Last week, DHL Supply Chain announced it has deployed SVT Robotics’ “Softbot” platform across 30 warehouse sites globally, with plans to expand to over 100 sites in the next three years. The headline number is impressive: integrations that once took months of custom coding can now be completed in as little as three hours.

But the real story isn’t about DHL. It’s about what this shift means for every mid-market company wrestling with automation decisions.

The Shift: From Monolithic to Modular

For years, warehouse automation meant committing to a single vendor’s ecosystem. You bought their robots, their software, their support contracts—and you were locked in. Need to add a different type of robot? Prepare for a six-month integration project.

DHL is signaling the end of that era. As Sally Miller, DHL’s Global CIO, put it: “The logistics industry is characterized by rapid change—whether it’s customer profile, volumes, or newly emerging technology—so our automation solutions need to adapt just as quickly.”

The Softbot platform acts as an integration layer between DHL’s warehouse management system (WMS) and virtually any robotics vendor. That means DHL can deploy the best robot for each specific task without worrying about compatibility. Goods-to-person systems from one vendor, autonomous forklifts from another, palletizing robots from a third—all orchestrated through a single platform.

Why Mid-Market Companies Should Pay Attention

You might think this is enterprise-only territory. DHL has 8,000+ collaborative robots across its global network. Your operation has… significantly fewer.

But here’s the insight that matters: the real cost of automation isn’t hardware—it’s integration.

That autonomous mobile robot (AMR) with the attractive ROI calculation? The vendor probably didn’t mention the three months of WMS customization, the middleware development, or the production downtime during testing. For mid-market companies without dedicated automation engineering teams, these hidden costs can double or triple the project budget.

Integration platforms change that equation. When DHL’s Tim Tetzlaff says they “replicated Goods-to-Person solutions across Europe with integration work completed in just three hours,” that’s not just a DHL capability anymore. SVT and similar platforms (like Fetch Robotics’ cloud platform or 6 River Systems’ integration tools) are increasingly accessible to smaller operations.

The Minimum Viable Automation Strategy

So how should a mid-market company approach automation in this new landscape? Start simple and build systematically.

Layer 1: Reduce Travel Time
The lowest-hanging fruit in any warehouse is reducing the time workers spend walking. Mobile-powered workstations—rolling carts with computers, printers, and scanners—can eliminate trips to fixed stations. It’s not glamorous automation, but it’s immediately impactful.

Layer 2: Automate Repetitive Transport
Once you’ve optimized human movement, look at automating repetitive, predictable transport routes. Horizontal moves over 100 feet are ideal candidates: finished goods to dock, waste to collection areas, repetitive “milk runs” between zones. Automated lift trucks handling these tasks can yield up to 32% labor savings while freeing workers for higher-judgment tasks.

Layer 3: Integrate Goods-to-Person
Only after mastering the fundamentals should you consider more complex goods-to-person systems—AMRs that bring inventory to pickers, or shuttle systems that automate storage and retrieval. These deliver transformative productivity gains, but they require solid integration infrastructure to manage effectively.

Avoiding Vendor Lock-In

The DHL news highlights a critical strategic question: how do you invest in automation without becoming hostage to a single vendor?

Ask these questions before any automation purchase:

1. What APIs are available? Can this system communicate with your WMS through standard interfaces, or does it require proprietary middleware?
2. What happens when you add a second vendor? If you buy AMRs from Vendor A today, can you add automated forklifts from Vendor B tomorrow without rebuilding your entire integration?
3. Who owns the data? Real-time operational data is increasingly valuable for optimization and AI applications. Make sure you have access to your own data in usable formats.
4. Can your team support it? The best automation implementations create internal “automation champions”—employees who understand the technology deeply enough to troubleshoot issues and advocate for continuous improvement.

What This Means for Your Next Move

DHL’s deployment of SVT’s platform isn’t just a technology story—it’s a signal that modular, multi-vendor automation is becoming the standard approach for sophisticated logistics operations.

For mid-market companies, the implications are clear:

• Don’t overbuild. Start with simpler automation that delivers quick wins and teaches your organization how to work alongside technology.
• Plan for interoperability. Every automation investment should consider how it will integrate with future additions.
• Invest in your team. Technology without trained people to manage it is just expensive equipment.

The warehouse of the future won’t be fully automated—it will be intelligently automated, with humans and machines each handling the tasks they do best. DHL’s move shows that the integration infrastructure to make that vision practical is maturing fast.

