The cost saving and service improvement benefits of a transportation management system are well documented. If you don’t get the implementation right, none of these benefits are sustainable or achievable, however. Has software-as-a-service made TMS implementations harder or easier? Those are a few of the questions I posed to Geoff Milson, Senior Director in enlist, in a recent instalment of Discussing Logistics.
The Start of a successful TMS execution
Most Folks consider execution as the next step after firms select and contract for a TMS, but in a recent guest opinion for Transport software, Geoff indicates that a successful TMS implementation really starts before a solution is selected. By asking, our conversation was begun by me, therefore. Have they come up with the six or eight business drivers that drive critical requirements, which were accepted and signed off by the key stakeholders in supply chain and IT before they proceed down the choice path. This might be a part of conversion process or a corporate plan it has to plug into and is a three to six month process. Understanding those issues is essential to implementation success.
The TMS selection procedure
Once you’ve got agreement on goals, the next step is to match those goals. Geoff says you still need to perform the requirements document and establish priorities, but it is important to get the appropriate people involved. He advocates including those you interact with in operations such as manufacturing. Geoff Also recommends you involve that, even if you’re taking a look at a software-as-a-service SaaS application. The reason is that TMS is among the most highly integrated software in a business because it touches every node in the distribution chain, he says. You are typically incorporating to hundreds of providers and carriers and dozens of software. You need IT for that, so they want a chair at the table. In Regards to this requirements document, Geoff says it is important to incorporate the anticipated future-state procedure flows on paper so that the sellers understand the scripted workflow demonstration goals. He urges companies supply integration flows that are future-state to vendors so that they understand the scope of the job.