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.

The post Walmart’s Micro-Fulfillment Bet: What It Means for Retail Supply Chains appeared first on Veridian.

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.

The post Humanoid Robots Are No Longer Science Fiction in the Warehouse appeared first on Veridian.

A new market report landed this week projecting the global warehouse management system (WMS) market will grow from $4.7 billion in 2025 to $12.5 billion by 2032, a 15.1% compound annual growth rate. That’s not just a number for analysts to cite. It reflects a fundamental shift in how companies think about their warehouse technology.

For supply chain leaders running systems deployed five, ten, or fifteen years ago, the question is no longer whether to modernize. It’s whether 2026 is the year to act, or whether waiting carries more risk than the disruption of change.

What’s Driving the WMS Investment Surge

Three forces are converging to accelerate WMS spending:

E-commerce complexity keeps compounding. Omnichannel fulfillment isn’t new, but the expectations keep rising. Same-day delivery, buy-online-pickup-in-store, endless aisle, ship-from-store. Each capability requires orchestration that legacy systems struggle to provide. The gap between what customers expect and what older WMS platforms can deliver widens every year.

Labor economics have permanently shifted. Warehouse wages have increased substantially since 2020 and aren’t coming back down. Every efficiency gain matters more than it did five years ago. Modern WMS platforms with better task interleaving, optimized pick paths, and smarter wave planning can meaningfully impact labor productivity. Systems designed for a different labor market leave money on the table.

Automation requires modern integration. Robotics, goods-to-person systems, and automated storage are no longer experimental. Companies like Exotec and Locus Robotics have installations running at scale. But these systems need a WMS that can orchestrate them effectively. Trying to bolt advanced automation onto a legacy WMS often creates more problems than it solves.

The Hidden Costs of Waiting

The most common objection to WMS modernization is disruption risk. Warehouse systems are mission-critical. Implementations are complex. The fear of getting it wrong is legitimate.

But the costs of waiting are often underestimated:

• Accumulating technical debt. Customizations pile up. Integrations become brittle. The gap between your system and current-generation platforms widens, making eventual migration harder and more expensive.
• Missed efficiency gains. Modern WMS platforms consistently deliver 15-25% labor productivity improvements over systems from the previous generation. Every year you wait is a year of those gains foregone.
• Talent challenges. Finding people who can maintain and extend legacy systems gets harder every year. The talent pool is moving toward cloud-native, modern architectures.
• Competitive disadvantage. Your competitors who modernize first will operate at lower cost and higher service levels. That gap compounds over time.

Signs It’s Time to Modernize

Not every organization needs to move in 2026. But certain indicators suggest the window for action is narrowing:

Your system is more than 10 years old. WMS technology has evolved substantially. Systems designed before cloud architecture, before smartphones became standard warehouse tools, before AI-assisted optimization, operate with fundamental constraints that can’t be patched.

You’re avoiding capabilities because the system can’t support them. When business requirements get rejected because “the WMS can’t do that,” the system is constraining the operation rather than enabling it.

Integration projects keep getting harder. Modern supply chains require data flow between WMS, TMS, OMS, ERP, and increasingly, robotics and IoT systems. If every integration is a custom project, your architecture is working against you.

Your vendor’s roadmap doesn’t excite you. If you look at what your current vendor is building and don’t see capabilities you’ll need in three to five years, that’s a signal. The best time to evaluate alternatives is before you’re desperate.

What Modern WMS Looks Like in 2026

The WMS market has consolidated around a few major players. Manhattan Associates, Blue Yonder, Körber, Oracle, and SAP command the enterprise space. Each has strengths depending on your industry, scale, and existing technology stack.

Common characteristics of current-generation platforms:

• Cloud-native architecture. Not hosted legacy software, but systems designed for cloud deployment with continuous updates and elastic scaling.
• Unified platforms. WMS, labor management, yard management, and transportation management converging into integrated suites rather than point solutions.
• Embedded intelligence. Machine learning for demand sensing, optimization algorithms for slotting and wave planning, and increasingly, agentic AI for exception handling.
• Open integration. API-first design that makes connecting to other systems straightforward rather than a custom development project.

How to Approach the Decision

If you’re considering WMS modernization, the evaluation process matters as much as the final selection:

Start with business requirements, not vendor demos. Document what you need the system to do, not what vendors want to show you. Include capabilities you’ll need in three to five years, not just today’s pain points.

