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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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.

The post Is 2026 the Year to Modernize Your WMS? What the $12.5B Market Means for Supply Chain Leaders appeared first on Veridian.

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.

The post When Robots Take the Hardest Job: What FedEx’s Autonomous Unloader Means for Warehouse Strategy appeared first on Veridian.

Why Supply Chain Cybersecurity Is Essential Today

It doesn’t matter which type of service you perform or which varieties of product you manufacture or help move. Cybersecurity is everybody’s problem and everybody’s responsibility. As technology cements its place in our industrial and personal lives, the security of our networks, as well as our personal and corporate data, has become central to several sectors:

• Military contractors must abide by guidelines like ITAR (International Traffic in Arms Regulations) and others, which help vouchsafe sensitive military data in third-party hands.
• Healthcare providers are bound by HIPAA, which helps ensure the ever-more-digital world of patient records is kept safe and away from prying eyes.
• Some service- and commodity-based organizations are required to, or can at least benefit from, requiring partners to keep SSAE (Statement on Standards for Attestation Engagements) and SOC (Service Organization Control) reports, which is especially helpful for maintaining compliance, availability, privacy and confidentiality for supply chain partners who store data in the cloud.

In addition to implementing strong supply chain cybersecurity measures, it’s also important for businesses to buy SSL certificate and buy dedicated servers to protect their organizational and client data. Taking cybersecurity risks seriously is imperative because the loss of such data can jeopardize a company’s profitability. While merchandise can be replaced, the key to remaining profitable lies in protecting vital information such as intellectual property and trade secrets. Additionally, in cases where formal laws and guidelines apply, businesses can be held responsible for damages caused by cyberattacks. Therefore, buying an SSL certificate is a crucial step in ensuring the security of sensitive information.

According to the U.S. Department of Commerce’s “Resilience Project,” the primary mission when it comes to hardening the supply chain in any industry against cyber-threats is a three-pronged attack: “Anticipate, Mitigate, Improve.” Critically, each of these three parts must happen in concert and, ideally, before you actually have to deal with a loss of data.

Here’s a crash course in holding your supply chain partners, and yourself, to higher security standards.

1. Familiarize Yourself With Industry-Specific Regulations

We’ve mentioned some of the official guidelines and regulations that have appeared in recent years, but our supply chains have regulations of their own — particularly when you operate in critical areas like foods, beverages, medicines and vaccines, medical devices and other biotechnological and pharmaceutical interests. The integrity of the data associated with these goods is critical, which is why cloud providers find themselves bound by ever-stricter guidelines.

These guidelines give you a good basic benchmark for supply chain cybersecurity in your specific industry and might make you ware of threat vectors you didn’t know about. But it’s up to you to go above and beyond.

2. Determine Which Vendors Have Access to Your Network

Simply doing business with multiple parties at once opens you to certain types of risk, but one of the most preventable is unauthorized or unnecessary access to your network and assets. Vendors and other actors within the supply chain naturally share digital properties and call upon much of the same data, but your supply chain can’t be hardened against supply chain cybersecurity risks until you’ve first determined which parties have access, and the level of their credentials and privileges.

Malicious — even unintentionally malicious — actors within your organization might have unsecured or unlimited privileges, too, which is a risk vector which has contributed to substantial financial losses for private enterprise over the years.

Think of this as the industrial equivalent of leaving the password to your home PC’s administrator account on a post-it note on your desk. You’ll likely have to share that credential with another party at some point, but revoking access from parties who no longer need it closes a vulnerable backdoor you might’ve otherwise forgotten to close.

3. Create Cross-Functional Roles and Teams to Oversee Risk

Believe it or not, we’re already in the process of moving beyond one-size-fits all Security Officers or Risk Managers. That’s the word from the National Institute of Standards and Technology. Instead, they call for the creation of cross-organizational teams and specialists who know how to answer specific risks as they apply to each of your business partners and processes.

For example, some parties within the supply chain might have a greater likelihood of encountering counterfeit products or might have stricter requirements for the onboarding of new vendors and contractors. As risk becomes more uniformly dispersed across your organization, so too must your capabilities to respond when the worst should happen.

4. Be Explicit About Security Requirements in Your Contracts

The importance of proactive measures cannot be overstated — and outlining your expectations as you enter into business with new supply chain partners is an obvious first one to take.

Don’t be afraid to use specific language and even create legally-binding documents with the help of an expert to make sure each of your partners knows exactly what is expected of them when it comes to how they access and handle your data and that there’s legal recourse in place if they fall short.

