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Buyers
Guide
2014
ERP for
Midsize Manufacturers
Technology
Evaluation Centers
ERP
for
Midsize Manufacturers
buyers guide
In partnership with
Table of Contents
5
6 Preface
10
15
21
25
Product Comparison
30
40
44
TEC Resources
46 Casebook
47
51
Chirch Global Looks to Cloud ERP to Support Its Worldwide
Operations
61
ARPAC
65
Top 6 Technologies Small and Midsize Manufacturers Cant Afford to
Ignore
75
78
84
Merrow Sewing Machine and Kenandy: Stitching Together Success
Seamlessly
87
Chobani Increases Its Appetite for Business Growth with Microsoft
Technologies
90
Kalmar RT Center: Moving Forward in a Rough Terrain
Environment
98
101
109
112
115
119
Vendor Directory
Preface
Enterprise resource planning (ERP) software is often considered a magic bullet for realtime management of a companys operations. With the span to integrate nearly all essential
units in an organizationaccounting, financing, procurement, marketing, salesits no
wonder ERP software has grown in popularity and functionality over the past decade-plus.
The right choice of ERP software can make life a dream for a midsize manufacturer. Imagine
having a comprehensive view of your product planning, development, manufacturing
processes, sales, and marketing activities at any time . . . and having the capability to
share relevant, critical information with all internal departments in real time. Then add this
component: ERP software that not only facilitates access to essential information within
the organization, but also communicates with outside stakeholders, including customers,
partners, suppliers, and more.
Now, imagine thinking youve made the correct choice of ERP software for your company,
only to discover that the investment of many resourcesfunding, time, employees and
management, technologyacross a myriad of departments has resulted in adopting
a system that doesnt nearly address your companys needs! Your career dream has just
become a nightmare. Youre not even at square one, because not only do you have to fix or
undo whats been implemented, but you also need to get everyone on board again for the
correct one youve yet to find!
Fear not, intrepid visionary. Selecting ERP software that best serves your company does
not have to be the stuff of magic or dreams. It may feel overwhelming to consider all the
ERP for Midsize Manufacturers Buyers Guide
carefully and thoroughly. The two most critical challenges are budget and timing. In order
to successfully implement ERP, a company should
establish an agreement with the provider that covers servicing and future
improvements.
A final important opportunity a company has in selecting ERP software is the mode of
delivery. While years ago options were scarce, todays choices include a number of trends.
Due diligence research should be done on mobile ERP, cloud ERP, social ERP, and two-tier
ERP, alongside the more traditional methods of delivery.
It may seem that there are miles to go, and its clear that the dreamscape is vast. But we all
know that good, hard, honest work almost guarantees a good nights rest.
The right combination for your companys unique needs exists, and can be found by
dedicating the time and effort necessary to determine a successful match. We anticipate
that the TEC 2014 ERP for Midsize Manufacturers Buyers Guide will guide you well in
your efforts.
Kelly B. Keller, VP Marketing, SupplyChainBrain
wide range of ever evolving multimedia formats by hundreds of thousands of senior level industry executives. In addition to addressing the
fundamental principles of supply-chain management, SupplyChainBrain identifies emerging trends, technologies and best practices, forward
thinking ideas and cutting-edge solutionsand continues to write and report about these as they evolve and mature.
SupplyChainBrain, the worlds most comprehensive supply chain management information resource, is accessed year round through a
priority issues.
With all of these factors to take into account, selecting an ERP solution for midsize
manufacturing businesses becomes a question of choosing a way of business evolution for
the years to come. The ERP decision is imperative for most companies, and with this buyers
guide, TECs goal is to provide some guidance to manufacturers seeking to implement a
new ERP solution or replace or upgrade an existing solution, and to draw a picture of the
ERP market as a whole.
of the estimates appear to fall in the range of 100 to 500 employees. Obviously, a single,
10
and operations standards, which often prove to be burdensome. Their products, often
11
Strong competition among manufacturing companies is a major motivator in the quest for
innovation. Innovation in the modern manufacturing business environment is often a vital
component of success; beyond manufactured products, it makes sense to promote and
encourage innovation in internal business processes, in the supply chain, in information
technology, and even in such traditional components as financial management or talent
management.
12
13
Those transformational processes can be very painful for all parties involved, but are
necessary for a company that has the objective of expanding its market and becoming
more profitable. Otherwise, a manufacturer risks getting trapped in an inappropriate
management scale, which will likely prevent it from attaining the dynamic development
required for success. Such transformation problems are more typical for small- to mediumsized organizations, but can also be seen at larger companies. Growing midsize companies
that have all the elements of structural management, such as declared strategic goals,
boards of directors, and advisory boards, tend to be more successful than those companies
that dont have these structures in place.
In reality, however, in many fast-growing medium-sized manufacturing businesses,
management is more concerned with daily operations and technical details than with how
to further the companys strategic development and global and long-term vision. This often
occurs because the company owners are transformed into managers but still hold onto
their previous views and perspectives. Busy with daily routine, founders may not realize the
urgency of such strategic exercises, and therefore they may not choose the right time and
conditions to start taking more strategic decisions.
(MSDS) information, and data access security. Those compliance measures are indeed
14
necessary, but the time and financial cost for companies to align their business processes
accordingly and to be constantly current with new standards is tremendous. Operating
in international markets brings an additional level of complexity, as the requirements of
two or more countries need to be met instead of just one. In addition, the compliance
requirements need to be maintained, modified, and updated on a regular basis.
factors, both internal and external to the organization. For instance, the decision might
be whether to outsource production or manufacture on ones own products, remain a
local company or go to external markets, concentrate on one group of products or range
of products or services diversification, etc. The outcome of the decision can have wideranging effects for a company. For example, a strategy to manufacture a product in another
country would inevitably lead to upgrading long-range audio and video communication
channels, having to provide access to the companys ERP system from abroad, and needing
to interact with workers in multiple languages. On the other hand, deep focus on a few
products would probably require that a company have a more sophisticated product
A manufacturers decision to adopt new technology for its business depends on many
15
Mobile technologies have permeated nearly every aspect in business for quite
some time now. Businesses in all industries, including manufacturing, have already
acknowledged the vital importance of mobile communications and mobility-focused
technologies in everyday practice, and many are actively pursuing new application
areas where those technologies may be used to increase productivity and create
innovative products. Mobile access to a company-wide IT infrastructure, including
corporate software such as ERP, improves flexibility of and potentially enhances and
shortens decision making regarding operational and strategic issues. The bring-yourown-device (BYOD) trend is one of the consequences of the general acceptance of
mobility in business. Employees that extensively use their own mobile devices for
personal matters prefer not to switch to corporate phones or tablets to conduct
their work activities. As such, companies need to integrate and support the variety
of personal devices their employees use for work-related purposes. This leads to an
increase in the technical requirements related to security and data access assignment,
and thus an increase in the corporate costs incurred.
2.
The Internet of Things (IoT) is an extension of the mobility trend. Constituting a whole
variety of smart devices equipped with radio transmitters and linked to a worldwide
network, the IoT technology has an enormous application area and spans literally
all industries. It has huge potential, particularly within manufacturing, in providing
tracking and monitoring capabilities, creating real-time environment awareness,
and generating new types of data for analysis. Certainly, all this should transform the
way products are manufactured and used. Imagine smart production machines and
production lines that are capable of informing users or supervisors about potential
failures on the line, or remotely operated pressure transmitters on thousand-mile
16
pipelines that are connected to an operators monitor and receive control signals from
operators. As for the manufactured products, those equipped with data transmitters
can forward any data related to the product to the manufacturer throughout the
products entire lifecycle. As a consequence, large amounts of data will be generated,
and will thus need to be properly stored and analyzed. The IoT concept is currently
in the beginning stage of its mass expansion, but early adopters of the technology
already have an opportunity to benefit from it.
3.
such enterprises, to ERP or not to ERP is not a relevant question anymorethey must
using Microsoft Excel, for instance. The lack of sufficient and modern software tools can
17
imagined that they would need a social collaboration platform embedded in their ERP
18
software. Now this platform is often considered among must-have ERP software features,
and it is revolutionizing the way most internal company communications are conducted.
Another emerging capability is routine access to ERP data, ERP functions, and analytics
data from mobile devices of all types, which often belong to employees. If we consider the
wide range of newly available functions and functionalities of ERP software on the market
today, especially in light of the marketing hype most ERP vendors create in the promotion
of their solutions, we can easily see how businesses can be confused and frustrated by
the plethora of available software options. It is not easy to preserve a clear vision of the
companys strategy and remain objective while selecting and prioritizing capabilities to
meet current and future software needs.
data on a single in-memory platform, with data operation speeds exceeding those of all
known existing business solutions by several hundred to several thousand fold. This allows
users to perform their typically lengthy business processes in just seconds, or practically
in real timee.g., overnight material requirements planning (MRP) processes can be done
within a few minutes. Business processes can be run as often as required, immediately
producing greater manufacturing flexibility and higher customer satisfaction levels. Thus,
this technology may force manufacturers to reinvent the way they do business. Many
routine procedures could be heavily modified or even bypassed altogether.
The main benefit of in-memory technology is that it allows for capturing and analyzing
19
20
The segment of the ERP market targeting medium-sized manufacturers is the most
competitive, as reflected by the wide range of distinctive and compelling solutions
available. And, certainly, reviewing the offerings and selecting one that fully satisfies a
particular companys requirements today and for years to come is a challenging endeavor.
Besides the substantial cost of the ERP software selection project itself, improperly chosen
software may affect the efficiency of the entire company, complicating routine business
processes and impeding business development. Therefore, making the right ERP software
choice is the cornerstone of a companys future success.
What are the immediate and long-term goals of selecting and implementing ERP
software?
vendor selection.
Selection of the most suitable and best-fitting ERP, however, isnt a simple and
straightforward process. Plenty of intermediate but still important decisions have to be
made about what type of solution to consider and how to look for the right software
supplier.
