WAI Global的动态

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Great opportunity in EMEA

?? You know how we say "We've been doing this a while now"? ?? We may have <slightly> understated that fact. ?? ONE of us has been working with Dispatcher WMS since... 1987. ??? LOTS of us have been working with it since the 1990's And it all. ? Adds. ? Up. ?? Actually, it adds up to 378 years in total... ?? Yeah. That's three HUNDRED and seventy-eight years of company experience - specifically working with Dispatcher WMS. ?? In fact, if you were to average out the time we've all spent working on or with Dispatcher WMS (over the whole company), then we've got about 22 years of experience each. ?? That's a lot of scenarios we've seen before. ?? It's a lot of optimisations that we've worked out. ?? And it's a lot of bang for your buck. ?? So... if you're looking for a #WMSProvider who has experience with Blue Yonder's #DispatcherWMS (and with the #warehousing industry in general), then we're not sure you'll find anyone who has more than us. ?? If you'd like to have our experience work for YOU, then contact us today: [email protected] #WMS #WarehouseManagement #OperationalExcellence

Discover 6 ways a Warehouse Management System helps to build data trust and why it is so important in your warehousing operations https://lnkd.in/egvjD4Eq #warehousemanagmentsystem #wms #data #realtime #trust #warehousing #warehouse

As a WMS consultant, it's crucial to observe the warehouse operations from an end user's perspective. Many consultants, not just WMS ones, face numerous change or customization requests post-implementation. Often, the issue arises because the delivered project doesn't meet customer expectations precisely. Consultants tend to avoid spending time in the warehouse due to its less comfortable environment compared to the office. Instead, they make brief visits, take notes, and draft documents based on their observations and assumptions, which then get approved by higher management who may not fully grasp the end user's problems. To avoid future issues and reduce change requests, consultants should spend more time in the warehouse, understanding how end users work, the data they handle, and the processes that would make their tasks easier. This approach leads to a better-implemented product and happier customers, with fewer, more minor change requests. #WMS #Warehouse_management #warehouse_process #WMS_implementation #planning #Warehousing #Strategy

Dear Connections! We are looking for IMMEDIATE Joiners for Supply Chain Planning (o9 Tool Implementation) Consultants. Please email CVs to [email protected] #SupplyChainConsulting #SupplyChainPlanning #o9Implementation #o9ToolExperts #SupplyChainOptimization #AdvancedPlanningSolutions #SCMConsultants #o9DigitalTransformation #SupplyChainStrategy #OperationalExcellence #EndToEndPlanning #o9Platform #ConsultingExcellence #SupplyChainInnovation #PlanningTechExperts

Want to know how to navigate #volatility in the #SupplyChain? Come talk to us at Socius24 Limited. We can help.

Top 5 Challenges in WMS Implementation

What does asking the same questions 4x per day look like... We used 3 colors to eliminate 90% of email traffic We were actually so bad We didn't ask what do you need We started asking why isn't this done... Interim Warehouse Manager In an industry that was new to me In a WMS that's not my strong suit (SAP) 100% of the failures were blamed on Operations Again, interim Mgr surrounded by avg tenure of 10 yrs Our Customer didn't care whose fault it was 1) Why isn't this order done, Adrian? - We ran out of raw material - Procurement 2) Why isn't this order done, Adrian? - The raw material is late - Transport In 3) Why isn't this order done, Adrian? - It's lower priority to Production - Production 4) Why isn't this order done, Adrian? - Inspection Hold is 48 hours, its on hour 16 - Quality Assurance 5) Why isn't this order done, Adrian? - This order was changed without communication - Sales 6) Why isn't this order done, Adrian? - Everything was ready in time, we simply missed it - Operations 7) Why isn't this order done, Adrian? - The carrier missed pick-up/we didn't schedule a pick-up - Transport Out For every late order... They were highlighted 1 of 3 very distinctive colors Red - We didn't start or hit a stopping point Yellow - We started but haven't finished Green - Tutto Fatto (All Done) In ALL these rows of data In ALL these columns of data There was one column indicating WHERE the order stopped 1 - Procurement 2 - Transport In 3 - Production 4 - Quality Assurance 5 - Sales 6 - Operations 7 - Transport Out If every order in Red Had a 3, we could tell Everything was yet to be produced So, Director of Production When will these items be processed If its a 1 So Procurement Did we purchase more, why did we run out? You get the picture Now, We didn't have to meet 4 times per day At least not physically I sent this out 4 times each day every 25% of the shift Because the 90% of email traffic was asking about the Red Orders We got better at getting the right answer before the answer was wrong Before you say Sounds like common sense Remember, common sense ain't common Getting Warehouses MORE thruput using the SAME hours. I offer a complimentary 30-minute discussion to walk through what that looks like for you. #strategy #business #creativity #innovation #xpandurangeamotion

What does asking the same questions 4x per day look like... We used 3 colors to eliminate 90% of email traffic We were actually so bad We didn't ask what do you need We started asking why isn't this done... Interim Warehouse Manager In an industry that was new to me In a WMS that's not my strong suit (SAP) 100% of the failures were blamed on Operations Again, interim Mgr surrounded by avg tenure of 10 yrs Our Customer didn't care whose fault it was 1) Why isn't this order done, Adrian? - We ran out of raw material - Procurement 2) Why isn't this order done, Adrian? - The raw material is late - Transport In 3) Why isn't this order done, Adrian? - It's lower priority to Production - Production 4) Why isn't this order done, Adrian? - Inspection Hold is 48 hours, its on hour 16 - Quality Assurance 5) Why isn't this order done, Adrian? - This order was changed without communication - Sales 6) Why isn't this order done, Adrian? - Everything was ready in time, we simply missed it - Operations 7) Why isn't this order done, Adrian? - The carrier missed pick-up/we didn't schedule a pick-up - Transport Out For every late order... They were highlighted 1 of 3 very distinctive colors Red - We didn't start or hit a stopping point Yellow - We started but haven't finished Green - Tutto Fatto (All Done) In ALL these rows of data In ALL these columns of data There was one column indicating WHERE the order stopped 1 - Procurement 2 - Transport In 3 - Production 4 - Quality Assurance 5 - Sales 6 - Operations 7 - Transport Out If every order in Red Had a 3, we could tell Everything was yet to be produced So, Director of Production When will these items be processed If its a 1 So Procurement Did we purchase more, why did we run out? You get the picture Now, We didn't have to meet 4 times per day At least not physically I sent this out 4 times each day every 25% of the shift Because the 90% of email traffic was asking about the Red Orders We got better at getting the right answer before the answer was wrong Before you say Sounds like common sense Remember, common sense ain't common Getting Warehouses MORE thruput using the SAME hours. I offer a complimentary 30-minute discussion to walk through what that looks like for you. #strategy #business #creativity #innovation #xpandurangeamotion