"This Decision Has Stayed With Us to This Day" – An Interview with Tom Standke

In a nutshell: Around 13 years ago, WAS Germany implemented its current Warehouse Management System (WMS) – as part of a complete, single-source Solution. Today, it's clear just how much such decisions can shape day-to-day warehouse operations in the long run. Tom Standke, Head of Logistics, talks about the challenges the system poses today, why a switch has not yet been made, and what lessons he would pass on to other companies. 

"Back then, the focus was primarily on the all-in-one Solution" 

The decision in favor of the WMS was made as part of an overall project at the time. "It wasn't just about the system itself, but about a complete package. One Vendor who could cover everything: from the racking system to the WMS, through to vehicles, technology, and packing stations," explains Tom Standke. 

Which criteria were decisive in detail at the time is something he can only assess from today's perspective. One thing is clear, however: The choice made back then still has an impact today. Over time, the system's limitations have become increasingly apparent. "When we want to change processes or have new requirements, we quickly run into limitations," says Tom. The result is cumbersome workarounds and additional tools that cost time and put a strain on the team. 

"Some processes still run on paper lists – because the system can't keep up" 

The weaknesses of the current WMS are particularly evident in picking. While the range of items has grown significantly in recent years and warehouse demands continue to increase, the system remains rigid. "We can't simply configure new strategies or adjustments ourselves – that usually has to go through the Vendor," explains Tom. 

A striking example of the challenges in our processes is the introduction of batch picking: "It took almost a year before we could really map it cleanly in the system," says Tom. New workflows can't always be implemented at short notice – extensive coordination, adjustments, and testing are often required. 

This means that some Solutions are not as modern as we would like them to be. "In some cases, we still fall back on paper lists, because in certain situations it's the quickest way to respond flexibly," explains Tom. Even though more efficient alternatives exist, it is sometimes the most pragmatic approach. 

And batch picking is not the only example: the WMS also reaches its limits in other areas. "We often have to work with workarounds to implement even straightforward workflows," says Tom. "It costs time, but it also shows that even when faced with challenges, we are committed to continuously improving our dynamic warehouse operations."  

"A switch like that is a massive project – you can't do it on the side" 

Despite all the challenges with the current WMS, the idea of switching has so far remained just that – an idea. For Tom Standke, this comes as no surprise. Introducing a new system means not only a technical transition, but above all one thing: keeping ongoing operations secure. 

"We can't simply close our warehouse to go ahead and implement a new WMS," he explains. Instead, work would have to run in parallel – with the old and new system simultaneously, accompanied by training for the entire team. A complex undertaking that requires time, planning, and above all significant investment. 

But beyond the practical and financial hurdles, uncertainty also plays a role. "Everyone knows the current system. It doesn't run optimally, but people know how to handle it," says Tom. The fear that a new system might not deliver the hoped-for improvements holds many companies back from taking the next step. 

"The perfect WMS? Flexible, intuitive, and future-proof" 

If Tom had the choice again today, he would know exactly what his ideal WMS would need to do. At the top of his wish list is flexibility: "Our requirements are constantly changing. The system has to grow with us – without turning every change into a massive customization effort or project." 

Equally important: simple, intuitive operation. Especially in logistics, the cost of training is a major expense. The faster new employees can work with the system, the better it is for operations. 

Drawing on his experience, Tom also passes on clear advice to other companies: "Really take your time with the selection process and think not just about your current needs, but also about the next few years." He finds the exchange with other companies particularly crucial: "If we had had more real-world Reviews back then, we would certainly have been spared some of the problems we face today." 

"A decision like that stays with you for decades" 

For Tom, the biggest insight from the past 13 years is clear: anyone who chooses a WMS is making a decision for an entire decade – or longer. "If you don't approach it carefully and give it enough thought, you carry the consequences for years," he says. 

That's precisely why he so often misses the space for open, honest dialogue between companies. "We all face similar challenges, but everyone tends to go it alone. And yet real-world Reviews and practical insights would be incredibly valuable," says Tom. 

This is where platforms can help – ones that consolidate practical insights and make them transparent, serving as a reference point for companies that need to make similar decisions. 

And even though no system change is on the horizon at WAS Germany right now, the thought of a better Solution remains present: "We try to get the most out of the current system. But the desire for more flexibility remains." 

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