The question isn’t whether to automate. It’s whether you’re building a foundation that can evolve as fast as the technology.

Veridian helps mid-market companies build automation roadmaps that integrate with leading WMS platforms including Manhattan Associates. Contact us to discuss your warehouse automation strategy.

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The numbers tell the story. Twenty-three of Walmart’s 42 regional distribution centers are being retrofitted with automation. Sixty percent of U.S. stores now receive freight from automated facilities. Half of their e-commerce fulfillment volume runs through automated systems. And “a couple thousand facilities” are slated for some form of automation in 2026 alone.

But the real shift isn’t happening in massive fulfillment centers. It’s happening in store backrooms.

Stores Are the New Warehouses

Walmart operates roughly 4,700 U.S. stores. That’s 4,700 potential micro-fulfillment nodes sitting within 10 miles of 90% of the American population. Amazon, for all its logistics muscle, can’t match that footprint.

The company is leaning into this advantage. In Q4, Walmart delivered 35% of store-fulfilled orders in under three hours. Not three days. Three hours. That’s same-day delivery without the same-day infrastructure costs that sink so many retailers.

CFO John David Rainey put it plainly: “Inventory and labor are our two largest costs. Technology-enabled productivity benefits are critical to our ability to grow our core omni-business at lower marginal cost.”

Translation: stores that once existed to sell products now exist to ship them too. And the software running those operations needs to handle both.

The WMS Problem Nobody Talks About

Here’s what most coverage of Walmart’s automation push misses: the warehouse management system underneath it all.

Traditional WMS platforms were built for distribution centers. They optimize pick paths, manage inventory slots, and coordinate outbound shipments to stores. They weren’t designed to handle a store associate grabbing items for a delivery order while customers browse the same aisles.

Micro-fulfillment changes the rules. You need systems that can:

• Prioritize online orders against in-store replenishment in real time
• Route pickers efficiently through a retail floor layout (not warehouse racking)
• Manage inventory accuracy when the same SKU serves walk-in customers and delivery orders
• Handle returns that might arrive via mail, store drop-off, or curbside

Most legacy WMS platforms buckle under this complexity. They were never designed for it.

What Walmart’s $330 Million Tells Us

In Opelousas, Louisiana, Walmart spent over $330 million modernizing a regional distribution center. The old conveyor systems, some running for 20-30 years, got replaced with robotics and automation.

The interesting part: they retained the existing workforce and shifted them into higher-skilled positions focused on robotics maintenance and oversight.

This is the pattern we’re seeing across retail. Automation doesn’t eliminate jobs as much as it changes them. But it also raises the stakes for the technology stack. When you’ve invested nine figures in a facility, the software orchestrating those robots better work flawlessly.

The Omnichannel Pressure Cooker

Amazon recently revealed plans to automate 75% of its operations and potentially replace over half a million jobs. That’s the competitive pressure Walmart is responding to.

But Walmart has something Amazon doesn’t: stores everywhere. The question is whether they can run those stores as fulfillment centers without destroying the in-store shopping experience.

Early signs say yes. Over one million Walmart associates now carry handheld devices with computer vision capabilities, mapping inventory in real time. They know what’s in stock, where it sits, and whether it’s available for fulfillment or reserved for the sales floor.

That level of visibility requires systems that talk to each other. Inventory management. Order management. Workforce management. Transportation management. And at the center of it all, a WMS flexible enough to treat a store like a warehouse when needed.

What Other Retailers Should Take Away

Walmart’s micro-fulfillment push isn’t just a Walmart story. It’s a preview of where retail is heading.

If you’re a retailer watching from the sidelines, consider these questions:

• Can your current WMS handle store-based fulfillment alongside traditional DC operations?
• Do you have real-time inventory visibility across all locations, not just warehouses?
• Can your systems prioritize between channels when the same inventory serves multiple purposes?
• Are you treating stores as fixed-cost real estate, or as flexible fulfillment assets?

The retailers who answer these questions now will be positioned when customer expectations shift. The ones who wait will find themselves playing catch-up against competitors who already turned their stores into fulfillment engines.

Walmart is betting billions that proximity beats speed. That having inventory 10 miles away matters more than having a faster robot 100 miles away. For more great information you can find a link to their automation strategy in the warehouse as well. For retailers with physical footprints, that’s a bet worth understanding.

