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Key Steps to a Successful WMS Implementation: Understanding Vendor and Client Responsibilities

A successful Warehouse Management System (WMS) implementation involves several key stakeholders from different areas of the organization. Your IT team, warehouse managers and supervisors, end users, executive sponsors, and others will each play a role. The vendor you choose will also involve stakeholders from their organization. Establishing a strong partnership between the client and vendor is one of the key steps to a successful WMS implementation.

However, one of the easiest traps to fall into is starting the implementation process without a clear understanding of the vendor’s responsibilities versus the client’s. In the past, we’ve outlined why we believe working with a consultant can be an excellent strategy for addressing this pitfall. Building on that, this post will detail the key steps to a successful WMS implementation, including a comprehensive list of vendor and client responsibilities.

Key Steps to a Successful WMS Implementation: 

Vendor Responsibilities

The first thing to point out is that clients definitely carry the bulk of the responsibility load. The vendor’s main role is to sell their offering, exactly as their name states. Once the system has been sold and the contract signed, the vendor is required to:

  • Provide system documentation
  • Outline software implementation steps 
  • Provide a software implementation team

During the implementation, the vendor’s responsibilities are:

  • Create client-requested customizations
  • Conduct initial system testing
  • Provide training to a client team member

The vendor often wants to drive the entire system design. However, the design sessions must be very collaborative and are best when co-led. The vendor is responsible for ensuring that the processes designed will work within the designed budget; however, the vendor should not make final operational and process flow decisions, that’s all up to the client.

Key Steps to a Successful WMS Implementation: 

Client Responsibilities

Clients have far more to do when it comes to their WMS implementation. This is why it is critical to have a solid plan to follow to ensure nothing falls through the cracks. Thorough documentation and detailed planning can help you avoid the pitfalls of inadequate preparation, like insufficient training, poor data quality, and ineffective change management.

At the start of the project, the client must:

  • Define and document project expectations — This includes WMS expectations, identifying problem areas that need attention, desired timeline, and budgetary goals. Vendors need this information to understand the operation and its processes so the implementation team can work toward achieving the operation’s business requirements.
  • Build an internal implementation team — This is probably one of the most important steps in the entire process. While the vendor will have their own implementation team, the client must have one too, on-site. Its members should be dedicated to overseeing the project and should represent every department, from IT, customer service, and manufacturing, to finance, sales, operations, and quality control. These subject matter experts will be critical to ensuring the entire operation benefits from the new implementation.
  • Clearly articulate current operational procedures and future state business changes — Provide detailed descriptions of your operations to enable the vendor to identify potential areas for improvement. Clearly explain processes related to major customers and the required interfaces with systems such as TMS, ERPs, and material handling solutions. Additionally, offer a comprehensive inventory of mobile hardware solutions, including RFID, printers, and other technologies. The more detailed information the vendor has, the smoother and more effective the implementation will be.
  • Be aware of future goals — Be sure to include any anticipated changes in volumes, customer profiles, order mix, or other factors in the analysis for a holistic view of the needs of the business.

Go-live preparation

Clients are also in charge of choosing the go-live date and creating the go-live checklist. The checklist includes the names of all team members involved in the implementation, along with their responsibilities and important dates. This ensures everybody involved is aware of what is expected of them with target dates, fostering accountability. We highly recommend the go-live checklist, which also includes a contingency plan for any errors you may face down the line. Projects like these inevitably hit roadblocks, and having a plan in place to face them strategically will help operations maintain their timelines and budgets.

Testing

During the implementation, as the vendor prepares and provides system documentation, the client will begin preparing testing and training documentation. These documents will provide the details necessary to ensure all business requirements are being met. After the initial test is complete, Unit Testing by the vendor, it is the client’s responsibility to perform a series of other tests, which include:

  • System integration testing (SIT) — Tests integration points between different system modules or components.
  • User Acceptance Testing (UAT) — Verifies the system meets the user requirements and business processes.
  • Readiness testing (RT) — Evaluates that the system is ready for live production.

All these tests give the client and vendor multiple opportunities to see how the system works and to address any hiccups along the way.

Training

The team member picked as the trainer during pre-implementation will have received training from the vendor during the testing phase. They will have the knowledge and documentation needed to take charge of teaching the rest of the staff on the system, using training materials created for each department. Training documentation will vary by operation, but we believe the most essential components include:

  • How-to instructions for every screen
  • Process Maps
  • Information on Standard Operating Procedures (SOPs)
    • Detailed documentation on protocols to follow when something goes wrong
  • Error planning: Failure Mode Effects Analysis (FMEA)
    • Potential issues to expect
    • Root causes of errors
    • Measures to prevent errors
    • Risks of worst-case scenarios

The list above is the bare minimum required for training, just to get you started. Each task within the list is multi-faceted and involves hundreds of specific tasks, all tailored to the needs of the operation.

Key Steps to a Successful WMS Implementation: 

It’s all about collaboration

The client has a lot to consider when undergoing an implementation. One of the most important aspects of this process is understanding the importance of working together and communicating effectively. Vendors and clients that have a shared language and communicate effectively will have a far easier time ensuring the implementation goes off without a hitch. That starts with understanding who is responsible for what, so accountability is ensured on both sides. 

Oftentimes, clients have far more on their plates to contend with in addition to the implementation. Working with an independent consultant can help ensure a successful WMS implementation. With experience in over 80 solutions in a variety of industries, Cornerstone Edge is uniquely qualified to take care of client-side responsibilities to ensure no stone is left unturned. Whether you’re still in the selection phase, about to initiate an implementation, or are in the midst of one, we can help. We’re your supply chain partner, dedicated to making your supply chain your differentiator. Reach out to see how we can help.

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