Some of the typical ERP vendor and ERP software selection considerations are the following:
Only after those answers are well formulated is it time to start looking at ERP solution and
Legacy system upgrade versus new system. Before stepping deeply into a new
system acquisition process, it makes sense to review the system a business currently
21
runs, thoroughly estimate its strengths and weaknesses, and draw a conclusion about
its suitability to address current and future operations. Surprisingly enough, in many
cases, a serious upgrade of an old software system may render the system usable for
another few years, saving the company significant cost investments and disruptions to
existing business processes.
industry standards, their processes are based on specific industry practices, their
reports are often unique to the industry, and they provide other industry-specific
features that make users jobs easier. So if a company is solely focused on a specific
industry segment, it probably makes sense to choose an appropriate industry-specific
solution; but if a company covers a variety of business areas, it may be more appropriate
to consider more generic ERP software.
22
applications, and the solution selection itself was quite narrow. A decision could be
made relatively easily based on current business processes and whether or not there
is an intention to expand the business. Today, a vast number of potential options
exist. For example, cloud deployment of core financial, inventory, or sales functions
can be combined with best-of breed production, purchasing, or other applications
important to a companys business. Such combinations may vary, but the main idea of
mixing solutions in both cloud and on-premise deployments, as well as hybrid ones,
substantially increases the freedom of choice as well the flexibility of the software.
At the same time, best-of-breed application implementationi.e., integrationis
more readily accomplished these days, as software systems are designed with extensive
integration capabilities. All this complicates the choice of software selection, which
now requires thorough examination of both business processes and priorities and the
technical aspects of single ERP versus best-of-breed perspectives.
Large ERP vendor relationships with partners. Also, in the case of a large ERP
vendor, the customer would most likely be dealing with the vendors partner rather
than directly with the vendor. This arrangement would have its own advantages and
disadvantages, depending on the situation and preferences of the customer. For
example, an issue resolution process may be longer in the case of a developing partner,
as the partner may share the responsibility and the code ownership with the vendor
23
and in some cases software problems would need to be resolved by the two parties
working together rather than by just one of them. On the other hand, a large vendors
partners are more agile, and often comprise companies that are local or vertically
focused and that know specific details of the customers business better. Overall, the
size of potential ERP vendors should be considered as one of the selection criteria.
Specifically, potential customers should consider the risks associated with non-ERP
suppliers of a similar size as the ERP vendor, as they probably apply here as well.
24
Delivery Mode
Globalization
and Localization
Sales
Management
Quality and
Regulatory
Compliance
Purchasing
Management
Inventory
Management
Process
Manufacturing
Management
Discrete
Manufacturing
Management
Human
Resources
Financials
Functionality
Aptean
Aptean Ross
Made2Manage 7
ERP 7.0.3
S
DEACOM
ERP 14
Epicor ERP
9.05.701B
Epicor Standard
SaaS/On-Premise
9.05.701B
Fixed assets
Cost accounting
Budgeting
Project accounting
Payroll/Benefits
NS
Training management
NS
NS
Product costing
NS
NS
NS
Product/Item configurator
NS
NS
NS
NS
Material management
NS
Conformance reporting
NS
Forecasting
Quality management
Available-to-promise (ATP)
Document management
NS
NS
NS
Multicurrency capabilities
Multicompany support
Multilanguage support
On premise
Hosted
Cloud based
NS
NS
NS
Subscription-based licensing
NS
NS
NS
S Supported | P Partially supported out of the box | A Supported via partners add-on or solution | M Supported via modification or customization | NS Not supported
AP: accounts payable; AR: accounts receivable; EhP: enhancement package; EU: European Union; FDA: Food and Drug Administration; GL: general ledger; RFID: radio frequency identification.
Global Shop
Solutions 2013.2
Glovia
International
GLOVIA G2 v2
IFS
Applications 8
IQMS
EnterpriseIQ
2013
Kenandy
Cloud ERP
Fixed assets
Cost accounting
Budgeting
Project accounting
NS
NS
Payroll/Benefits
NS
NS
Training management
NS
Product costing
Product/Item configurator
NS
NS
Material management
Conformance reporting
NS
Forecasting
Quality management
NS
NS
Available-to-promise (ATP)
NS
Document management
NS
Multicurrency capabilities
Multicompany support
Multilanguage support
On premise
NS
Hosted
NS
Cloud based
Subscription-based licensing
NS
NS
Delivery Mode
Globalization
and Localization
Sales
Management
Quality and
Regulatory
Compliance
Purchasing
Management
Inventory
Management
Process
Manufacturing
Management
Discrete
Manufacturing
Management
Human
Resources
Financials
Functionality
S Supported | P Partially supported out of the box | A Supported via partners add-on or solution | M Supported via modification or customization | NS Not supported
AP: accounts payable; AR: accounts receivable; EhP: enhancement package; EU: European Union; FDA: Food and Drug Administration; GL: general ledger; RFID: radio frequency identification.
KeyedIn
Solutions KeyedIn
Manufacturing 3.0/3.1
Microsoft Dynamics
AX 2012 R3
NetSuite 2014.1
Oracle E-Business
Suite
Fixed assets
NS
Cost accounting
NS
Budgeting
NS
Project accounting
NS
Sales
Management
Quality and
Regulatory
Compliance
Purchasing
Management
Inventory
Management
Process
Manufacturing
Management
Discrete
Manufacturing
Management
Human
Resources
Financials
Functionality
S (US only)
NS
Training management
NS
Product costing
Product/Item configurator
NS
NS
NS
Material management
NS
Conformance reporting
NS
Forecasting
Quality management
NS
NS
Available-to-promise (ATP)
NS
Delivery Mode
Globalization
and Localization
Document management
Workflow, alerts, and notifications
NS
NS
NS
Multicurrency capabilities
Multicompany support
NS
Multilanguage support
NS
On premise
NS
NS
Hosted
NS
NS
Cloud based
NS
Subscription-based licensing
NS
S Supported | P Partially supported out of the box | A Supported via partners add-on or solution | M Supported via modification or customization | NS Not supported
AP: accounts payable; AR: accounts receivable; EhP: enhancement package; EU: European Union; FDA: Food and Drug Administration; GL: general ledger; RFID: radio frequency identification.
Oracle JD Edwards
EnterpriseOne 9.1
Plex
Manufacturing
Cloud
Ramco ERP on
Cloud Magna 5.x
Rootstock Cloud
ERP
Fixed assets
Cost accounting
Budgeting
Project accounting
Payroll/Benefits
NS
NS
NS
Training management
NS
Product costing
Product/Item configurator
Material management
Conformance reporting
Forecasting
Quality management
NS
Available-to-promise (ATP)
NS
Document management
Multicurrency capabilities
Multicompany support
Multilanguage support
On premise
NS
NS
Hosted
NS
NS
Cloud based
Subscription-based licensing
Delivery Mode
Globalization
and Localization
Sales
Management
Quality and
Regulatory
Compliance
Purchasing
Management
Inventory
Management
Process
Manufacturing
Management
Discrete
Manufacturing
Management
Human
Resources
Financials
Functionality
S Supported | P Partially supported out of the box | A Supported via partners add-on or solution | M Supported via modification or customization | NS Not supported
AP: accounts payable; AR: accounts receivable; EhP: enhancement package; EU: European Union; FDA: Food and Drug Administration; GL: general ledger; RFID: radio frequency identification.
SYSPRO 7
TGI Enterprise 21
ERP 8.2
Fixed assets
NS
Cost accounting
Budgeting
Project accounting
Payroll/Benefits
Training management
Product costing
Product/Item configurator
Material management
Conformance reporting
Forecasting
Quality management
Available-to-promise (ATP)
Document management
NS
Multicurrency capabilities
Multicompany support
Multilanguage support
On premise
Hosted
Cloud based
NS
Subscription-based licensing
NS
Delivery Mode
Globalization
and Localization
Sales
Management
Quality and
Regulatory
Compliance
Purchasing
Management
Inventory
Management
Process
Manufacturing
Management
Discrete
Manufacturing
Management
Human
Resources
Financials
Functionality
S Supported | P Partially supported out of the box | A Supported via partners add-on or solution | M Supported via modification or customization | NS Not supported
AP: accounts payable; AR: accounts receivable; EhP: enhancement package; EU: European Union; FDA: Food and Drug Administration; GL: general ledger; RFID: radio frequency identification.
Special Report:
The Pros and Cons of Cloud-based
Manufacturing ERP Software
The expansion of software-as-a-service (SaaS), or cloud-based, ERP softwareand user
acceptance of itis probably the most debated topic in the business IT segment in
recent years. Despite evident broadening of cloud embracement, corporate IT-related
resources are still full of cloud versus non-cloud discussion and analysis. And there is no
shortage of cloud-only ERP future predictions. However, the adoption of cloud-based
ERP by manufacturing businesses is still far from that originally expected. Moreover,
recent surveys provide controversial information, but they suggest a slowdown of
cloud ERP adoption by manufacturers. Certainly, it is not a confirmed fact yet, but it
definitely provides a good reason for every midsize manufacturing company looking
for new ERP software to revisit its own arguments with regard to SaaS ERP, to formulate
its own perception of cloud ERP software, and to evaluate its acceptance level for
cloud-based services.
In general, businesses today are looking for a new generation of solutions that wont
be as burdensome and self-centric as traditional heavyweight ERP software systems.
Manufacturing businesses would prefer not to be distracted by IT issues and ERP
software challenges. By its nature, cloud-based business software allows companies to
ERP for Midsize Manufacturers Buyers Guide
concentrate on their core business rather than on maintaining their own complex and
30
expensive IT structure. But the truth is that cloud ERP is not a panacea for manufacturers.
Below is a discussion of the main talking points of the cloud ERP versus on-premise ERP
dispute as they relate to midsize manufacturers:
Cost of Ownership
Cost of ownership is perhaps still the strongest argument for and major driver of cloudbased ERP vendors in their fight to win customer contracts. A common perception is that
cloud-based software is significantly less expensive in comparison with its traditional
on-premise counterpart. And this is true up to certain degree, but, as usual, there are cost
nuances, reflected in the following questions:
How willing is the vendor to negotiate flexible service and payment terms?
What service and software availability has the vendor promised the client?