Involve operations early. The people running the warehouse daily know where the current system fails them. Their input shapes better requirements and builds buy-in for the change.

Evaluate total cost, not just license fees. Implementation services, integration work, training, and ongoing support often exceed software costs. A cheaper license that requires more customization may cost more overall.

Check references carefully. Talk to companies similar to yours who implemented recently. Ask about what went wrong, not just what went right. Every implementation has challenges; the question is how the vendor and integrator handled them.

The Bottom Line

The $12.5 billion WMS market projection isn’t just about new warehouses being built. It reflects a wave of modernization as companies recognize that legacy systems are becoming liabilities rather than assets.

Whether 2026 is your year depends on your specific situation. But if you’re running a system that’s more than a decade old, if you’re turning down business capabilities because the WMS can’t support them, if your integration backlog keeps growing, the case for action is strong.

The companies that modernize thoughtfully will operate more efficiently, adapt more quickly, and compete more effectively. The ones that wait until they’re forced to move will pay more and disrupt more when they finally do.

Frequently Asked Questions

How much does a WMS implementation cost?

WMS implementation costs vary widely based on complexity, scale, and customization requirements. For mid-sized operations, expect total project costs (software, implementation, integration) in the $500K-$2M range. Large enterprises with multiple facilities and complex requirements often see projects in the $2M-$10M range. Cloud-based subscription models have shifted some costs from upfront capital to ongoing operating expense.

How long does a WMS implementation take?

Typical WMS implementations run 6-18 months depending on scope and complexity. Single-facility deployments with standard processes can go faster. Multi-site rollouts with significant integration requirements take longer. Rushing implementation is one of the most common causes of project problems; adequate time for testing and training is essential.

What’s the ROI of WMS modernization?

Well-executed WMS modernization typically delivers 15-25% improvement in labor productivity, along with gains in inventory accuracy, space utilization, and order accuracy. Most organizations see payback periods of 18-36 months. The ROI case is strongest when the current system is creating operational constraints or when the business is growing and needs scalable infrastructure.

Should I choose best-of-breed WMS or my ERP vendor’s WMS?

The answer depends on your complexity and priorities. ERP-integrated WMS (from SAP, Oracle, etc.) offers simpler architecture and unified data. Best-of-breed WMS (Manhattan, Blue Yonder, Körber) typically offers deeper functionality and faster innovation. High-volume, complex distribution operations usually benefit from best-of-breed. Simpler operations may find ERP-integrated solutions sufficient.

Veridian specializes in WMS selection and implementation for complex supply chain operations. If you’re evaluating whether 2026 is the year to modernize, let’s talk.

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Supply Chain System Upgrades or Implementations May Come With Steep Problems

Supply chain system implementations are challenging projects. The complexity of these systems has increased significantly over the last 20 years as a result of numerous factors, including changes to operating system preferences, advancements in user interfaces, integration with material handling equipment, and advancements in robotics. Depending on their business model, different software vendors will accept varying levels of responsibility for the overall success of the implementation. The remainder of the responsibility defaults to the customer, who typically undertake these types of projects once every 4-7 years. Customers simply cannot maintain an appropriate level of expertise executing these projects as a result of the infrequency of the endeavors and the rate of change in the underlying systems. This leads to poorly informed decision-making, brute-force implementations with drawn-out timelines, excessive manual execution, heavy system modification, and an increase in the total cost of ownership (TCO) of the system.

Consider the issues presented by Material Handling and Logistics:

“Manufacturers, 3PLs and others in the supply chain often get lost in the details. They feel there are so many factors to consider, so therefore the solution must be as equally complex. That’s not true. As explained by the popular saying about how to eat an elephant (“one bite at a time”), overwhelming problems are best solved by simplifying how you look at the issue and taking small steps.”

Without an objective view, entire software projects may fail.

Supply Chain Systems Specialists Enable Better Project Management

Working with supply chain systems specialists transfers the burden of managing the software implementation project to an independent third party, such as Veridian. Businesses gain a realistic view of the project through third-party eyes. Veridian takes this stance to maintain objectivity, determining how a software or service will add value to your organization. In this role, Veridian further ensures that all decisions made in the course of the project achieve core business goals, not necessarily fulfill a sale.