Veridian helps retailers and distributors modernize their supply chain operations with technology that actually fits how they do business. If your current systems can’t keep up with omnichannel demands, let’s talk.

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Consider the current state of warehouse labor. According to industry estimates, more than 70 percent of warehouses worldwide still rely heavily on manual labor. Picking and sorting alone account for over 50 percent of operating costs in most distribution centers. These are the tasks that traditional automation has struggled to address. Fixed infrastructure like conveyor systems and automated storage work well for predictable, high-volume operations, but they fall short when flexibility is required.

Gino 1 represents a different approach, one that prioritizes adaptability over throughput.

What Makes Gino 1 Different

Geek+ did not build Gino 1 as a concept demo or trade show novelty. The company says it has already been validated by a Fortune 500 customer within three months of its initial development, and it is designed for mass production. That matters. The warehouse robotics market is littered with impressive prototypes that never made it to commercial deployment.

From a technical standpoint, Gino 1 includes several features that address real operational challenges:

• Multi-eye vision system for spatial awareness and object recognition
• Three-finger dexterous hands capable of grasping items of varying shapes and sizes
• Force-controlled dual arms designed for safe operation alongside human workers

The robot runs on what Geek+ calls its “Brain” system, an embodied intelligence platform trained on years of real warehouse data combined with large-scale simulation. It uses a Vision-Language-Action model that blends high-level planning with real-time execution. In practical terms, this means Gino 1 can handle picking, packing, box handling, and inspection without needing task-specific programming for each new SKU or workflow variation.

Geek+ now offers autonomous mobile robots, robotic arms, and humanoid systems as an integrated solution. For warehouse operators, that simplifies the vendor landscape considerably.

Why Now? The Economics Are Shifting

Labor availability in logistics is not improving. The warehousing sector has faced persistent hiring challenges since 2020, and demographic trends suggest this will continue. Wages have risen faster than productivity gains in many facilities. Turnover remains high, with annual rates exceeding 40 percent at some distribution centers.

Traditional automation addressed part of this problem. Goods-to-person systems reduced walking time. Sortation systems increased throughput. Automated storage improved density. But these solutions require substantial capital investment, long implementation timelines, and relatively fixed facility layouts. A company that wants to automate a leased building with a five-year term faces difficult math.

Humanoid and flexible robotic systems change that equation. They can operate within existing infrastructure without major facility modifications. They can be redeployed as needs change. And as production scales and costs come down, they become viable for mid-market operators who could never justify a $50 million sortation system.

Geek+ is not alone in this push. Other companies are developing similar approaches. Corvus is deploying autonomous inventory drones. Gather AI recently raised $40 million for its physical AI platform. Dexory launched a next-generation autonomous warehouse robot with AI-powered inspection software. The common thread is systems that can perceive, adapt, and operate continuously in live facilities without requiring those facilities to be redesigned around the automation.

What This Means for Operations Leaders

None of this means warehouse managers need to panic or rush into humanoid robot deployments. The technology is real, but it is also new. Early adopters will work through integration challenges that later adopters can avoid.

That said, ignoring these developments would be a mistake. The companies that will benefit most from flexible automation are the ones that start preparing now. That preparation looks less like signing purchase orders and more like answering fundamental questions about current operations:

• Which tasks in your facility are still 100 percent manual? Where are the bottlenecks that prevent scaling?
• What is your true cost per pick when you factor in labor, errors, training, and turnover?
• Is your warehouse management system capable of orchestrating mixed human and robot workflows? Can it assign tasks dynamically based on availability and capability?
• Do you have the data infrastructure to measure productivity at a task level, or only at an aggregate facility level?

The last point is often overlooked. Automation vendors need detailed operational data to design effective solutions. Companies that cannot answer basic questions about pick rates, error rates, and labor allocation by zone or task type will struggle to evaluate automation options intelligently.

For many organizations, the first step toward automation readiness is not a robot pilot. It is better measurement of what their people are actually doing.

The Warehouse of 2030

The humanoid robot is not going to replace warehouse workers overnight. Anyone claiming otherwise is selling something. But the trajectory is clear. The warehouse of 2030 will look different from the warehouse of 2020. It will include humans, autonomous mobile robots, robotic picking arms, and increasingly, humanoid systems capable of handling the flexible tasks that have always required human judgment and dexterity.