In harsh reality, some cloud ERP vendors have inflexible payment schedules and hidden
fees, which may negate most of the benefits of cloud delivery. For example, these vendors
may require customers to pay large sums upfront; they may even charge additional fees
on top of regular payments, penalize user errors or data-related occasional incidents, or
invent other revenue maximization measures. Although both cloud and on-premise ERP
software vendors sometimes tend to undertake such disappointing practices, giant cloud
vendorswhich have higher numbers of customers with less average contract sales values
and, subsequently, less revenue share per customertend to demonstrate more rigidness
with regard to unique or customized contract terms and conditions.
What public cloud ERP software really does well is that it allows diversion from capital
investments to operational expenses. For some companies, this factor is the only winning
argument. Fixed subscription fees (sometimes applicable to on-premise apps as well)
and savings on ongoing upgrades and licensing costs allow companies to bypass long
investment approval processes, have little or no upfront major capital investments, and
therefore have more predictable overall spending. And with cloud ERP deployment,
fewer IT professionals are needed compared with the number needed for deploying and
maintaining on-premise solutions.
However, while cloud ERP is generally less expensive than on-premise ERP software,
extent. Compared with on-premise ERP, cloud ERP software can be less expensive over the
short term, but more expensive over the long term. And as manufacturing companies are
traditionally more asset-intensive and well experienced in managing those assets than
nonasset-intensive companies, they may be less afraid of making capital investments
than, say, service organizations.
Regardless, with both cloud and on-premise ERP solutions, overall expenses and operating
costs may be higher than expected and depend greatly on the particular vendors practices
and appetites. It is indeed good practice to investigate the total cost of ownership (TCO)
and any possible hidden costs or uncovered future expenses before making a final decision
it may not be significantly less expensive in the end. The time frame matters to a great
on ERP software.
31
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mobility trendsare generally allowed to use their own mobile devices at work, which
may contain phishing and other types of malware, or be somehow tracked differently.
Therefore, companies are forced to create and manage appropriate and typically complex
protection measures on their own (which they should be doing regardless of the selected
ERP software deployment option). This need contradicts cloud ERP marketing hype that
cloud software can be easily used with no IT staff on-sitei.e., depending on the business
scale, some technical assistance would still be required.
There are few points related to having your data hosted by your cloud software provider
that many potential ERP buyers arent aware of. With public cloud software, cost and time
are often prohibitive for the customer to allow for fixing of data errors or inevitable human
mistakes. And there might be a cost and associated time for getting your own data back
from the vendor in the case of contract termination. Furthermore, there may also be a cost
for data archiving, storage, and access to the archives after a certain period of time. Such
expenses should also be examined and shouldnt be excluded from the software selection
equation, as they may be quite substantial.
An additional important argument in favor of cloud ERP software delivery appeals to
those companies operating in politically and economically unstable regions and countries.
Cloud-based software provides more security for the companys data. This is particularly
true if servers are physically located in another region or even abroad. So the risks of losing
business data due to raiding or other acts of aggression are significantly lower in the case
of cloud software delivery.
Another positive aspect of SaaS ERP software is its higher resistance to piracy. This problem
is particularly serious in developing countries. As clients have no software installed on
premises, they have no or very limited access to the source code. This argument applies to
cloud software vendors more so than users, but obviously this issue affects users too and
should not be ignored.
Although all midsize manufacturers may have a similar structure, there are plenty of
differences among manufacturing companies. In fact, no two manufacturing companies
are alike, though they may operate in exactly the same market segment and be direct
competitors. Even different facilities of the same manufacturer often conduct their internal
processes in different ways.
The dissimilarity among manufacturers is a major reason that multitenant cloud ERP
software isnt gaining popularity with the speed that, say, multitenant cloud customer
33
relationship management (CRM) or human resources (HR) solutions are. One-software-fitsall ERP software cant be easily applied to manufacturing companies without significant
changes to current business processes. Public cloud ERP software would be more viable
if businesses were simple, without significant variations in their business processes. Also,
it is better suited to solutions that are vertically focused and for a specific manufacturing
area. An example of this would be an ERP system specifically designed for the food and
beverage industry.
As vendors nowadays are developing cloud ERP software with more configuration
capabilities, the software has become way more flexible than it was a few years back.
However, the main idea of providing the same source code application to all their
customers obviously has logical and technical limitations. It fits some businesses, but not
all, especially those that have unique or complex business processes that require unique
or customized software.
At the same time, on-premise ERP solutions typically provide more flexibility, as they
are more easily modifiable and customizable to the customers uniqueness and to those
practices the customer is not willing to amend. On the flip side, there is a potentially high
cost for modifications and subsequent system maintenance for both the vendor and its
customers.
Available Functionality
On-premise ERP software has a strong competitive advantage of greater overall depth
and breadth of available functionality. Larger and more complex businesses demand
more complicated software requirements and, therefore, more sophisticated ERP systems.
Vendors of traditional on-premise solutions, which have been on the corporate software
market for decades, have gathered a unique amount of knowledge of their customers
businesses and have therefore managed to transform their offerings into the ERP solutions
of today. Cloud-based ERP vendors are relatively new players in the ERP space, with many
in the relatively early stages of functionality development.
However, the situation is rapidly changing. Some vendors, particularly large cloud-only
ERP software vendors, are agressively pursuing product development, and are rapidly
supplementing their products with new functions and recently acquired solutions. So,
excluding tier-one company requirements, there are decent public cloud-based applications
that provide a good level of core ERP functionality, such as financial management and
inventory management, and that are suitable for more-than-the-average manufacturing
complexity.
34
A good proportion of traditional on-premise ERP vendors also provide cloud deployment
options for their ERP products, or at least solution hosting services. These options may
accommodate the needs of complex businesses, which can tolerate fewer hardware and
ERP software issues. A number of typically smaller vendors also offer on-premise software
combined with the advantages of regular service-like payments and license leasing
plans. So, the options are richer than they initially appearits often a matter of mutual
agreement between a vendor and its client.
Compliance
There are certain manufacturing business verticals that fall under strict compliance rules
of specific countries or regions. For example, in the Unites States, there are the Health
Insurance Portability and Accountability Act (HIPAA), the Payment Card Industry Data
Security Standard (PCI DSS), the Sarbanes-Oxley Act (SOX), and other privacy and data
security rules that require that software providers meet certain standards, rules, and
practices. Another exemplary standard is found in the US defense industry, which has strict
rules with regard to the citizenship of everyone involved in accessing the data, and, for
instance, exerts tight control over all data, documents, materials, and equipment on-site.
Although there are cloud-based ERP solutions that comply with certain standards,
additional attention is required when moving ERP and its data to cloud-based vendors.
Rigorous research of potential compliance risks and challenges must be performed prior to
making such a decision. The price for a mistake is highthe company may face significant
penalties or even lose part of its business.
In fact, the same in-depth preliminary research practice should be applied to on-premise,
hybrid, and other variants of ERP software deployment.
35
The situation today is much better, as the ERP industry and cloud vendors have gained
experience and the necessary know-how on how to perform integration. In parallel, the
entire business software industry has developed many practices on better and easier
product integration. As a result, integration with cloud ERP software is no longer an
unresolvable challenge; however, it still is one of the most important considerations when
selecting an ERP solution. The ideal package should provide seamless integration with all
the companys existing applications, whether those be installed on premises or located
in the cloud. As there is virtually unlimited variability in the combination of software
solutions companies have in place, the ERP software decision should be made based on
the individual companys needs, and the integration capabilities of all theoretically suitable
solutions should be examined.
36
or IT staff from the customer. A manufacturing ERP system for midsize companies is already
an extremely sophisticated tool that requires some of the customers employees to take
care of the data and changing report requirements, to track current transactions, to analyze
inventory data quality, and to execute other business analysis and data analysis functions.
Finally, the corporate network and Internet connections required to access cloud-based
ERP should be in working order at all times. All this upkeep requires a qualified technical
and ERP staff in place at the customer site.
37
38
Conclusion
In conclusion, both traditional on-premise ERP software and newer cloud-based ERP
software have benefits and pitfalls. Despite the extensive and aggressive marketing
efforts of cloud ERP vendors, cloud ERP software is not a panacea for manufacturers. And
manufacturing companies are not at the forefront of cloud-based ERP software adoption
for multiple reasons, many of which are related to the nature of the manufacturing business
and how cloud ERP addresses the challenges and concerns of manufacturers. Overall, the
idea of cloud computing is very attractive to business managers, who tend to have an
easier time with the decision to outsource in general.
A combination of the two, or a hybrid approach, is often an option worth considering. It
allows for embracing the benefits of the cloud for non-critical or non-transactional areas
of business software. Another option for those companies that prefer to keep their data
within their organizations servers could be private cloud deployment, which combines
the scalability and flexibility of cloud ERP with the security and data ownership benefits of
on-premise ERP software. But the final software selection decision should always be based
on the specific real-life business requirements and plans for future growth.
39
Challenge
In 2011, K-Tron began looking for a new enterprise resource planning (ERP) solution to
replace its outdated legacy systema combination of MAPICS, Cameleon Configurator,
and what K-Trons quality director, Jirina Ramescu, calls a spaghetti bowl of home-grown
applications.
But the project hit a roadblock shortly after kickoff as representatives from the companys
five sites proved unable to agree on a single set of requirements.
Ramescu attributes the impasse to a lack of knowledge. After years spent using an older
system, many of the stakeholders didnt have a clear idea of a modern ERP systems
ERP for Midsize Manufacturers Buyers Guide
capabilities. And even those who were more up-to-date on ERP features were convinced
40
that K-Trons requirements were too specific for an off-the-shelf solution to support.
Without an agreement, the team couldnt secure approval for the project. So to break
the deadlock and get expert help with their ERP selection, K-Tron turned to Technology
Evaluation Centers (TEC).
TEC Advisor
showed us
exactly how
different solutions
addressed K-Trons
requirements.
That made it quick
and easy to get
a short list that
everyone could
agree on.
Jirina Ramescu,
Quality Director, K-Tron
Requirements
K-Trons new ERP solution needed to meet the following criteria:
support for the languages, currencies, and other specific requirements in the five
regions where the company operates; and
K-Tron estimated that the system would need to support around 500 users.
