Distribution centers capable of real-time data are critical to lean, demand-driven supply chains.

There is buzz that heightened concerns about supply chain resiliency are prompting tactics of regionalization of the supply chain process, keeping inventory closer at hand, if not necessarily taking possession sooner. The result is making warehousing a key element in enterprise strategy much more so than just five years ago. The concept of renewed centrality of warehouses within supply chains may be a paradigm shift more about how new warehouse control systems are part of lean efficiency, than simply the new role of warehouses in strategic thinking.

Jerry List, Vice President of Cincinnati, Ohio-based QC Software debunks that any paradigm shift has taken place. When did warehousing ever go away? The most significant impact on warehousing has been the need for real-time warehouse data via WCS (warehouse control systems). In todays economy, distribution centers need to be more dynamic to meet the ever changing demands of the global economy. They must constantly re-invent themselves, whether it is simply expanding an existing footprint, adding new operational processes such as value added services, or finding better ways to fulfill orders quicker. Warehouses cannot remain stagnant.

The ability of a warehouse to be dynamic depends on the configurability and scalability of the WCS.

The warehouse control system enables an automated warehouse or distribution center to reach peak operating performance. These new technologies remove the inefficiencies commonly associated with under or over utilized labor and material handling equipment. As an element of lean manufacturing and elimination of waste, a warehouse control system pulls product through an automated warehouse or distribution center increasing overall productivity and throughput. Some solutions offer that the key to the optimization of material flow by warehouse automation is tracking key performance indicators such as the current and anticipated workloads at workstations in order to make key material routing decisions; inbound and outbound order tasks to make key material release decisions.

Corporate examples of WCS impacts Under Armour

Under Armour started with a simple plan to make a superior T-shirta shirt that provided compression and wicked perspiration off your skin rather than absorb it; essentially, a shirt that worked with an athletes body to regulate temperature and enhance performance. The company was founded in 1996 by former University of Maryland football player Kevin Plank. Under Armour is the originator of performance apparelgear engineered to keep athletes cool, dry and light throughout the course of a game, practice or workout. The technology behind Under Armours diverse product assortment for men, women and youth is complex, but the companys mission is to provide the world with technically advanced products engineered with superior fabric construction, exclusive moisture management, and proven innovation.