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Warehouse Automation
Multi-party coordination across carriers, warehouses, and supply chains where SLAs, compliance, and handoffs drive outcomes.
Dematic
Vanderlande
Knapp
Swisslog (KUKA)
Inside this journey
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Pre-Discovery
Align the room on outcomes, decision process, and constraints before deeper discovery.
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Stakeholder Alignment
Confirm decision roles, timeline, budget targets, and success criteria across supply chain, engineering, IT, and finance.
Alignment Questions
Getting Our Bearings — a quick tour of what matters most
- In one sentence, what is the single business outcome you’d judge this automation project a success on?
- Who will be the primary sponsor for this investment and what title do they hold?
- What is your target timeframe for a go/no-go decision on a vendor and overall project start?
- What is the budget range you’re planning to allocate for capital and implementation (ballpark is fine)?
- Which past automation projects (if any) have you run or evaluated? Name the system or vendor and one lesson learned.
- Who should be included in our discovery conversation from your side to avoid surprises later?
Who's Really Calling the Shots? — align decision roles and hidden priorities
- If this project misses the ROI or disrupts operations, whose credibility is most exposed and why?
- Across supply chain, engineering, IT, operations, and finance, who holds final approval for capital, and who signs day-to-day decisions?
- What financial metric does your leadership use to greenlight projects (e.g., NPV, IRR, simple payback)?
- Are there internal procurement or vendor qualification rules (e.g., approved vendor lists, security reviews) that lengthen approvals?
- How decisive is your executive sponsor on schedule versus cost—are they more willing to trade schedule for lower cost or vice versa?
- What non-financial factors (e.g., sustainability goals, labor relations, safety) will sway the approval decision?
Where the Wheels Are Coming Off Today — concrete operational friction that automation must solve
- What is the single most frequent operational failure you experience today (e.g., missed SLAs, picking errors, congestion, machine downtime)?
- Please select the KPIs you currently track and which ones cause the most concern right now.
- Describe your SKU profile: number of SKUs, % fast movers, average units per SKU, and any constraints like long items or hazardous materials.
- How would you characterize today’s order mix and how it’s changing (e.g., channel shift to e‑commerce, more single-item orders, higher returns)?
- Tell us about building constraints that matter: clear height, column spacing, dock constraints, power limitations, or lease/permits.
- How predictable is your labor availability and what does turnover look like on a 12‑month basis?
- When these operational issues show up, how do they feel to you—annoying, risk‑laden, career‑threatening, or something else?
If We Could Hit Your Targets Tomorrow, What Would That Unlock?
- Imagine throughput and accuracy hit your target next quarter—what immediate business change would that enable (e.g., new customers, lower labor spend, fewer shifts)?
- What ROI payback period would be acceptable to your stakeholders?
- What is the maximum acceptable disruption window during cutover (hours of downtime or phased periods)?
- Which outcomes beyond throughput and accuracy matter most—cost per order, customer satisfaction, scalability, or floor space savings?
- What risks would you need us to explicitly mitigate (e.g., integration failure, missed performance, safety incidents, delayed shipments)?
- How would reaching these targets change how leadership views the distribution organization—cost center, center of excellence, strategic capability?
What Would 'No Regrets' Integration Look Like? — the technical and organizational safety net
- If a WMS or integration problem caused a day of lost throughput, what would the real consequences be for your operation?
- Which WMS or host systems will we need to integrate with, and how would you describe your current integration maturity?
- Which statement best describes how your IT organization prefers to work with vendors on integrations?
- What data feeds, test environments, or sample data can you share to help validate throughput and control logic?
- Are there security, audit, or compliance constraints (SOC2, ISO, data residency) that would affect architecture or vendor selection?
- What level of IT involvement do you expect during deployment—dedicated resources, periodic review, or minimal oversight?
What Would Make You Say 'Yes' — the guarantees, protections, and commercial structure you need
- What is the single commercial or contractual term that would convince you to proceed (e.g., performance guarantees, milestone payments, strong warranty)?
- Which of these commercial protections are most important to you?
- Do you prefer a phased installation with staged payments or a single delivery with final acceptance?
- What minimum acceptance criteria will you require for go-live (throughput %, pick accuracy, uptime %)? Please specify targets if you have them.
- How important is a vendor’s maintenance and spare-parts strategy when deciding—local technician availability, remote support, guaranteed SLAs?
- If we provided a three-tier offer (Pilot → Scale → Managed Services), which would be most attractive to your organization?
Ready to Try the Solution? — practical next steps and what you’ll need to move forward
- What would need to change this week for you to agree to a pilot or detailed simulation?
- Which of the following preparations can you commit to in the next 30–60 days to accelerate design (data export, site walk, WMS contacts)?
- Who are the top three stakeholders we should engage in the next meeting and what are their main concerns?