TECs project
managers were
instrumental to
our success. The
TEC team were
great people
to discuss strategies
with.
Jirina Ramescu,
Quality Director, K-Tron
Project
K-Trons selection team had first encountered TEC at an ERP Vendor Shootout event in
Baltimore, Maryland. Impressed with TECs rigorous methodology and impartial approach,
K-Tron hired the Montreal-based advisory firm to develop a single set of functional and
technical requirements that software vendors would be able to understandand respond
to accurately.
So TEC built a custom requirement set that included functionality for ERP, product lifecycle
management (PLM), customer relationship management (CRM), and enterprise asset
management (EAM). Based on that requirement set, TEC helped the company complete its
long list of prospective solutions and compare vendor responses to requests for information
(RFI) using the TEC Advisor software evaluation and selection system.
But after quickly identifying a short list of solutions to consider, the project hit another
naturally, Hillenbrand wanted all of its subsidiaries operating on the same platform. It
seemed that the selection process would continue only if Hillenbrands own software system
couldnt meet K-Trons requirements.
roadblock. K-Tron was acquired by Batesville, Indiana (U.S.)-based Hillenbrand Inc., and
41
Fortunately, TEC was able to leverage the months of work that had already gone into the
selection project, performing a full software capabilities assessment project to determine
whether Hillenbrands system was indeed a good fit for K-Tron. And while K-Tron did end
up selecting the system proposed by Hillenbrand, TECs methodology ensured that the
company got a clear picture of what the vendor could deliver before making a final decision.
According to Ramescu, comparing solutions with TEC Advisor allowed K-Tron to identify
important functional gaps in the proposed solution, and negotiate for the extra module
required to close those gaps.
Result
Despite a few unexpected setbacks, K-Tron was able to select the winning solution in
under a year with help from TEC. Happy with the results of the project, Ramescu cites TECs
methodology and project-management expertise as the key to aligning K-Trons stakeholders
42
every technology
While
deployment comes with
its own unique set of
challenges, the TEC process
was more efficient from the
perspective of both cost and
time.
er
ti
y
og
ar
ch
Tec
h
no
l
Meth
od
ol
Exp
se
s
ie
Re
og
se
Technology Evaluation Centers (TEC) is the impartial advocate for the enterprise
software purchaser. TEC helps companies like yours choose the enterprise
software solutions that best meet their unique business requirements. Our
selection services can help ensure the success of your next software selection
projectquickly, impartially, and cost-effectively.
selectionservices@tec-centers.com
www.technologyevaluation.com
43
TEC Resources
Special Reports
How Mobile ERP Is Changing the Way Manufacturers Do Business
Why Manufacturers and Distributors (Still) Need Different ERP Systems
TEC 2013 ERP Market Survey Report: What Organizations Want in Enterprise Resource Planning Software
Articles
Cloud ERP for Manufacturing: 6 Considerations
Cloud ERP Users Are Happier, Study Purports
How Do You Choose between SAP and Oracle? Run Them Side by Side
Is a Two-tier ERP Strategy Right for You?
To ERP or Not to ERP, That Is the C-level Question
Vendor Notes
Apollo: Local Cloud ERP for Balkan Mining Operations
Deltek: Social ERP EmergesA Deep Dive into Deltek Kona
FinancialForce.com: FinancialForce ERPNew Player in Cloud ERP Market
Infor: Infor Delivers SyteLine 9.0 (Six Years in the Making)
Oracle: Social ERP EmergesA Deep Dive into Oracle Social Network
ProfitKey: ProfitKey in 2014the Manufacturing ERP Solutions New Look and Status
QAD: QAD Explore 2013: Veteran Vendor Ready to Tackle the Future
SAP: SAP Broadens Range of Solutions for SMEs
SAP Business Suite on HANA: See What Youre Missing
Social ERP EmergesA Deep Dive into SAP Jam
44
45
Casebook
Case Study
Benefits
Press-Seal Gasket
Industry
Rubber Products
Press-Seal Gasket has manufactured and designed rubber pipe gaskets since 1954. With
4 high-capacity precision extrusion lines and 10 injection molding presses, Press-Seal
supplies gaskets and flexible connectors for pipe, manholes, and storm water drainage and
sanitary sewer systems. In recent years, the company has expanded to produce rubberbased products for rail, automotive, aerospace, and industrial customers, in addition to
its traditional underground construction markets. The companys in-house laboratory and
visibility,
floor
Challenges
shop
Solution
Made2Manage
Enhanced
47
engineering department combined with the Top-Notch Tool division, offers customers
economical, single-source access to the products and services they need to get the job
done.
and order levels. Additional consideration was given to ease of use. From a list of four
48
finalists, the choice was pared down to two and finally to the one solution that best fit their
criteria: Made2Manage ERP from Aptean.
After a six-month preparation processconsisting of planning the conversion, training
future system users, and testing the systems capabilities and configurationPress-Seal
Gasket completed the conversion over one weekend, keying in beginning balances and
open orders to start business anew on Monday morning. After running parallel for just a
month or two, the old system was retired permanently, but retained on-site in case there
was ever a need to retrieve historical information from old files.
Made2Manage
is at the core of
everything we do.
It tracks every part
of our business
and gives us
the information
we need to
make decisions
and resolve the
challenges the
market throws at
us.
Chris Slater,
IT Manager, Press-Seal Gasket
Shop Floor
Manager
provides direct
and immediate
feedback to
the workers as
they report their
activities. Its easier
for the workers to
report and theyve
been able to
eliminate reporting
errors.
Chris Slater,
IT Manager, Press-Seal Gasket
49
Another big help is the customer relationship management (CRM) activity tracking feature.
The system keeps track of every customer contact and action, including any calls, inquiries,
site visit notes, collection activities, and more. The user has a full view of all customer
contacts and notes on one screen. Its easy for the user and helps provide great customer
service. Made2Manage is at the core of everything we do, Slater says. It tracks every
part of our business and gives us the information we need to make decisions and resolve
the challenges the market throws at us. Slater is particularly pleased with the cost-ofownership of the system, too. The ongoing costs for running Made2Manage are really very
minor compared to the value were getting from the system.
About Aptean
More than 9,000 customers around the world rely on Aptean to give them a competitive edge. By
providing innovative, industry-driven enterprise application software, Aptean helps businesses to
satisfy their customers, operate most efficiently, and stay at the forefront of their industry.
50
We know our
true costs now.
When we make a
change and find
new efficiencies,
we know the full
impact on our
costs and we know
how much we
can lower prices
and still remain
profitable.
Chris Slater,
IT Manager, Press-Seal Gasket
Case Study
Situation
Utilizing an antiquated, unsupported system that required numerous modules and
heavy customization in order to meet their industry-specific needs as a batch process
manufacturer, Kelley Technical Coatings could no longer ignore the challenges putting a
strain on its business, as well as its employees.
Extensive manual work was hindering Kelley Techs productivity. Employees were spending
Once they were ready to input the data, they would spend hours, sometimes days working
through a seemingly endless number of data entry screens. The companys reporting
functionality was inadequate and could not extract the data into formal reports, so more
hours were spent manually compiling necessary reports in Excel.
Kelley Tech relied heavily on these manual system work-arounds to manage many of
its processes. The disparate modules were creating silos of information that did not
communicate with each other. This presented the most significant issue with how inventory
was affecting the general leger (GL). The companys visibility into the full impact that
inventory was having on the GL was severely limited until it reached its year-end physical
hours sorting through data, trying to determine what should be entered into the system.
inventory count. Because Kelley Tech was forced to expense packaging at 100% due to the
lack of communication between production and inventory, this year-end count left the
company with a huge adjustment that negatively impacted the bottom line.
51
Kelley Techs productivity was also affected by a lack of formulation capability in its lab
operations. This was creating a bottleneck and forcing the research and development
group to use Access reports to manage calculations for weights per pound and gallon, as
well as for volatile organic compound (VOC) and hazardous air pollutant (HAP) measures,
and other regulatory compliance measures.
These challenges provided strong motivation to find a comprehensive enterprise resource
planning (ERP) system that offered enterprise-wide visibility and enabled communication
between every aspect of its operations.
Selection
Led by the director of finance and information systems, Doris Devers, Kelley Technical
Coatings began the evaluation process to find a best-fit ERP system. It was important to
Kelley Tech that the new system be capable of handling all of the complex requirements of a
batch process manufacturer, including a working environment for its lab that could handle
formulation, costing, environmental reports, and calculations on weight measurements,
etc. The system also needed strict lot tracking with automated documentation to ensure
consistent and accurate inventory control.
In addition to DEACOM, Kelley Technical Coatings was evaluating Sage and BatchMaster,
but found that the DEACOM single system most effectively met all of their critical
requirements. Kelley Tech considered DEACOMs model to be the all-inclusive solution
it was looking for, and was encouraged by Deacoms willingness and ability to quickly
develop and deploy system enhancements to address requirements not already being
Implementation
As with any major information technology (IT) implementation, the collective Kelley Tech/
Deacom team faced a few challenges that caused the implementation to run slightly
longer than anticipated. Because of Deacoms guaranteed fixed price, not only were all of
Kelley Techs functionality needs addressed at no additional cost, the company was also
able to draw on the expertise of the Deacom implementation team for as long as it needed,
without budget overrun concerns.
The extra time for implementation was primarily related to Kelley Techs lab requirements.
With no lab environment in place, Deacom needed to build it from scratch. The Deacom
implementation team and Kelley Techs lab personnel had a highly collaborative relationship,
52
working together to fully appreciate what the other was looking to accomplish. The lab
personnel were diligent in learning how to set up the system, and the Deacom team was
thoughtful about understanding all of Kelley Techs specific needs. Additionally, Kelley
Techs lab personnel wanted to see what the new systems lab environment would look like,
which presented a new challenge since it was still in development. Deacom proactively
set weekly meetings to ensure the lab team was kept up-to-date with the progress of the
system. Ultimately, Kelley Tech found Deacom to be very helpful and attentive throughout
this lengthy process.