The companies treating this as science fiction, as something that might matter someday but not now, will be the ones scrambling when their competitors deploy these systems at scale. The companies that treat it as a strategic priority, even if they are not ready to buy today, will be positioned to move quickly when the timing is right.

Understanding where your operation stands on the automation readiness spectrum is the first step. Request a consultation to discuss how your organization can prepare for the next generation of warehouse technology.

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Trailer unloading has always been the job nobody wanted. It’s hot in summer, cold in winter, physically punishing year-round. Workers crawl into 53-foot trailers stacked floor-to-ceiling with packages of every shape and size, moving thousands of pounds per shift. Injuries are common. Turnover is constant.

Last week, FedEx announced it’s deploying Berkshire Grey’s “Scoop” robotic system to do this job autonomously. The system uses what the companies call “physical AI” to navigate inside trailers, recognize variable package mixes, and unload them at high throughput without human intervention.

This isn’t just another warehouse robot. It’s a signal that warehouse automation is finally tackling the hardest, most dangerous tasks in distribution, not just the easy ones.

Why Trailer Unloading Took So Long to Automate

Warehouse automation has been around for decades, but most of it targets predictable, structured work. Conveyors move boxes along fixed paths. Sortation systems handle items with known dimensions. Automated storage and retrieval systems operate in controlled environments with standardized containers.

Trailer unloading is different. Every trailer is chaos. Packages shift during transit. Boxes stack irregularly. The mix changes constantly: small parcels next to heavy freight, fragile items wedged against dense ones. Traditional automation couldn’t handle this variability.

The human cost of this unpredictability is significant. According to U.S. Bureau of Labor Statistics data, the warehouse sector reports an injury rate of 5.5 cases per 100 employees, more than double the 2.7 rate across all industries. Much of that risk concentrates in manual material handling tasks like unloading.

Labor availability compounds the challenge. These positions are hard to fill and harder to keep filled. When workers leave after a few weeks or months, operations suffer.

What Makes This Approach Different

Berkshire Grey‘s Scoop system takes a fundamentally different approach than earlier attempts at automated unloading. Instead of trying to pick individual packages (mimicking human behavior), it uses bulk handling to maintain continuous flow.

The key innovations, according to FedEx’s announcement:

• AI-driven autonomy that recognizes variable package mixes and makes real-time decisions inside the trailer
• Continuous flow design that optimizes for overall throughput rather than individual piece handling
• Built-in support for human assistance when exceptions occur
• Minimal facility impact, designed to integrate into existing dock configurations

This hybrid model matters. The system doesn’t try to handle 100% of scenarios autonomously. When it encounters something unusual, operators can intervene. That pragmatic approach often separates automation that works in production from automation that works only in demos.

FedEx has been working with Berkshire Grey since 2021, starting with robotic sortation for small packages. The companies expanded their partnership in 2022 to develop broader AI robotic capabilities. Scoop is the result of that multi-year collaboration, with pilot systems running now and broader deployment planned for later in 2026.

What This Means for Distribution Center Strategy

For operations leaders watching this space, the FedEx announcement carries several implications.

The automation ROI equation is shifting. Traditional automation business cases focused primarily on labor cost reduction and throughput gains. Safety and injury prevention are now explicit factors. When your injury rate is double the national average, the cost of workers’ comp claims, OSHA scrutiny, and reputation risk changes the math.

Proven robotics solutions are becoming table stakes. While autonomous unloading represents the cutting edge, other warehouse robotics have matured significantly. Goods-to-person systems like Exotec’s Skypod have moved well beyond pilot phase, with installations running at scale across retail and e-commerce operations. The question for many DCs is no longer whether to automate picking and storage, but when and how aggressively. As automation capability expands to harder tasks like unloading, the facilities that delayed earlier-generation robotics may find themselves playing catch-up across multiple functions simultaneously.

Integration complexity varies by facility. FedEx emphasizes “minimal facility impact,” but every DC is different. Older buildings with non-standard dock configurations, limited ceiling height, or constrained staging areas face different integration challenges than purpose-built facilities. Any serious evaluation requires understanding what “minimal” means for your specific operation.

Pilot-first is the right approach. FedEx isn’t rolling this out everywhere at once. They’re running pilots, collecting data, and refining before broader deployment. That discipline applies to any significant automation investment. The vendors with real traction will support meaningful pilots. The ones pushing for immediate enterprise commitments often have something to hide.

