Best May Not Be Best, Sometimes !!
It is commonly believed that each WMS implementation is an IT implementation. This is not necessarily true. As a matter of fact each WMS implementation is an operational implementation and not an IT one. The softer aspects of a warehouse, like the warehouse sizing, configuration, location all come into play while consultants device an IT solution for the WMS. If these are ignored, and the WMS project becomes IT-driven it may have potentially negative impacts on the success of the implementation. As they say IT follows business and not vice versa. This is all the more true when it comes to warehouse management systems implementation.
Other classic examples are the designs of interfaces between the host ERP software and the WMS. To reap the best results, the designs should follow the business. There is not a penny's worth to implement a framework that does not resemble the actual operations closely since it will be detrimental to the productivity of warehouse operators and operations at large. This once again substantiates that WMS implementations are operational in nature and not IT.
Sometimes it is best not to implement best practices. Originations should identify the pain processes and try to alleviate them by looking at possible business process re-engineering options or having a few system solutions. The concerted effort should be on a fewer number of processes that are critical to the business. In some cases, that might mean making them world class or best of breed as they say, and in others, it might mean just doing the process in a unique way that is essential for that DC's way of doing business or meeting customer needs. This may translate to customizations to the WMS under considerations.
Retailers around the world have realized that, they all look at SMART ways to reap rich dividents. Sometimes, keeping it SIMPLE counts, it counts really big. Sometimes Best may not be Best.