When Kelley Tech provided constructive feedback to the Deacom team regarding how
the system handled the release of batch tickets, the team worked diligently with the
DEACOM has
simplified a lot
of our processes
and dramatically
improved our
productivity.
appropriate Kelley Tech resource to improve the capability and ensure that its resource
was thoroughly trained and could easily manage the process independently. Once the
combined team worked through the initial issue, Kelley Tech found the functionality to be
user friendly and extremely helpful.
Implementing an entirely new system was a huge step for us, so we expected that it would
be a bit bumpy, said director of finance and information systems (IS), and ERP project
manager, Doris Devers. But the Deacom implementation team was on-site for the entire
first week, holding our hands, and ready to assist any department that needed it. And even
though they werent physically with us past the first week, their responsiveness never
suffered. We have always felt well supported.
Customer Satisfaction
DEACOM has simplified a lot of our processes and dramatically improved our productivity,
said Devers. What used to take eight to twelve steps, DEACOM streamlined into one or
two, in some cases eliminating steps altogether.
A fully automated electronic data interchange (EDI) system that has reduced time
spent on importing customer invoices and cut back on keying errors
Ability to release shipments the day they go out, ensuring the right batch numbers
and products are adjusted in the system
53
These and other improvements resulting from the implementation of DEACOM have
delivered considerable financial benefit, leaving Kelley Tech feeling confident when it
came time to present the impact of DEACOM to its board of directors.
The implementation of DEACOM delivered significant change and equally significant
benefits. Now that inventory actually communicates with the general ledger, we dont
need to expense 100% of packaging and sundries, but rather apply it to inventory to be
included as an asset on the balance sheet, and expensed through the income statement as
true COGS [cost of goods sold]. This led to substantial savings in packaging and sundries
expenses, which went straight to the bottom line. This was huge! From this, we achieved a
return on investment within the first 6 months of going live! And our annual audit went
more smoothly and quickly than in past years.
Doris Devers, Director of Finance and Information Systems, Kelley Technical Coatings
solution that seamlessly links all departments within a manufacturing company, providing a
54
comprehensive view of the entire operation. By making complex issues simple, Deacom helps
streamline manufacturing business process to maximize productivity and profitability. For more
information, please visit www.deacom.com or e-mail info@deacom.com.
55
Case Study
Why Epicor?
midsize businesses.
Benefits
Challenges and Opportunities
56
Improved
operational
visibility,
and
agility,
Epicor Express
Since the mid-1990s, manufacturing has become exceedingly globally competitive. Many
U.S.-based manufacturers have looked to outsource work to China, achieving a lower cost
basis but often with a loss in overall quality. The residual effect of this trend has been a loss
of jobs and an erosion of Americas manufacturing base.
But Chirch Global Manufacturing is an example of a manufacturer applying ingenuity
and technology to support a new hybrid onshore/offshore manufacturing model that is
fundamentally changing the game for the advantage of its customers/business partners,
while keeping its U.S. manufacturing base intact.
A family-owned business, Chirch Global was started by Anthony L. Chirchirillo in 2002.
The company offers cost-effective precision metal fabrication, stamping, progressive die
tooling, and sub-assemblies manufactured in Northern Illinois and China. The company is
ISO/TS 16949 certified. Chirch stamps precision parts for all industries using materials from
.004-inch to .375-inch thick. Services include: rapid prototyping, fabrications, stampings,
assemblies, machining, tool design and build, specialty packaging, and global sourcing.
Industries served include: appliance, automotive, cellular, communications, consumer,
We wanted the
most current and
future-looking
technology, and
Epicor, with its
roots in contract
manufacturing
applications, as
well as its strong
software-asa-service ERP
solution, was a
great fit.
Anthony L. Chirchirillo,
CEO, Chirch Global
In 2008, Chirch acquired a precision metal stamping company based in McHenry, Illinois.
However, it also acquired antiquated information systems lacking both documentation
and user manuals. Chirch knew technology was key to making its hybrid onshore/offshore
business model fly and provide the agility and responsiveness needed, but it couldnt
afford expensive technology deployments or costly in-house IT resources.
At a time when many manufacturers were timid regarding adoption of cloud-based,
virtualized solutions, Chirch adopted a first-mover visionary position, leveraging an ondemand cloud-based ERP solution to support the ability to access information anywhere to
support seamless global 24/7 operations. Seeking to standardize on the most current and
future-looking technology platform, it moved to the Epicor Manufacturing Express Edition
(Epicor Express) platform in late 2009.
57
A complete end-to-end ERP solution provided in the SaaS model, Epicor Express delivers
broad functionality, particularly for the specific needs of contract manufacturers, job
shops, and small-to-midsize businesses. It is priced affordably with a deployment model
that minimizes complexity. In order to maximize the benefits of the cloud, Epicor Express
runs on a multitenant, shared database environment via a single application instance.
We wanted the most current and future-looking technology, said Anthony L. Chirchirillo,
chief executive officer (CEO) of Chirch Global, and Epicor, with its roots in contract
manufacturing applications, as well as its strong software-as-a-service ERP solution, was
a great fit.
automatically splits the job into two separate (but vital) schedules: a production and die
58
maintenance schedule. For example, a tool that is to be used in production will not be
set up in the press until its production status has been reviewed and verified by Chirchs
team of tool and die professionals to prevent foreseeable quality issues or manufacturing
inefficiencies. The result of this improves productivity through more strategic maintenance
scheduling. All maintenance activities are now logged and managed in the system. Chirch
can see exactly what maintenance has been done on a tool and even be proactive in telling
customers when its time for maintenance or how many hits are left on a machine before
service.
The Epicor Express deployment has given Chirch the ability to better manage and monitor
its supplier and subcontractor efforts and support its lean manufacturing and just-in-time
inventory management initiatives. Once the system was in place, Chirch realized that many
of its suppliers were over-shipping product, and as a result, Chirch was sitting on too much
inventoryin stark contrast to its lean just-in-time manufacturing system goals. A policy of
only being able to accept less than 10 percent overage helped curb bloated shipments, and
electronic purchase orders helped ensure no paperwork fell through the cracks.
Whats more, improved information access has empowered Chirchs employees, giving
them more confidence in their decision making. From monitors across the shop floor, they
can view all the following: open sales orders, due dates, quantities, finished and on-hand
inventory, and ship location. They can also view material purchase orders, so if the required
material is not on hand, they can see when it is due to arrive. If the material for a specific
job is not arriving for another day or two, the shop can move to the next job in line so a
machine doesnt stand idle for days.
These outstanding results demonstrate how Chirch is succeeding in its goal of helping
its customers compete with anyone anywhere in the world, in bringing customers
a winning combination of globally competitive prices; access to Chinese resources to
support U.S. manufacturing expansion; local customer service, distribution and just-intime delivery, with adherence to the highest quality standards.
and throughput.
59
60
Case Study
Solution
Epicor ERP
Benefits
Challenges
solution.
per year)
orders.
than 100 years of combined manufacturing experience, and is recognized around the world for being the first to invent the
shrink bundler and spiral stretch wrappers. Expertise runs deep with ARPACs 220-plus tenured staff who have installed close
to 30,000 machines worldwide. Serving a broad range of industries, ARPACs packaging machines can wrap everything from
toothpaste to tool sheds. To provide ARPACs unmatched team of experts with automated support and free them from their
daily data entry tasks, the company implemented a next-generation enterprise resource planning (ERP) solution from Epicor.
Located in Schiller Park, Illinois, ARPAC is a packaging machinery manufacturing and service organization. ARPAC has more
61
Ryan King, director of information technology (IT) for ARPAC, explains how the company
counting, was enough for the company to seek a modern enterprise software solution.
Employees were spending too much time on manually transcribing data on disconnected
databases which required double entry and allowed for mistakes. This was ineffective and
frustrating, especially when it came to customer orders. We started to realize how long it
really took to complete a task; it was amazing. People were either getting really used to
workarounds, or getting very good at the current process, says King. The limitation of the
systems was ARPACs breaking point.
In 2007, ARPAC implemented Epicor ERP. Epicor provides a single-source system that
contains an extensive array of integrated business applications to help automate and
streamline company processes.
efficiencies and productivity. King and his team were on a mission to outsource manual
labor to its new ERP solution.
King didnt want to work in the typical IT department. Instead, he wanted the IT department
to become a revenue source for the company. To do so, the IT department needed to
challenge the status quo. First, they needed to determine where the companys biggest
waste was in terms of time and resources, and identify what employees should not be
doing that the ERP system can be doing. These initial questions are what started ARPACs
lean journey. King and his team led a company-wide initiative to leverage its ERP solution
to help adopt what ARPAC calls lean automated processes (LAP). The objectives for LAP are
simple: utilize information technology to maximize the ease of doing business, while also
ERP for Midsize Manufacturers Buyers Guide
decreasing the cost of doing business. In other words, saving money and still getting the
job done.
ARPAC has one of the fastest order-to-shipment delivery times in the packaging industry.
The companys continuing investment in a vertically integrated production facility, using
solid lean manufacturing principles, creates a competitive production advantage over the
long term. ARPAC maintains stock of many standard packaging machines at competitive
prices for quick delivery. Epicor has helped ARPAC continue to reach new levels of lean
strategies through better inventory management and accuracy.
Epicor provides ARPAC with best practices for lean methodologies on the shop floor. ARPAC
estimates that the kanban techniques available in Epicor have saved the company 15 hours
a week in terms of work hours, which amounts to a savings of approximately $225 (USD) per
62
tested the limits with its old systems. The age of the equipment alone, 12 years and
week ($11,700 [USD] per year). Take barcode scanning, for example. With barcode scanning,
jobs are created and manufactured faster and easier, and without paperwork. Electronic
purchase orders are automatically created on the shop floor by simply scanning the part
barcode. The system can also trigger a late email notification that is automatically sent to
suppliers if an order is behind schedule.
It used to take more time to do the paperwork then to create the part. Now it is instant,
says King. ARPAC quickly learned that eliminating go-between processes was critical to
reducing waste across all aspects of the companys daily operations.