The value of working with third-party services for a truly objective view of the supply chain was explored in-depth as SaaS-based systems began to appear in the market in 2007 by an article in the MIT Sloan Management Review, entitled, “The Need for Third-Party Collaboration.” Consider this excerpt:

“Companies have moved away from hierarchical, integrated supply chains in favor of fragmented networks of strategic partnerships with external entities. (See “The Disintegration of the Supply Network.”) This transformation has caused ripples throughout the old supply network. Many businesses are struggling to compete in the new landscape. However, it is not clear how sustainable the fragmented supply chain will be — particularly for small and mid-size enterprises. Following the period of disintegration, it will be only a matter of time before there is a compelling need for reintegration, which for many companies will have to be coordinated and facilitated by independent third parties.”

This is where supply chain systems specialists can help, reintegrating the supply chain, and restoring the independence of warehouses and true resellers in the market.

How to Choose and Maximize The Use of Supply Chain Technology Specialists

To avoid ambiguity and maximize the use of third-party supply chain systems specialists, follow these simple tips:

• Review recommendations.
• Look for an objective third party with a history of media surrounding multiple software vendors.
• Consider integration capabilities and experience.
• Never assume you must work with the vendor-specified supply chain systems specialist.
• Never pay the full cost upfront.
• Always ask for frequent updates and expected implementation durations prior to the beginning.

Let Veridian Optimize Your Next System Implementation Project

Veridian has the experience and resources to serve as an objective partner during your next project. Realize that vendor-specified services will likely cost more and possibly lead to unnecessary software modifications. However, you can avoid that problem by understanding the facts and choosing an established third-party specialist first. Request a consultation with Veridian online today.

The post Using Supply Chain Systems Specialists to Complete Your Project appeared first on Veridian.

“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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In part one of this blog series of the top warehouse KPIs to know, we addressed 11 warehouse key performance indicators in the categories of internal operations and staffing. In part two of the series, we pick up where we left off and discuss 9 additional KPIs including the original categories and further incorporating supplier and customer-based KPIs in the mix.  

If you’re a supply chain leader or warehouse manager, read on to learn about the next 9 top warehouse KPIs to know to improve operations, reduce costs, and improve customer satisfaction below.  

1. Internal Operations—Inventory Carrying Costs: Calculating inventory carrying costs is perhaps the most important metric of all. It is calculated by dividing the total carrying costs by overall inventory costs. Of course, having the technologies and capabilities in place to track inventory carrying costs is crucial. 
2. Suppliers—Backorder Rate: The backorder rate is an equally important metric and warehouse key performance indicator for supply chain management. Calculate the backorder rate by dividing the total number of items on backorder by the total number of items that arrived successfully. 
3. Suppliers—Supplier Quality Index: Different suppliers offer products of varying quality. Track the rate of returns for products ordered that originated from different carriers or suppliers. By separating the returns rates, as well as considering the success of put-away and dock management efficiency, warehouse leaders can better determine which suppliers have higher performance. 
4. Suppliers—Lead Time: While the lead time may not seem like an important metric to track, insights into supplier lead-times help supply chain leaders better plan replenishment. In addition, lead-time analytics also reduce the risk of out of stocks, and depending on your facility, lead-time analysis may help build the business case for cross-docking or drop shipping. 
5. Suppliers—Value Added Services: Tracking value-added services, including auditing and accounting practices provided by suppliers, can go a long way in promoting inventory management, as well as improving supply-chain scalability. Track the use of these services, as well as their ROI, including both indirect and direct benefits. 
6. Suppliers—Attitude of Suppliers: The attitude of suppliers also impacts efficiency on the dock schedule and willingness to continue working with that supplier. This is a highly subjective measure, so compile the above-listed supplier warehouse key performance indicators, averaging them together, to create a one-stop view of a supplier’s efficiency or deficits. 
7. Staffing —Workforce Utilization: Workforce utilization must be your next top metric to track. This is the total number of workers that have fulfilled their duties accurately and efficiently divided by the total number of workers employed by a given facility. As workforce utilization increases, companies have less wiggle room with working with internal staff resources. As a result, staff augmentation may be necessary. 
8. Customers—Loyalty: Customer loyalty is best expressed as customer retention (repeat order) rates. Measure this warehouse key performance indicator by dividing the total number of repeat customers by the total number of customers for a given period. A higher result means your brand loyalty is increasing. 
9. Customers—Competition Pressure: The final in the lineup of warehouse key performance indicators is also subjective. Competition pressure describes the changes made in your organization as a result of a competitor’s new service or product. It may include a lower customer retention rate, decreased order volumes, increased services offered by competitors and more. As a result, it is best to define the variables that affect competition in your organization, consider their weight, and devise an “average-like,” prioritized list of competitors.  

