{"id":58047,"date":"2026-05-07T09:10:20","date_gmt":"2026-05-07T07:10:20","guid":{"rendered":"https:\/\/www.prologistik.com\/?page_id=58047"},"modified":"2026-05-07T09:18:30","modified_gmt":"2026-05-07T07:18:30","slug":"introducing-new-warehouse-management-systems","status":"publish","type":"page","link":"https:\/\/www.prologistik.com\/en\/solutions\/introducing-new-warehouse-management-systems\/","title":{"rendered":"Introducing New Warehouse Management Systems"},"content":{"rendered":" \n \n \n \n\t\t\t
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<\/div>\t\t\t\t\t\tSUCCESS FACTORS FOR WMS PROJECTS<\/span>\t\t\t\t\t\t

Introducing New Warehouse Management Systems<\/h1>\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\"Einf\u00fchren\n\t\t\t\t\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n \n \n \n \n \n\n\n
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Why Projects Fail \u2013 and How to Do Better<\/h2>WMS IMPLEMENTATION<\/span><\/div>\n\n<\/div><\/div>\n\n
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People do not like to talk about it \u2013 and yet it happens again and again: large-scale IT projects, such as the introduction of a new Warehouse Management System (WMS), are terminated prematurely because the problems seem impossible to overcome. In almost all cases, the causes do not lie primarily in the software, but in the project approach, the organization, the management, and the expectations.<\/p>\n\n\n\n

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One of the best-known disasters is Lidl\u2019s failed migration of its ERP and WMS systems to SAP and SAP EWM. The discounter restarted and restructured the project several times before eventually discontinuing it to a large extent. The damage is said to have amounted to several hundred million euros in project costs.<\/p>\n\n<\/div><\/div>\n<\/div>\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n

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Conflicts Between IT Logic and Operational Reality<\/h2><\/div>\n\n\n\n

The example of Lidl already reveals several typical factors that contribute to the failure of a WMS implementation. In this specific case, an attempt was made to adapt the software heavily to Lidl-specific processes. This resulted in extensive customization effort in order to map complex, historically grown processes. Conflicts arose between IT logic and operational reality.<\/p>\n\n\n\n

The lesson to be learned is that a WMS or ERP system should not become a digital replica of decades of special processes. Before introducing the system, processes should therefore be simplified as much as possible.<\/p>\n\n\n\n

Unlike Lidl, however, many inadequate WMS projects lack a clear cut-off point. Instead, companies often settle in practice for only limited usage depth, Excel lists that continue to be maintained in parallel, permanent special processes, and a high level of manual control effort.<\/p>\n\n<\/div><\/div>\n\n

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Be Careful With the Following Statements:<\/h3><\/div>\n\n\n\n

\u274c \u201cThe system has to be able to do this because we have always
done it this way.\u201d<\/p>\n\n\n\n

\u274c \u201cWe\u2019ll fix that later.\u201d<\/p>\n\n\n\n

\u274c \u201cIt\u2019s not standard, but we can quickly build it for you.\u201d<\/p>\n\n\n\n

\u274c \u201cWe have to go live \u2013 we can test afterwards.\u201d<\/p>\n\n\n\n

\u274c\u201cSo far, we are on schedule \u2013 but only on paper.\u201d<\/p>\n\n\n\n

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Main Causes of WMS Project Failure<\/strong><\/strong><\/h2><\/div>\n\n\n\n

A significant proportion of WMS projects exceed the planned budget and timeline or are accepted only reluctantly by users. Such developments and outcomes can sustainably reduce financial success, jeopardize the company\u2019s business foundation and, not least, negatively affect the working atmosphere.<\/p>\n\n\n\n

The best prevention strategy starts with a systematic look at the main causes. These can be divided into eight key categories.<\/p>\n\n\n\n

Similar to the typical mistakes, there are also a number of typical symptoms and early indicators that may appear during an ongoing WMS project. These indicators point to deviations from the planned course. The more warning signs occur at the same time, the higher the risk of delays, additional costs or failure in day-to-day operations.<\/p>\n\n<\/div><\/div>\n\n

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The Main Causes:<\/h3><\/div>\n\n\n\n

1. Unclear objectives and lack of strategic alignment <\/p>\n\n\n\n

2. Inadequate project organization <\/p>\n\n\n\n

3. Insufficient process analysis <\/p>\n\n\n\n

4. Overestimated individualization <\/p>\n\n\n\n

5. Poor data and master data quality <\/p>\n\n\n\n

6. Too few tests, trainings and go-live preparations <\/p>\n\n\n\n

7. Lack of change management and insufficient involvement of specialist departments <\/p>\n\n\n\n

8. Mistakes in time, budget and risk management<\/p>\n\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/section>\n\n

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pLG Warehouse Management System<\/h2>Benefit from pLG solutions<\/span><\/div>\n\n\n\n

Reduce inventory discrepancies sustainably: With real-time postings, guided processes, and transparent inventory management, the pLG WMS ensures reliable stock levels \u2013 enabling higher delivery reliability, less rework, and predictable operations.<\/p>\n\n\n\n

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Go to the pLG WMS<\/strong><\/a><\/div>\n<\/div>\n\n<\/div>\n<\/section>\n\n
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Unclear Objectives and Lack of Strategic Alignment<\/strong><\/strong><\/h3><\/div>\n\n\n\n

A common mistake at the beginning of a WMS project is an unclear or purely technology-driven definition of objectives. Statements such as \u201cWe need a modern WMS\u201d or \u201cOur old system is no longer up to date\u201d do not replace a clear strategic objective. Often, it remains unanswered which specific problems are supposed to be solved:<\/p>\n\n\n\n