5. Monitor Your Technology Providers and Other Partners

None of the supply chain best practices out there are particularly useful without some old-fashioned checks and balances. To put it another way, you don’t just need expectations and guidelines — you need a way to make sure each of your third-party partners is following-through by continually monitoring their performance.

There are ready-made solutions out there as well as best practices as described by bodies like the Federal Computer Security Program Managers’ Forum. The ultimate goal of each continuous monitoring solution is the same:

• Maintain awareness of emerging threats and vulnerabilities
• Establish communication protocols between partners within the supply chain
• Analyze organizational risk on a sufficient-enough frequency to guard against new risks as they appear and to make changes as needed
• Proactively evaluate the likely effectiveness of your risk responses to new threats
• Evaluate recent changes, and propose new ones, for physical and digital infrastructure

Naturally, continuous monitoring of your operations and those of your supply chain partners will help keep you measure your performance against regulatory action at the state and federal levels as well as new requirements within your specific industry.

Seek Constant Improvement

We’ve talked about some of the “top-down” fixes for mitigating supply chain cybersecurity risks, including federal regulation and industry-specific guidelines. But each company is unique and has its own needs, which might make your particular approach unique. For instance, some companies are exploring Blockchain-powered solutions such as “smart contracts,” which aren’t contracts at all but rather bundles of code that automatically execute commandswhen requirements are met by one or both parties.

The point is, the future holds all kinds of exciting solutions for the problems we’ve gone over here. Keep yourself aware, knowledgeable and up-to-date on the wider world of supply chain cybersecurity and then think outside the box to apply your findings to your niche and your place of business.

Schedule a Consultation

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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.

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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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Challenges in Tracking Supply Chain Data in 2020 

Supply chain data provides a comprehensive view of specific and enterprise-wide company functions. However, tracking the wrong data or failure to recognize the problems with poor quality data may cause supply chain leaders to make terrible mistakes and increase the chances of worsening productivity. Taking a proactive role in data management can make a difference, and the right data is not necessarily the same as that of your top competitors. In other words, individual companies may have different data priorities, but they should all follow a similar structure—involving the collection, cleansing, analysis, and reporting of insights.  

Data Improves Operational Excellence When Used Correctly 

The value of data increases in the quest for supply chain efficiency. With the implementation of API- and web-connected supply chain systems, businesses can manage their inventory and follow up on stock movement more easily and automatically. Various connections beyond API, like the use of Internet of Things (IoT) connected sensors, allow professionals to track products and their movement from the factory up to the retail store. The impact of these connection technologies to better track movements in the supply chain includes reduced costs and improved service delivery. The data is collected in a central system and can then be analyzed to derive valuable insights. The application of data in supply chain management aids supply chain leaders in improving operations, products, services, hiring processes, marketing strategies, and risk management. 
A video downloader can be used to save instructional videos on supply chain management and learn on the go.

Thus, companies that track supply chain insights and apply data-driven decision making can reduce costs, isolate problems, provide a roadmap for correction, and validate gains in performance after making applicable changes.  

Supply Chain Data to Track Through 2020 

A brief look at the top-performing supply chain data points to track in 2020 include: 

• Real-time shipment/order data 
• Real-time inventory levels 
• Product cycle times 
• Available/closed trade lanes 

• ROI of new system implementations 
• Actual versus planned ROI of optimization efforts 
• Employee safety data, including incidents and illness-related information 
• Yard efficiency 
• WMS YTD costs 

• Inventory reconciliation results 
• Labor productivity 
• Average order size and shipment data 
• Use of BOPIS fulfillment rates 
• Customer experience and satisfaction measures  

Deploy Next-Generation Connectivity in Your Supply Chain to Better Track Data  

Supply chain advancement provides scalability, responsiveness, emergency management, and execution of core processes. As the world grew closer through e-commerce, a divide has arisen between the limits and challenges of tracking traditional data versus the possibilities of advanced, analytics-driven insights. To ensure your company tracks the right supply chain data in 2020, approach data management from a critical view—considering its impact from procurement through outbound freight and even reverse logistics. Fortunately, working with an expert supply chain consultant can help your organization maximize results and improve profitability. To get started, request your consultation with Veridian online 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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1.  4 Keynote Addresses From 5 Speakers

Modex 2020 is proud to host  UN Ambassador Nikki Haley’s perspective of diplomacy in the supply chain, CEO of EMOTIV Tan Le’s views of the “The Neurogeneration – The Future Is Closer Than You Think” and how technologies continue to transform ever aspects of humanity, CEO of MHIA George W. Prest in a panel-like keynote, and Super Bowl Champion—Peyton Manning—along with his father to discuss how teamwork, collaboration, preparation, and social consciousness derive big benefits in a business culture.