- How would you like us to demonstrate confidence early—proof-of-concept simulation, factory acceptance test data, reference site visit, or commercial guarantees?
- Realistically, when could budget authority be secured for a pilot or initial phase?
- What would be the best next step from your perspective—a short technical workshop, a simulation proposal, a commercial term sheet, or an on-site assessment?
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Current State Mapping
Capture warehouse KPIs, SKU profile, order mix, building constraints, labor capacity, and current failure modes.
Current State
A Quick Warehouse Snapshot — Tell Me About Today
- Which best describes this site and its scale?
- How many SKUs are actively stocked at this site today (ballpark)?
- What are your typical daily and peak order volumes (orders/day)? If you have a weekday vs peak holiday number, include both.
- Tell us your current core operational KPIs: average picks/hour per operator, lines per hour, order accuracy %, and on‑time ship % (list values).
- Which systems currently control inventory and order flow at this site?
- Who are the primary internal stakeholders for automation decisions at your company (select all that apply)?
What’s Breaking Your Rhythm?
- When you step back, what recurring operational failure makes you lose the most sleep?
- Which of the following failure modes occur regularly at your site?
- How often do these failure modes cause shipments to miss day‑of‑ship commitments?
- Can you share a recent example (date, impact, root cause if known) where a failure mode created measurable customer or financial impact?
- What workaround or manual 'band‑aid' are you relying on now that would be difficult to sustain as volume grows?
Are You Comfortable Betting the Business on 'Close Enough'?
- If your current systems or processes are only 80–90% reliable, what would that cost you in lost revenue, claims, or expedited freight over a year?
- How does finance view automation investments—are they expected to deliver payback in 12, 24, or 36+ months?
- What level of uptime and mean‑time‑to‑repair does your leadership expect from an automated solution?
- If an automation vendor can’t demonstrate comparable installations that match your SKU and order profile, how would that affect your willingness to proceed?
- Who in your organization would sign off if projected performance misses targets post‑installation?
If Scale Suddenly Changed Tomorrow, Could You Keep Up?
- Imagine a sustained 25–50% increase in orders next quarter—what parts of your operation would break first?
- What is your current labor capacity and flexibility during peaks (FTEs dedicated to picking/packing, plus overtime/seasonal temp availability)?
- Do you measure items/hour or lines/hour during peak and steady state? Please provide both numbers if available.
- Which strategies have you used to absorb spikes historically?
- How much lead time do you typically have before a planned peak (e.g., promotions, seasonality) and how predictable are those spikes?
Where the Walls (and Ceilings) Don’t Let You Grow
- What fixed building constraints are non‑negotiable for any solution — headroom, column spacing, floor load, fire code limits, or existing mezzanines?
- Which of these site utilities or physical limitations are concerns for installation or operation?
- Are there specific zones within the building (receiving, bulk storage, picking, packing, shipping) that you cannot touch or can only modify minimally during install?
- Do you have any lease or landlord restrictions (installation approvals, hours of work, structural changes) that will impact a multi‑phase install?
- If we needed to validate site constraints, which documents can you provide quickly? (select all that apply)
What Would Success Look Like — Not in Slides but in Daily Reality
- If automation delivered exactly what you need, describe the difference in one concrete daily metric: throughput, accuracy, labor cost, or cycle time.
- Which outcome is most important for this project (select one primary and optionally a secondary)?
- What level of business disruption during installation is acceptable? Be specific: hours of overtime, night/weekend work, temporary capacity loss %, or other constraints.
- How do you define a successful go‑live 90 days after cutover (list 3 measurable criteria)?
- What is an acceptable ROI payback horizon for this initiative, and what financial levers are you willing to include in the calculation (labor savings, reduced freight, increased sales, reduced shrink)?
What Would a Safer, Faster Transition Actually Require?
- If integration with your WMS failed during commissioning, what’s the single biggest operational risk that would follow?
- Which data feeds and access can you provide during design and testing (select all that apply)?
- Who will be the primary owners internally for cutover day decisions and ongoing governance (names and roles if possible)?
- What post‑installation support model do you prefer and why — on‑site technician coverage, remote monitoring + SLA, spare parts pool, or annual service contract?
- What are your top three non‑negotiable acceptance criteria that a solution must meet before you sign off?
- Realistically, what is the target timeline from decision to first phase commission?
Closing the Loop — Next Steps and Confidence Check
- After discussing these gaps and goals, how confident are you that automation is the right lever to achieve your objectives?
- What remaining concerns would prevent you from moving to a concept and simulation phase?
- Which stakeholders would you like included in the next meeting to accelerate alignment (select all that apply)?
- What evidence would make you say 'yes'—detailed simulation, pilot in a like‑for‑like facility, third‑party reference, performance guarantee, or financial modeling?
