#celerowms

Katalyst Technologies Launches New and Improved Celero 2.0

EVANSTON, Ill., June 18, 2020 /PRNewswire/ -- Katalyst Technologies Inc. is proud to announce the launch of Celero 2.0 to assist your organization with its ERP needs. Celero has long been one of Katalyst's signature products, beloved by clients for its high level of customization and advanced data analytics capabilities. Now, Celero is better than ever before and is ready to meet the supply chain challenges of the modern warehouse, especially those in the apparel and fashion industry.

"Celero is a next-generation warehouse management solution with many innovative features inspired by our experience with various apparel and fashion customers," says Nixon Xavier, Vice President of Innovation at Katalyst Technologies. "The key differentiator for the Celero WMS is that it includes general warehouse functions for products with multiple dimensions," including style, color, and size that other warehouse solutions are unable to properly handle.

"We are so proud of the hard work and dedication our team has put into creating this newly improved version of one of our flagship products," says Rahul Shah, CEO and founder of Katalyst Technologies. "Celero has always been known for its innovative, user-friendly processes, and we feel confident that Celero 2.0 will exceed our customers' expectations."

Katalyst's Pick Path Optimization Algorithm

One of the top features of Celero 2.0 is the inclusion of Katalyst's patent-pending pick path optimization algorithm, co-designed by Senior Software Engineer Wayne Ma and Chief Systems Architect Dave Schuler. This innovative algorithm allows for faster, more efficient picking in warehouses by automating the process and creating the best possible path. "In running a warehouse, the largest expense item is payroll," says Schuler. "What that means in practical terms is that the more stuff an individual warehouse worker can pick in a unit of time, the more cost-effective the warehouse is to run."

Why Celero? With the recent rise in e-commerce sales due to COVID-19, it's more important than ever before to maximize your warehouse's potential. Celero is the perfect solution to boost ROI, reducing labor costs and implementing automation to eliminate errors.

"Celero comes with out-of-the-box integration for Shopify, Magento, Quickbooks, ShipStation, and many other leading industry products," says Xavier. "Its multi-tenant architecture helps deploy solutions for large corporations with multiple subsidiaries."

Would you like to see what Celero can do to help your business? Request a free demo and reach out to the experts at Katalyst for a consultation.

About Katalyst Technologies Inc.

Katalyst Technologies is a software technology services and solutions provider based in Evanston, Illinois, USA. Katalyst operates in a wide variety of fields, such as Publishing, Fashion & Retail, Consumer Packaged Goods (CPG), Life Sciences, Wholesale & Distribution, Manufacturing, and Supply Chain Management.

With over 1200 employees around the world, Katalyst has coined its name even in the fields of publishing and e-Commerce. Katalyst Technologies also offers a broad range of products and services in Enterprise Resource Planning, Engineering & Manufacturing, Supply Chain & Logistics, Professional Services, Content Management sectors.

SOURCE Katalyst Technologies

NRF 2020: Retail’s Big Show is the central theme of the world’s largest retail conference and expo currently happening in New York. The conference has become the powerhouse where we are witnessing the announcement of significant partnerships and the launch of cutting-edge technologies to strengthen connections between consumers and brands and empowering them to create an ever-lasting relationship with their customers. 

One such example of an impressive partnership at NRF was seen between Microsoft and SAP. They are all set to modernize and simplify the journeys of their retail customers as they move to the cloud while becoming an intelligent enterprise.

Let’s explore some innovation scenarios showcasing how the partnership between Microsoft and SAP will lay the foundation of groundbreaking retail concepts that will inspire retailers and delight consumers in 2020. 

Blockchain: This use case is about the usage of blockchain to infuse transparency and traceability in the production process of fair-trade chocolate bars as how the cocoa that comes from African farms gets converted into beans and then reaches to consumers in the form of chocolate. The case entails how blockchain ensures the accountability and integrity of the supply chain management to ensure that sustainable business practices are followed, including the prohibition of child labor and deforestation.

Implication for Retailers: Blockchain is a promising technology that rests on the principle of immutability. By storing every transaction on blocks that are interconnected and impossible to be altered, retailers can win modern customers who believe in sustainability. They can make their production process transparent while committing to reduce their carbon footprints. 

Machine Learning: The next case focuses on increasing the quality of ecommerce experience. By migrating to the cloud and implementing AI and machine learning, retailers can embrace smart warehouse management practices where inventory moves faster with lowered warehouse costs and increased transparency. 

Implication for Retailers: Automated warehouses will significantly help retailers to improve process efficiencies. Warehouse automation intends to cut down the costs and time invested in manual labor due to which inventory moves slowly. Moreover, with robots, it is possible to control value leakage by reducing the number of touchpoints between humans and goods in a warehouse.

Augmented Reality: The case suggests the implementation of augmented reality in retail to deliver a personalized experience to the consumers through an online showrooming model where customers can try on the furniture and visualize its look and feel with the help of AR technology. This invariably leads to a reduction in inventory levels and overhead costs. 

