Category: ERP Business Software
InOrder’s Web Cart Delivers Fast and Accurate Search Results with Solr Search and Facet Filtering
We’ve done it again. Just when you think it doesn’t get much better – we make it better. Our Web Cart, that is. Now InOrder Web Cart users can give their customers top-of-the-line search capabilities with Solr Search and Facet Filtering.
Solr is a search platform from the Apache LuceneTM project. Its many advanced search capabilities include distinguishing between plural and singular search, recognizing common typos and finding results. And it can be used with Facet Filtering.
Facet Filtering is a powerful capability that helps customers fine tune their search results. It enables shoppers to make additional selections within search results based on their individual interests, eliminating the need to sift through many search results. Setup is minimal, and shoppers expect it.
These features provide shoppers with faster and more accurate search results, adding to our commitment to help our customers improve the shopping experience they deliver, while lowering costs and increasing sales.
InOrder’s RF Communication System Supports any Internet-Capable Device
The InOrder RF communication system efficiently handles inventory through real-time inventory tasks, improving productivity and control for major warehouse functions. And we’ve just made it more impressive.
If you are at a client’s office and he or she needs to know how much stock you have on hand of a particular item, how long will it take you to 1) call your office, 2) wait to be connected to the person who can look up the information (assuming that person is available when you call), and 3) wait for the information? Wouldn’t it be much more professional (and impressive) if you could simply check quantity and reserve inventory from your phone or tablet?
You can with InOrder’s RF Module. The InOrder RF communication system provides productivity and control for major warehouse functions using any internet-capable device, including your mobile phone or tablet.
InOrder recognizes barcode scanning or keypad entry, using a touch screen, shortcut keys, and any combination of these methods to communicate with your RF devices.
The advantage of using InOrder RF gives you more choices in hardware, flexibility, and freedom to keep up with the latest technology. You can leave the boundaries of the warehouse without compromising the efficiency of the traditional RF process.
Should You Move InOrder to “The Cloud”?
Clients often ask us if InOrder is “in the cloud.” The answer is yes . . . and no. First, a clarification of terms. Although people sometimes use “cloud computing” and “software as service” interchangeably, they mean two different things.
Cloud-based computing, or cloud computing, simply means your network isn’t tied to a physical PC in your office. Instead, you outsource your entire network to another company and access it through a service, such as Amazon Web Services, Rackspace, or iNetU. The hardware that runs your network – and lots of other companies’ networks – is managed by the company that owns it. The benefit of outsourcing your network is that you don’t have to manage or replace the hardware – freeing you up to focus on other business issues as well as saving you money in IT costs, hardware, software, etc.
Software-as-service is when you pay a subscription fee to use a software application that’s hosted “in the cloud.” This means you log into the application via your Internet browser. The information stored in the application resides on the application’s servers; the company that has developed the software manages all updates, hosting, etc.
InOrder is software that’s installed on physical servers whether they’re in your office or somewhere else. Because it doesn’t matter where your servers are, you can use InOrder “in the cloud.” We fully support cloud-based computing and have partnerships with companies like Rackspace and INetU.
Cloud computing doesn’t necessarily mean your problems go away. In March 2012, for example, Amazon Web Services went down – an outage that affected many popular sites including Pinterest and Instagram. AWS was down again on December 24, 2012 – and took Netflix with it.
If you’ve been thinking of moving your network – or InOrder – to the cloud, and are wondering if it’s the right thing to do, ask yourself these questions:
Are you an expert on maintaining your servers? If you’re not an IT expert, then you’ll need to hire an IT person or an IT company to help manage your servers. The latter option is a particularly good one for small companies.
Do you replace your hardware every three years? If yes, it may make sense cost-wise to consider cloud computing.
Is your business Internet dependent? If yes, hosting your site in the cloud versus your own physical servers is probably a good idea. This way, if your town or city loses power due to a natural disaster or other reasons, your online business isn’t affected. (Generally, companies like Rackspace have redundancies that ensure their clients’ networks keep working even if power is out in a local area.) In addition, having your site hosted means you can log on to it through other means, such as a mobile device.
What’s been your experience with cloud computing? Have you been thinking about it? If so, give us a call – we’ll be glad to help answer any questions you may have.