- If we were to summarize the top three actions to move forward, what would you prioritize first?
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Outcome Discovery
Define target throughput, accuracy, ROI payback expectations, acceptable disruption windows, and key risk tolerances.
Discovery Questions
Starting Point — Your North Star
- In one sentence, what single outcome would make this automation project feel undeniably successful for you?
- What is your current average and peak throughput (orders/hour or units/hour)? Select the closest range.
- Please provide exact baseline metrics you track today (example: avg orders/day, peak orders/hr, current accuracy %, SKU count, shift coverage).
- Which outcome is the single highest priority for your leadership right now?
- Which KPIs will your executive sponsors insist we hit to consider this a success?
- How do you currently feel about the gap between where you are today and the outcome you just described?
What If Your Target Is Too Modest?
- If we aim only for incremental gains, what opportunity might you permanently miss?
- What payback window would make this investment undeniable to your finance team?
- Which financial metric drives your approval most often?
- If required payback shifts by 6–12 months, how willing would you be to expand the scope or accept phased deliverables to meet leadership’s threshold?
- Tell us about a past capital project where payback estimates diverged from reality—what happened and how did leadership react?
How Much Disruption Can You Honestly Tolerate?
- If a temporary drop in throughput during install meant a much higher steady-state capacity afterward, how long of a disruption would you accept?
- Which windows are absolutely off-limits for any work that reduces capacity (e.g., promotion weeks, peak seasons)? Select all that apply.
- Describe your worst-case impact if operations are reduced by 20% for one week—revenue, customer SLAs, resource strain, and internal morale.
- Do you have planned black‑out dates or promotional events that must be protected? If yes, list timing and why they’re critical.
- How do operations prefer us to schedule disruptive work? (Choose your preferred sequencing model.)
Who's Watching the Clock—and the Risk?
- If the system delivered 90% of the promised throughput, how would that sit with your stakeholders?
- Which operational failure modes worry you most (select top 3)?
- What uptime % target do you need contracted for mission-critical operations?
- What mean time to repair (MTTR) is acceptable for critical failures (in hours)?
- Share a recent incident where a vendor failed to meet expectations—what were the consequences and what would you have wanted instead?
What Would Your CFO Call Success?
- If you had to justify this project to your CFO in a single chart, what would the headline metric be?
- Which commercial model do you prefer or are you required to use?
- What level of price certainty versus performance-based flexibility does finance prefer?
- Are there internal budget windows, fiscal year constraints, or board review milestones that dictate timing of approval?
- If the ROI slipped outside expectations during deployment, what contractual protections or governance would you expect to manage that risk?
Who Must Be Persuaded (and What Keeps Them Up)?
- Who are the essential decision-makers we must satisfy (names/roles), and what is each person’s highest priority?
- Which internal stakeholder is most conservative around project risk, and what would reassure them?
- How many formal approval gates or committees will this project pass through before a full sign-off?
- What procurement constraints (vendor pre-qualification, contract templates, insurance thresholds) should we plan for?
- What timeline do you need from vendor short-list to final contract signature?
Day 90 After Cutover — What Makes You Proud?
- Imagine a 90-day review post-commissioning—what three measurable things would make you call the project a success?
- Which acceptance tests must pass before you accept handover? (select all that apply)
- What ramp profile do you expect for reaching steady-state (time to 100% performance)?
- Who will lead the post-governance review and what forum will be used to track ongoing KPIs?
- What remedial options would you expect if acceptance tests fail to meet required thresholds?
If Things Go Sideways — Your Fallback Plan
- Do you require a formal rollback or contingency plan that allows parts of the operation to revert to current processes? If yes, how simple must that be?
- Which contingency strategies do you prefer for reducing business exposure during install? (pick all that apply)
- How important is it for the integrator to provide spare-parts stocking and local field service on day one?
- If we proposed a phased rollout that temporarily reduced capacity in one area to protect the whole site, would you support that approach?
- Share an example of a contingency that worked well for you previously—and one that didn’t—so we can learn your tolerance for complexity.
Actionable Guardrails — How We Should Commit
- What contractual protections or guarantees would make your procurement team comfortable proceeding?
- Which milestones would you expect to see tied to payments and acceptance?
- How should we measure success during the first 6 months — and what forum would you want for weekly/monthly progress updates?
- If you could ask the integrator for one non-negotiable deliverable to reduce your perceived risk, what would it be (e.g., full-scale simulation, joint pilot, vendor references)?
- Realistically, when do you want us to present a detailed outcome plan (including targets, risks, and payback) for your internal review?
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Solution Experience
Use the customer's data and real scenarios to show how selected automation delivers the required throughput, integration, and reliability with mitigation plans.
