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Common mistakes when implementing WMS
When a company decides to implement WMS, a programme that manages warehouse operations, managers may think that everything will just ‘work.’ But one or two subtle mistakes can cause the system to slow down operations instead of speeding them up. If you don't know the pitfalls in advance, you can easily ruin the entire project.
A new article on the LLC «SyncraNova» website highlights key mistakes that are important to avoid before you even get started.
Lack of clear technical specifications
The process often begins with the words: ‘Let's implement the system and figure it out later.’ This results in confusion: the integrator performs tasks as they understand them, warehouse employees continue to operate according to their usual rules, and the expectations of both sides do not match.
Recommendation: it is worth compiling a clear and specific set of rules for everyone who will be working with the WMS. Write down what should happen in the warehouse and how, who is responsible for what, and how to act in non-standard situations. This will help all project participants speak the same language and avoid confusion after launch.
Choosing a WMS without considering the specifics of the warehouse
Some choose a system simply because it suited another business, but storage conditions, products, and flow intensity are different for everyone. As a result, you may find that the functionality does not match the actual tasks, and the system itself either slows down operations or requires significant modifications. It is extremely unpleasant to realise such a mistake after signing the contract.
Recommendation: first, study the characteristics of your own warehouse (types of areas, assortment, turnover level, picking requirements, etc.). Then select a solution that supports your specific processes.
Inadequate examination of current processes
Warehouse operations may seem simple, but in reality, each area has many unique features. If these are not identified, the WMS will not function correctly. After implementation, you will either have to adapt the system to non-obvious practices or change established working technologies, which creates additional risks.
Recommendation: conduct an in-depth analysis. Track the movement of goods from receipt to shipment. Record all informal rules and potential bottlenecks. The WMS must correspond to the actual procedures in your warehouse.
A new article on the LLC «SyncraNova» website highlights key mistakes that are important to avoid before you even get started.
Lack of clear technical specifications
The process often begins with the words: ‘Let's implement the system and figure it out later.’ This results in confusion: the integrator performs tasks as they understand them, warehouse employees continue to operate according to their usual rules, and the expectations of both sides do not match.
Recommendation: it is worth compiling a clear and specific set of rules for everyone who will be working with the WMS. Write down what should happen in the warehouse and how, who is responsible for what, and how to act in non-standard situations. This will help all project participants speak the same language and avoid confusion after launch.
Choosing a WMS without considering the specifics of the warehouse
Some choose a system simply because it suited another business, but storage conditions, products, and flow intensity are different for everyone. As a result, you may find that the functionality does not match the actual tasks, and the system itself either slows down operations or requires significant modifications. It is extremely unpleasant to realise such a mistake after signing the contract.
Recommendation: first, study the characteristics of your own warehouse (types of areas, assortment, turnover level, picking requirements, etc.). Then select a solution that supports your specific processes.
Inadequate examination of current processes
Warehouse operations may seem simple, but in reality, each area has many unique features. If these are not identified, the WMS will not function correctly. After implementation, you will either have to adapt the system to non-obvious practices or change established working technologies, which creates additional risks.
Recommendation: conduct an in-depth analysis. Track the movement of goods from receipt to shipment. Record all informal rules and potential bottlenecks. The WMS must correspond to the actual procedures in your warehouse.
Insufficiently trained staff
This is one of the main reasons for reduced efficiency. You can purchase a modern system, but if employees do not understand how it works, they will revert to manual operations. The consequences are errors, delays and direct financial losses.
Recommendation: conduct practical training. Allow time for skills development, analyse real-life situations, and provide access to instructions. It is important that employees understand that the new system improves the accuracy and speed of their work, rather than complicating their tasks.
This is one of the main reasons for reduced efficiency. You can purchase a modern system, but if employees do not understand how it works, they will revert to manual operations. The consequences are errors, delays and direct financial losses.
Recommendation: conduct practical training. Allow time for skills development, analyse real-life situations, and provide access to instructions. It is important that employees understand that the new system improves the accuracy and speed of their work, rather than complicating their tasks.
Ignoring pilot launches and testing
Sometimes management wants to complete a project quickly and skips the pilot stage. However, this is precisely when errors that cannot be detected in theory are revealed. Real operations without preliminary checks lead to failures and downtime.
Recommendation: conduct testing in conditions that are as close to working conditions as possible. Check all scenarios, including non-standard ones.
Lack of KPI control after implementation
Launching the system is only the beginning. Without tracking indicators, efficiency decreases: employees find workarounds, processes are disrupted, and accuracy declines. As a result, the company pays for a system that does not deliver the desired results.
Recommendation: define key indicators in advance: speed of operations, accuracy, productivity, turnover. Regularly analyse the dynamics and adjust your actions.
Implementing a WMS is not just about installing a programme, but about making profound changes to processes. With the right approach, the system becomes a tool for increasing efficiency. The main thing is not to try to ‘just get it up and running,’ but to give yourself time to figure it out, configure it, and get used to it.
Sometimes management wants to complete a project quickly and skips the pilot stage. However, this is precisely when errors that cannot be detected in theory are revealed. Real operations without preliminary checks lead to failures and downtime.
Recommendation: conduct testing in conditions that are as close to working conditions as possible. Check all scenarios, including non-standard ones.
Lack of KPI control after implementation
Launching the system is only the beginning. Without tracking indicators, efficiency decreases: employees find workarounds, processes are disrupted, and accuracy declines. As a result, the company pays for a system that does not deliver the desired results.
Recommendation: define key indicators in advance: speed of operations, accuracy, productivity, turnover. Regularly analyse the dynamics and adjust your actions.
Implementing a WMS is not just about installing a programme, but about making profound changes to processes. With the right approach, the system becomes a tool for increasing efficiency. The main thing is not to try to ‘just get it up and running,’ but to give yourself time to figure it out, configure it, and get used to it.