C5MI Executes Largest DLA WMS Deployment in Agency History

February 17, 2026

Jacksonville Beach, FL – February 17, 2026: C5MI, a premier leader in digital transformation and supply chain innovation, successfully delivered the Defense Logistics Agency’s (DLA) largest SAP Warehouse Management System (WMS) go‑live to date with the deployment of Defense Distribution Susquehanna, Pennsylvania (DDSP), one of the agency’s most critical distribution hubs. As DLA’s highest-volume site, the DDSP rollout marks a pivotal modernization milestone that strengthens enterprise operational resilience.

“We are very proud of this incredible milestone for DLA and the WMS program,” said Derek Dyer, Chief Operating Officer (COO) at C5MI. “This was made possible by a great partnership with DLA J6, DLA Distribution Services, and Accenture Federal Services. This deployment creates a very robust foundation for DDSP to fulfill its mission of supporting the Warfighter and to drive further transformation across the agency.”

The DLA DDSP deployment reflects a highly coordinated execution approach, designed to maintain stability during a high‑visibility transition. C5MI aligned near‑floor operations with a scalable support structure, deploying 75 specialists during peak activity to ensure mission flow remained uninterrupted. This unified framework enabled the distribution center to manage elevated demand, seasonal volumes, and timing requirements without jeopardizing outbound performance.

“Delivering a project of this scale and complexity requires precise planning, strong stakeholder collaboration, and the agility to adapt throughout execution,” said Jamie Brackett, Program Manager at C5MI. “The past few weeks demanded real resilience, and the team delivered; an achievement made possible only by highly skilled and deeply committed professionals.”

The stabilization period demonstrated disciplined readiness through improved visibility, streamlined validation, and refined exception-handling practices. These enhancements reinforced site reliability and upheld performance standards expected for DLA’s largest modernization deployment. As the system normalized, DDSP established a predictable cadence essential for long‑term operational advancement.

“I am proud of the collaboration between government and industry that enabled our most important WMS deployment to date,” said Josh Haas, DLA WMS Portfolio Manager. “DDSP was the result of years of disciplined preparation and brought understandable anxiety, but success came from strong partnerships, clear communication, and a team unwilling to let assumptions shape the outcome. This approach remains vital as WMS moves toward full operational capability.”

With the rollout entering its next phase, DDSP transitions from hypercare into steady-state support backed by a framework for improvement. C5MI remains focused on strengthening system readiness, reinforcing process consistency, and completing the remaining enhancements planned for this deployment. The success at DDSP underscores the impact of structured modernization and positions DLA for sustained momentum across its broader logistics transformation efforts.

About C5MI

Founded in 2017, C5MI is a leader in AI-driven digital transformations, solving complex logistics and supply chain challenges for the U.S. Federal Government and Fortune 200 companies. As an SAP Partner, C5MI delivers business process transformations that drive supply chain automation, efficiency, and sustainability. C5MI’s supply chain expertise, best-of-breed technology, best commercial practices, and repeatable delivery model ensure solutions deliver quantifiable ROI. Learn more at C5MI.com.

About the Department of Defense (DoD)

The DoD leads the nation’s defense strategy by managing military operations, resources, and innovation across all branches of the U.S. Armed Forces. It develops and executes global initiatives that deter threats, protect national interests, and promote stability. Through its commitment to modernization, the DoD invests in advanced technologies, integrated logistics, and strategic partnerships. These enhance mission readiness, agility, and long-term stability. Learn more at Defense.gov.

About the Defense Logistics Agency (DLA)

DLA serves as the DoD’s logistics engine, supporting the military services and federal agencies worldwide. It manages the full lifecycle of mission-critical materials, including procurement, storage, and distribution. Through modernization programs like WMS FLIS, DLA advances automation, data integration, and supply chain agility. These improvements enhance readiness, operational performance, and mission success for the Warfighter, while fostering innovation in logistics. Learn more at DLA.mil.

We Operationalize IT℠
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Stage 6

Autonomy

The system acts. The team manages strategy, not execution.

Our Process

At full maturity, the supply chain does not wait for human decisions on routine operational matters — it makes them. Robots execute warehouse tasks. RPA handles transactional processes. AI optimizes routing, scheduling, and inventory positioning continuously. The organization’s people shift from executing operational decisions to overseeing the systems that make them.

Where Organizations Get Stuck

  • Automation investment made but not integrated into a coherent autonomous operating model
  • AI and robotics deployed in pockets — not connected to a system-wide decision framework
  • Operations teams still manually executing tasks that technology is capable of handling
  • The organization is ready for autonomy but the governance model has not caught up

Our Capabilities At This Stage

C5MI’s Automation Center of Excellence, AI practice, and Industry 4.0 capabilities are built for organizations ready to take the human out of the loop — deploying robotics, RPA, and autonomous execution as a coordinated operating model, not a collection of disconnected tools.