Experience Meetings
- Solution Experience — Pre‑Work & Alignment
- Scenario Modeling Workshop — Throughput & Accuracy Proofs
- Integration & Reliability Validation — WMS, Interfaces, and Failure Handling
- Reliability, Contingency & Runbook Simulation
- Solution Experience Validation & Decision Review
- Customer and integrator to procure/verify critical spares list and locations.
- Validate that end‑to‑end message flows meet latency and reliability requirements under test scenarios.
- Agree failure modes, specific mitigations, and realistic MTTR expectations.
- Align on monitoring dashboards and SLA targets for post‑deploy reliability.
- Integrator to produce an interface specification document with sample messages and error codes.
- Customer IT to provide test WMS endpoint access and sample transaction traces.
- Schedule lab or sandbox integration tests and assign owners for remediation actions.
- Define SLA language and monitoring KPIs to include in the Solution Scope.
- Cutover Window & Constraints Review
- Validate that the cutover plan is executable within the customer's disruption tolerance.
- Confirm that contingency runbooks yield acceptable response times and clear owner responsibilities.
- Ensure spare parts and maintenance plans support SLA commitments.
- Agree reliability acceptance criteria to be used in FAT/SAT and initial operations.
- Finalize and distribute the cutover runbook with named owners and timelines.
- Introductions & Objectives
- Schedule maintenance drills and operator contingency training sessions.
- Document reliability acceptance tests and include them in Validation Checklist.
- One‑Sentence Current State & Consequence Recap
- Present a consolidated, evidence‑based case that the proposed solution achieves the defined future state.
- Obtain explicit customer validation to progress to Solution Scope or a documented list of blockers with owners.
- Ensure all KPIs, acceptance criteria, and unresolved risks are documented and assigned.
- Agree timeline and owners for the Solution Scope kickoff or remediation activities.
- Integrator to produce the Solution Experience report (Diagnosis, Proof, Validation) and circulate to stakeholders.
- If proceeding, schedule Solution Scope kickoff and circulate agenda and pre‑work requirements.
- Log and assign any remaining risks or scope items with owners and target close dates.
- Customer to sign formal confirmation to proceed or provide a written list of required changes.
- Agree a single crisp current state sentence describing where the operation breaks today.
- Surface and quantify the consequence (cost/throughput/risk) tied to the current state.
- Confirm a one‑sentence future state outcome that the experience must prove.
- Confirm availability and owners of all required datasets and scenario examples.
- Lock the success metrics, demonstration format, and data access logistics.
- Customer to deliver cleaned SKU profile, order mix, hourly throughput, and WMS message samples.
- Integrator to run baseline analysis and prepare simulation scenarios using provided data.
- Assign dataset owners and access credentials with deadlines.
- Schedule the Scenario Modeling Workshop and confirm attendees.
- Recap Pre‑Work & Assumptions
- Demonstrate, using customer data, that the proposed automation meets target throughput and accuracy under defined scenarios.
- Expose assumptions and quantify model sensitivity to key variables (labor, failure rates, SKU velocity).
- Agree mitigation approaches that materially recover KPI shortfalls under disruption scenarios.
- Obtain explicit customer validation that the modeled future state matches their operational definition of 'better'.
- Integrator to deliver a simulation report with run configurations, key assumptions, and sensitivity analysis.
- Customer to confirm any missing constraints (ceiling heights, aisle widths) that impact model fidelity.
- Schedule additional scenario iterations if customer requests alternate peak patterns.
- Document and assign owners for each mitigation identified in the workshop.
- Integration Architecture & Data Flow Review
- Confirm concrete mapping between WMS transactions and automation actions with owners for each interface.
- One‑Sentence Current State Confirmation
- Baseline (Current State) Model Results
- Evidence Pack: Simulation & Integration Results
- Step‑by‑Step Cutover Sequence Walkthrough
- Mapping WMS Transactions to Solution Actions
- Proposed Solution Model Runs
- Consequence Quantification Review
- Live Simulation of Disruptions
- KPI Dashboard & Pass/Fail against Acceptance Criteria
- Live/Recorded Message Flow Tests
- Open Risks and Mitigation Commitments
- Future State Outcome Statement
- Failure Mode Walkthroughs & Mitigation Playbooks
- Sensitivity & Failure Mode Modeling
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Solution Scope
Define selected modules, responsibilities, integration points, performance guarantees, phased installation plan, and acceptance criteria.
Scope Configuration
- Procure and Deliver Automation Equipment
- Install Mini-Load and Shuttle ASRS
- Install Unit-Load Storage and Retrieval System
- Install Goods-to-Person Picking Stations
- Install Conveyor and Sortation Systems
- Install Robotic Palletizing and Depalletizing Cells
- Deploy Autonomous Mobile Robot Fleet
- Install Pick-to-Light and Voice Picking Hardware
- Install Automated Packaging and Case Erecting Line
- Integrate Automation Controls with WMS and ERP
- System Commissioning and Throughput Performance Validation
- Onsite Operator Training and SOP Delivery
- Provide Onsite Startup and Go-Live Support
- Provision Spare Parts Kit and Preventive Maintenance
Scope Questions
Procure and Deliver Automation Equipment
- Do you want the integrator to procure equipment on your behalf?
