{"id":12599,"date":"2026-07-14T20:09:45","date_gmt":"2026-07-14T20:09:45","guid":{"rendered":"https:\/\/cercatechnology.com\/en\/?p=12599"},"modified":"2026-07-14T20:32:49","modified_gmt":"2026-07-14T20:32:49","slug":"invas-wms-implementation-in-industrial-manufacturing","status":"publish","type":"post","link":"https:\/\/cercatechnology.com\/en\/news\/invas-wms-implementation-in-industrial-manufacturing\/","title":{"rendered":"Invas WMS Implementation in Industrial Manufacturing"},"content":{"rendered":"\n

After implementing Invas WMS, Bater\u00edas Tubular, an industrial battery manufacturer in Chile, cut inventory errors by 63%, improved assignment accuracy by 80%, and reached real time traceability across more than 30,000 products in its distribution center.<\/p>\n\n\n\n

35 years of manufacturing for operations that cannot stop<\/p>\n\n\n\n

With more than 35 years in Chile, Bater\u00edas Tubular is one of the country’s leading manufacturers and distributors of industrial batteries and chargers for logistics, industry, and material handling. Its customers run critical equipment: forklifts, traction systems, continuous production facilities where uptime is not negotiable.<\/p>\n\n\n\n

The product line runs deep: batteries, chargers, cables, and adapters with configurations specific to each customer. Every reference has its own conditions. Every order, combinations that don’t repeat.<\/p>\n\n\n\n

The challenge: complex inventory in an operation with no room for error<\/p>\n\n\n\n

Before the implementation, inventory control depended on judgment and memory. The team knew how the business worked, but that knowledge lived in people, not in processes.<\/p>\n\n\n\n

In an operation with this much product variability, that has a real cost: supplies assigned to the wrong place, combinations logged incorrectly, movements with no traceability. Every error meant lost time, rework, and risk passed down the customer’s supply chain.<\/p>\n\n\n\n

Without a system built to understand configuration logic by customer, errors weren’t the exception. They were part of daily operations.<\/p>\n\n\n\n

The solution: Invas WMS configured around the operation<\/strong><\/p>\n\n\n\n

The Cerca Technology team didn’t come in to install software. They came in to understand a business.<\/p>\n\n\n\n

Before touching a single configuration, the consulting team mapped the full operation: receiving flows, the rules linking supplies to product references, order assembly logic, and dispatch conditions for industrial customers. With that diagnosis in hand, Invas WMS was parameterized around how the business actually runs, not around the system’s default settings.<\/p>\n\n\n\n

The process included training for the internal team, support through go-live, and resolution of specific requirements that came up along the way.<\/p>\n\n\n\n

\u00abThe Cerca Technology team understood how our operation works and knew how to bring the solution down to our reality. That made the difference.\u00bb \u2014 Hugo Contreras, Project Lead, Bater\u00edas Tubular<\/p>\n\n\n\n

The results: control where there used to be uncertainty<\/strong><\/p>\n\n\n\n

Metric<\/th>Before<\/th>After<\/th>Impact<\/th><\/tr><\/thead>
Inventory errors<\/td>No formal baseline<\/td>-63%<\/td>Direct reduction<\/td><\/tr>
Correct assignments on first attempt<\/td>No formal baseline<\/td>+80%<\/td>Accuracy improvement<\/td><\/tr>
Unproductive time locating product<\/td>Part of daily operations<\/td>0<\/td>Eliminated<\/td><\/tr>
Products with real time traceability<\/td>No visibility<\/td>30,000+<\/td>Real time<\/td><\/tr>
Managed locations<\/td>No control<\/td>1,000<\/td>Full visibility<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

The deeper shift was moving from an operation that depended on individual judgment to one that depends on process. Where each person used to manage things their own way, the software now directs every movement.<\/p>\n\n\n\n

\u00abBuilding a team willing to question its own processes matters as much as the software you implement. On this project, that willingness is what made the results possible from day one.\u00bb \u2014 Mary Romero, Professional Services Manager, Invas WMS, Cerca Technology<\/p>\n\n\n\n

A new capability for what comes next<\/strong><\/p>\n\n\n\n

The project left something beyond the software. At an organizational level, the team came out with a deeper understanding of how to approach operational transformation projects, a new capability for tackling the technology challenges ahead with more judgment.<\/p>\n\n\n\n

On a personal level, Hugo says leading this implementation gave him a firsthand look at how a technology project actually runs from the inside: the decisions you have to make, the adjustments that come up along the way, and the value of a consulting team that shows up with knowledge, not just instructions. That experience changed how he approaches future projects.<\/p>\n\n\n\n

Ready for what’s ahead<\/strong><\/p>\n\n\n\n

Beyond the operational numbers, the project left the organization with an installed capability: a more structured way to manage inventory, make decisions, and approach future technology changes with more clarity. Today, Bater\u00edas Tubular runs a more traceable operation, with standardized processes and a foundation built to keep growing without losing control over the complexity of the business.<\/p>\n\n\n\n

Frequently asked questions<\/strong><\/p>\n\n\n\n

What is a WMS and what does it do for operations with high product variability? A WMS manages and controls inventory movement inside a warehouse or distribution center. In operations with high product variability, like equipment with multiple configurations per customer, it lets you define specific rules for each combination, eliminate assignment errors, and get full traceability on every movement. Without that level of control, the operation depends on the memory and judgment of whoever is on shift.<\/p>\n\n\n\n

How long does it take to implement a WMS in a manufacturing company? It depends on how complex the processes are, how many users are involved, and how much integration is needed with other systems. The factor that affects timelines the most isn’t the software itself, it’s how well documented the operational flows are before the project starts and how committed the internal team is to adoption.<\/p>\n\n\n\n

How do I know if my company needs a WMS, or if an ERP is enough? An ERP manages business information. A WMS manages the physical operation of the warehouse: locations, movements, picking, traceability. If your company handles inventory with product variations or order specific configurations, and errors are costing you time or customers, you probably need a WMS that integrates with your ERP, not one that replaces it.<\/p>\n\n\n\n

What factors matter most when choosing a WMS implementation partner? A partner needs operational experience, the ability to understand your processes before configuring anything, a clear change management approach, support through go-live, and the judgment to adapt the solution to your business context. It also matters to have a consulting team that transfers knowledge, anticipates risk, and strengthens internal capabilities so the improvement holds over time.<\/p>\n\n\n\n

A successful implementation isn’t measured by getting the system live. It’s measured by results that hold up over time.<\/strong><\/p>\n\n\n\n

Does Invas WMS work for manufacturing companies with direct distribution? Yes. Invas WMS is built for operations that combine manufacturing and distribution, including companies managing products with multiple supplies, variable configurations, or complex supply chains.<\/p>\n\n\n\n

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