For years, the standard answer (in the DC, at least) was the warehouse management system. But nowadays, the answer is more and more likely to be a warehouse control system.
James Cooke is a principal analyst with Nucleus Research in Boston, covering supply chain planning software. He was previously the editor of CSCMP?s Supply Chain Quarterly and a staff writer for DC Velocity.
At first glance, Koch Entertainment's DC in Port Washington, N.Y., would seem an unlikely candidate for a software or technology upgrade. Heavily automated by any normal standard, the center is equipped for robotic picking and features an automated storage and retrieval system crane for handling large orders. Nonetheless, when it went to install equipment for filling small orders of CDs and DVDs, the company also invested in more software. The software it chose is what's known as a warehouse control system (WCS); its job will be to control the equipment dedicated to the fulfillment of small orders.
It's not that the Port Washington DC didn't have warehousing software in place. It did. The center has been using a homegrown warehouse management system (WMS) to oversee inventory operations for years. What prompted the investment in a WCS was the desire to keep small orders from clogging the existing automated material handling system, explains Philip Wulff, Koch Entertainment's vice president of distribution. Now that it has the new WCS to run the equipment used to ship, manifest, pack and label small orders, the company is able to keep the two types of fulfillment operations entirely separate.
Koch Entertainment isn't alone. As the size of the average order shrinks in an era of quick replenishment and Internet retailing, many distribution centers find themselves scrambling to keep up with a flood of small orders. Often as not, a WCS turns out to be the solution. "Smaller order quantities introduce more complexity into warehouses. That, in turn, results in the need for computer support to run the operation," says Steve Mulaik, a consultant with The Progress Group in Atlanta.
Not only does today's warehouse control software have the functionality for the job, but these systems are often more affordable than other software packages. They're also faster to install and respond more quickly to the demands of daily operations. "Warehouse control systems let the warehouse handle transactions in real time," says Jack Kuchta, an executive vice president with the consulting firm Gross & Associates in Woodbridge, N.J. "WCS are part of the trend toward flexibility driven by IT [information technology] people so they can add one element of functionality without having to change the whole system."
Traffic cop for the DC
Part of the warehouse control systems' attraction is that they help lighten the load of a DC's existing warehouse management system or even enterprise resource planning (ERP) software, a general business application that also oversees manufacturing and finance.
Though originally marketed as a "best of breed" system with limited functionality, the warehouse management system has, over the years, become the DC's jack of all trades. Along with traditional tasks like inventory management, order fulfillment and shipping, today's systems may also handle forecasting, demand planning, slotting and even labor tracking. "WMS gets involved in business issues ... that aren't related to the work being done on the warehouse floor," says Sam Flanders, president of 2wmc.com, a material handling consulting firm located in Portsmouth, N.H.
Because they're already handling so many other tasks, WMS packages often don't contain the code needed to command complex material handling equipment. And even if they do, they're generally not nimble enough to respond quickly to transactional requests. "When you have a highly automated building, the product flows are so customized that it's not feasible to use a warehouse management system because decisions must be made in real time," says Mulaik. "WMS are not built for speed," adds Stephen Martyn, chief executive officer of Glen Road Systems Inc. (GRSI) in Conshohocken, Pa., the company that supplied the WCS for Koch Entertainment's distribution center.
That's where the WCS comes into play. Warehouse control software is specifically designed to serve as a traffic cop for machines and equipment in the warehouse, coordinating the various subsystems that handle product flow. "The WMS guys are about moving information on logistics and transportation," says Martyn. "WCS is down in the dirty world of PLCs (programmable logic controllers) and subsystems." The WCS, for example, might tell a diverter on a conveyor to direct a case down a specific chute, instruct a robot to pull a package from a storage rack, or signal a label system to stick a label on a package traveling along a conveyor belt. "It coordinates all the work on the floor," says Flanders. "It tells the system what work to do."
WCS in the middle
That ability to control an array of subsystems has become a major selling point for WCS. As technology prices drop, more DCs are going for the "add-ons: " pick-to-light systems, radio-frequency identification technology and voice-directed picking systems, for example. And each of those add-ons requires software to link the equipment to a host computer. All too often, however, companies find that their WMS or ERP system isn't capable of running add-on equipment. "People are putting in ERP packages and they're finding out that when the vendor said we had everything—they don't," says Mulaik.
