The Business Case for a Warehouse Management System
Learn the business case and operational benefits for procuring and implementing a warehouse management system (WMS).
We’ll explore how a successful WMS implementation can provide a rapid return on investment through streamlining compliance, efficiency, shipping and accuracy in your warehouse.
Unleash Your Potential - Namagunga Girls Coding Club
ROI for Warehouse Management System: The Business Case for a WMS
1. Start Time: 2:00pm EST
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9. In the mid 90’s - mid 2000’s WMS was considered a
“We had to implement a WMS to
keep our key customers”
Director Distribution,
Industrial Products Company
Competitive Advantage
9 @SageCustomers#SageBeTheDriver @HighJump
Status quo is no longer an option.
10. In the mid 90’s - mid 2000’s WMS was considered a
Now WMS is considered by some to be a
“We had to implement a WMS to
keep our key customers”
Director Distribution,
Industrial Products Company
Cost of Doing Business.
Competitive Advantage
10
Status quo is no longer an option.
@SageCustomers#SageBeTheDriver @HighJump
12. • Order volume
• Inventory value
• Customer service
• Inventory/order
accuracy
• Employee turnover
Space
Full Time Equivalents
Active Dock Doors
SKUs
Lot/Expiry/SN
12
> 50,000 ft2
> 5
Yes
> 10
WMS Fit
@SageCustomers#SageBeTheDriver @HighJump
> 5,000
13. 13 @SageCustomers#SageBeTheDriver
KPIs
@HighJump
Measure Z BP Median
On time shipments >= 99.8% 98.5%
Order picking accuracy >= 99.9% 99.50%
Location utilization >= 92% 85.0%
Annual Workforce Turnover < 0.8% 6.8%
On time ready to ship >= 99.9% 98.6%
Peak warehouse capacity used >= 100 97.0%
Fill rate – Line >= 99.8% 98.0%
Dock to stock cycle time < 2.3 hours 9.1 hours
Inventory count accuracy – bin >= 99.8% 98.5%
Fill rate – Order >= 99.83% 98.7%
DC Metrics Report, Dr. Karl Manrodt
14. 14 @SageCustomers#SageBeTheDriver
KPIs
@HighJump
Measure Z BP Median
On time shipments >= 99.8% 98.5%
Order picking accuracy >= 99.9% 99.50%
Location utilization >= 92% 85.0%
Annual Workforce Turnover < 0.8% 6.8%
On time ready to ship >= 99.9% 98.6%
Peak warehouse capacity used >= 100 97.0%
Fill rate – Line >= 99.8% 98.0%
Dock to stock cycle time < 2.3 hours 9.1 hours
Inventory count accuracy – bin >= 99.8% 98.5%
Fill rate – Order >= 99.83% 98.7%
DC Metrics Report, Dr. Karl Manrodt
15. 15 @SageCustomers#SageBeTheDriver
KPIs
@HighJump
Measure Z BP Median
On time shipments >= 99.8% 98.5%
Order picking accuracy >= 99.9% 99.50%
Location utilization >= 92% 85.0%
Annual Workforce Turnover < 0.8% 6.8%
On time ready to ship >= 99.9% 98.6%
Peak warehouse capacity used >= 100 97.0%
Fill rate – Line >= 99.8% 98.0%
Dock to stock cycle time < 2.3 hours 9.1 hours
Inventory count accuracy – bin >= 99.8% 98.5%
Fill rate – Order >= 99.83% 98.7%
DC Metrics Report, Dr. Karl Manrodt
karl.manrodt@gcsu.edu
18. 18
Hard and Soft Dollars
#SageBeTheDriver @HighJump
IntangibleTangible
“On-time delivery performance improved
to 97%. Our order accuracy went from
75% to 95%. We were very pleased
with our results.“
VP IT, Industrial Products Manufacturer
19. • Real-time and accurate
• Costs of Inaccurate
Inventory:
– Poor Buying Practices
– Processing Delays
– Lost Sales
– Excess Inventory
– Low Productivity
– Increased Freight Costs
Improved Inventory Accuracy Expect
99.9+%
19
20. 50+% of the project
benefits
• Direct & Indirect
‒ Adding Value
‒ System Direction
‒ Online Reports
• Administrative Savings
Reduced labor
costs
by 20-30%
Improved Labor Productivity
20
24. Thank You!
Type Description % of Orders
I Single Line, Single Unit 50%
II Large multi-line (100+) 35%
III Mid range multi unit 15%
Improved Labor Productivity
31. Thank You!
Pre-routing is the
process of mapping out
the pick travel path to
reduce wasted motion and
travel during the pick tour.
Improved Labor Productivity
32. Thank You!
Pre-posting is the
process of making certain
the inventory is available
in the bin prior to sending
the operator to pick.
Improved Labor Productivity
54. C = Slow Movers
B = Medium Movers
A = Fast Movers
Shipping
Improved Labor Productivity – Slotting
55. A = Fast Movers
B = Medium Movers
C = Slow Movers
With the ABC slotting
design theory in mind,
what is the best shape
of a warehouse?
