[pt] Atualmente, a Tecnologia da Informação (TI) tem assumido papel essencial para o alcance da administração eficiente, tanto no nível estratégico como no operacional, oferecendo benefícios para os negócios que incluem redução de custo, aumento da produtividade, qualidade, flexibilidade e inovação. E um dos recursos empregados é a implantação de um Sistema de Gestão de Armazéns, denominado Warehouse Management System (WMS), software que recebe as informações pertinentes ao armazém, gerando respostas para uma melhor movimentação, armazenagem, separação e expedição dos produtos, conforme as necessidades da organização. No entanto, a implantação de um sistema WMS pode ser considerada bem mais do que um projeto de tecnologia, que envolve mudanças estruturais e comportamentais, tornando-se um processo de risco relativamente alto e complexo. Este trabalho tem como objetivo identificar e planejar respostas aos riscos na implantação de um WMS no novo armazém de uma grande empresa brasileira do setor de cosméticos. Os resultados obtidos comprovaram inúmeras atividades que devem ser gerenciadas em favor do não comprometimento dos objetivos propostos da empresa, embora sabendo que o risco é algo incerto quanto à sua ocorrência. Ainda assim, para os futuros usuários do WMS, compreender a inclusão do gerenciamento de riscos nos seus projetos de implantação irá trazer maior probabilidade de sucesso, pois quanto mais forem conhecidos os riscos e as ações de mitigação, mais confiança e segurança as empresas terão em projetos desta natureza. / [en] Currently, Information Technology (IT) has assumed crucial role for achieving the efficient administration at both the strategic and the operational, providing business benefits that include reducing costs, increasing productivity, quality, flexibility and innovation. And one of the resources used is the implementation of a Warehouse Management System, called Warehouse Management System (WMS) software that receives the relevant information to the warehouse, generating responses for improved handling, storage, picking and shipping of products as the organization s needs. However, the implementation of a WMS system can be considered much more than a technology project that involves structural and behavioral changes, becoming a process of relatively high risk and complex. This study aims to identify and plan responses to the risks of implementing a new WMS in the warehouse of a large company in the cosmetics industry. The results confirmed many activities that must be managed in favor of non-commitment of the proposed objectives of the company, while knowing that the risk is somewhat uncertain as to its occurrence. Still, for future users of the WMS, to understand the inclusion of risk management in their deployment projects will bring greater likelihood of success, because as more becomes known risks and mitigating actions, more confidence and security firms will take into projects of this nature.

Background: Today most companies strive to offer logistics services in a highly competitive market. In the ecommerce sector a WMS is a crucial element since these systems can handle different amounts of volumes. Implementing such a system can contribute positively to the value creation. By focusing more on value co-creation rather than the value exchanged, companies can create more effective supply chains that benefit all actors involved. Purpose: The study’s purpose is conducted in partnership with Extenda Retail. The aim is to explore the implementation of a warehouse management system (WMS) from a value co-creation perspective. Based on the purpose two research questions have been formulated: What are the challenges associated with implementing a WMS? Which resources enrich value co-creation in the process of a WMS implementation according to a company's perspective? Method: The study is of a case study with Extenda Retail, and the method of data collection was semi-structured interviews, and document analysis. Results and Analysis: Value co-creation has always been a theory of discussion, with many actors and resources involved. The results emphasized knowledge, skills, customer involvement, user training and testing are factors that both contribute and challenge the value co-creation process. Conclusion: The findings show that applying a value co-creation lens has a significant role in effective warehouse management. Where resources from both company and customers are vital for the success of value co-creation. For example customer involvement, as in feedback, and request. Along with knowledge, and skills to manage a WMS, in the form of user training will ensure that the value of the product may be realized. The challenges identified for the study are as follows, balancing cost and quality, unmotivated customers, misinformation, changes and additions made to the scope. Future research: As our study is mainly focused from a company perspective, we suggest investigating the customer’s perspective and their experiences regarding resources integration, value co-creation and their interactions with their supplier.