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SYSPRO is a 35-year-old ERP vendor that focuses on products for midsize companies, particularly those in manufacturing and distribution. In manufacturing, SYSPRO supports make, configure and assemble, engineer to order, make to stock and job shop environments. The company attempts to differentiate itself through vertical specialization and its years of ongoing development, which can reduce the need for customization and cut the cost of initial and ongoing configuration to suit the needs of companies in these industries, thereby cutting the total cost of ownership. Worldwide its targeted verticals include electronics, food, machinery and equipment and medical devices; in the United States, it adds automotive parts (original equipment and after-market) and energy.

Continuing to expand its product portfolio, SYSPRO recently introduced vr_oi_goals_of_using_operational_intelligencenew modules for voyage and container tracking that should be of interest to manufacturing or distribution companies that import goods or parts. These are designed to be the missing link in supply chain management (SCM), connecting the flow of data from purchase order to physical receipt of the goods at a factory, warehouse or distribution center. Integrating voyage and container tracking into its  ERP system enables such a company to have a centralized view of the full supply chain, providing fuller and more consistent visibility into the status of inventories from the point of their acquisition and therefore an easier and more effective means of supply chain and sales and operations planning (S&OP). Such a system could replace the sets of disconnected spreadsheets stored on individual computers in many companies, and the time is right to do that. Today’s longer supply chains introduce greater risk and uncertainty in SCM and S&OP. SYSPRO’s new modules can help companies with long supply chains mitigate this risk and provide greater agility to respond to changes in the status of inventories as they occur in transit. Bringing together this information with the full range of data captured in its ERP system also should give companies a better understanding of their performance. This is consistent with our benchmark research on operational business intelligence, which finds managing performance and risk and identifying improvement opportunities among the top five reasons for using operational intelligence. SYSPRO’s initial release of the two modules supplies the basics needed to assign purchase orders to specific containers, assign customer orders to the inventory in the containers and assign containers to specific vessels. The product roadmap calls for substantial enhancements in built-in analytics and physical tracking (knowing the location of specific containers)that buyers will find useful.

Tracking the location and projecting the expected arrival of products, parts and supplies from the physical receipt of those goods enables a company to manage its supply chain more intelligently. That is, knowing exactly what inventory is in which containers, which containers are on which ship and when individual ships are expected to arrive provides the ability to plan and allocate inventory further back in the supply chain with greater certainty. It makes supply chain planning and management as well as an S&OP process more effective with much less effort since the information about the inventory is timely, reliable, consistent and integrated with the full ERP system and kept in a central data repository. Reliable data about inventory in transit is available immediately and updates about departure and expected arrival information can provide earlier visibility into supply and scheduling issues. Users also have the ability to allocate individual goods or parts to specific customers, distribution or production locations from the point at which the inventory is loaded into the container. As conditions change, companies can update these allocations. While it happens rarely, containers sometimes are lost at sea (approximately 10,000 annually – about 0.1% of those in use) or destroyed during loading or unloading. Shipping schedules are inexact, and there can be delays caused by strikes, quarantines or official inspections that are difficult or impossible to predict with any certainty. These are ample reasons to invest in software that enables more flexible planning and reaction.

Integrating data about inventory along an extended supply chain also can provide managers and executives with a more robust set of analytics that are available on a more timely basis with far less effort than what’s required when the data is stored and managed in desktop spreadsheets. Companies are better able to track suppliers (freight forwarders and shippers), measure and track the accuracy of the container manifests (actual items vs. bills of lading) and keep tabs on these over time to rate supplier reliability or isolate seasonal or other factors and make more intelligent more choices and potentially more accurate plans. Companies also can assign voyage- or container-specific charges to individual inventory items to better understand to total, as-delivered cost of items.

All of the information that SYSPRO’s ERP system collects is availablevr_bti_br_technology_innovation_priorities on mobile devices using its Espresso platform. In our research on business technology innovation companies listed mobility as their third-most important technology innovation priority; it enables anytime, anywhere access to data, reports, dashboards and analytics. Especially for those who aren’t working at a desk in an office (such as sales people tracking orders or manufacturing or supply chain managers), access to this information on a mobile device can improve performance by providing more timely alerts and the ability to collaborate more intelligently to advance a process.

To SYSPRO customers that regularly use container shipping I recommend evaluating how the voyage and container modules might allow them to manage these supply chains and their sales and operations planning more effectively, while reducing the time they may be spending using desktop spreadsheets to manage these elements of their business. I also recommend that midsize companies (or midsize divisions of larger companies) in SYSPRO’s target verticals that are considering purchase of an ERP system and that need to manage long supply chains that utilize container shipping should put SYSPRO on their list of vendors to evaluate. Be aware that because the new modules are designed to be part of an integrated ERP system, they are impractical for purchase as stand-alone software or integrated into another vendor’s ERP system.

