But readiness is only half the story. Even the best-chosen WMS can struggle to deliver its full potential if the implementation itself goes wrong. Over the many (many) years we’ve worked with warehouses of all sizes, we’ve seen things go wrong, and more importantly, we can tell you what could have been done differently.
One of the most frequent mistakes is approaching WMS implementation as purely a technology project. And while correct software configuration and integration are vital, the bigger challenge is usually operational change. A WMS will almost always alter workflows, team responsibilities, and performance expectations. Because, frankly, if you just want to carry on doing what you’ve always done, why get one at all?
And if implementation is handled by IT alone, with limited operational involvement, warehouses can end up with a system that ticks all of the technical boxes but doesn’t fit real-world needs. The most successful projects we’ve seen are those where operations lead the conversation, and where they get to shape how the system is configured, so that it supports the people on the warehouse floor.
Another area where projects run into difficulty is treating processes as sacred. It’s easy to think, “We’ve always done it this way, so let’s get the WMS to match.” But the real value of a WMS comes when you’re willing to challenge those ingrained processes. For example, your current picking routes or replenishment triggers might have evolved from past limitations e.g. limited stock visibility, paper-based systems, or staffing constraints – rather than being an optimal design.
A WMS gives you the opportunity to reimagine everything. If you don’t take that opportunity, you risk embedding outdated thinking into your brand-new system. Plus… without wishing to blow our own trumpet (too hard) we do this all the time; it’s our job. We see a lot of warehouses, and we optimise them all. While doing that, we learn a lot of different techniques. And it’s possible we could show you an easier, faster, more efficient way to do things – if you’ll let us, that is.
Data preparation is another important topic, but during implementation, it becomes even more critical. Beyond basic SKU and location accuracy, you’ll need to think about units of measure, case pack quantities, pack configuration data, and supplier information. Check your data, because rubbish in = rubbish out. Mismatches here often show up only after go-live, when pickers realise that system instructions don’t reflect physical reality, and that leads to even more frustration and delays – on top of the stress of a Go-Live. Investing the time needed to clean and standardise your operational data before configuration is never wasted.
Change management is often considered to be a corporate buzzword, but in warehouse environments, it’s a very human reality. Operators and supervisors are under daily pressure to keep things moving. If you present them with a new system without also giving them clarity on how it makes their job easier or safer, you’ll encounter silent pushback. Sometimes it’s a reluctance to use handhelds, sometimes, it’s ignoring process steps to “just get it done.”
Early and ongoing communication, practical hands-on training, and visible support from warehouse leadership make a significant difference to adoption rates. When people feel heard and equipped, then you’ll naturally build their confidence in the new WMS. Because – some real talk, here – you can only get an ROI from your new WMS if your people are actually using it.
Integration planning is another area that can trip projects up. It’s rarely as simple as plugging the WMS into your ERP or carrier systems and pressing “go.” Data flows, error handling, and operational timing… they all matter. For example, if your ERP pushes pre-advice orders to the WMS too late, your receiving teams are standing about with nothing to do. If shipping integrations don’t handle exceptions properly, dispatch can grind to a halt. Strong integration planning should not only involve technical teams, but also operational walkthroughs that map out what happens at each stage and how failures will be handled in real time. “A failure to plan is a plan to fail”, and all that jazz.
Testing also deserves more attention than it often receives. Many projects focus on confirming that the system works in isolation – screens load, barcodes scan, reports run etc. but testers don’t try full end-to-end scenarios. Walking through real orders, with real data, from inbound receiving to putaway, picking, packing, and shipping will shine the brutal light of truth on mismatches and oversights long before they become go-live failures. In fact, we’d go so far as to say that testing is the difference between theoretical success and practical readiness.
Lastly, there’s sometimes a rush to go-live quickly, often under budget pressure or leadership expectation. And while no implementation should drag on indefinitely, compressing timelines to meet arbitrary dates almost always results in painful stabilisation periods post go-live. Staff get frustrated, confidence erodes, and the benefits case that you’ve so carefully prepared is totally undermined. A better approach is to plan for phased rollouts or pilot areas where lessons can be learned, and processes can be refined – before scaling to the full warehouse or across multiple sites.
Implementing a WMS is transformational, but it’s also disruptive. Sorry if that’s crushed any dreams, but there it is: the truth. We’re known for being honest and down to earth, so we’re just setting the tone up front here.
In our (very long) experience, the projects that succeed are those where teams take a holistic view. They see the new WMS not just as a software switch-on, but as an opportunity to evolve operations and future-proof their business. Mistakes are avoidable when planning is honest, operational ownership is strong, and everyone is working towards the same clear vision of what success looks like In Real Life.
These are conversations worth having before any contracts are signed. We know what to look out for when it comes to problems pre-implementation, so, if you’d like to have a no-obligation chat with us about how we do things differently, we’re always available here: info@socius24.com.
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