Questions to Ask Before You Evaluate

If you’re considering warehouse automation for unloading or other physically demanding tasks, start with these questions:

• What’s your actual injury rate and workers’ comp cost for the target function?
• How variable is your inbound mix? Can you standardize any of it upstream?
• What’s your current throughput, and what would a 20-30% improvement be worth?
• Does your facility layout support the integration, or would you need modifications?
• Can you run a meaningful pilot on a subset of doors or shifts before committing?

The answers will tell you whether this generation of automation makes sense now, in two years, or not at all for your operation.

The Bigger Picture

Warehouse automation is moving up the difficulty curve. The easy wins have been captured. The next wave targets the hardest, most dangerous, most variable work.

That’s good news for workers who’ve been doing these jobs. It’s also a strategic inflection point for operations leaders. The companies that systematically evaluate where automation can address their highest-risk, highest-cost manual tasks will build more resilient operations. The ones that wait for perfect solutions will keep paying the price in injuries, turnover, and throughput constraints.

Frequently Asked Questions

What is autonomous trailer unloading?

Autonomous trailer unloading uses AI-powered robotics to remove packages from delivery trailers without human intervention. Systems like Berkshire Grey’s Scoop use sensors and machine learning to navigate inside trailers, recognize different package types, and unload them efficiently while maintaining continuous flow to downstream operations.

How does warehouse automation improve safety?

Warehouse automation reduces injuries by taking over physically demanding, repetitive tasks. Trailer unloading, for example, involves heavy lifting in confined spaces with shifting loads. Automating this work removes workers from high-risk situations. The warehouse industry’s injury rate is 5.5 per 100 employees, double the national average, making safety a key driver for automation investments.

What is the ROI of warehouse robotics?

Warehouse robotics ROI depends on labor costs, injury rates, throughput requirements, and facility characteristics. Modern business cases include safety improvements (reduced workers’ comp claims), labor availability (easier hiring for less physical roles), and operational consistency (robots don’t call in sick). Most organizations see payback periods of 2-4 years for proven solutions.

Should I automate my warehouse in 2026?

The decision depends on your specific pain points. If you’re struggling with high turnover in physical roles, elevated injury rates, or throughput constraints, automation deserves serious evaluation. Start by quantifying the cost of your current challenges, then assess which technologies address them. Pilot programs help validate assumptions before full commitment.

Veridian helps supply chain organizations evaluate technology investments, from warehouse automation to WMS modernization. If you’re assessing where robotics fits in your operation, request a consultation.

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“Evidence of a poorly conceived and managed warehouse management system (WMS) implementation sometimes is so apparent that passersby on the street notice it. Forty trucks lined up down the road trying to get into a warehouse is a sign of a bad WMS installation. When things aren’t working right, or the system’s down, the trucks must wait. And that costs money.” 

Supply chain leaders can avoid that grim scenario by understanding the WMS software procurement lifecycle, including top challenges and the value of a comprehensive review of supply chain data from selection through implementation and a few best practices to evaluate, select, implement, modify, and realize better ROI. 

The Challenges of the WMS Software Procurement Lifecycle 

Supply chain leaders will face challenges when beginning the WMS software procurement lifecycle. Employees within the company may be reluctant to change. Shareholders may wish to avoid unnecessary investments. A general sense of maintaining the status quo could prevail. However, the ongoing complexity of operations and a demand for more from today’s supply chains will render these opponents meaningless. At the same time, hasty selection and implementation of a WMS may have a disastrous effect. “No error creates more problems for a WMS implementation than moving too fast,” as the aforementioned Inbound Logistics article states.  

Why Evaluation Through Launch Matter Most 

A comprehensive strategy for managing all processes of the WMS software procurement lifecycle is essential. Companies must consider how any change of operations will affect downstream supply chain activities and vice versa. The selection of a WMS becomes clearer as supply chain leaders determine how new software will add value. Evaluation goes back to leveraging supply chain data to its greatest potential. Data can provide insight and help with crucial decision making but data alone is not the whole picture. Leaders must also consider cost impacts too. How do supply chain leaders approach a new procurement process for software without letting costs run rogue and well out of control? To answer that question, we’ll discuss a few best practices.  