Implication for Retailers: AR is going to redefine the fashion industry, where e-retailers will rely on AR to deliver convenience to its customers. They will offer a customized experience for consumers with the help of augmented reality, where they can try on apparel or cosmetics on them before making an online purchase. 

Advanced analytics: This use case explains how retailers can use advanced analytics and machine learning to analyze and predict consumer behavior to use the data for improving the quality of future interactions. They can create personal profiles of each customer to deliver higher value while aiming to increase sales per customer. 

Implication for Retailers: Personalization will be a crucial phenomenon in the retail industry. Every retailer online and offline will endeavor to deliver personalized user experience based on their preferences and past behavior using advanced analytics. 

NRF 2020 is all about bringing a fresh perspective to the retail industry. The aim is to make retail intelligent so that consumer experience can be improved manifolds while reinventing the business model. So, retail is expected to be transformed in 2020, and enterprises need to adopt innovative tech into their business operations, especially those that are customer-facing. To meet these ends, you will need a tech partner who can offer a comprehensive stack of disruptive technologies.

Katalyst Technologies can be your partner in transforming your retail enterprise by integrating latest advancements in your technology frameworks. Being Microsoft and SAP silver partners, we endeavor to offer cutting-edge technologies that make retail enterprises intelligent.

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With labor costs allocating between 30%-60% of a distribution facilities’ budget, it’s no wonder businesses look to Labor Management Systems (LMS) after implementing a Warehouse Manufacturing System (WMS). Fortunately, LMS and WMS work together to provide insightful data pertaining to the labor force.

  To better manage human resources within warehouse operations, one can examine LMS through the lens of the following 6 key areas:

 · Labor Standards per Operation:

Traditionally, labor standards have been provided by engineers and time studies – which is often costly and time-consuming. On the other hand, newer LM solutions calculate these standards by using historical data, eliminating the expense, and decreasing installation time.

· Employee Performance:

Transactional history helps the LM solution identify top performers and highlights employees who could benefit from additional training. From there, management can reward top employees for their achievements.

· Direct Labor:

Direct labor is the time normally tracked through transactional data which reveals data on employee productivity, or the complexity of a given operation.

· Indirect Time:

Indirect time is the time employees spend on tasks unrelated to production. For a warehouse employee, an example might be the amount of time spent charging a lift. A well-performing LM system will offer an alternative method to capture indirect time. One popular method is provided in the form of a user start/stop entry on a tablet or mobile device.

· Missing Time:

Missing time is the time that the employee is paid for vs. the time tracked in either direct or indirect labor (and this can get costly!). In fact, it is estimated that only 50%-80% of an employee’s time is direct labor. The remaining time is either indirect or missing. To ensure ROI is achieved, LM systems will typically address the missing time issue first. For companies that do not track missing time, you will probably see 1 hour per day per employee on average. This means that on an 8-hour shift, 12.5% of the time is left unaccounted for. If indirect time is not logged, you can see how this can quickly grow to a number like 30%-50%, making it extremely difficult to understand true costs.

· Cost to Serve:

Engineered Labor Standards focus on a specific standard for a process, whereas “Cost to Serve” takes a holistic approach to obtain your labor costs for customer, employee, process, and product.

 The most common method to calculate “Cost to Serve” is as follows:

 Cost per Standard Process * Average Transaction Volume= Cost to Serve

This calculation technique can be useful but is dependent upon the accuracy of the engineered standard and the ability of the employee to be consistent with that standard. A robust LMS can help elaborate on this calculation with much more precision. By allowing for multiple sources – such as Warehouse Management System, Transportation Management Systems (TMS), Customer Relationship Management (CRM), Materials Resource Planning (MRP), Time Clocks, and telematics – the system can create a cost and performance model to give you “Cost to Serve” results according to customer, employee, process, and product.

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With so many Warehouse Management Systems (WMS) available in today’s market, finding the right one for your organization may seem daunting. Whether you’re looking to implement your very first WMS or searching to upgrade due to limitations within your existing system, a WMS is a major investment capable of huge returns.

As with any investment, it will behoove you to take the time to do the homework. With a little upfront planning and forethought, you can be confident in knowing your requirements and how each one impacts the WMS selection process.

To determine which WMS is right for your business, ask yourself these 10 questions beforehand:

1. Does the WMS meet my general needs? Study your overall business goals and process demands. What are your current challenges and limitations? What areas are working well? From there, you can determine if the prospective WMS fits the overall footprint of your business and if it provides room for growth. For additional help, ask a WMS representative to explain, in detail, the benefits of using the system given your respective industry and requirements.

2. What are the system requirements for implementing the WMS? Not all WMS are created equal; there are a variety of sophisticated platforms and system requirements to be considered. For this reason, you’ll want to make sure your WMS representative is aware of your needs.

In the meantime, check in with your IT team to determine whether the WMS system can be supported and if any internal upgrades are essential after implementation. Other system requirements to consider are licensing options and related additional fees.