Three Ways Companies Lose Out on the Full Value of their ERP System
Adding a new ERP system to your business is like moving into a new and bigger house. Let’s say you have a spouse and two children and you’ve been living in a small two bedroom “starter home.” The house is fine – it’s a little tight, but with tweaks and efficient use of space, you and your family live there comfortably enough (although it would be nice to have a second bathroom!).
Then, you learn – uh oh! – you’re having twins. Now you need a bigger house, so you make a list of all the things you want in your new house because hey, since you have to move, you may as well get what you really want.
You house hunt and find the house of your dreams – but before you move in, you decide to save time and paint the walls and hang the art exactly the way you have things in your current home. Why? Because it works, so why change things?
Then you move in – and realize the paint colors and the art really don’t work in your new house, but now you’re stuck because cash is tight, you’re dealing with your new twins, and you got a promotion at work.
You’re crazy busy and a little broke. You don’t have the time or money to change things. But you sure wish you had done things a little differently.
Does this sound like a crazy analogy?
It’s not as crazy as it sounds as this is what happens when companies implement new ERP systems – but don’t plan for how the new software will change their businesses.
This lack of planning leads to three mistakes that cause companies to lose out on obtaining the full value from a new ERP system.
Mistake #1: Old processes get mimicked
Processes that involve how you manage your workflows are often put in place to deal with software limitations: the old software didn’t let you conduct business your way, so you had to compensate for it. A certain process becomes embedded into your organization, and over time, people forget why it was implemented. It becomes a sacred cow.
Then, when new software is installed, the old process comes along with it – and often people are against changing it – even though it was based on the old software and its limitations. So things stay the same – and the new software, which was designed to make the company more efficient, is not being used to its maximum potential.
Mistake #2: Mapping business processes before Go Live
Mapping your business processes and then programming your system to them before Go Live is the same as hanging your art before you move into your new home. When this happens, companies stay stuck in old workflows that keep inefficiencies in place.
Once your new system is live – and you’ve used it for a while – you will have a whole new set of needs and workflows. With your new system comes a different mapping of your business, and yes, some people will have new work tasks and others will have fewer or different work tasks.
Mistake #3: No continuous improvement after Go Live
Once a new system is live, many companies believe they’re done. Like the cash- and time-strapped home owner used in the analogy above, companies don’t want to put any more money into their system, or invest in training, or take time to analyze and streamline workflows.
This leads to frustration – and the feeling you’re stuck with something that isn’t working for you.
To counter these mistakes, we advise companies do the following:
Put a system in place for constant analysis and improvement – Form a committee whose sole purpose is to evaluate your new system and workflows and ask question such as:
- How can we make things better?
- Which processes do we need and why?
- Why do we have this specific process? Should we keep it, improve it or chuck it and start over?
Budget for post Go Live training and programming – While pre-Go Live training is essential, once the system is up and running, additional training will help your employees go to the next level – which in turn, streamlines workflows and maximizes ROI.
In addition, budgeting for post Go Live programming ensures you get what you really want out of your system versus being stuck with something that doesn’t work.
Align efficiencies with your organization’s goals – A whole other post unto itself, your business processes should support your business goals, whether they’re to grow revenues, improve productivity or decrease inaccuracies.
One book I highly recommend you read is The Goal: A Process of Ongoing Improvement by Elihayu M. Goldratt. Now in its third edition, The Goal, which is a business book disguised as a novel, shows you how to focus on one goal and then look for potential solutions to problems that prevent you from reaching your goal.
Do you have questions about how you can get more value out of your ERP system? Leave them in the comments section – I’m happy to answer them.
Choosing the Right ERP System for Your Business
If you’ve done any research regarding ERP systems, you know you have many, many options. In fact, you have so many options, you’re probably overwhelmed. To reduce overwhelm, it helps to break the process down into manageable steps.
1. Determine your software needs.
The benefit of any ERP system is that it gives you a 360 degree view of your business — from marketing and accounting to warehouse logistics and sales. The first thing to do therefore, before considering any software vendor, is to determine which functions you need to automate. ERP systems can handle any number of functions, including accounting, marketing, order inventory management, warehouse management, manufacturing, supply chain logistics, and customer relationship management (CRM), to name a few things.