Start Defining Your Warehouse Key Performance Indicators Now 

There is not a set rule that requires all warehouses and distribution centers to track the same key performance indicators. However, the common warehouse key performance indicators have a proven record of establishing both transparency and better management practices. Start tracking the full lineup of key performance indicators, including those listed here, to achieve a successful 2020 now. Also, contact Veridian online to learn more about what other specific metrics and technologies might help your company grow faster and more effectively.

The post 9 More Warehouse Key Performance Indicators for 2020 appeared first on Veridian.

• Internal Operations
• Staffing 
• Suppliers 
• Customers 

Let’s cover the top 10 warehouse KPIs for supply chain leaders and warehouse managers to succeed in 2020. 

1. Internal Operations—Shrinkage of Inventory: Inventory shrinkage refers to the amount of inventory listed in the accounting records, but such inventory is no longer within the facility. This may be the result of theft, damage, incorrect measuring, or supplier failures. Supply chain leaders can calculate the inventory shrinkage percentage by conducting a physical inventory, subtracting that value from the presumed value within accounting, and dividing the result by the presumed value in accounting. 
2. Internal Operations—Inventory Turnover Ratio: The inventory turnover ratio allows companies to manage fluctuating inventory throughout the year. It is calculated by dividing the cost of goods sold by the average inventory for a given timeframe. Higher ratios reflect the number of times a company has successfully sold its inventory again and again throughout the year. 
3. Internal Operations—Receiving—Cost Per Line: The cost per line in receiving allows supply chain leaders to better understand the costs of receiving. Understanding the cost per line within receiving can help managers better plan inventory, reorder, and account for variations to meet demand during peaks and lulls. 
4. Internal Operations—Receiving Cycle Time: The receiving cycle time is the total amount of time it takes to process a delivery. It is calculated by dividing the total time for a delivery by the number of total deliveries. As the result shrinks, receiving cycle time, the time needed to process an average delivery, will decline. Obviously, faster-receiving cycle times amount to more efficient processes within inbound operations. 
5. Internal Operations—Rate of Customer Returns: Understanding the rate of returns is essential to preventing the dissolution of inventory, keeping inventory under control, and identifying potential defects within a product. To achieve the best customer satisfaction levels possible, companies must offer returns. However, the rate of returns can be easily calculated by dividing the total number of returned products by the total number of products sold. Additional metrics can be calculated by dividing the cost of returned goods by the total cost of goods sold. As the values decline, the volume of returns will decline, and companies can rapidly judge the overall health of their returns management practices. 
6. Staffing—Time Since the Last Incident: The time since the last incident, such as an injury, is another essential warehouse management KPI to track. Since the top warehouse KPIs include a high focus on safety and keeping company costs in check, a longer time since the last incident alludes to a safer, healthier workplace. As a result, more employees are likely to stay with your company, reducing staff turnover rates. 
7. Staffing—Time Lost Due to Injury: Time lost and costs incurred as a result of an injury should also be tracked. The volume of time lost due to an injury amounts to un-worked hours on the floor, so it creates additional expenses. Furthermore, efficiency and other supply chain inventory and performance metrics may suffer as a result of time lost. 
8. Internal Operations—Putaway Efficiency: Tracking the putaway inventory efficiency includes KPIs for the putaway cycle time, the accuracy rate of locating the inventory, and the putaway cost per line. Putaway cycle time is calculated by taking the total time for putaway activities and dividing by the total time worked. Location putaway accuracy is determined by dividing the inventory units located correctly by the total inventory units located. Finally, the putaway cost per line is calculated by dividing the total cost of putaway activities by the total putaway activities completed. Putaway efficiency is improved when the cycle time decreases, accuracy increases, and the cost per line decreases.  
9. Internal Operations—Cost Per Order: Tracking the cost per order is an average that helps businesses understand product pricing and quickly judge overall profitability or contraction within the operation. The simplest way to calculate this metric is to average the total value of all costs by the total number of orders. In other words, add all costs together, and divide by the total number of outbound order transactions. 
10. Internal Operations—Order Picking Accuracy: Order picking accuracy is another of the vital top warehouse KPIs to track, and it is easy to calculate. Divide the total number of orders accurately picked by the total number of orders picked.  As the value increases, overall accuracy increases. 