- Which equipment categories should be procured (select all that apply)?
- Are there vendor restrictions or preferred manufacturers we must follow?
- What is your target delivery window for ordered equipment?
- Are there site delivery constraints we should plan for (dock access, lift, crane, limited hours)?
- Who is responsible for unpacking, staging, and disposal of packaging on arrival?
Install Mini-Load and Shuttle ASRS
- Do you require a mini-load or shuttle ASRS installation for this project?
- What target throughput or pick rate do you require from the ASRS (per hour)?
- Provide the SKU profile for ASRS candidates (percent small totes, cartons, trays, weight ranges)
- Are there building constraints for ASRS (clear height, mezzanine, fire door zones, racking adjacency)?
- Will the ASRS need integrated conveyors, picking stations, or robotic interfaces?
- What acceptance criteria should ASRS meet (cycle time, pick accuracy, uptime %)?
Install Unit-Load Storage and Retrieval System
- Is a unit-load storage & retrieval system required for pallets or large cartons?
- Desired throughput in pallets per hour and peak surge expectations?
- What pallet sizes, weights, and load configurations must the system support?
- Are structural or floor-loading upgrades required for unit-load equipment?
- Does the unit-load system need interface to yard management, conveyors, or AGVs?
- What performance guarantees or SLA metrics do you expect for unit-load operations?
Install Goods-to-Person Picking Stations
- Do you plan to include goods-to-person (GTP) picking stations in scope?
- How many picking stations or work positions do you anticipate initial deployment will require?
- What target picks per hour per station or desired order throughput should we design to?
- Do you require ergonomic features (lift assists, adjustable benches) or special operator PPE?
- Will GTP stations need integrated sortation, boxing, or label application at the station?
- What acceptance criteria should GTP stations meet (cycle time per pick, accuracy %, operator throughput)?
Install Conveyor and Sortation Systems
- Are conveyor and/or sortation systems required for this project?
- What peak throughput (pieces/minute or cartons/hr) must the conveyor/sorter handle?
- Which sortation divert types are preferred or required?
- Are there space, headroom, or route constraints for conveyor runs (mezzanine, docks, doorways)?
- Who will provide conveyor power and controls tie-ins (integrator, customer electrical contractor)?
- What safety or guarding standards must conveyors/sorters comply with (local codes, UL, CE)?
Install Robotic Palletizing and Depalletizing Cells
- Do you require robotic palletizing or depalletizing cells?
- What is the target pallet throughput per cell (pallets/hr)?
- Please describe pallet patterns, mixed SKU stacking requirements, and maximum pallet weights.
- Will the robotic cell require integrated pallet labeling, stretch wrapping, or pallet conveyors?
- Are there floor loading or anchoring constraints where robotic cells will be installed?
- What acceptance metrics do you require for robotic cells (cycle time, pattern accuracy, uptime)?
Deploy Autonomous Mobile Robot Fleet
- Do you plan to deploy an AMR/AGV fleet as part of scope?
- Which use cases will AMRs support (select all that apply)?
- Approximately how many robots do you expect initially (range)?
- What charging strategy do you prefer for AMRs?
- Describe the facility environment for navigation (open aisles, narrow aisle, multi-floor, racking density).
- Is Wi‑Fi/RTLS/IT infrastructure in place that meets AMR vendor requirements?
Install Pick-to-Light and Voice Picking Hardware
- Do you require pick-to-light, voice picking, or both?
- How many pick faces or workstations will initially be equipped?
- Which languages or voice profiles are required for voice picking?
- Do the devices need to be intrinsically safe or rated for special environments (washdown, cold storage)?
- Will pick-to-light/voice require integration with handheld scanners, WMS, or voice middleware?
- What accuracy or productivity targets should the hardware support (e.g., picks/hr, error rate)?
Install Automated Packaging and Case Erecting Line
- Is an automated packaging and case erecting line required?
- What is the target throughput for the packaging line (cases/min or units/min)?
- How much case size variability must the line handle (fixed, 2-3 sizes, fully mixed)?
- Do you require integrated label print-and-apply, weigh-check, or dimensioning equipment?
- Are there specific sealing methods required (tape, glue, stapling)?
- What floor space and utilities limitations exist for the packaging line (power, compressed air)?
Integrate Automation Controls with WMS and ERP
- Which WMS system do you currently use (select all that apply)?
- Which ERP system must be integrated (if any)?
- What integration approach do you prefer?
- What data elements must be exchanged (orders, inventory, locations, confirmations, exceptions)?
