{"entity":"Acme Supplies SRL","project_name":"Warehouse Management System Rollout","project_code":"WMS-2026","sponsor":{"name":"Thibault Moreau","title":"Managing Director"},"project_manager":{"name":"Sophie Dubois","title":"Programme Manager"},"charter_date":"2026-03-15","planned_start":"2026-04-01","planned_end":"2026-12-15","business_case":"Current warehouse operations rely on a 2012 legacy system that no longer supports omnichannel order flows, is out of vendor support, and costs an estimated EUR 180,000 per year in manual workarounds, inventory losses and late-delivery penalties. Replacing it with a modern WMS is expected to reduce per-order handling cost by 35%, cut inventory shrinkage from 2.4% to below 1%, and unlock same-day dispatch in the Brussels DC --- a contractual requirement of two key retail customers worth EUR 4.2M in annual revenue.","objectives":["Go live with the new WMS in the Brussels DC by 15 November 2026 with zero unplanned downtime exceeding four hours.","Reduce per-order warehouse handling cost from EUR 2.85 to EUR 1.85 within three months of go-live.","Bring stock accuracy to >= 99% at first cycle count after go-live (baseline: 96.2%).","Enable same-day dispatch for orders placed before 14:00, achieving >= 95% on-time rate by end of Q1 2027.","Train all 42 warehouse operators to competency level 2 on the new system before go-live."],"scope_in":["Brussels DC (Molenbeek site) --- inbound, putaway, picking, packing, dispatch.","Integration with existing ERP (Sage) for master data and financial postings.","Integration with three carrier APIs (DHL, PostNL, DPD).","Barcode hardware refresh (handhelds and printers) on the warehouse floor.","User training, go-live support and 90 days of hypercare."],"scope_out":["Antwerp and Liege DCs --- reserved for a later phase after Brussels lessons learned.","Returns management module --- tracked as a separate project (RMA-2027).","Customer-facing tracking portal --- product roadmap item, not warehouse scope.","Replacement of the ERP itself --- explicitly out of scope."],"milestones":[{"name":"Kick-off and charter sign-off","target_date":"2026-04-01","deliverable":"Signed charter, team mobilised, workspace set up.","owner":"Sophie Dubois"},{"name":"Requirements baseline agreed","target_date":"2026-05-15","deliverable":"Functional and integration specs signed off by business owners.","owner":"Karim El Houari"},{"name":"Vendor contract executed","target_date":"2026-05-30","deliverable":"Signed statement of work with WMS vendor.","owner":"Marie Laurent"},{"name":"System configured and integrated (test env)","target_date":"2026-08-15","deliverable":"End-to-end flow passes on test data.","owner":"IT Lead"},{"name":"User acceptance testing complete","target_date":"2026-10-15","deliverable":"UAT sign-off with zero critical defects.","owner":"Warehouse Manager"},{"name":"Go-live (Brussels DC)","target_date":"2026-11-15","deliverable":"Production cut-over executed; operations running on new WMS.","owner":"Sophie Dubois"},{"name":"Hypercare end and project close","target_date":"2026-12-15","deliverable":"KPIs reviewed, lessons learned, hand-over to run-state support.","owner":"Sophie Dubois"}],"budget":{"capex":420000,"opex":185000,"contingency":90000,"total":695000,"note":"Contingency sized at 15% of capex+opex per board risk appetite. Release subject to CCB. Excludes run-state licence fees from year 2 onwards (captured in WMS operating plan)."},"success_criteria":["Go-live on or before 15 November 2026.","Per-order handling cost reduced by 35% within three months post go-live.","Stock accuracy >= 99% at first post-go-live cycle count.","Same-day dispatch rate >= 95% by 31 March 2027.","Zero customer complaints arising from the cut-over in the first two weeks.","Total project spend within +/- 5% of the approved budget."],"stakeholders":[{"name":"Thibault Moreau","role":"Managing Director / Sponsor","interest":"Return on investment and on-time delivery.","influence":"high"},{"name":"Karim El Houari","role":"Head of Operations","interest":"Operational continuity and warehouse KPIs.","influence":"high"},{"name":"Marie Laurent","role":"Head of Finance","interest":"Budget control, contract terms, benefits tracking.","influence":"high"},{"name":"Warehouse team (42 operators)","role":"End users","interest":"Tool usability, training and rostering during cut-over.","influence":"medium"},{"name":"Retail customer A","role":"External --- contractual dependency","interest":"Same-day dispatch capability as contracted.","influence":"medium"},{"name":"Works Council","role":"Employee representation","interest":"Impact of new process on working time and ergonomics.","influence":"medium"}],"assumptions":["The selected WMS vendor commits to a fixed-price statement of work for the Brussels site.","Sage ERP exposes the required APIs with an SLA of 99.5% during project hours.","Warehouse staff availability for training averages 2 hours per operator per week over the eight weeks preceding go-live.","No material change in carrier integration specifications during the build phase.","The Brussels site remains operational on the legacy system up to cut-over; no parallel run beyond the two-week hypercare."],"constraints":["Go-live must not coincide with the retail peak window (27 November to 31 December).","Total capital spend capped at EUR 420,000 without a new board approval.","Change requests that materially alter scope, schedule or cost require CCB approval before work starts.","Any processing of employee data for workforce analytics must pass the GDPR DPIA step before deployment.","The project may not reduce warehouse throughput by more than 10% on any trading day during the cut-over window."]}