Improved Labor Productivity – Slotting
56. C = Slow Movers
C
B = Medium Movers
B
A = Fast Movers
ADocks
Improved Labor Productivity – Slotting
58. Improved Labor Productivity – Slotting
1,000 ft
500 ft
Travel w/o slotting = 1,000 ft
Shipping
(500 + 500) X 1.0
= average travel point w/o ABC
59. Improved Labor Productivity – Slotting
% of SKUS
% Activity
% Area
A Items
20
80
20
= average travel point using ABC
1,000 ft
Travel w/o slotting = 1,000 ft
Shipping
200 ft
= average travel point w/o ABC
60. Improved Labor Productivity – Slotting
% of SKUS
% Activity
% Area
A Items
20
80
20
1,000 ft
100 ft
Travel w/o slotting = 1,000 ft
Shipping
160 ft
(100 + 100) X .8
= average travel point using ABC= average travel point w/o ABC
61. Improved Labor Productivity – Slotting
% of SKUS
% Activity
% Area
1,000 ft
B Items
30
15
30
Travel w/o slotting = 1,000 ft
Shipping
A Items
20
80
20
500 ft
= average travel point using ABC= average travel point w/o ABC
62. Improved Labor Productivity – Slotting
% of SKUS
% Activity
% Area
1,000 ft
B Items
30
15
40
Travel w/o slotting = 1,000 ft
Shipping
(350 + 350) X .15
105 ft
350 ft
A Items
20
80
20
160 ft
= average travel point using ABC= average travel point w/o ABC
63. Improved Labor Productivity – Slotting
% of SKUS
% Activity
% Area
1,000 ft
B Items
30
15
40
Travel w/o slotting = 1,000 ft
Shipping
A Items
20
80
20
C Items
50
5
10
750 ft
75 ft
(750 + 750) X .05
105 ft160 ft
= average travel point using ABC= average travel point w/o ABC
64. Improved Labor Productivity – Slotting
% of SKUS
% Activity
% Area
1,000 ft
B Items
30
15
40
Travel w/o slotting = 1,000 ft
Shipping
A Items
20
80
20
C Items
50
5
10
750 ft
660 ft savings = $$$
w/ slotting = 340 ft
75 ft105 ft160 ft
= average travel point using ABC= average travel point w/o ABC
69. • Can inventory be reduced?
‒ Demand Variability
‒ Lead Times
‒ Lot Sizing
‒ Corporate Policy
‒ Other Projects
This could be a
slippery slope.
Target
15-30%
reduction
69
Inventory Reduction
75. • WMS helps you get it right
the first time
• Are you being penalized for
mis-shipments?
• Are you losing business due to
poor customer service i.e.
wrong items shipped?
Research indicates the typical error
averaged $200 to correct on both the
shipping and receiving ends.
Expect Shipping
Accuracy
up to 99.9%
75
Improved Shipping Accuracy
78. • Better space utilization may
delay the need for a facility
expansion
• Re-warehousing can help
free space by consolidating
partial loads
• Better planning and SKU
information will allow for
using different location sizes
Improved Space Utilization
78
90. • Is the correct type of storage
equipment and material
handling equipment being
used?
• Is excessive space being
consumed to store and/or
maintain equipment?
• Is your equipment properly
maintained?
Improvement in equipment
utilization can range from
5-20%
Equipment
90
93. • Pythagorean theorem: 24 words.
• The Lord's Prayer: 66 words.
• Archimedes' Principle: 67 words.
• The 10 Commandments: 179 words.
• The Gettysburg Address: 286 words.
• The Declaration of Independence: 1,300 words.
• The US Government regulations on the sale of cabbage:
26,911 words
Intangible Benefits- More is not always better
94. • Forced accuracy and
self-checking
• Data entry / keypunch
errors
1 wrong key
per 300
strokes
1 miss-read
per
1,000,000
scans
94
Reduced Errors
95. % Orders shipped on
schedule
% of ordering periods
not out of stock
% of line items shipped
on schedule
% of total units shipped
on schedule
WMS Impacts
• Pre-posting
• Operator Directed Activities
• Efficiently Managed Replenishment Process
• Inventory Visibility
• Workload Management
• Order Planning
• Shipping Lane Management
• Parcel Manifesting Interface
• Load Planning
• Services Selling Point
Customer
Service
Level
“It costs us approximately $600 per order error. And that is just the
internal costs. When you add in the costs to our customers the number
nearly doubles.”
Customer Service Impacts
VP Distribution, Auto Parts aftermarket95
101. • Wave management
plans processing hours.
• Are bottlenecks
expected based on the
forecast?
• Every transaction is
recorded; “who, what,
when and where” of
each activity is known.
Workload Management
101
102. • Value Added Services
• Postponement
• Cross Docking
• Supply Chain Visibility
• Supply Chain Event
Management
Support of Other Initiatives
102
103. • Shared Support
• Employee Satisfaction
• Misplaced Orders
• Order Cycle Time
• User Networking
Other Intangible Benefits
103
“I like being able to tell the COO we can
incorporate a new company into the
operations.”
VP Ops School Supplies Distributor
105. 105
Minimize B: Severity of performance
drop-off during assimilation period –
increase Proficiency
Minimize A: Duration of performance drop-
off during assimilation period – Increase
Speed of Adoption
Maximize C: Performance level after
implementation – Ultimate Utilization
Maximize D: Continuous
improvement
Engage E: Engage with stakeholders
earlier to get a bump optimize project
performance earlier – Transparency and
Engagement
Managing Expectations