- Are credentials, sandbox/test environments, and an integration contact available?
- Do you require monitoring, alerting, and rollback procedures for integration failures?
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Mutual Commit
Finalize commercial terms, milestone-based payments, warranties, SLAs, and governance for change control and dispute resolution.
Agreement Modules
- Statement of Work (SOW)
- Master Services Agreement (MSA)
- Commercial Terms & Pricing Schedule
- Payment Milestone Schedule & Invoicing
- Equipment Supply & Procurement Agreement
- Integration & Responsibility Matrix (RACI)
- Acceptance & Commissioning Criteria
- Service Level Agreement (SLA)
- Warranty & Maintenance Agreement
- Change Control & Change Order Process
- Performance Guarantee & Remedies
- Insurance, Indemnity & Risk Allocation
- Dispute Resolution & Escalation Matrix
- Software Licensing & Source Code Escrow
- Training, Documentation & Handover Package
- Spare Parts, Consumables & Obsolescence Plan
- Financing / Leasing Agreement (Optional)
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Deployment
Operationalize rollout with readiness checks, enablement, and outcome validation.
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Pre-Deployment Readiness
Confirm data feeds, WMS access, site modifications, spare parts strategy, and maintenance support readiness prior to cutover.
Readiness Questions
Start Here: Tell Us About This Opportunity
- Which site or program is this discovery for (facility name, city, or program code)?
- What best describes this engagement right now?
- Who is the executive sponsor or primary business owner for this project?
- Roughly how many fulfillment shifts and what peak daily throughput does this site run today?
- Give a short overview of what success looks like for your team on this project (2–3 sentences).
Are You Comfortable Betting Your Operation on 'Untested' Technology?
- What would it mean to your business if new automation failed to reach required throughput for a month after cutover?
- Tell us about the last time a systems or equipment change disrupted operations—what happened and how long did recovery take?
- Which of these past failure modes concerns you most when considering automation?
- How confident are you in your current internal capacity to diagnose and resolve automation issues during early operations?
- If we could design mitigations up front, what single operational risk would you prioritize eliminating first?
What's Broken Today—But You're Tired of Fixing
- Which operational KPI currently frustrates you most (pick one)?
- Describe how current warehouse layout, SKU profile, or order mix creates recurring bottlenecks or waste (specific SKUs, aisles, or processes if possible).
- How frequently do the problems you described materially affect customer SLA or revenue?
- Which labor-related issues are most acute for you today?
- How long have these pain points been persistent—weeks, months, years? Please give a brief timeline.
If This System Exceeded Your Wildest Expectations, What Would You Celebrate?
- What numeric targets would make you feel the project is a clear success (throughput, accuracy, labor reduction, cost per order)? Please list target values.
- What is the acceptable payback period for this investment from the perspective of finance (choose the range your CFO expects)?
- What level of operational disruption during installation and cutover would be acceptable?
- Qualitatively, how would achieving these targets change your role or the company's trajectory? What emotion or confidence would that create?
- Which downstream metrics are non-negotiable for your stakeholders (e.g., On-Time in Full, order lead time, customer complaints)?
Where Will This Live and What Will It Touch?
- What are the most important physical constraints we should know about the site (clear height, dock count, floor loading, mezzanine, fire zones)?
- Which backend systems must the automation integrate with on day one?
- How mature is your WMS integration capability—do you have APIs, middleware, experienced IT staff, or preferred partners?
- Are there site compliance or labor rules that limit construction hours, contractor access, or required certifications (e.g., union rules, night work restrictions)?
- List any existing automation or control systems on site that we'll need to coexist with (vendors, models, protocols).
Who's Signing the Checks—and Who Really Calls the Shots?
- Who are the decision-makers that must approve the final contract (names or roles)?
- What are the top three criteria your procurement or finance team uses to award a project like this?
- How long is your typical capital approval cycle from proposal to PO for multi-million dollar projects?
- Which stakeholder will sign system acceptance and who will sign commercial close? If different, describe the distinction.
- What internal objections or competing priorities are most likely to slow or block this project?
When Installers Turn Up—What Keeps You Awake at Night?
- Do you currently have the data feeds and access we’ll need for simulation and commissioning (real order history, SKU dimensions, WMS logs)?
- What level of WMS access will you allow the integrator during design, testing, and cutover (read-only, test tenant, production access windows)?
- How do you prefer we handle spare parts and initial stocking—vendor-supplied spares on consignment, customer-owned spares, or a hybrid approach?
- Describe your current maintenance organization and its readiness for new automation (in-house team, third-party, limited experience).
- Which training approach would make your operations team feel prepared at cutover?
How Will You Know We Got It Right?
- Which acceptance tests and KPIs must be met for you to accept handover (pick up to three)?