If you’re a multichannel merchant, for example, you’ll want to look at ERP systems that automate all functions of your sales process across your various points of sale — Internet, in-store, catalog, etc. You’ll also want to consider a system that shows inventory levels in real-time to people in your warehouse and customers placing orders online.
Add to your list any other functions you need or want. If you’re currently using an ERP system and are thinking of upgrading, start mapping out the processes that are working well. Then consider those that aren’t and ask why. Finally, search to identify current system limitations that are restricting your growth.
Look for ways automation can save you money. By choosing the right ERP system, you can lower costs through better inventory control, more accurate forecasting, and efficient marketing.
One view of information — Does the thought of a single database, where all of your information is in one place, appeal to you, along with real-time inventory and order tracking? Think of how much easier reporting will be with all of your information neatly stored in one location.
Technical support — How important is a responsive, US-based technical support team with one number to call where an actual person on the other end of the phone can provide assistance? When assistance is needed, the last thing you’ll want to deal with is being placed on hold and transferred to various departments. Be sure you will receive the immediate attention you deserve.
Modular vs. one size fits all — Does a modular system appeal to you? Why pay for features you do not need? The ability to customize not only the system’s features, but also your users’ screens and reports is a feature to consider.
Customization — Are there customizations you would like to add to the software? Can the vendor offer a configuration that enables a competitive edge in your market, or one that offers a superior customer experience? Be sure the vendor is flexible to accommodate your special needs, using your business guidance.
2. Look to third-party consultants for help.
Once you’ve determined which functions you need, do research using third-party software consultants. Software consultants are experts in a specific niche, they know all the players in their industry, and they’re usually unbiased. Some, such as Ernie Schell, issue reports or scorecards each year that detail the vendors and their offerings. Schell, for example, authored the 2012 Order Management Software Roundup.
As you do your research, create a list of possible vendors and visit the website of each one. Download any relevant white papers, case studies, and other collateral. From this information, create a short list of vendors — generally three to five.
(You can also read our case study about how IPD, a Volvo parts distributer, used a third-party consulting firm to help them find the right ERP software for their business.)
3. Schedule demos.
Revisit the vendor websites on your shortlist and schedule demos. These usually take place online, and the sales person will walk you through the software and answer any questions you may have. This is also a good time to research the company:
- Search Twitter and LinkedIn to see how the company manages any customer support-related issues.
- Ask your own networks if anyone has done business with the vendors on your short list.
- Ask the vendors on your short list for references, and follow up on those references.
- Call the Better Business Bureau to see if the company has any complaints lodged against it.
4. Make a Decision.
Once you’ve completed your demos, you’ll be able to narrow your choice down to two or three vendors and, at some point, vendor reps will meet with you to learn more about your company in order to prepare a proposal.
Even with your shorter list, you should still be asking lots of questions. Don’t settle for software that’s less than ideal in order to get a “special deal” or for promises that a major upgrade is in the queue six to nine months hence. The last thing you want is to be the topic of an ERP horror story (you can read a few in this Forbes article).
It is important that you continue to evaluate the vendors with more in-depth questions and feel comfortable and confident in their responses.
This will be quite a large investment for your company and huge change for your staff. It is important that you can see yourself building a long and lasting relationship with your new vendor and that you carry that enthusiasm along to your staff.
If you don’t “click” with a vendor, its representatives or the offering, end negotiations and restart the process. An ERP system is a major purchase, and one you and your employees will be using for many years. Take your time, research your options, get to know the people, and ask lots of questions!
9 Steps to Successful ERP System Implementation
The implementation of an ERP System is quite a large undertaking that needs careful planning with the proper time and resources allocated to avoid surprises during Go-Live. Since this is not something your company does on a periodic basis, a number of unknowns could end up causing you a lot of unnecessary problems and expense.
To ensure your ERP system implementation goes smoothly, follow these nine tips. These are things we’ve learned over the years.
1. Obtain and Communicate Management Support — Unless you have the backing of management, you’ll be set up to fail from the start. Management must communicate the importance of this change, announce the key players involved, and the benefits the company will achieve once the move to a new system is complete.
