Warehousing & Distribution
We work with organizations running distribution centers, fulfillment operations, and warehouse networks. When system implementations, facility transitions, or network changes need to happen without breaking customer service.
Warehousing and distribution operations are the physical execution layer. When systems
fail, inventory goes missing. When processes break, orders don't ship. When cutovers
go wrong, customers feel it immediately.
You're managing the gap between what the system says should happen and what actually
happens on the floor. That's where implementations succeed or fail.
What This Environment Looks Like
High-Volume Operations
Thousands of orders per day, millions of units in inventory. Scale means small system issues become operational crises quickly.
Tight Service Windows
Same-day, next-day, or two-day delivery commitments. Carrier pickup deadlines. Performance measured in hours, not days.
Multi-Site or Regional Networks
Multiple DCs, regional fulfillment centers, or national footprint. Network complexity in inventory allocation, order routing, and labor management.
Automation and Material Handling
Conveyors, sorters, pick-to-light, robotics, or AS/RS. WMS integration with automation creates additional failure points.
Real-Time Inventory Accuracy Requirements
E-commerce, omnichannel, or direct-to-consumer operations where inventory visibility must be accurate in real-time.
Seasonal Volume Spikes
Peak seasons (holiday, back-to-school, etc.) where volume doubles or triples. System changes can't disrupt peak readiness.
Common Risk Areas in Warehousing & Distribution
- WMS implementations or upgrades in live facilities
- DC consolidation or facility relocations
- Automation integration with WMS
- Multi-site WMS rollouts across regional networks
- E-commerce or omnichannel fulfillment system implementations
- Post-acquisition facility integration
- Peak season readiness with new systems or processes
- Inventory management system changes
- Labor management system (LMS) implementations
- Carrier integration or TMS implementations
How BaszGroup Typically Engages
WMS Implementation in Live Facilities
Implementing WMS in operating facilities without disrupting customer service. Cutover planning, inventory accuracy validation, go-live execution, and hypercare until operations stabilize.
- WMS replacement in high-volume DC
- Legacy to modern WMS migration
- Pre-go-live readiness and risk assessment
- Go-live war room and hypercare support
DC Consolidation or Facility Relocation
Moving operations between facilities, consolidating multiple DCs, or transitioning to new buildings. Inventory transfer, cutover planning, and operational continuity during transition.
- Network consolidation (3 DCs to 1 regional hub)
- Facility relocation with zero downtime requirement
- Inventory transfer and validation
- Cutover sequencing to maintain customer service
Automation Integration with WMS
Integrating material handling automation (conveyors, sorters, robotics) with WMS. Complex coordination between WMS vendor, automation vendor, and facility operations.
- New WMS with existing automation
- New automation with existing WMS
- Greenfield facility with both new WMS and automation
- Vendor coordination and integration testing
Multi-Site WMS Rollout
Rolling out WMS across regional or national distribution networks. Standardization, phased implementation, lessons learned from site to site.
- Phased rollout across 5-10+ facilities
- Standardization vs. site-specific requirements
- Pilot site execution and lessons learned
- Governance across multiple concurrent implementations
Post-Go-Live Stabilization and Recovery
When WMS implementations don't stabilize as expected. Performance below baseline, inventory accuracy issues, productivity gaps. Rapid triage and recovery execution.
- Post-go-live performance recovery
- Inventory accuracy investigation and correction
- Process refinement and optimization
- Extended hypercare when stabilization takes longer than planned
The floor is the truth.
System configuration matters less than what actually happens on the warehouse floor.
If the system says inventory is there but it isn't, the system is wrong. Floor-level
validation is where implementations succeed or fail.
Inventory accuracy is binary.
You can't be 95% accurate in inventory and ship orders reliably. Cycle counting,
physical inventory, and reconciliation processes are critical during cutover and
stabilization.
Labor is the variable cost.
System issues that slow productivity directly impact labor costs. Post-go-live
productivity dips are expensive and affect morale. Recovery has to be fast.
Case Studies for Warehousing & Distribution
Customer Orders Can't Wait for Stabilization
If you're implementing WMS, consolidating facilities, or recovering from go-live issues, we understand that warehousing operations can't pause for technology.
Tell Us What You're Dealing With