Blake Lively and Ryan Reynolds films — there is no shortage of ways that consumers can spend their discretionary dollars,” she said.
Editor's note:This article was revised on October 18 to correct the attribution for a quote to Matt Pavich instead of Nikki Baird.
The market for environmentally friendly logistics services is expected to grow by nearly 8% between now and 2033, reaching a value of $2.8 billion, according to research from Custom Market Insights (CMI), released earlier this year.
The “green logistics services market” encompasses environmentally sustainable logistics practices aimed at reducing carbon emissions, minimizing waste, and improving energy efficiency throughout the supply chain, according to CMI. The market involves the use of eco-friendly transportation methods—such as electric and hybrid vehicles—as well as renewable energy-powered warehouses, and advanced technologies such as the Internet of Things (IoT) and artificial intelligence (AI) for optimizing logistics operations.
“Key components include transportation, warehousing, freight management, and supply chain solutions designed to meet regulatory standards and consumer demand for sustainability,” according to the report. “The market is driven by corporate social responsibility, technological advancements, and the increasing emphasis on achieving carbon neutrality in logistics operations.”
Major industry players include DHL Supply Chain, UPS, FedEx Corp., CEVA Logistics, XPO Logistics, Inc., and others focused on developing more sustainable logistics operations, according to the report.
The research measures the current market value of green logistics services at $1.4 billion, which is projected to rise at a compound annual growth rate (CAGR) of 7.8% through 2033.
The report highlights six underlying factors driving growth:
Regulatory Compliance: Governments worldwide are enforcing stricter environmental regulations, compelling companies to adopt green logistics practices to reduce carbon emissions and meet legal requirements.
Technological Advancements: Innovations in technology, such as IoT, AI, and blockchain, enhance the efficiency and sustainability of logistics operations. These technologies enable better tracking, optimization, and reduced energy consumption.
Consumer Demand for Sustainability: Increasing consumer awareness and preference for eco-friendly products drive companies to implement green logistics to align with market expectations and enhance their brand image.
Corporate Social Responsibility (CSR): Companies are prioritizing sustainability in their CSR strategies, leading to investments in green logistics solutions to reduce environmental impact and fulfill stakeholder expectations.
Expansion into Emerging Markets: There is significant potential for growth in emerging markets where the adoption of green logistics practices is still developing. Companies can capitalize on this by introducing sustainable solutions and technologies.
Development of Renewable Energy Solutions: Investing in renewable energy sources, such as solar-powered warehouses and electric vehicle fleets, presents an opportunity for companies to reduce operational costs and enhance sustainability, driving further market growth.
A real-time business is one that uses trusted, real-time data to enable people and systems to make real-time decisions, Peter Weill, the chairman of MIT’s Center for Information Systems Research (CISR), said at the “IFS Unleashed” show in Orlando.
By adopting that strategy, they gain three major capabilities, he said in a session titled “Becoming a Real-Time Business: Unlocking the Transformative Power of Digital, Data, and AI.” They are:
business model agility without needing a change management program to implement it
seamless digital customer journeys via self-service, automated, or assisted multi-product, multichannel experiences
thoughtful employee experiences enabled by technology empowered teams
And according to Weill, MIT’s studies show that adopting that real-time data stance is not restricted just to digital or tech-native businesses. Rather, it can produce successful results for companies in any sector that are able to apply the approach better than their immediate competitors.
“ExxonMobil is uniquely placed to understand the biggest opportunities in improving energy supply chains, from more accurate sales and operations planning, increased agility in field operations, effective management of enormous transportation networks and adapting quickly to complex regulatory environments,” John Sicard, Kinaxis CEO, said in a release.
Specifically, Kinaxis and ExxonMobil said they will focus on a supply and demand planning solution for the complicated fuel commodities market which has no industry-wide standard and which relies heavily on spreadsheets and other manual methods. The solution will enable integrated refinery-to-customer planning with timely data for the most accurate supply/demand planning, balancing and signaling.
The benefits of that approach could include automated data visibility, improved inventory management and terminal replenishment, and enhanced supply scenario planning that are expected to enable arbitrage opportunities and decrease supply costs.
And in the chemicals and lubricants space, the companies are developing an advanced planning solution that provides manufacturing and logistics constraints management coupled with scenario modelling and evaluation.
“Last year, we brought together all ExxonMobil supply chain activities and expertise into one centralized organization, creating one of the largest supply chain operations in the world, and through this identified critical solution gaps to enable our businesses to capture additional value,” said Staale Gjervik, supply chain president, ExxonMobil Global Services Company. “Collaborating with Kinaxis, a leading supply chain technology provider, is instrumental in providing solutions for a large and complex business like ours.”