Best Practices to Evaluate, Select, Implement, Modify, and Realize ROI 

Vast online resources have been devoted to the best practices for evaluation, selection, modification, and realizing the ROI of WMS software. While hundreds of individual improvements exist, ensure your organization follows these simple best practices: 

1. Centralize communications.  
2. Set clear expectations for the software.  
3. Don’t go looking to create world-class software from a subpar system. 
4. Avoid unnecessary modifications.  
5. Think in terms of long-term value and benefit, including risk management as technology improves.  
6. Consider working with an expert, such as Veridian, to optimize the whole process.  

Boost Your Company’s WMS Software Procurement ROI by Working With Veridian 

Your next procurement is on the horizon. It is only a matter of time before your current systems fail to deliver on their promises, and it will be time to upgrade. Instead of getting lost and enduring the whole upgrade and WMS software procurement lifecycle again within a few short years, follow the best practices to picking, implementing, and leveraging the right software first. Also, let Veridian help you improve your next software implementation process from procurement through launch. Visit Veridian online to get started.

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An OMS is one key method for changing retail operations to accommodate the current constraints and will be useful long after the COVID-19 pandemic is behind us. A modern OMS can enable curbside pickup and buy-online, pick up in-store (BOPIS) functionality that can enable customers to shop in the way they feel most comfortable while being safe and effective.

Learn more by filling out the form below to download your copy today.

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The Costs of Haphazard WMS and OMS Implementation

A haphazard WMS and OMS implementation can significantly increase the TCO of supply chain management systems. Without integration, supply chain leaders experience problems in the holistic visibility of their supply chain. Furthermore, recent SKU proliferation experienced by enterprise retailers and wholesalers makes tracking inventory more complex, and traditional systems have limited scalability and functionality. System limitations may come to light when a company attempts to simultaneously leverage analytics, robotics, automation, and new technologies. Since modern supply-chain technologies can speed order fulfillment and shipping, any technical limitations on inventory visibility could extend to customer service and continue downstream and have a negative impact on consumer satisfaction.

A modern WMS and OMS implementation can help ensure supply chain scalability of your systems. This drive is further augmented when a company opts for the use of external resources, such as Veridian, to aid in the implementation of the WMS and OMS. Poor implementation may also open the door to cybersecurity risks and lower customer service responsiveness. When attempting to complete a WMS and OMS implementation internally, it can be difficult to secure the proper dedicated resources with the right experience to be fully engaged throughout the duration of the project. Conflicting priorities between the project and day to day responsibilities may lead to sub-optimal participation, hindering the project’s overall success.

The Value of External Resources in System Implementation

Working with an expert WMS implementation company alleviates the problems created when attempting to complete an implementation internally. Instead of a company relying solely on existing resources and experience, supply chain leaders partner with objective experts in supply chain systems implementation, integration, and maintenance. Whole verticals of the supply chain software sector have risen to power in the age of cloud-based systems. The use of a WMS within the cloud significantly lowers the challenges and barriers to implementation, maintenance, and use of a WMS. Unfortunately, even with cloud-based systems, the opportunity for error will naturally lead to an increase in TCO, assuming a company overlooks something. External resources and consultants effectively become a third-party marketplace and project manager that works directly with a business to avoid these risks. Additional resources provided by third parties, such as the Veridian AutoMate platform, including both TestLead and ConfigBuilder, go a long way in reducing the delays during implementation and expediting software implementation.

How to Leverage New Tools and Consultant Services During Your Project

There isn’t a one-size-fits-all approach to any implementation. When attempting to leverage new tools and consultant services, supply chain leaders should look for experts with these key qualities in potential consultants.

• Extensive experience in managing omnichannel supply chains and software implementation.
• Ability to work with multiple personalities and management styles, improving communication.
• Able to take an objective view of a project, looking at it from the customer, shareholder, and third-party perspectives simultaneously.
• Cultivates established relationships with major industry software vendors, including HighJump, Manhattan Associates, and Blue Yonder (formerly JDA).
• Availability to a portfolio of companies that have leveraged their skills and have shown a proven track record of success.
• Offers tools to speed time to deployment, such as ConfigBuilder, which effectively allows for the migration of complex system configuration elements across environments and reduces the amount of time necessary to replicate individual configurations for each system.