Regards,

Robert Kugel – SVP Research

FinancialForce’s 2014 summer release incorporates improvements in mobile and collaboration features and provides enhancements to the planning dimension of its professional services automation (PSA) suite. In the last couple of releases the company emphasized expansion in the functional capabilities of its ERP suite, as I noted, focusing on human capital management and professional services automation as well as some supply chain automation capabilities.

vr_Office_of_Finance_16_next-generation_technologiesThe latest release uses the Salesforce1 platform to extend its mobile capabilities. These are increasingly important to executives and managers for reviewing information and drilling down into data such as orders, invoices and payments  to deepen understanding of the information. Mobile access also is useful for approving tasks or requests (such as expense report approvals or process review signoffs) regardless of where the users happen to be. Mobility is especially useful for anyone who is not always sitting at a desk or for connecting customers to the company in a secure and controlled fashion as they place orders or check on the status of their accounts. It is a capability that supports today’s “any time anywhere” management practices. However, FinancialForce has its work cut out in convincing finance departments that they need mobility. In our new Office of Finance benchmark research only one-third of participants said that mobile technology will significantly influence their future performance. (Only half have that opinion about cloud computing generally.)

Even fewer finance professionals are interested in technologies that promote and simplify collaboration, which is odd since most finance and accounting processes require collaboration. For that reason, I have argued that applications that support finance departments need a social media capability. Salesforce.com has been enhancing Chatter, its social business application, and FinancialForce has been adapting it to the needs of its target customers. Initially, social applications emphasized their broadcast capabilities, which is suitable for corporate-wide information, but collaboration requires narrow casting – making connections and information available to suit individual needs. This capability prevents people from being deluged with information (which substantially dilutes the collaborative value of a social application) and ensures that sensitive information is shared only with those approved to see it. FinancialForce also is making the actions more context-sensitive, able to understand which role or activity an individual is currently engaged in and which group or colleagues are relevant at that moment.

One important objective in managing a modern professional services organization is to minimize administrative overhead, for example for billing professionals (such as time and expense tracking). Professional services automation software is designed to do that as well as make it easier to manage the process of selling and fulfilling professional services from end to end. PSA also facilitates billing and accounting, ensuring accuracy and speeding up the receipt of funds. The enhancements announced in FinancialForce’s recent release aim to improve professional services group’s ability to manage staffing.

PSA suites that include resource and capacity planning also make it possible for professional services managers to monitor the availability of people to deliver contracted services. Resource utilization is especially important in determining the effectiveness and profitability of a professional services group. Lean staffing can generate fatter margins, but it can disappoint customers if resources are not available; an inability to optimize professionals’ time can quickly generate losses. Training is usually essential for new hires, so they’re not immediately profitable and companies are slow to let go of trained individuals when demand is slack. So it’s important for executives to have visibility into potential demand for services. Since FinancialForce’s PSA software runs on the Salesforce1 platform, professional services managers can look beyond already contracted services. They must be able to monitor potential resource demand (or lack of it) by extrapolating sales funnel data into forward-looking capacity calculations. As deals enter the pipeline, it’s possible for a manager to determine whether enough people with the requisite skills are available to fulfill the services demand. Where there is more demand than supply, these organizations can achieve a balance by adding people or determining how best to spread workloads. An important advantage in making these calculations based on the pipeline of business is that it provides necessary lead times to identify and hire the talent needed to meet demand. Not having such forward visibility can produce delays in starting projects because of a lack of resources (creating client satisfaction issues and limiting revenues) or guesswork about hiring needs (potentially diminishing profitability by underutilizing services personnel).

FinancialForce is a cloud-based application, so it’s particularly well suited to the needs of companies that have outgrown their small business accounting software packages and can benefit from having the ability to connect sales, marketing and customer service capabilities with their back-office functions. It can help midsize businesses – especially those selling business services – grow while minimizing the need to add administrative staff. Many companies with 50 to 500 employees still use basic accounting packages even though they have outgrown their process management, reporting and analytical capabilities because they hesitate to make the investment in an on-premises accounting package and the resources necessary to support it. Maintaining an existing accounting package might appear the safe choice, but it foregoes the operational and management benefits that more capable software can deliver. Cloud-based software usually entails a smaller upfront commitment and does not require ongoing reliance on staff to support a system. FinancialForce also is well suited for larger companies that have a professional services group with 30 or more employees who bill their time and expenses, especially those who engage in discrete projects. Salesforce.com users of all sizes can find FinancialForce components useful in automatically connecting their Salesforce.com processes with other enterprise systems in a managed and controlled fashion, without having to re-enter data. I recommend that they consider how this vendor’s products can help meet their needs.

Regards,

Robert Kugel – SVP Research

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