Start Applying the Top Warehouse KPIs for Success in 2020 

Finding the best way to improve operations is not always simple, but supply chain leaders that understand the top warehouse KPIs can better manage inventory, supplier relationships, deliver on higher customer service levels and stay competitive. Stay tuned for part two of the warehouse KPIs for supply chain professionals to track in our next blog. Learn more about what your organization needs to do to improve warehouse efficiency by working with an expert in supply chain systems and technology, such as Veridian. Visit Veridian online to get started now. 

The post Top Warehouse KPIs to Succeed in 2020 appeared first on Veridian.

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.

The post WMS and OMS Implementation: Why Having a Team and Full Suite of Tools Gets the Job Done appeared first on Veridian.

Challenges of Upgrading Without a WMS Implementation Company

In a best-case scenario, you will have a strong team that has experience implementing an older version of the solution. But even in that scenario, there is a steep learning curve with the new solution. Technology changes very fast, so WMS vendors are constantly revising their solutions, the messaging protocols, the security measures, the core language, the database, etc. At first glance, one might think that a WMS only impacts the users in the warehouse. But in reality, it also has impacts across the organization including accounting, purchasing, ecommerce platforms, marketing (think digital promotions), IT security, operations, human resources, and customer service. Most importantly, it’s also impacting your CUSTOMERS. Customers lose their loyalty very quickly when things don’t go perfectly; Amazon has set the bar so high that even the world’s leading brands have a great deal to fear.

Many of Veridian’s customers over the years have referred to their decision to engage as a sort of “insurance policy.” Think about the situations when you choose to, or not to, have insurance. For most, we choose to have insurance when we cannot be positive of the outcome and there is a great deal at stake.

The right WMS Implementation partner will guide you through the process, making you aware of potential pitfalls along the way. In order to do that effectively, they must have experience implementing the specific application you are implementing. This is why Veridian specializes; these systems are too complex for a generalist.

Each WMS has its unique characteristics, but here are a few challenges associated with attempting to implement or upgrade a WMS in 2020 and beyond.

• There is a lot of work that can (and we would argue “should”) be done before kickoff of a WMS implementation or upgrade in order to maximize the time of the people responsible for system design.
• Design can be very complex, even if you are attempting to implement a “like-for-like” solution.
• Modifying the system can have long-term impacts that are far-reaching, so project team members should be presented with information related to upgrade paths, support costs, etc.
• System configuration can be very manual, time-consuming, and error-prone.
• There is an unlimited number of ways to test a complex system, and many of them are inefficient and have poor results.
• Scope creep is difficult for IT to contain without the help of an advocate, leading to increased timelines and implementation costs.
• Multi-system use may require advanced integration with new systems, especially cloud-based WMS platforms.
• Lack of ability to inherit existing system configurations, resulting in higher labor costs for implementation.
• Failure to coordinate when components of the system are ready for testing.  Inability to test systems in a safe, protected, and non-live environment.

How a WMS Implementation Company Decreases the Workload of Selection and Implementation

Working with a WMS implementation company transforms the entire process of WMS selection and implementation into a guided, expertly crafted experience. Instead of relying on what department heads claim they need, an expert consultant reviews your operation and determines what systems and functions will have the highest benefit. At the same time, a skilled team of functional and IT professionals will work to reduce the barriers to change management and integration and ensure your systems continue working disruption-free throughout the implementation process.

How to Choose an Expert

Every company will have a bias that skews toward them over all competitors. To avoid confusion, only choose a WMS implementation company that offers these advantages:

1. Years of experience in working together with best-of-breed WMS vendors, including Manhattan Associates, HighJump, and Blue Yonder (formerly JDA).
2. The ability to configure and accurately maintain multiple system environments based on the system design, reducing the time needed to deploy the system.
3. The capability to efficiently test the system through automation and recognize potential problems well before the go-live date.
4. A proven history of clients that can attest to the value of the company, beyond the direct testimonials published on their website.
5. Proof that the company regularly attends trade shows and conferences and remains up to date with the latest technologies and advancements in the global supply chain.

Choose Veridian for Help in Your Next WMS Implementation Now

There is not a humble way to put it. Veridian has the resources, experience, and track record to help your company’s next supply chain system implementation succeed. Stop wasting time trying to determine if you should find an expert or who to use. Choose Veridian first to realize the potential for savings immediately. Learn more about the value of a WMS implementation company by contacting Veridian online today.

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