---
title: How to integrate an automation solution into an existing WMS?
description: How to integrate an automation solution with an existing WMS? Boost productivity and simplify your operations.
image: https://blog.scallog.com/hubfs/wms-erp-wcs.jpg
---

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# How to integrate an automation solution into an existing WMS?

 Par [SCALLOG Experts](https://blog.scallog.com/en/author/léquipe-marketing-et-communication) | le  24/04/2023 |  temps de lecture : 4 min

*In a supply chain facing short deadlines, irregular volumes, and constant cost pressures, warehouse automation does not necessarily mean replacing existing tools. The question is often more pragmatic: how to connect a WMS with equipment capable of executing physical tasks while providing real-time visibility into flows. A well-prepared approach improves productivity and overall visibility without disrupting daily operations.*

![wms-erp-wcs](https://blog.scallog.com/hs-fs/hubfs/wms-erp-wcs.jpg?width=1000&height=700&name=wms-erp-wcs.jpg)

## Why link a WMS with an automated solution?

A WMS, or **warehouse management system**, organizes inventory, bin locations, and picking orders. However, it does not move totes by itself, nor does it reduce operator travel on its own. In an e-commerce warehouse, an agent might still walk several miles per shift despite well-configured picking rules.

Combining a **WMS and automation** provides a concrete answer: the WMS retains knowledge of orders and inventory, while a WCS, a WES, conveyors, or autonomous mobile robots execute the tasks. Gains should be measured using precise key performance indicators: picked lines per hour, error rates, cycle times, workstation utilization, and service availability.

Increased volumes, hiring difficulties, or saturated storage capacity are credible indicators of need. The demand becomes particularly clear when seasonal peaks require doubling headcount for a few weeks. Automation then provides additional capacity, provided that processes are sufficiently stabilized.

## Understanding the role of the WMS in the system architecture

Before choosing a technology, you must identify what your existing system can actually do. Some WMS software is integrated into an ERP, while others rely on a standalone architecture or in-house developments. Their documentation, software version, and available interfaces directly impact the project's complexity.

The WMS typically sends putaway, replenishment, or picking orders. The automated solution sends back confirmations, processed quantities, and any detected anomalies. These data exchanges must preserve data integrity: an unavailable tote, a stockout, or an interrupted task cannot remain invisible in the theoretical inventory.

REST APIs and JSON messages facilitate real-time communications. XML files, EDI, or certain SOAP interfaces remain relevant in legacy environments. Middleware can translate formats and isolate the WMS from machine specificities, facilitating future upgrades—such as adding a robot or a new storage area.

## The five steps to a controlled integration

### 1. Audit existing operations and establish measurable goals

The audit must cover logistics flows, hourly throughput, order profiles, and priority rules. Wait times, inventory errors, and WMS interfaces must also be reviewed. A target like "improving performance" is too vague; aiming for 120 lines per hour instead of 80, with an error rate below 0.2%, provides a truly actionable framework.

### 2. Choose a compatible technology

The choice may involve autonomous mobile robots, a goods-to-person system, conveyors, a sorter, or assisted preparation stations. The technology must match item weights, product diversity, available height, and the desired level of flexibility. A solution that performs exceptionally well on a stable flow may become less relevant if product lines change monthly.

The vendor must explain their communication protocols, uptime commitments, and maintenance framework. Technical compatibility is not enough: you must verify the quality of support, spare parts availability, and the team's capacity to assist your staff during the first few months.

### 3. Map data and system responsibilities

Every event must be mapped out: task creation, stock reservation, handling, confirmation, exception handling, and closing. This mapping specifies which system owns each piece of information. It prevents duplicate entries and discrepancies between WMS inventory and automation inventory.

In some setups, a WES orchestrates priorities between operators and automated equipment. It batches orders, distributes tasks based on workstation loads, and maintains real-time operational visibility. To finely control automated hardware, the [WCS | SCALLOG integrated with your WMS](https://www.scallog.com/en/software/) ensures smooth execution of transport and storage operations. To better understand the role of these software blocks, consult the overview on logistics software and flow orchestration.

### 4. Test normal scenarios and edge cases

Testing should not be limited to simple orders. You must simulate stockouts, missing items, network outages, restarts after machine stops, and peak load surges. Frontline staff should validate user interfaces, instructions, and fallback procedures. A representative load test often reveals limitations that unit tests fail to expose.

### 5. Deploy in phases and train teams

Running a pilot in one area or product family minimizes risk. The legacy process can remain available during the observation phase, backed by clear cutover and rollback criteria. This method is particularly suitable for warehouses that cannot stop operations, especially those providing daily delivery services.

Training must cover daily workstation usage as well as common incidents: blocked totes, canceled tasks, or quantity discrepancies. Internal super-users should track early performance indicators and escalate required adjustments.

## Pitfalls that jeopardize project success

The first mistake is underestimating legacy processes. A rule added over the years—sometimes omitted from official documentation—can alter the entire order allocation logic. The second is selecting a solution based solely on features, without evaluating scalability or post-sales support. The third is cutting back on the validation phase to meet a go-live deadline.

Be cautious of generic ROI claims as well. Return on investment depends on throughput volume, labor costs, real estate expenses, and equipment utilization rates. A rigorous model compares multiple scenarios and distinguishes actual observed productivity gains from simple estimates.

## Phased integration with SCALLOG

SCALLOG favors a modular approach to integrate its autonomous mobile robots into existing warehouse environments. The WMS remains the single source of truth for orders and inventory, while an orchestration layer coordinates automated tasks. This setup minimizes changes to the existing system and allows step-by-step expansion across zones.

In a comparable project, a company might start with fast-moving items, track picking productivity for several weeks, and then expand the scope to slower-moving goods. The results are then used to optimize workstations, priority rules, and storage capacity

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#### [**Article précédent** Order preparation: Three mistakes that you can avoid thanks to Scallog](https://blog.scallog.com/en/order-preparation-three-mistakes-that-you-can-avoid-thanks-to-scallog)

#### [**Article suivant** What indicators should be monitored to justify an investment in logistics automation?](https://blog.scallog.com/en/the-seven-advantages-of-automating-stock-management)

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