Helping System Integrators Grow Through Strategy, Process and Partnership
As automation technologies continue to evolve, MHEDA system integrators face increasing opportunities, but also increasing complexity. Wanda Johnson, Supply Chain Technology Fellow at Deloitte Consulting, and Tom Andersson, founder of STIQ and market research specialist, discuss how integrators can position themselves for growth while avoiding some of the common pitfalls associated with larger automation projects.
The MHEDA Journal: Tell us a little about your backgrounds and how you arrived in your current roles.
Johnson: I’m a Supply Chain Technology Fellow at Deloitte Consulting, where I’ve spent more than eight years helping clients implement warehouse robotics and automation integrated with warehouse management systems.
Andersson: My background is really in mergers and acquisitions due diligence. I used to help investors evaluate target opportunities. In 2018, I started STIQ because I thought I could do that much better myself.
TMJ: As you think about the systems integrator audience, what are some of the most important themes you believe members should be paying attention to right now?
Andersson: One of the most important themes is understanding the current state of MHEDA’s system integrator community and how quickly it is evolving. This segment includes a wide range of business models, capabilities and customer approaches, so there is real value in helping members identify where they are today, where the market is heading and how they can strengthen their position for future growth.
Johnson: For me, it’s all about risk and building a repeatable process. Often, companies are doing “one and done” projects. But how do you take all the information, understand the customer experience and build a process you can repeat?
That repeatable process is not just about whether it’s AMRs, conveyor or systems integration. It’s about documenting the activities, testing, implementation, commissioning, training and integration points so you aren’t starting from scratch every time.
The more documented and repeatable the process is, the faster you can move and the more confidence customers will have in your ability to execute.
TMJ: Can you explain more about what you mean by a “repeatable process” or “playbook”?
Johnson: The process starts with procurement and implementation. How do you design the solution? What did you test for? What were the requirements? How did you validate those requirements against business needs?
Then you move into end-to-end testing – from the entire system all the way down to shipping product to the customer. After that comes training and adoption. What kind of training programs did you use? How did you support users after go-live?
Together, those elements form the playbook. When the solution is rolled out to a second or third site, teams can reuse what worked, refine what didn’t and keep improving rather than starting over each time.
Andersson: We hear similar things from end customers, especially those operating multiple warehouses. They often use a cookie cutter approach as well because standardization helps reduce complexity and risk.
TMJ: You discussed opportunities for MHEDA systems integrators to create more value. What challenges do companies face when trying to expand into larger automation projects?
Andersson: Growing a business is always challenging. One example I mentioned was a forklift distributor that landed an AMR project, but it went badly and they lost a lot of money because they underestimated the complexity.
Automation can look simple from the outside, but once you get into mobile robots and advanced systems, it becomes extremely complex. There are risks around throughput, SLAs, flooring, lifts and many other factors.
That’s why companies need to start at a level where they are comfortable with the risk and investment. You can grow step by step and partner with others who have the expertise you don’t yet have.
Johnson: That’s where pilots become important. Start small, learn from it and build your maturity over time. A lot of failures aren’t because the technology doesn’t work; they happen because the people using the technology haven’t adopted or been trained. Companies must consider change management and user adoption just as much as the technology itself.
TMJ: The theme of executive alignment came up repeatedly. Why is that so important?
Johnson: Integrators must make sure they have the right stakeholders involved from the beginning. Are they talking to the chief supply chain officer? The chief technology officer? The CFO?
If you’re only talking to operations managers on the floor, you may miss the broader business objectives. The executive team approved the project because they expect specific outcomes with ROI, labor savings, throughput improvements or scalability. The solution needs to align with those executive outcomes.
Andersson: When we interview CFOs, for them it’s all about the numbers. It’s not about how exciting the technology is. If the ROI and financial justification aren’t there, the project won’t move forward regardless of how impressive the solution is.
TMJ: What practical steps can integrators take to prepare themselves for larger automation opportunities?
Andersson: The first step is understanding the complexity involved. If your main business is forklifts and you suddenly move into advanced automation, you can’t assume it’s just a bigger version of what you already do.
There are many pitfalls and failed projects in automation. Companies need to talk to experts, learn from experienced partners and understand where they may need outside help.
Johnson: Partnerships are essential, and not just with other system integrators. Consulting firms can also play an important role.
Consultants can assess operations and surface opportunities customers may not see on their own. A request for 10 forklifts, for example, may actually point to a better fit for AMRs, AGVs or a redesigned process.
That broader perspective helps integrators uncover larger opportunities and strengthen their growth strategy.
TMJ: How should integrators approach customers who already think they know what solution they want?
Johnson: A lot of customers have already mapped out the solution before they ever bring in an integrator. But, as the expert, you need to be willing to step back and evaluate whether the solution actually makes sense.
That means asking deeper questions: What decisions have already been made? What funding has been approved? Who are the decision-makers? What business outcomes are they trying to achieve?
Sometimes the best thing you can do is pause the process and say, “I think there are some red flags here that we need to address before moving forward.”
TMJ: You also discussed technology maturity and avoiding the temptation to chase the “shiniest” solution. Why is that important?
Johnson: We use a simple maturity model: crawl, walk, run. Many companies want to jump to the latest technology before building the right operational foundation, but not every organization is ready for advanced automation.
You have to understand where a company is today, where it wants to go and the steps required to get there. The middle stages matter.
TMJ: What final advice would you share with MHEDA members?
Andersson: Take advantage of the information that’s available. Read reports, study case studies and learn from both successful and unsuccessful projects.
If you want to expand into automation or systems integration, understanding the risks and realities upfront is critical.
Also, market yourself to consultants and influencers in the industry. Many consulting firms influence large portions of automation decisions, so system integrators need to make sure they are visible and known within that ecosystem.
Johnson: Understand how to use your data effectively and focus on getting to the root of the customer’s problem, not just the solution they initially ask for.
The earlier you can engage in the process and the better questions you ask, the more value you can bring to the customer.
Wanda Johnson is a Supply Chain Technology Fellow at Deloitte Consulting.
Tom Andersson is the founder and principal analyst at STIQ Ltd.
