Bob Trebilcock

Buying automated materials handling? Don’t overlook the relationship with your vendor.
September 8, 2008

When it comes to automation, it’s easy to become infatuated with the Gee Whiz factor. But there’s something beyond functionality that systems suppliers and end users shouldn’t overlook, and that’s the relationship factor.

That was the key point I took away from an automation conference yesterday at the MHIA 2008 Annual Meetings in Scottsdale. Caveat Emptor: I was one of the participants.

As a journalist who merely writes about automation, I highlighted trends I’m seeing in the marketplace through four unique facilities we’ve featured in the pages of Modern over the last year or so:

Bardwil Industires, a supplier of table linens to leading retailers that implemented a pick-to-light system to optimize picking.

Gardner Denver, a manufacturer of industrial blower systems that added carousels, sortation and a warehouse control system to manage parts distribution.

American Eagle, the retailer that built an innovate DC in Kansas that handles cross-docking and direct-to-consumer order fulfillment in one facility.

Chrysler, which implemented a lights out materials handling system to deliver automobile seats from the end of the suppliers line to the assembly line.

That was the Gee Whiz factor. These systems are just cool to watch.

Joining me on the panel were two guys who actually have to fill orders for a living: Dave Lockman from L.L. Bean and Paul Zeigle from Quality Bicycle Products.

Zeigle and Lockman both talked about how they go about justifying automation, the role of automation in their facilities, and the trials and tribulations of bringing a system on board.

But there was another current running underneath their answers: Functionality is important; a system has to do what it’s expected to do. But just as important is the relationship and culture that a supplier brings to the table.

Zeigle, for instance, mentioned that when QBP asked consultants to submit proposals to prepare a long-term strategic plan, they emphasized how important environmental concerns and sustainability were to QBP’s customers and employees. “You’d be surprised how many didn’t even touch on those topics in their proposals,” Zeigle said.

Lockman pointed out that L.L. Bean is located in Maine and its customer base has an interest in outdoor sports. “If I have two vendors who are close to one another on price and functionality, I take each of them into a room and ask them if they hunt,” said Lockman. “If they say no, I ask them if they fish.”

Both said they are looking for a long-term partner and not just a supplier.

The point: Sure, it’s important to produce materials handling systems that do the job. But given that a system may be in place for five, seven, ten or fifteen years, building a relationship is every bit as important.

Posted by Bob Trebilcock on September 8, 2008 | Comments (1)