What's more, the vendors may be reluctant to remedy the situation. In many cases, ERP and WMS vendors are not inclined to make modifications or additions to their software packages to run these bolt-on systems. And even when WMS vendors are willing to write the special code to interface with, say, a voice system, it can be very expensive. Small wonder that companies that find themselves in this situation often turn to a WCS. "It's simpler to deploy and less risk to a company to buy a WCS," explains Flanders of 2wmc.com.
In effect, the WCS sits between the host system—like the WMS—and the add-on equipment. "WCS is technically 'middleware' between the WMS and ERP systems and voice systems and automated conveyors," says Kuchta of Gross & Associates.
But today's warehouse control systems are much more than just an interface between the WMS and the equipment. They can be programmed with the logic to act on the information from the host system and then devise instructions to carry out a specific set of tasks. "While the WMS manages the overall activities in the operation, the WCS software executes the material flow dispatching and routing while it makes storage location decisions as well as manages the execution of order fulfillment," says Ken Ruehrdanz, industry manager at Dematic GmbH & Co. Kg., a global supplier of logistics automation equipment headquartered in Offenbach, Germany.
For instance, the WCS might take information from the WMS on the number of replenishment orders and convert that information to specific instructions for the equipment—say, batching orders to eliminate unnecessary travel for the order selector. Mulaik notes that the WCS can also be programmed to coordinate receiving tasks or group orders together for batch picking.
As often as not, companies find that a warehouse control system can accomplish these tasks much more simply and easily than a WMS or ERP can. As an example, Mulaik cites the case of a retailer that recently installed a WCS to manage the tasks associated with its radio-frequency system. That retailer, which receives 80,000 cases a day, found that the WCS could provide a smoother user interface than its WMS could, he reports. Instead of requiring workers to go through 12 fields to enter data on cases being received, as the WMS did, the WCS was able to handle the task with one screen.
WCS sold separately
In the past, WCS were generally sold as part of a package with the equipment they controlled. Back when the warehouse control system's primary function was to direct the movement of pallets and cases along a conveyor, for example, the companies that supplied the automated material handling equipment also provided the warehouse control system. That's still the case today with many makers of voice and radio-frequency systems, which supply the WCS needed to link their equipment to the WMS.
Take voice technology vendor Lucas Systems Inc. in Sewickley, Pa., for example. Although it does not offer WCS per se, it does provide middleware software bundled into its voice system package to enable the customer to take full advantage of the technology. "We do a software application that would resemble a WCS," says Jason Wilburn, director of marketing for Lucas Systems. The application takes orders from a WMS and comes up with the pick sequence. (Wilburn notes that it can even arrange the pick sequence in the warehouse bay according to the height of the user.)
But the days when warehouse control software was only sold as part of a package are gone. Marketplace demand has led to the rise of a cottage industry selling standalone WCS packages. "WCS vendors are starting to decouple themselves from equipment vendors and becoming separate entities unto themselves," Kuchta says.
Because the WCS makers are independents, their software can run equipment made by a variety of manufacturers. In some cases, the WCS modules come off the shelf pre-built. In others, the WCS provider will configure his WCS to the client's specific needs."Nowadays most WCS installations are not custom jobs," Kuchta reports. "Most WCS are being marketed as stand-alone products having hooks into types of equipment like voice or pick-to-light systems."
Bright future
It's not hard to understand why suppliers of WCS are bullish on their future. The shift away from pallet and case handling toward the fulfillment of small orders creates a wide-open market opportunity for their systems. So does the trend among DCs to knit together networks of complex subsystems.
What's also fueling vendors' optimism is the prospect of a new role for the WCS. It's becoming increasingly apparent that in the future, warehouse control systems will not only drive equipment—but people as well. As they get smarter, WCS are beginning to take on responsibility for coordinating the activities of workers by providing instructions for picking, receiving and put-away.
"It used to be that WCS was just talking to conveyors," says Mulaik. That's now starting to change. "Warehouse control systems are no longer just for automation. We can use the WCS to tell people what to do."
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.