Adopting lean principles has made a tremendous impact on ARPACs sales department. A
program that was designed using the LAP concept is the ARPAC Vendor Inventory System
(AVIS). ARPAC was spending large amounts of time and resources tracking and re-ordering
stocked parts. This involved a great amount of administrative time, and it required a fulltime position to manage. AVIS is an online portal that was created for ARPACs suppliers
to monitor and replenish their stock. With AVIS, as soon as ARPACs inventory levels drop,
an email alert is automatically sent to its suppliers who can log onto the AVIS site to see
what part needs to be re-ordered. The online workbench provides the purchase order
number indicating the part type, quantity, and agreed price for the product or service.
Once the order is submitted, a packing slip with a barcode is automatically generated so
when ARPAC receives the shipment the paperwork is already done. ARPAC simply scans
the barcode upon receiving the package and avoids manually entering the purchase order
information into the system.
AVIS has greatly improved ARPACs buyer-seller relations. The online system helps ARPAC
keep products close at hand without the heavy corresponding costs. With the self-service
online tool, ARPAC can communicate with its suppliers easier and faster without having
to waste valuable staff time interacting with a purchasing agent, and parts and services
always has good inventory on its shelves, which is a huge customer service advantage.
Today, 30 suppliers use AVIS. They like the user-friendly and up-front, simple interface.
ARPAC also created an online program for purchase order confirmations (POC). Previously,
ARPAC experienced huge accounts payable problems matching purchase order prices to
invoices, and faced price list issues. On average, ARPAC spent three hours a day on each
buyer chasing down suppliers to confirm purchase orders. ARPAC created the POC program,
another online portal for suppliers to access, for confirming purchase orders, printing
packing slips, processing back orders, and submitting invoices. Since this is all done online,
ARPAC was able to reduce its purchasing head count by one. Furthermore, through Epicors
are provided in a timelier manner. AVIS ensures ARPAC never runs out of spare parts, and
credit card transaction module, ARPAC set up electronic processes for handling credit card
payments. ARPAC realized a return on investment within the first six months. By eliminating
the need to process credit cards by hand, ARPAC saves approximately $14,600 (USD) a year.
63
Epicor ERP and the programs ARPAC designed using LAP concepts have made a significant
fiscal impact on the company. ARPAC was able to cut costs, improve efficiencies, and
boost productivity all by leveraging technology to automate routine tasks. Through its
implementation of lean principles, ARPAC stays committed to quality, competitive prices,
and quick delivery times.
64
technology of these systems just wasnt ready for Internet availability at that time. We have a
very different story today. Today applications are built using a service-oriented architecture
(SOA) which feeds off the power of the Internet to deliver applications that can run either at
your shop or over the Internet. We call the latter cloud-based solutions and many times they
are available in a new model which is subscription based, called software as a service (SaaS).
The business benefits in choosing cloud-based solutions include the ability to reduce the
noise of deployment of new technology, as the information technology (IT) component of
installation and ongoing management of the systems is done for you. Your time can truly be
And then came the Internet and around the year 2000 we had the dot-com bust. The
spent doing what you do best, which is focusing on your customers. In addition, the pricing
model for these systems is very attractive to small and start-up businesses that are cash
65
conscious. An ongoing predictable monthly fee for use of the system with a small start-up
covers not only the cost of licensing the software, but also the application server needed
to run the application, the ongoing maintenance and support of the systems needed, and
access to phone and online support teams that are available to help.
Whether your business chooses to leverage the technology of Epicor ERP on premise at your
business site or to use Epicor Express, a cloud-based solution (based on Epicor ERP) designed
for job shops and small manufacturers, the technology and purpose of this document is to
discuss leading technologies that todays manufacturers cant afford to ignore.
Top 6 Technologies
Epicor has experience in working with over 4,000 manufacturers around the world. These
technologies are what we see as real game changers for our customers ability to stay agile in
the face of change while executing on their business strategies.
late jobs or purchases received today or quality incidents today, this week, this month.
66
Its really up to you, as you can easily configure the dashboards one time, using your data,
and continue to use them on a daily basis.
Instantly see the costs posted to date for any job with the Cost Exceptions Dashboard.
based on the goals and strategies of your management team. For example, you might
67
either one type of user giving up functionality to keep things simple or another user living
with complexity they dont need. Customization and personalization provides a technology
solution that can bridge the gap here by delivering a tailored interface that optimizes the
time a user spends on the system. The user can tailor the tab stops (where the system stops
as you tab through the application), make a field invisible, modify the colors and fonts of
fields, even the positioning of windows so that you can maximize use of the interface to
quickly see whats needed and to get the job done.
Users can modify any form to make it their own and optimize their day-to-day working in the
software.
68
enabled integration with Microsoft Excel to enable bringing in multiple rows of data from
Excel spreadsheets by pasting them into the gridyes, no retyping. Some great uses of this
might include bringing in a materials list or a schedule of shipments.
Access and update multiple ship dates with options to paste directly from Microsoft Excel.
In addition, the young workforce coming into the business world today is tuned for mobility
69
Delivering a secure login for your accountant to review and report off hours, right from
their office, when it is convenient
Checking on a critical job while on vacation or before you go into work for the daydid
the 2nd shift complete what we needed?
Check the status of production flow and whats expected while out on the shop floor,
wondering why a machine isnt running
Being able to respond and have the information to execute plan B quickly when needed
or to queue purchasing for a hot buy
Check inventory status, perform cycle counts, use mobile workers to deliver whats
needed to production, rather than have operators looking for material, etc.
Perhaps you need to just keep a keen eye on cash and want to know what cash was
received for the dayto the minute, hour, day
Epicor delivers on access anywhere through its cloud-based solution, Epicor Express. In
addition to this, for our on-premise customers, you can use an HTML-based interface called
Anywhere Access or use Epicor Mobile Access with updatable dashboard capabilities. We
arent always in the office when we need access to our business data; with Anywhere Access
you can take it with you.
the types of things we cant predict, but perhaps we can control them in the future. Business
70
process management (BPM) allows you to put in a rule that can do one of the following
things:
Flash a warning message and ask if the operator really wants to do this
Match your business processes with a rules-based design tool for business process management
(BPM).
This is one example of the use of a BPM to control your business processes. Anywhere within
the system, when an event occurs, you can put rules around the event that do a check and
have an action. Other examples of BPM include:
Once a shipment is shipped, the customer and salesperson are automatically sent an
email
Orders over a certain dollar amount or at a high discount percentage are put on hold,
Jobs in production are automatically released to the floor once the material is received
There are so many uses of BPM; this is a key feature that Epicor customers have deployed
in their business and that is helping to drive out wasted processes and improve accuracy in
the business.
71
Furthermore, will the software comply with the local requirements for taxation and
reporting? Epicor supports multiple deployment methodologies
from an IT perspective and can manage the processes needed
to build in one plant and sell in another, and perform interplant
transfers and manage inventories in multiple locations. These
robust multi-plant and multi-company operational features
mean that whether it is more cost effective to add on to your
current operations, purchase a competitive shop in another
location, or simply build across the street, Epicor can support
your operational needs for information. In addition, Epicor has
localized and translated its award-winning technologies in
over 150 countries with over 30 different languages and has
development and support offices around the world.
72
73
the team from the factory to the garage to the track can make the
calls that make the difference between winning and losing.
Social
Platform
Insights
74
learn more at microsoftcloud.com
Case Study
the critical data components that drive the business up front and reduce much of the
75
machine is forecasted in IFS. We lay out a schedule for 18 months as lead times are quite
long on some of the items. We fill up our schedule, but dont release it to production until
we have an order for each machine.
Miller-St. Nazianz has more than 132,000 inventory parts, a single manufacturing facility,
and multiple sites set up in IFS to manage repair parts, including a warehouse in Canada.
Warranties are handled in a best-of-breed system from TDS Software, integrated with
application programming interfaces (APIs) in IFS Applications.
We have 38,000 repair parts in our system, Krahn said. Not all of them are in stock. At
some point we may sell any one of those parts, resulting in a shop order and manufacturing
process if necessary. We are very much like the auto industry where we sell to the dealer
network and the dealer sells to the customer. When the equipment needs warranty repair,
the dealer fixes it. The dealer turns in a claim to us and we have to replenish parts, account
for and cost, and so on. IFS Applications makes it possible for us to do something like
this very easily. It is a very functional, bidirectional interface. We also have an online parts
catalog and order-taking system that interfaces directly with IFS. The dealers can get
online in an electronic catalog, order parts into a cart, and that shopping cart feeds into
business APIs in IFS so they get their dealerships negotiated parts pricing reflected in their
portal within ARI PartSmart.
SolidEdge, our CAD software, leverages the use of Microsoft SharePoint, Hendrikse said.
We can pull the bills of materials into IFS right from the drawing so we dont have to
manually enter that data, eliminating data entry errors.
76
We are developing
the system processes
and disciplines to
get the critical data
components that
drive the business
up front and reduce
much of the nonvalue-added work
of chasing data
downstream. Without
the interface tools
of IFS Applications,
we would not have
been able to achieve
that closed loop
environment.
Michael Krahn,
Director of IT, Miller St. Nazianz
If we had a standalone CRM package, it would be one more thing to maintain, Hendrikse
said. Here, you put it in one spot and you can access that data in other places throughout
the company, including in the CRM. Within the CRM, we can see open invoices, open
accounts receivable, warranty claims, dealer inventory, collection reports, contacts, all of
the past warranty registrations, and owners for all of the machines in the past.
Adapting To Change
While IFS Applications has delivered the flexibility to allow Miller-St. Nazianz to adapt
to future change, it has already brought about substantial changes in the company, as
management refocused the product line and made key acquisitions.
The Millers are visionary and could see the trends affecting todays farm, Krahn said.
More and more corporate farms and coops use our machinery. One of the top tools on
todays farm is a sprayer because it adds value not only by fertilizing but by eliminating
bugs and weeds. It is one of the main machines that actually add value to your crop and
If we had a
standalone CRM
package, it would
be one more thing
to maintain. Here,
you put it in one
spot and you can
access that data
in other places
throughout the
company, including
in the CRM.