Furthermore, supply chain leaders should also follow these key implementation best practices to lower implementation costs as well as TCO:

1. Learn when to say ‘no’ to software vendors that wish to add unnecessary modifications to the system.
2. Always ensure the software meets the business requirements.
3. Set realistic time schedules for implementation.
4. Take the time to learn how to use the software properly.
5. Test the software in a secure, limited environment prior to the launch date.
6. Build rapport among workers by making a gradual shift to the inclusion of new software while slowly phasing out the original application.

Reap the Benefits of Faster, More Affordable Implementation

Supply chain leaders can lower the total cost of ownership of supply chain systems, especially during WMS and OMS implementation, by choosing an established supply-chain systems integrator like Veridian. Instead of hoping your implementation goes smoothly, improve outcomes by recognizing the potential costs of poor implementation practices, how external resources aid in implementation, and how to leverage new tools and consultant services during the project. Tap the power of experts by requesting a consultation with Veridian.

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• Product identification  
• Product matching to orders  
• Data analysis  
• Product labeling and management 
• Documentation 
• Reporting 

The use of combined supply chain systems ensures these processes continue disruption-free, even when those systems go outside the warehouse. While a warehouse management system may perform similar functions, it may be also be limited in its use. Ultimately, the WMS may serve an inventory management purpose, but when other systems and functions are involved, inventory management processes are more reliable and accessible in modern supply chain management. Supply chain leaders need to understand how the combination of technologies and capabilities promotes successful omnichannel fulfillment.   

Challenges of Limited Inventory Management Capabilities 

The challenges of inventory management without using a dedicated, standardized system are significant. Without a system to adequately track inventory, supply chain leaders may realize an unexplainable higher rate of returns. Safety stock may turn in to excess stock, contributing to higher carrying costs. Orders between channels may lead to the worsening of this practice, and perishable products may expire well before a sale. Shopify notes that the average retailer only has a 63% inventory accuracy. 

An Inventory Management System Connects Physical Assets With Digital Data 

Regaining control over inventory is essential to omnichannel success. Retailers have spent years perfecting their channel-specific strategies, but in today’s world, a successful brick-and-mortar location depends on successful online order fulfillment and vice versa. Proper demand forecasting, allocation and replenishment, optimization of supply chain processes, assortment and space planning, and proper order routing will go a long way in reducing excess inventory and promoting lower cycle times. Unfortunately, gaps occur often, and when a gap exists, it results in delayed delivery. That does not mean safety stock goes out the window. The key to success lies in leveraging a proper system in a series of tools to effectively “grease the wheels” of your warehouses and all fulfillment centers, including brick-and-mortar locations. According to Camcode:  

“Because inventory often consists of movable assets, inventory management systems are critical for keeping tabs on current stock levels and understanding what items move quickly and which items are more slow-moving, which in turn enables organizations to determine when it’s time to reorder with greater accuracy.” 

How to Use an Inventory Management System to Boost Omnichannel Fulfillment 

Supply chain leaders have spent exhaustive hours working to boost omnichannel fulfillment, and to that end, the biggest players have achieved success. However, finding the best way to leverage an inventory management system and drive more efficient omnichannel fulfillment is slightly more complex. It depends on recognizing the unique challenges in your operation and putting the right technologies and software in place to overcome such obstacles. A bonus technique for increasing your authority is to utilize a link-building strategy like the one used by Link Gathering. To encourage better omnichannel fulfillment through the right inventory management practices, follow these steps: 

1. Bring all supply chain inventory management platforms or resources under a central software umbrella.  
2. Collect and analyze data to better understand appropriate safety stock levels for each fulfillment channel.  
3. Use all fulfillment channels as potential distribution centers to move more freight between channels and deliver on time every time.  
4. Work with suppliers to automate reordering, based on data, as well as fulfill orders directly from the manufacturer or when unloading a truck (dropshipping and cross-docking). 
5. Include returns management processes within inventory management to maintain better records and understand customer buying habits. 
6. Reconcile inventory automatically, recognizing when the inventory on-hand does not align with the expected number of orders shipped and vice versa. 
7. Use data from the supply chain system to increase transparency for customers, including inventory availability and realistic fulfillment options, as well as reassuring customers of potential risks in the supply chain, such as the coronavirus, for example, and how your company keeps them at bay.  