Stage 5

Predictability

Stop reacting to what happened. Start managing what is coming.

Our Process

This is the shift from reactive to proactive. The organization has real-time visibility and the ability to respond — but it is still responding to events after they occur. Predictability means the system anticipates what is going to happen: demand fluctuations, supply disruptions, inventory shortfalls, production risks. Leaders stop firefighting and start managing forward.

Where Organizations Get Stuck

  • Inventory policy built on historical assumptions rather than forward-looking demand signals
  • Supply disruptions and production shortfalls identified too late to prevent downstream impact
  • Planning cycles still periodic — the operation adjusts to change rather than anticipating it
  • Working capital and service performance still treated as competing priorities rather than connected ones

Our Capabilities At This Stage

C5MI’s Live Warehouse predictive capabilities and SCAR’s Network and Inventory Optimization module align inventory policy and supply chain planning to what is actually going to happen — shifting leadership from reactive management to forward confidence.

Stage 4

Adaptability

You can see what is happening. Now the operation can respond to it.

Our Process

Visibility changes what you know. Adaptability changes what you do with it. At Stage 4, real-time data stops being observed and starts driving action — dynamic task reallocation, exception-triggered responses, workforce adjustments made in minutes rather than hours. The operation develops the capability to adapt to what the live data is telling it, not what a shift debrief reveals afterwards.

Where Organizations Get Stuck

  • Dashboards exist but supervisors lack the governance structures to act on what they show
  • Responses to exceptions still manual and slow — by the time action is taken, the impact has compounded
  • Workforce capability inconsistent across sites — some teams adapt well, others do not
  • Improvement at one facility does not travel — no shared execution model to scale responses across the network

Our Capabilities At This Stage

SCAR’s Workforce Enablement module and C5MI’s Live Warehouse event-driven capabilities give operations the governance structures and real-time response tools to act on what the data is telling them — consistently, across every site and shift.

Stage 3

Visibility

The data exists. Now let the system tell you what is happening.

Our Process

At this point, the integrations are in place and the data is there — but it is not being surfaced in real time. Operations are still managed from lagging reports, periodic system checks, and verbal updates. The shift this stage delivers is simple but significant: instead of finding out what happened, you see what is happening — live status across warehouse, manufacturing, and logistics.

Where Organizations Get Stuck

  • Operational decisions based on reports that are hours old by the time anyone reads them
  • Exceptions and bottlenecks identified only after they have already affected throughput or service
  • Supervisors managing by instinct and experience rather than current operational data
  • The data to manage better exists in the system — it just has not been made visible in real time

Our Capabilities At This Stage

C5MI’s Live Warehouse capability and SCAR’s Live Visibility module turn integrated data into a live operational picture — giving supervisors and leadership real-time status across every facility and function.

Stage 2

Integration

The systems exist. They are not talking to each other

Our Process

This is where foundational platforms are in place but operating in isolation. IT systems hold transactional data. OT systems — sensors, equipment, production lines, warehouse automation — generate operational data. The two worlds are not connected, which means decisions are still made on incomplete information. Cross-site visibility does not exist.

Where Organizations Get Stuck

  • OT data from warehouse and manufacturing equipment not flowing into SAP — decisions made without it
  • System configuration misaligned with actual operational workflows, creating friction and exceptions
  • No visibility across sites — each facility manages independently with no shared operational picture
  • IT and operations teams solving the same problems separately because their data is not connected

Our Capabilities At This Stage

C5MI bridges IT and OT through its Digital Core integration capabilities and SCAR’s EWM Transformation module — aligning systems to operational reality and connecting data across sites and functions.

Stage 1

Digital Core

The platform is invested in. Now it needs to perform.

Our Process

C5MI implements, standardizes, and sustains SAP Digital Core systems — EWM, S/4HANA, TM, and EAM. Most organizations arrive here having made the investment but not yet seeing the performance. The technology is deployed. The gap between what the system was designed to deliver and what the operation is actually getting is where C5MI starts.

Where Organizations Get Stuck

  • SAP EWM, S/4HANA, or TM deployed but not delivering expected throughput or data quality
  • System configured for the implementation — not for how the operation actually runs
  • Workarounds accumulating as teams adapt to the system rather than the system adapting to them
  • Post-go-live support consumed by firefighting rather than optimization

Our Capabilities At This Stage

C5MI implements, standardizes, and sustains SAP Digital Core systems — delivering the performance the investment was designed to produce, and maintaining it long after go-live.

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