2.  Visit the Exhibit Floor

While MODEX 2020 often centers on sessions and keynote addresses, it’s important to not miss the innovation and excitement on the exhibit floor. In fact, 80% of MODEX attendees plan to see a specific product or company, so remember to visit the showroom during the available times.

The exhibit show will be open as follows:

• Monday, March 9: 10:00 AM – 5:00 PM
• Tuesday, March 10, 10:00 AM – 5:00 PM
• Wednesday, March 11: 10:00 AM – 5:00 PM
• Thursday, March 12: 10:00 AM – 3:00 PM

During the exhibit hours, remember to visit the Veridian team at booth IT 8089.

3.  Women in Supply Chain Industry Forum

Modex 2020 is proud to host the Women in Supply Chain Industry Forum on Monday, March 9 from noon to 5:00 p.m. in Room B402. This event includes a luncheon, education, and networking opportunities for MHIA and MHEDA members, as well as non-members, of both sexes. Costs are $99 for members of the noted groups and $119 for non-members. Keynote speaker Mary Kelly, Ph.D., CSP, CDR, and Retired U.S. Navy Servicewoman, will explore the ins and outs of logistics and how women can work to make more productive and successful supply chains.

4.  Connect With Your Peers During the MHI Young Professionals Networking Event

The MHI Young Professionals event focuses on the opportunities to build on personal and shared experiences and how the supply chain needs an infusion of the next generation to survive and thrive. The event is more a cocktail hour-like session, and those interested do not need to pre-register. Just bring your MODEX badge and meet new faces and those that want to know your brand, your company, and your professional stories. culture.

5.  MHI Industry Night With Colin Jost

Comedian Colin Jost—SNL head writer and co-anchor of “Weekend Update,” will host an evening of enjoyment for attendees with tickets, available for $50 per person, to unwind with drinks, food, and hors d’oeuvres. Jost has a unique approach to life and his thoughts on the supply chain are sure to please, make you laugh until your drink spills, and finally rest assured that you made the right choice in attending Modex 2020. This event will take place in the Thomas Murphy Ballroom on Wednesday from 4:30 pm to 7:00 pm.

6.  Orchestrating Man & Machine Breakout Session on Tuesday Afternoon

Manhattan Associates will be hosting a special session on the value of robotics and technology in the supply chain. As a diverse WMS and supply chain systems vendor, Manhattan Associates has a unique perspective on the value of technology and robotics, as well as their unique challenges, to bring improvement and speed to the industry.

7.  Smart Robotics on the Rise – Status Quo and Future Visions

Sponsored by HighJump, another Veridian partner, this unique breakout session will further dive into the power of smart robotics has the potential to drive new savings and efficiency in all things supply chain. Join HighJump on Tuesday afternoon in discussing the opportunities and realities of robotics in the supply chain and how today’s innovations in robotics will become the status quo of tomorrow.

8.  See Veridian at Booth IT 8089

While Veridian will not be hosting any sessions during MODEX 2020, the Supply chain technology and services leader will have a booth on the exhibit floor. Come find Veridian on any day during the conference, and check out what all the interest in implementation capabilities and Veridian’s proprietary AutoMate platform has to offer. And remember, there are countless supply chain systems’ vendors and services at the event, and MODEX is the perfect opportunity to see what sets Veridian apart from the masses. Or for those that need a little more private time with Veridian, just shoot your info over by completing the online contact form at Veridian.info. Also, Veridian will host a happy hour in the Veridian booth from 3-5 pm on Monday and Tuesday and a coffee cart all morning for anyone that wants to grab a coffee and further get to know the Veridian brand. 

Register to Attend MODEX 2020 Today

Modex 2020 is less than two weeks away, and already, organizations can barely contain their excitement. With so many advances and opportunities for improvement realized over the last year, MODEX 2020 is sure to bring something new to the table and help your organization succeed. And, it’s not too late to register! Did we mention that MODEX registration and attendance to the event—excluding a few paid events—is FREE? Complete your registration online now, and we hope to see you there.

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