T.J. Hendrikse,
IT Manager, Miller-St. Nazianz
Benefits
Complete product lifecycle management
Integrated online part catalog and order taking for more accurate pricing
77
Case Study
A Compound Problem
Before investing in IQMS manufacturing enterprise resource planning (ERP) software,
EnterpriseIQ, Network Polymers was struggling to run its business through five different
78
programs: Microsoft Dynamics SL, Vicinity Manufacturing, FRx, Microsoft Forecaster, and
Excel. Noticeably problematic was the customization necessary to interface these five
disparate systems, causing procedural issues and preventing system updates. Digging
deeper, Network Polymers realized it lacked the critical tools necessary for future success,
particularly in the areas of enterprise-wide data transparency and accurate inventory
tracking:
The combination of Network Polymers multiple business systems had created a oneway data exchange scenario, so daily manual interactions (complete with natural
human entry error) were inevitable. Reporting was difficult due to data segregation
and critical information regarding quality control holds was not clearly visible,
resulting in bad production runs and costly shipping errors. Any accurate figures
Network Polymers was able to obtain were dated. Without real-time information,
employees felt uninformed and decision making was inefficient and untimely.
Scott Arnopolin,
Director of Supply Chain and
Technology, Network Polymers
One of Network Polymers most fundamental challenges lay in the lack of integration
between its inventory program and its manufacturing module that handled bills of
materials (BOMs) and formulations. Without that integration, Network Polymers
had few material requirements planning (MRP) capabilities and no cost accounting.
Additionally, physical inventory at Network Polymers was a laborious process, taking
5 to 7 days to count, double check counts, manually enter data, analyze variances, and
create adjustment batches. Production reporting was only allowed at the end of the
run, and coupled with the delayed delivery of data, meant good product did not often
appear in the system, limiting the shipping department with poor visibility into the
status of finished goods.
team consisting of specific department leaders, each held accountable for selecting the
79
80
Shipping and
receiving materials
is a breeze. . . We
have not missed a
shipment, nor have
we mis-shipped
a product, since
going live with
EnterpriseIQ!
Scott Arnopolin,
Director of Supply Chain and
Technology, Network Polymers
Second only to more timely and improved decision making, Network Polymers other top
through the use of barcodes and handheld scanners, physical inventory time decreased
from 57 days to just 1.5 days (a 75 percent savings of time), with the greatest inventory
81
accuracy results ever. Network Polymers can also now completely cycle count its entire
plant in 2 to 3 days, rather than 2 to 3 weeks. In addition to assisting with physical inventory,
the WMS module has increased manufacturing production run efficiency due to increased
inventory location accuracy, resulting in less time spent running around looking for raw
materials.
The WMS module, along with barcoding and scanners, has increased our efficiency in the
plant beyond our expectations. Materials are where the inventory module shows that they
are, which allows us to spend less time scurrying around our plant looking for materials
moved outside of the system, said Arnopolin. Shipping and receiving materials is a breeze
as well utilizing the barcodes and scanners. We have not missed a shipment, nor have we
mis-shipped a product, since going live with EnterpriseIQ!
Finally, Network Polymers has become increasingly more proactive in material ordering
because greater visibility into inventory levels allows for better control of raw material
flow. Network Polymers now has a superior ability to increase, expedite, decrease, and
de-expedite raw materials than ever before. Inventory levels are much more manageable,
as they have been reduced from more than 11 million pounds to an average of 6 million
pounds due to MRP and accuracy of the data.
We are still finding new ways to benefit from the system as well as ways the system can be
improved for us, said Arnopolin. The system has eliminated most of the manual processes
and calculations we deal with, saving us time and allowing us to spend that time addressing
more critical issues.
Looking Forward
Network Polymers was already on the path to becoming a more integrated team, rather than
a company of individual contributors, before they implemented EnterpriseIQ. But Network
Polymers does attribute advancement in company culture, in the areas of continuous
improvement, accountability, and workplace pride, to EnterpriseIQ. The company can now
focus on being more proactive and accountable, rather than primarily reactive. Personal
satisfaction in working for Network Polymers has also increased since partnering with IQMS.
We are a customer serviceoriented company and always willing to do whatever it takes to
attain 100 percent customer satisfaction, said Arnopolin. With this philosophy comes great
challenges to get the job done right the first time. EnterpriseIQ allows us to proactively
satisfy the customers requirements while giving us the flexibility to break our norm in
order to exceed expedited requests.
82
EnterpriseIQ
allows us to
proactively satisfy
the customers
requirements
while giving us
the flexibility
to break our
norm in order to
exceed expedited
requests.
Scott Arnopolin,
Director of Supply Chain and
Technology, Network Polymers
We are happy about our successes over the past three to four years, but we are very excited
about the future improvements and successes we will conquer over the next three years,
continued Arnopolin. If you are a manufacturer of products using bills of materials or
formulas and are looking for a complete A-Z ERP solution, IQMS EnterpriseIQ is your answer.
Return on Investment
Employees are 50 percent more productive due to more accurate, easy-to-access data
Have not missed a shipment, or mis-shipped a product, since going live with EnterpriseIQ
Decreased yearly physical inventory from 57 days to only 1.5 days (a 75 percent time savings)
Can completely cycle count the entire plant in 2 to 3 days, rather than 2 to 3 weeks
Network Polymers is also the exclusive producer of the Diamond Polymer brand of resins and alloys
with enduring performance properties. Today, Network Polymers is proud to connect its customers to
a consistent supply channel, offer competitive pricing, deliver custom formulations and support its
customers through a broad spectrum of technical support capabilities.
For the past 25 years, IQMS has been designing and developing manufacturing ERP software for the
repetitive, process, and discrete industries. Today, IQMS provides a comprehensive real-time ERP software
and MES solution to the automotive, medical, packaging, consumer goods, and other manufacturing
markets. The innovative, extended single-database enterprise software solution, EnterpriseIQ, offers a
scalable system designed to adeptly grow with the client and complete business functionality, including
accounting, quality control, supply chain, CRM, and eBusiness. With offices across North America,
Europe, and Asia, IQMS serves manufacturers around the world.
About IQMS
83
Case Study
has been able to continue to innovate in amazing new ways, most recently by inventing the
worlds first branded stitchthe ActiveSeamthat is revolutionizing the manufacture of
textiles and clothing of all shapes and sizes, including in the multi-billion-dollar activewear
industry.
ActiveSeam is not only a brand new stitch, its also an entirely new business model for
the textile world, requiring customers to license its use. Well-known customers are signing
up in droves, customizing the stitch to suit their own brands, requiring Merrow to have
better-than-ever ERP functionalityseamless order tracking, robust reporting, and tight
inventory control, for example.
As an innovative company itself, Kenandy has been a great part of our successful
innovations with ActiveSeam and other exciting business opportunities, says Merrow chief
84
executive officer (CEO) Charlie Merrow, who, with brother Owen, is the sixth generation of
Merrows to run the pioneering company.
No Programmers Necessary
With Kenandy, programmers also arent necessary. Says Merrow, With Kenandy, I dont
need a C+ or a PHP guyI just need someone smart. Kenandy not only lets us see our data
more clearly, it lets us quickly react to things and customize the system ourselves. Thats
real value.
So much focus on innovation and customization means continual problem solving and
iterating new ideas. Failure is an inevitable part of the process that leads to success.
We get things wrong all the time, and thats just fine, says Merrow. The amazing change
with Kenandy is that it lets us iterate through the failure points. As an example, Merrow
mentions a repair program the company recently built on the Salesforce Platform and
integrated with Kenandy. It was a disaster in the beginning, but one of our smart guys,
who doesnt have a programming bone in his body, easily made adjustments and its now
turned into an enormous asset for the company.
85
showing whats going on in that particular areahow many invoices need to go out, for
example, or what packages are shipping. Weve never had access to information of this
breadth and depth before. Its really extraordinary, and its making an enormous difference.
The Merrow Global investments in these businesses are driven in large part by our
confidence in Kenandy, says Merrow. Because Kenandy is so easily extensible, we can
build out the backend support for these new businesses quickly at a relatively low cost.
This is, in fact, why these businesses are launching.
Rather than being constricted by the limitations and unwieldy requirements of its prior
on-premise ERP systems, Merrow can use Kenandy to seamlessly leverage information and
resources that enable the company to grow and prosper.
Kenandy enables us to focus on the business challenges that allow us to grow and make
money rather than on the problems of dealing with software, says Merrow. For eight years
after Owen and I took over running the company, it was hard to focus on anything other
than what we had to do. Now, since weve implemented Kenandy, weve spent the last
year focused on growth. Its a very different usea far better useof our resources, of our
people.
86
About Kenandy
Kenandy is the cloud ERP platform for the modern enterprise. Kenandy Empowers Real People to work
the way they want to work on any device anywhere in the worldits easy to use, implement and
change. Kenandy automates all of your core business processes including order-to-cash, procure-topay, planning and production, and global financials. For more information, visit www.kenandy.com.
Connect with us: Facebook LinkedIn Twitter YouTube
Case Study
approach was fine when the company was small; however, it quickly became insufficient as
87
At Chobani, were focused on making one cup of quality yogurt at a time, said Maureen
A. Hurley, vice president (VP) of IT at Chobani. We guide all of our decision-making
processesfrom milk selection to IT solutionson the desire to lead and grow while
keeping things simple, efficient, and focused on producing the perfect cup each and every
time.
After researching a range of options, Chobani selected Microsoft technologies, including
Microsoft Dynamics AX and Microsoft Dynamics CRM, to meet the needs of its people and
keep pace with its aggressive plans for future growth.
The Chobani team especially liked the flexibility Microsoft business solutions enable, as
workers can roll out new modules swiftly and add functionality over time as needed. The
system is used throughout the company to review production numbers and distribution
levels to more deeply understand and analyze the companys performance and current
business challenges.
Microsoft Dynamics AX lets us track the entire process of transforming milk and cultures
into fresh yogurtfrom the processing facility to distribution channels and, finally, right to
grocery store shelves, Hurley said.
As a result of implementing Microsoft Dynamics AX, Chobani experienced lower production
costs, inventory control, and reduced employee workloads. The company had its state-ofthe-art processing plant in Idaho, the largest of its kind at 1 million square feet, up and
running on Microsoft Dynamics AX in just 27 days, which helped increase shipment speed
to various distribution locations.
