Warehouse management business cases built on vendor-supplied industry averages give a review board little to audit. This calculator returns ranges modeled from Everest delivery experience across 300+ WMS go-lives since 1997 and 150+ Manhattan Active® go-lives, so the numbers you take to your review board carry a source you can name.
No payback period. No duration of any kind.
The Everest WMS business case calculator is a modeling tool for the person who has to justify a warehouse management system internally, well before an RFP exists, and who needs defensible ranges rather than a vendor’s headline number.
12 inputs, 11 of them required. Every band updates as you type, nothing is sent anywhere, and no contact details are required to see the results.
These four figures are arithmetic on the numbers you entered, not modeled values. Everything below is a modeled range.
87.2 to 101.1 units per direct labor hour on an average day
209.2 to 242.7 units per direct labor hour on a peak day at your 2.4x multiplier
Derived from your current 83.3 units per direct labor hour, with the modeled labor-efficiency band applied. Reported as a band, never as a point estimate.
99.0% to 99.8% at location level
98.5% to 99.5% at stock-keeping unit (SKU) level
Expected once directed put-away, license-plate tracking and system-directed cycle counting are in place. Master data condition is the usual reason a result holds at the bottom of this band rather than the middle.
7 to 17 interfaces in scope
You left the integration surface blank, so this band is deliberately wider. Entering a count narrows it. The top of the extension band is anchored on one documented Everest program that delivered 47 integrations alongside 33 Manhattan custom modules and 4,722 test scenarios.
The share of direct labor hours the model treats as addressable through system-directed work, wave and slotting optimization, and reduced travel, modulated by your current platform. Stated against direct hours only, so it cannot be read as a headcount reduction claim. Your shift pattern decides how much of it can convert to cost rather than to capacity headroom.
The model deliberately prices nothing. These are the lines a credible business case has to carry, whoever fills them in.
Everest calibrates its WMS business case calculator on modeling assumptions drawn from Everest’s own delivery experience, specifically 300+ WMS go-lives since 1997 and 150+ Manhattan Active® go-lives, 65 of them across 2024 to 2025, rather than on licensed industry benchmark data.
Calibration answers where these bands come from. Working out what three vendors each mean by the same feature name is a separate discipline, and the selection guide covers it.
Read the WMS selection guideThe Everest WMS business case calculator cannot tell you a payback period, cannot price your software, and cannot promise that your operation will reach the top of any band, and the calculator states those three limits on the page rather than hiding them.
Payback depends on your procurement process, your contracting, your internal staffing and your change capacity, none of which these inputs can observe. The calculator deals in scope and magnitude.
Subscription and licence pricing for Manhattan Active® comes from Manhattan Associates. Everest is a Platinum implementation partner rather than the vendor of record.
Racking, dock and door constraints, aisle layout, automation condition and network design all bound what any WMS can deliver on a physical site, and those require a walkthrough.
Master data condition is a frequent reason a result lands at the floor of a band instead of the middle, and no calculator can assess item master, location master or inventory record quality from the outside.
Reaching the upper half of a labor band depends on process redesign, supervision and adoption on the floor, not on configuration. Treat every output as a hypothesis to test, not as a commitment.
The labor-uplift, inventory-accuracy and integration-effort ranges are Everest modeling assumptions informed by delivered programs, not a statistical distribution of client results. Read a band as a starting hypothesis with a named source behind it, and widen it wherever your own evidence is thin.
Your building, your master data and whether change sticks on the floor are limits no calculator can reach from the outside. They get assessed on site, by people who have done it before.
A WMS business case survives finance review when it presents a range with a named source, states the conditions under which the low end applies, and separates the benefits that need process change from the benefits the platform delivers through configuration alone.
A WMS business case calculator is a model that converts your operating profile into expected ranges for throughput, inventory accuracy, labor efficiency and integration effort, so you can size a warehouse management system investment before an RFP exists. Everest calibrates those ranges on 300+ delivered WMS go-lives, including 150+ Manhattan Active® go-lives, rather than on generic industry assumptions.
No. The Everest WMS business case calculator outputs scope and magnitude only, never duration. Payback depends on your cost of capital, contract terms, internal decision process and change capacity, none of which a calculator can observe about your organization. Publishing a payback figure from an operating profile alone would be a guess dressed as arithmetic, so Everest publishes none.
The Everest WMS business case calculator differs in three ways: it models from Everest delivery experience across 300+ WMS go-lives since 1997 and 150+ Manhattan Active® go-lives, it returns bands rather than single point estimates, and it states the conditions under which your result lands at the floor of a band rather than the middle. Those bands are Everest modeling assumptions informed by delivered programs, not a statistical distribution of client results, and the calculator says so on the page.
The Everest WMS business case calculator asks for your current platform, then your operating profile: distribution centers in scope, annual order volume, outbound units per day, outbound cartons per day, average lines per order, direct associates per shift, shifts per day, paid hours per shift, operating days per week, and your peak-day multiplier. Only one input is optional, the number of systems your WMS must integrate with, and leaving it blank widens the integration band rather than removing it.
Yes. Current platform is an input, not an assumption. Manhattan WMOS, Manhattan SCALE, an earlier Manhattan Active® release, Infios (formerly Korber), another third-party WMS, a homegrown system, or enterprise resource planning (ERP) plus spreadsheets each change the integration-effort band and the data migration scope, because the work of moving off each one differs materially.
No. The Everest WMS business case calculator shows its full input set and every output band on the page, and running the model requires no company name. If you want a senior Everest practitioner to review your numbers with you, that is a separate and optional step you choose after seeing the results.
Present the band, not the midpoint. State your inputs, name the source of the ranges, and separate the benefits that require process change and adoption from the ones the Manhattan Active® platform delivers through configuration. A conservative number with a visible assumption is easier to defend than an optimistic number with a hidden one.
The model is yours to run without contacting anyone. If you want a senior Everest practitioner to review your inputs and tell you where your bands would widen, that is a separate and entirely optional conversation.
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