The constant drumbeat of increasing consumer expectations has created an economy where warehouse automation is now a must-have. Accenture found that while the median autonomy maturity across supply chain activities is 16%, it’s expected to reach 42% within the next five to 10 years.

But while the end goal is smooth operations, the implementation process, if not executed precisely, is anything but. Companies often underestimate the organizational, cultural, and operational disruption that accompanies automation. Gartner found that 76% of logistics initiatives never fully succeed, failing to stay on budget, keep to a timeline, or meet KPIs. Perhaps the chosen solution wasn’t the right fit for the facility’s particular complexity, or the employees are reluctant to buy in, slowing the training process.

No matter the issue, these challenges are also prone to multiply for companies launching a multi-site automation project. A single hiccup at one facility could require retooling the project across others simultaneously. That’s why it’s critical to enter the project with the right mindset, and get ahead of any potential disruption the minute new hardware or software is installed.

UNDERSTAND MULTI-SITE ROLLOUTS RISKS

Among automation’s most important benefits is its ability to reduce risk. Work is completed faster, at higher volumes, and with fewer mistakes, by following a repetitive process assisted or even directed by the automated tool.

There’s still an important place for human flexibility and judgment, however, and that’s where automation can expose bugs it can’t fix so easily. Adding automation to a warehouse without solving underlying operational or network-wide issues only magnifies those issues. 

There are also bottom-line considerations. Companies are often unwilling to acknowledge the cost inherent in launching across multiple sites at once. Without dedicating resources to learning, refining, correcting system designs, and building a culture receptive to new technologies, automation won’t offer the desired productivity gains. In fact, it might even reduce productivity.

5 KEYS TO SUCCESSFUL MULTI‑SITE AUTOMATION

None of those cautions are meant to scare companies from pursuing an automation initiative. If all functions are aligned on purpose, process, and desired payoff, multi-site automation can be transformative. Technology executives should consider these five steps when launching a program:

1. ALIGN ON NON‑NEGOTIABLES BEFORE BEGINNING

Every executive tasked with change management knows the classic tradeoff: When deciding between a fast, cheap, or quality rollout, companies can only have it two ways. The C-suite will likely set the tone before the project begins, but managers overseeing implementation should have a serious conversation about what each tradeoff means.

Risk is a fourth factor that multi-site project managers should consider. Completing a project quickly is expensive, but even then, costly details are likely to be overlooked. Executives’ willingness to accept that risk could slow the timetable or add extra expenses.

2. COMMIT TO A TEAM, COMMIT TO A TIME

For companies that choose the fast but expensive route, there should be an understanding that go-live is really just the beginning of their commitment. Multi‑site rollouts fail when teams rotate too soon or are stretched thin. Success requires a stable implementation crew on both the user and consultative side.

Once the consultants have left, there will be ongoing testing, training, and fine-tuning. Even if the C-suite wants faster results, change managers shouldn’t sacrifice learning cycles. User comfort and a broader culture of acceptance will lead to greater automation effectiveness in the long run.

3. BUILD A TESTING GROUND

Every test, every success, and every failure should be documented to ensure the automated tool is programmed properly. The implementation team should consider each facility and make sure the tool is functioning well for those workers’ specific needs. This means spending time with the team to understand their pain points, and being their voice among competing priorities during go-live.

Organizations should also consider deploying a digital twin during implementation as a sandbox environment to validate assumptions, test operational scenarios, and avoid costly surprises during rollout.

4. STANDARDIZE WHEREVER POSSIBLE

Throughout the project, organizations should standardize operating procedures, designs (at a subsystem level), and rollout plans. Standardization is especially crucial at a software process level, where future change complexity increases exponentially if similar processes are performed differently across each site.

An organization’s ability to keep automated systems secure and current (i.e., to take updates) hinges on how it standardizes at process and software levels. Meaningful differences between sites must be considered, but forcing hard decisions on standardization—even if it sacrifices a small amount of performance—is often the best long-term solution.

5. CHOOSE THE RIGHT ROLLOUT STRATEGY

Once the solution is fine-tuned and ready for real-world deployment, the team will need an effective process for taking it live. Most rollouts follow one of three models:

• In a velocity‑first model, facilities deploy the technology rapidly with minimal buffers, often accepting the high monetary costs to achieve productivity gains more quickly.

• In a stabilize‑then‑scale model, companies conduct a single-site installation, allow at least a minimal “baking period,” refine, then scale.

• In an incremental rollout model, companies implement small subsystems or automated processes (instead of the entire building) across many sites to reduce risk for core operations.

There’s no one correct scenario. It’s important that teams thoroughly weigh the pros and cons of each option and, once selected, fully commit to the approach.

THINK IN NETWORKS, NOT BUILDINGS

While every facility will have its quirks to address during implementation, automation teams can head off potential headaches early in the planning stages. Successful automation requires network‑level thinking, shared assumptions, and cross‑functional alignment.

Companies must agree on a strategy well before embarking on the automation journey, invest the time and resources to properly vet and adapt operations and the automated systems to each other, and commit to the right rollout approach. These steps will better position supply chains to reap automation benefits across facilities.

Sean Wallingford is president of Kenco MHE Solutions.