- Do you have a preferred validation method—FAT, SAT, pilot run with live orders, or measured SLA ramp?
- Who will be responsible for witnessing and signing off on FAT/SAT and final acceptance?
- What evidence or reports do your stakeholders expect at acceptance (simulation comparatives, test logs, error rates, video of runs)?
- If initial performance falls short of targets, what corrective path would you expect (remediation plan, performance warranty, commercial remedy)?
What If Things Go Sideways? Let's Plan for That Now
- What SLA terms or mean-time-to-repair targets would give you confidence after handover?
- Which of these warranty lengths would your finance/operations prefer for major mechanical and control components?
- Who should be on the escalation path for service issues (roles and responsibilities—ops lead, plant manager, integrator account manager)?
- Have you experienced vendor/service gaps previously? If yes, briefly describe the gap and how you would have preferred it handled.
- What spare parts stocking policy will minimize your business risk (onsite critical spares, local depot, vendor rapid shipment)?
What's the Smallest Signal That Gets You to Yes?
- What is the single most important deliverable we can provide next that would move the project forward (detailed ROI, reference visit, pilot simulation, commercial term sheet)?
- How soon would you realistically be ready to review a detailed proposal and schedule a decision meeting?
- What barriers would prevent you from moving to a pilot or mutual commit within your desired timeline?
- Who else should we include in the next conversation to ensure technical, commercial, and operational alignment?
- What format do you prefer for next steps—workshop on site, virtual technical deep-dive, or a written proposal first?
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Deployment Enablement
Sequence phased installs, coordinate contractors and operations, schedule training, and execute cutover with clear owners and contingency plans.
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Validation Checklist
Run throughput simulations, FAT/SAT tests, and acceptance trials to verify performance against agreed KPIs and handover criteria.
Validation Questions
Getting to Know Your Operation
- Who will be our primary day-to-day contact and internal champion for this project?
- Which of these best describes the facility we'll be talking about?
- What is the size and shift pattern of the site (square feet / number of shifts / avg headcount per shift)?
- Who are the internal stakeholders who must sign off on capital or operational changes for automation (select all that apply)?
- Has your organization implemented warehouse automation before? Tell us the last three projects and what you learned.
- How quickly do you expect to make a sourcing decision (timeline to awarded integrator)?
If This Wasn't Working, Would Anyone Notice?
- When throughput or accuracy slips, what business consequences happen within 24–72 hours?
- Which three KPIs best reflect success for your operation right now (pick up to three)?
- Tell a recent story where a failure or bottleneck became visible — what happened, who noticed first, and how long did it take to recover?
- How often do unplanned outages or performance shortfalls occur that require escalation?
- If you had to assign an annual cost (labor, expedited freight, penalties, lost sales) to recurring failure modes, which range captures it?
Where Is Labor Becoming Unbearable?
- Who on your team feels the labor pressure most acutely—and what do they say keeps them awake at night?
- Which labor trends are most limiting your operation today?
- How predictable is your workforce availability through the year (peak weeks vs. baseline)?
- When you lose staff or have vacancies, what manual work is most vulnerable to failure or delay?
- Describe how these labor stresses affect morale, retention, or recruitment conversations—what do employees say about the job?
- What would have to change in your staffing picture for you to feel comfortable delaying automation another 12 months?
What If Throughput Couldn't Wait?
- If your throughput target increased by 20% tomorrow, what would break first?
- What is your throughput baseline and the target you must hit post-automation (units/hour, orders/day, or lines/hour)?
- How much of your volume is unit‑pick / each-pick versus case/pallet movements?
- Which SKU characteristics materially affect automation design (select all that apply)?
- What penalties, lost sales, or customer impacts occur if you miss peak throughput targets (quantify if possible)?
- Do you have demand forecasts or seasonal profiles you can share? If not, what prevents it today?
Why Integration Is the Real Dealbreaker
- If the automation and your WMS didn't talk perfectly on day one, what would be the first consequence you’d see?
- Which WMS / ERP / TMS vendors and versions run your operation today?
- How mature is your IT team at supporting external system integrations (APIs, middleware, security reviews)?
- What integration constraints worry you most: latency, transaction volume, security/compliance, or change-control timelines?
- Tell us about a successful or failed integration you’ve run—what went right or wrong, and why?
- Which internal stakeholders must be involved in integration approval and testing (select all that apply)?
What Would Success Look Like to Everyone at the Table?
- If this program is wildly successful in 12 months, what will your CFO brag about in the next board meeting?
- What is your target ROI or payback horizon for this capital investment?
- Aside from dollar ROI, which outcomes would make the project a clear win (select up to three)?
- What handover and acceptance criteria will you insist on before final payment (examples: throughput demo, FAT/SAT metrics, uptime guarantees)?
- Who signs the final acceptance and who controls release of final payment or milestone approvals?