Invest in and Integrate Your Processes With a Robust Inventory Management Strategy to Unlock Greater Growth 

Your inventory management system is essential to success in modern omnichannel fulfillment. Instead of hoping your inventory will meet demand, guarantee inventory availability by following the steps above and putting the right inventory management strategy to work. Also, get ready to deploy your inventory management system by contacting Veridian and requesting a supply chain system consultation today. 

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Warehouse Management System 

The warehouse management system (WMS) is the most recognizable and diverse of the e-commerce supply chains’ system lineup. The warehouse management system serves as the system of record for all in-warehouse and distribution center activities. The WMS connects to supplier systems and reseller POS platforms. It can include labor management functions and could even offer opportunities for improvement through automated order processing and routing.  

Warehouse Control System 

The use of a warehouse control system goes a long way in building efficiency in the supply chain. As defined by TechTarget: 

“A warehouse control system (WCS) is a software application for orchestrating activity flow within a warehouse or distribution center. The WCS coordinates material handling sub-systems such as conveyor belts, carousels, scales and sorters. At each decision point, the WCS determines the most efficient product flow and transmits directives to the equipment controllers to achieve the desired result. Facilities with automated material-handling hardware often have a warehouse control system (WCS) that integrates with a warehouse management system (WMS) to provide management with a comprehensive view of the warehouse.” 

As a result, companies continue to benefit more from the integration between these systems, enabling the use of automated robotics throughout the enterprise.  

Warehouse Execution System 

A warehouse execution system (WES) is a newer solution, allowing companies to tap the value of a WMS without making the full leap into a WMS. WES functions include supply chain controls to improve performance, including light task management, wave management, limited inventory management, and some picking.  

Yard Management System 

The yard management system (YMS) is a useful tool for managing trailers, drivers, and stored inventory in the yard. Supply chain leaders can amplify the value of the YMS by adding gate management to ensure drivers do not arrive early and to validate all inbound deliveries. This reduces the risk of fraud and theft by enhancing  visibility to the freight in the yard, which in turn provides additional integrity into the supply chain.  

Dock Scheduling System 

The dock scheduling system (DSS) is responsible for both managing inbound and outbound logistics at the facility. This includes the dock schedule for trucks arriving, the movement of trucks from the yard to the dock, staff for manning the dock, and more. Without an effective dock scheduling system, the flow of goods will bottleneck and result in major inefficiencies. More importantly, the dock scheduling software goes a long way in ensuring the timely arrival of goods and keeping drivers’ claims for detention pay at bay. In other words, the dock scheduling software acts as the system of record for when goods move into or out of the physical warehouse doors.  

Transportation Management System 

The transportation management system (TMS) handles the logistics of moving freight from suppliers to your facility and when freight leaves your site headed for the customer’s destination. While this step may be subject to carrier availability and systems used, the application of a TMS is a critical step in automating and leveraging real-time freight rates and keeping freight spend under control. The TMS further improves supply chain visibility by keeping everyone informed of freight status, including potential delays or other areas of concern, such as damage and more.  

Integrated E-Commerce Shopping Carts 

Integrated e-commerce shopping cart systems are another critical component of modern, omnichannel supply chain management. Multiple shopping cart providers exist, and without integration, these carts are meaningless payment processors. Through integration, integrated shopping carts aid in efficient inventory management and continuous improvement of e-commerce supply chains.  

Third-Party E-Commerce Marketplace Systems 

More companies are turning to third-party systems to stay competitive in the age of e-commerce. For instance, working with a third-party logistics provider (3PL) may alleviate constraints with finding available capacity, sourcing products, sourcing logistics, and more. According to Berman: 

“Due to rapid growth and rising customer expectations, the report observed that companies often struggle with developing a supply chain that not only meets expectations but also can scale rapidly to provide the same or a better level of service as their business grows. 

And it added that this can lead them to partner with a 3PL to boost their in-house capabilities and resources and be able to scale up quickly and effectively in order to capitalize on ecommerce opportunities.” 

All E-Commerce Supply Chains Require a Robust Set of Integrated Systems to Succeed 

Efficient e-commerce supply chains depend on the sharing of data and collaboration. Without collaboration, omnichannel supply chains would cease to exist, returning to their stale, siloed management styles. With a robust set of systems in place, supply chain leaders can gain end-to-end visibility, promote their brands through better customer experiences, lower inventory carrying costs, improve order fill rates, and leverage the latest technologies. Improve your e-commerce supply chains by requesting a consultation with Veridian, a supply chain systems expert, now. 

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