LogistiX replaced WMS in 14 Roulog warehouses

2024: Automation of 14 warehouses

RULOG automated 14 warehouses Russia throughout from Kaliningrad to Vladivostok as part of the project. import substitution LogistiX The contractor was the company, which announced this on December 17, 2024.

In the context of the termination of access to foreign software services, RULOG faced the task of completely switching to a domestic software solution. It was important to ensure a high launch density, uninterrupted operation of warehouse facilities and full coverage of customer needs.

The complexity of the project was due to the requirements of customers and the specifics of each warehouse: 3 temperature structure (freezing, chilled products, dry warehouse), the use of different storage technologies (front, padded, gravity racks, drive in, push back, shuttles), billing, strict maintenance of quality indicators and temperature control at acceptance and shipment.

As a pilot warehouse, where the LEAD WMS system was implemented, they chose the most difficult facility in terms of logistics operations in order to later meet the needs of all other distribution centers (RCs) with minimal modifications. The common task pool was divided into two blocks: the main functional part, without which you cannot work, and the optimization one, which can be applied in further iterations.

To reduce risks when launching the first distribution center, we reduced the load by redistributing supplies to other sites, - said Yury Kozlov, director of logistics at RULOG. "Starting from the third warehouse, we have already withstood the required volumes, attracting an additional team of warehouse workers."

The system was replicated in three parallel streams - this made it possible to launch 12 warehouses in 3 months. The project team was divided into 3 groups of 3-4 people who could act independently. They also organized an operational support group, which strengthened the local team at launches, as performance fell during the adaptation and addiction of employees to the new system.

This was a real challenge: we simultaneously changed almost all key systems of the company (about 80 integration flows), where WMS and ERP played a primary role. A separate contractor worked for each system with his own approaches to organizing the work. All systems had to be made to work together as a single organism. And we did it, noted Alexander Pisarenko, Information Technology Director of RULOG.

2023: LEAD WMS Implementation

Due to the disconnection from software services, the company needed to replace foreign software in all warehouses by the end of 2023.

LEAD WMS was implemented in all 14 warehouses, of which 12 sites were automated in 3 months. The replacement of the system was carried out according to plan without interrupting operations and failures of the main business, which made it possible to maintain the uninterrupted operation of the supply chain. 500 jobs were automated.

At the same time, all key systems of the company were replaced, a total of 80 integration flows.

All warehouses have differences and specific features - customer requirements: 3-temperature structure of the warehouse (freezing, chilled products, dry warehouse), application of different storage technologies (front, padded, gravity racks, drive-in, push-back, shuttles), billing, strict maintenance of quality indicators and temperature control at acceptance and shipment.

To solve the problem, the entire process was decomposed and a critical path from the deadline was formed - the launch point of the first warehouse was determined. The system was replicated in three parallel streams - this made it possible to launch 12 warehouses in 3 months.

Complexity of the project:

1. At the same time, almost all key systems of the company changed, for each of which their contractor worked with their own ways of organizing work. All systems had to be made to work together as a single organism.
2. The project had a strict deadline, and it was impossible to roll back.
3. High speed of decision-making.
4. All 14 warehouses had different customer requirements to consider when implementing.
5. Organizing replication in three parallel streams required careful planning and training of teams.
6. In most warehouses, the transfer to the new WMS was carried out at full load due to the specifics of the activity.
7. Adjustment and rework were carried out in parallel mode.

Since the project dates were limited, 1 month was allocated to choose the system. To do this, they compiled a list of requirements from 170 questions, based on the current functionality of WMS and its desired expansion - it was important to take into account the standards and requirements of customers.

The most difficult warehouse in terms of logistics operations was chosen as a pilot in order to later meet the needs of all other RCs with minimal modifications. The common task pool was divided into two blocks: the main functional part, without which you cannot work, and the optimization one, which can be applied in further iterations. To reduce risks when starting the first distribution center, the load was reduced by redistributing the supply to other RCs. Starting from the third RC, they have already withstood the necessary volumes, attracting an additional team of warehouse workers.

To implement replication, a cascade model was chosen: each subsequent RC group took as a basis the configuration of the solution of previous RCs. A process compliance specification was prepared for each warehouse.

After the "pilot," the project team was divided into 3 groups of 3-4 people who could act independently. They also organized an operational support group.

Project geography: Moscow, Kaliningrad, St. Petersburg, Rostov-on-Don, Elabuga, Yekaterinburg, Surgut, Novosibirsk, Irkutsk, Khabarovsk, Vladivostok.