3. Does the WMS support the integrations I require? If your business requires specific interfaces, you’ll want to identify which ones integrate and support the WMS in question. From Electronic Data Interchange (EDI) to Transportation Management Systems (TMS) – and everything in between – your current systems will help determine which WMS best suits your framework. To confirm, ask a WMS representative to disclose which interfaces are part of the base package and which ones will require custom development.

4. Does the WMS accommodate the required Primary and Secondary processes? Study the overall requirements and process demands of your business. Does the WMS system support basic functions like Order Entry, Fulfillment, Shipping, and Receiving?

For additional consideration, research any special processes such as Value-Added Services (VAS), Kitting, Quality Audit, Serial Numbers, Lot Numbers, Expiry Dates, etc., or ask a WMS representative to fully explain functionality and cost.

5. Will the WMS support any forecasted growth and expansion? Consider your company’s long-term goals and look at your business from a high level. Do you foresee needing to build-up the system again within the next 5-10 years? Will additional traffic require more capabilities from a WMS? Ask your WMS representative to go over all applicable components, such as: adding on additional warehouses, adding user licenses, purging/archiving data, program upgrades, etc.

6. How adaptable is the WMS? How efficiently can modifications be implemented? To determine WMS adaptability, ask the WMS representative about custom requests. Are customized requests treated differently than program defects? Further, what is the average turn-around-time for program modifications? From there, what is the overall process and pricing? These are the types of questions that’ll provide insight into how efficiently changes can be made.

7. What are the available options for ongoing support? Does the product include a support package? If so, is there a 24.7 Help Desk available? Or further, will the company provide support through the entire project life cycle and beyond? Ask your representative to walk you through all the available advisory, service and support options.

8. What are the upgrade terms and generally expected schedule of new version releases? Take the time to unfold the particulars of your selected WMS, including the logistics of product upgrades. This can include the cost to upgrade and what is involved (downtime, resources, etc.), how often to expect a new version, and if free upgrades are available under a support contract.

9. Does the WMS fit the budget? When it comes to costs, keep in mind bundled features and perks. It’s important to get the details on each WMS Software to fairly compare since there may be certain hidden features rolled into the overall quoted price (not including the software itself). These features may include implementation resources, training, ongoing support contracts and/or a limited customization budget. Get down to the details to make an informed choice that isn’t solely based on the initial sticker price.

10. Will the new WMS bring enough long-term benefits to offset the short-term expense? Once you’ve been through the entire process of defining your needs and the list of WMS is narrowed down, it’s time to decide if the overall cost will be offset by some measurable benefit.

Will the WMS encourage efficiencies? Will it solve accuracy issues? Will it make us quicker, better, faster? Will it enable us to provide superior customer service? Is this WMS the best fit at the best price? These are the questions you must answer for yourself once you’ve done the research and defined your requirements.

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When it comes to developing a warehouse plan for your business, you’ll want to spend time strategizing a plan for a put-away process. This system is responsible for moving goods from the dock to the most optimal storage location in a warehouse facility.

From product segregation to handling requirements, the put-away process can involve a number of capabilities depending on your organization’s needs. But, no matter what your plan entails, it’s only as great as its implementation. In the end, a well-executed put-away strategy can increase operator efficiency, inventory accuracy, and even housekeeping.

But how can one ensure that the newly implemented process will deliver on its promise of increasing warehouse productivity? Like other business initiatives, the process must be successfully administered and employed to all parties involved. Failure to train and enforce resources will lead to undesirable business results. In fact, as the VP of Supply Chain Management at Katalyst, I’ve seen firsthand how a poorly-designed put-away process can negatively impact operational efficiencies.

A few years ago, I was approached by a manager who had recently installed a Warehouse Management Software for Manufacturing System into a four-room, 800,000 square feet facility. With a pick list in hand, the client expressed concern for the system’s pick pathing process. Although the machines were designed for system-direct put-away, the picker associate was constantly directed to faraway rooms – adding nearly 15 minutes to the picking process.

At that moment, I knew a solid put-away strategy would help the client garner better results. We first started by reviewing the history of the pallet. Here, we noticed that the pallet had been wrongly assigned for manual put-away instead of the configured rules. When used correctly, the system would’ve directed the picker associate to the correct room.

As we examined further, we discovered that a driver was manually locating pallets near loading doors rather than leveraging the system’s capabilities for quicker performance. To prevent misuse of resources, leadership must incorporate employee training and regularly enforce exact machine usage for improved results.

On another similar occasion, I helped a partner strategize the framework behind a large, 500,000 square feet facility. In this case, the user was experiencing difficulties separating its influx of new product containers. As a result, pallets were incorrectly being sent down the same aisle.

Parallel to the first story, staff members were not properly utilizing the machines as directed. In this case, the engineer responsible positioned all of the product to be loaded at the front of the facility. Because of this, forklift tasks were stalled during the put-away process – leading to aisle backup and shipping order delay.

To solve the problem, we designed horizontal put-away zones across aisles and set up the system to allow for only one forklift per aisle at a time. This effectively eliminated the client’s put-away and picking concerns.

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