It’s important that everyone’s concerns are addressed. Providing a means to funnel those concerns will go a long way in making your employees feel like they’re part of the change rather than having something forced upon them. Remember, change is not easy and you’ll have employees opposed to change. However, by engaging your staff and making them feel a part of the change, you have a better chance of success.
2. Appoint a Project Manager – The Project Manager must be empowered to identify and implement changing job roles and responsibilities. It’s the job of the Project Manager to identify and map business requirements and processes to the capabilities of the new ERP System.
Invariably, old workarounds to compensate for the shortcomings of the legacy system will be identified and eliminated. In other cases, processes will include new tasks that were not necessary in the legacy system, such as capturing new data fields that were skipped in the previous system.
The Project Manager is the one person who is the “central” point of contact when communicating with your staff, management and the new and old vendor. If direction comes from more than one person, the critical path to Go-Live may be altered and therefore delayed, resulting in increased costs. Depending on the size of your company and the features being installed, this is a full-time position and should not be given to someone who has other critical production tasks to attend to.
3. Action Item Planning – A detailed plan of action items should be prepared by your Project Manager along with the names of the individuals who will be taking ownership for those tasks. The appointed individuals must be held responsible for the work assigned to them and should provide a status report on completed tasks and road blocks encountered on a weekly basis.
4. Go-Live Date Planning – Many tasks must be taken into account before a Go-Live date can be finalized. It’s important that the Go-Live Date not drive the process. I’ve seen many companies target a Go-Live date and then plan the tasks. This is a good example of planning in reverse and always backfires. Since you and your employees will be investing a tremendous amount of time and money, be sure all tasks are identified, assigned and agreed upon by your staff with realistic time estimates. I recommend leaving approximately 25% of the time available for those “unknowns” that always tend to creep into any project.
While a “projected” Go-Live date is necessary to drive the process, it should not be an unrealistic one and should be identified and agreed upon between you and your new vendor so that any missing steps can be identified.
5. Decision Committee – Empower your people. Create a committee that can meet and make decisions. Many critical decisions have to be made – some financial. You’ll need the ability to have appointed key players who can make those critical decisions.
6. Communication – This is something that I cannot stress enough. It’s important that you get buy-in from your users. Your staff will need to know why some of their jobs will require new tasks and new responsibilities and why some of their old tasks just won’t be necessary anymore.
Show them the pay-offs and you’ll have them eager to learn and make changes. As the project moves through various phases, be sure to communicate the progress of the implementation to all involved. It will go a long way to making your employees feel that they are part of the change and allow them to take ownership of their tasks to ensure success.
7. Manager Training – It is important that you allocate the proper amount of time for on-site manager training. The time needed will vary depending on the software purchased, but should not be overlooked. The vendor knows the software the best and will be able to answer any questions or solve any scenarios that may be identified by your staff. Training should include manager hands-on sessions so that your employees are able to actually experience and get familiar with the software which goes a long way to their acceptance.
8. User Training and Testing – Set up a special location (often called the “war room”) that has all of the required hardware and software installed so that end-to-end user testing and practice sessions can be performed. Each type of transaction should be followed through the system in detail by representatives from each department involved to be sure everyone is familiar with the transaction flow and that all of the steps are followed and understood.
Training and testing allows everyone to visualize the new system in action and to interact, and helps improve process plans and ultimately project success.
9. Parallel Testing – This is a very critical step that is often overlooked. Several weeks of parallel testing is recommended. It is crucial that your daily work is processed on your old system and also on your new system prior to Go-Live so that everyone one knows their new roles and responsibilities and questions/issues can be addressed without the added pressure of a Go-Live environment. A comparison of reporting on the old and new system is also suggested to be sure there are no hidden surprises.
Parallel Testing will not only provide you with the ability to test out new procedures, it will go a long way in gaining your staff’s confidence that you are prepared for Go-Live.
It’s important that you work hand-in-hand with your vendor’s Implementation Team to keep those lines of communication open to ensure a successful Go-Live.
I’d enjoy hearing any additional suggestions that you’ve found to be successful. Please leave your comments below.
(Diane Loborec, InOrder’s Director of Operations, is responsible for overseeing the daily operations of Morse Data. Diane focuses on increasing the efficiency and overall operations of Morse Data with a focus on client satisfaction. She is the primary contact for new client implementations.)