- What are the top three risks that would make you pause or walk away from a signed project?
If We Built It, Could You Sustain It?
- How do you currently manage maintenance and spare parts for critical equipment?
- If an automation line went down at peak, what is your acceptable mean time to repair (MTTR)?
- What level of training and documentation would make your operations team confident to run and troubleshoot the system independently?
- Which spare-parts strategy do you prefer?
- Describe any internal processes (change control, maintenance windows, safety approvals) that could affect deployment or post-go-live support.
- Would you consider a support model with defined SLA tiers (response times, remote diagnostics, on-site dispatch) and how important is 24/7 coverage?
Signals, Next Steps, and What Would Convince You
- What are the top three decision criteria you will use to pick an integrator (rank or describe)?
- Would you require site-specific throughput simulation, live demos with your SKUs, or an on-site pilot before awarding? (select all that apply)
- Which commercial structures are acceptable to you (select all that apply)?
- What information or assurances would make you comfortable moving from discovery to a formal proposal?
- Realistically, what is the next internal step after this discovery call and who owns it?
- Is there anything we haven’t asked that could derail a successful project or that you want us to prioritize in the proposal?
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Success
Review achieved outcomes against targets, capture lessons learned, and maintain a shared channel for issues and continuous improvement.
Success Reviews
- Outcomes Review & KPI Validation
- Lessons Learned & Continuous Improvement Workshop
- Warranty, SLA & Issue Escalation Review
- Operational Handover & Support Channel Setup
- Executive Success Review & Strategic Roadmap
Issues & Enhancements
- Confirm training dates and criteria for operator/maintenance readiness.
- Publish the CI backlog in the shared channel with owners, due dates, and success metrics.
- Create and distribute a Lessons Learned summary document with links to artifacts.
- Schedule the first CI sprint review or pilot kickoff and assign a CI owner/scrum lead.
- Review Contractual SLAs & Warranty Terms
- Ensure all open incidents have owners, remediation steps, and agreed timelines.
- Confirm spare parts and warranty paths to minimize future downtime.
- Put in place a binding escalation and governance process for unresolved disputes.
- Produce an incident closure plan with owners, deadlines, and escalation contacts.
- Update the SLA appendix or create an SLA performance dashboard for recurring review.
- Confirm spare parts inventory thresholds and reorder points with procurement owner.
- Handover Checklist Review
- Ensure operations and support teams are fully equipped and authorized to run the system autonomously.
- Establish a single, well-governed support channel and monitoring cadence.
- Introductions & Meeting Objectives
- Create the shared support channel with access rights, pinned runbooks, and severity labels.
- Deliver RACI matrix and contact roster for operations, maintenance, and vendor escalation.
- Deploy dashboards and schedule recurring KPI reports and review meetings.
- Executive Summary of Outcomes vs Business Case
- Validate that project outcomes meet the financial and operational goals set by executives.
- Obtain executive decision or mandate for next-phase investment or replication.
- Agree high-level timeline and funding pathway for the chosen strategic option.
- Prepare an investment proposal and timeline for the approved next-phase option.
- Assign an executive sponsor and steering committee for the next phase.
- Schedule a quarterly executive review to monitor strategic progress and realized benefits.
- Confirm which KPIs are met, which are borderline, and which require further action.
- Agree on a clear remediation plan and verification schedule for any gaps.
- Capture formal customer acceptance language or a list of outstanding acceptance criteria.
- Deliver a consolidated KPI variance report with raw data sources and timestamps.
- Assign owners and deadlines for each outstanding KPI remediation item.
- Schedule a verification checkpoint (date + data requirements) to confirm remediation efficacy.
- Context, Rules, and Scope
- Produce a prioritized CI backlog with owners and measurable success criteria.
- Identify root causes for primary failure modes and propose concrete pilots or fixes.
- Establish where lessons and operational artifacts will be stored and who maintains them.
- Recap of Agreed Targets
- Open Incidents & Resolution Status
- What Went Well (Success Stories)
- Financials: ROI, Payback, and Opex/Capex Impact
- Roles, RACI & Escalation Owners
- Operational Readiness for Scale or Replication
- Data Presentation — Actual vs Target
- Support Channel Setup and Rules of Engagement
- What Failed or Underperformed
- Spare Parts & Warranty Replacements
- Root-Cause Breakouts
- Strategic Options & Recommendations
- Variance & Root-Cause Analysis
- Monitoring & Reporting Cadence
- Escalation Flow & Governance
- Decision & Approvals
- Proposed Contract Amendments or Credits
- Training Refresh & Certification Plan
- Prioritize CI Backlog
- Customer Validation & Agreement
- Knowledge Capture & Artifacts
- Action Plan & Review Cadence
- Next Steps & Follow-ups
- Contingency Drills & Cutover Backout Procedures