Another large portion of Chobanis success stems from its interaction with consumers,
ERP for Midsize Manufacturers Buyers Guide
88
Microsoft Dynamics
AX lets us track
the entire process
of transforming
milk and cultures
into fresh yogurt
from the
processing facility
to distribution
channels and, finally,
right to grocery
store shelves.
Maureen A. Hurley,
VP of IT, Chobani
Microsoft
Dynamics has
contributed
to our success
and consistent
growth.
Maureen A. Hurley,
VP of IT, Chobani
Founded in 1975, Microsoft (Nasdaq MSFT) is the worldwide leader in software, services, and solutions
that help people and businesses realize their full potential.
At the heart of every successful business are the people who make things happen. Microsoft Dynamics
designs modern business solutions that empower individuals with intuitive tools that allow them to do
their best work. Our proactive, easy-to-use business applications adapt to the way people and systems
work, enabling businesses to rapidly deploy and be forward-looking in an ever-changing world.
About Microsoft
89
Case Study
Customer Profile
Founded in 1986, Lifetime Products is the worlds leading
Business Needs
Working with large retailers such as Walmart and Costco demands lean, smart processes, especially in areas governed by
enterprise resource planning (ERP) systems, including global manufacturing, inventory management, and shipping. As
Lifetime Products 20-year-old ERP system was showing its limitations and reaching end-of-life, the company embarked on a
5-year plan to replace its ERP platform and products with a more robust, flexible, and efficient system.
Having worked with Microsoft products and Microsoft Consulting Services since 1999, Lifetime leaned toward Microsoft
products, solutions, and support for this engagement. However, the company also investigated other options. We looked
at four different systems, said John Bowden, Lifetime Products chief information officer (CIO). One was a progress-based
90
system that was kind of just like our previous ERP system. The others were SAP and Oracle. Then Microsoft Dynamics AX 2012.
Lifetime found the SAP and Oracle system to be, according to Bowden, pretty strict and
hardened platforms that didnt work well inside a standardized Microsoft environment.
The company chose Dynamics AX for its flexibility and configurability, its ability to integrate
seamlessly into Lifetimes Windows environment, and the desire to continue the longstanding relationship with Microsoft Consulting Services. We wanted to have that really
tight partnership between Microsoft Consulting Services and the product group itself. I
think we were able to accomplish that, versus having a value-added reseller in between,
Bowden explained. That gives you one throat to choke or one hand to shake. Youre not
making this so complex by having all of these layers of people involved.
The scope of the ERP replacement program made Lifetime especially wary of unnecessary
complexities. The company planned not only to replace the entire ERP system, but
to integrate data from multiple lines of business, including customer relationship
management (CRM), product lifecycle management (PLM), and accountingfrom all over
the globe. Lifetime also had to ensure ISO 9001 compliance for manufacturing and payment
card industry (PCI) compliance for merchants that accept credit cards. It was an exhaustive,
5-year replacement plan that impacted the entire business, demanding in-depth planning,
clear communication across multiple stakeholders, seamless implementation, and ongoing
support.
Solution
We wanted to have
that really tight
partnership between
Microsoft Consulting
Services and the
product group itself.
I think we were able
to accomplish that,
versus having a
value-added reseller
in between. That
gives you one throat
to choke or one
hand to shake. Youre
not making this too
complex by having
multiple layers of
people involved.
We have just finished a 2.5-year implementation of Microsoft Dynamics AX with very indepth help from Microsoft Consulting Services, said CIO Bowden. The implementation
process began with Lifetime creating a team to identify business needs and challenges.
We took the positions of nine people in the organization and turned them into what we call
analysts for Dynamics AX during a particular planning phase. Then we complemented
them with Microsoft Consulting Services technical and functional consultants to help get
through the implementation.
These Microsoft consultants went well beyond the usual planning functions. They came onsite 6 months prior to the project kickoff to learn about the company and its culture. Those
consultants lived with us for two-and-a-half years, said Bowden. They took us through a
process Microsoft calls Microsoft Sure Step, which is functional design documentation and
technical design documentation, overseen by a full blown project manager, who is still on-site.
core team members, Bowden explained. That meant that they became full-time business
91
The Microsoft consultants even joined the internal core team members on a trip to
China to better understand Lifetimes global needs and operations. In addition, they
oversaw additional consultants from buyers important to Lifetime who functioned as
subject matter experts. Lifetime chose to keep the external consultants under Microsoft
supervision because it furthered the companys goal of single source accountability. In the
end, Bowden said, there is only one person responsible for the results.
While both internal staff and external customers use Lifetimes ERP system, the primary
focus was on internal users. To minimize risk, nothing was left to chance in ensuring that
the system would work for them.
Microsoft Consulting led internal users through the process called Test Scripts, which
means that they prove they can do their jobs in the system, Bowden said. Users spent
very many late nights to make sure that could happen. It took months. Everyone really
pulled together. We even created an AX Go-Live Banner. Everybody signed that banner at
the beginning of the project and everybody signed it at the end. We wouldnt go live until
everybody decided that we were ready.
Microsoft Consulting Services implemented the Lifetime Products Dynamics AX solution on
time, on budget, and, per Bowden, on quality. For all of that, Bowden credits exceptional
teamwork among Microsoft consultants, external consultants managed by Microsoft, and
his internal team members. I guess it goes without saying that the better the teamwork,
the easier the information flows. Working together more efficiently was the end result.
Benefits
ERP for Midsize Manufacturers Buyers Guide
92
This centralized system enabled seamless transitions from one stage of development to
the next, and facilitated clear, simplified communications among internal and external
stakeholders and teams.
that have to be completed before those materials can go into production and make a
by trusted partners in Microsoft Consulting Services. The more trust in resources that our
company has, the better results you are going to get, he concluded.
93
About Microsoft
Founded in 1975, Microsoft (Nasdaq MSFT) is the worldwide leader in software, services, and solutions
that help people and businesses realize their full potential.
At the heart of every successful business are the people who make things happen. Microsoft Dynamics
designs modern business solutions that empower individuals with intuitive tools that allow them to do
their best work. Our proactive, easy-to-use business applications adapt to the way people and systems
94
Case Study
In 1995, Kalmar started a project called Rough Terrain Container Handler, or RTCH
(pronounced retch) for short. The objective was to develop and produce machines for
the U.S. Army TankAutomotive and Armaments Command (TACOM). In April 2000, Kalmar
received a contract with TACOM for the supply of RTCH, and as a result, was awarded
three additional contracts for vehicle maintenance, field service support, and aftermarket
parts sales. And, in 2009, Kalmar was awarded a second 5-year contract with the United
delivered its 500th RTCH.
Situation
Kalmar RT Center, a wholly owned subsidiary of Cargotec, a Finnish-based container
manufacturing, shipping, and logistics company, moved its manufacturing and operations
to San Antonio, Texas, about 4 years ago to be close to the U.S. defense market. With a
proven product and as a new company in the United States, Kalmar was fully expecting
rapid growth. With plans to expand from its current military market into the commercial
States Department of Defense for manufacturing the RTCH. By 2012, Kalmar had built and
market, Kalmar knew that it needed a much more robust, yet flexible and scalable enterprise
resource planning (ERP) system. It further wanted a solution that ran in the cloud, such that
95
the companys complete attention and valuable resources could be focused on product
development and innovation rather than information technology (IT) infrastructure
management.
SAP helps us be more efficient, said Tim Crossno, chief financial officer (CFO) of Kalmar. It
further allows us to streamline manufacturing, optimize our inventory, and more effectively
execute more government contracts. Our previous system, QAD, was very limited and much
less flexible, and did not allow us to understand manufacturing costs, purchase appropriate
inventories, or execute the types of contracts that we need to. Recently, the Department
of Defense requested a cost-plus-fixed-fee contract, and our previous system could not do
that. So, naturally as our business expands, so do our systems need to expand, hence our
decision to implement SAP Business ByDesign.
Implementation
Because we moved to a much more robust ERP solution, we knew we needed to get full
team involvement, said Crossno. Right from the get-go, we formulated the TIGER team.
That team, comprising experts from every functional department, signed on to the project.
Because of their extensive knowledge of their specific processes, they had a crystal clear
understanding of what was needed to enhance the business, function by function, and
department by department.
At the head of the TIGER team, Kalmar appointed both a member of the chief experience
officer (CXO) team and a project manager. The CXO, who served as the executive sponsor,
oversaw the overall implementation project and made sure that the team had the resources
it needed. The project manager also oversaw the entire implementation project, but did so
at a much more granular level, holding all team members responsible to stay on task, thus
ensuring that all goals and objectives were met on-time. This organization proved to be
very beneficial in successfully reaching Kalmars original, yet very aggressive go-live date.
In an effort to ensure a successful go-live, Kalmar needed to make sure the system would
truly work better than QAD. So that we could be better off from day 1, said Crossno, we
tested, tested, and tested some more. We examined every functional process of the system
to ensure that things worked according to plan. And they did.
Implementation Partner
While we believe in our people, our products, and our mission, we wanted to make sure we
partnered with the right company when it came to assisting in the implementation, said
96
SAP Business
ByDesign
further allows
us to streamline
manufacturing,
optimize our
inventory, and
more effectively
execute more
government
contracts.
as well their proven implementation methodology, and their full staff of SAP-certified
consultants, we felt most comfortable moving forward with Navigator. Throughout the
implementation, Navigator held our hands to make sure that our plans would work, and
do so without a hitch. Even when potential functional roadblocks appeared, Navigator
worked tirelessly to provide best-practice processes in our organization and the software
to ultimately create workarounds that proved to be more effective in the long run.
Results
As a supplier of rough terrain container management machines, Kalmar has a very complex
manufacturing process. With hundreds of production orders issued each week, and with
thousands of SKUs [stock keeping units] needed to fulfill said orders, we found a better way
to manage this process in SAP ByDesign, Crossno said. In addition, as a result of running
SAP, we are able to actually track the true costs of production. This combined with real-
Navigator worked
tirelessly to provide
best-practice
processes in our
organization and
the software to
ultimately create
workarounds that
proved to be more
effective in the
long run.
time inventory control, better purchasing and forecasting, as well as enhanced contract
execution capabilities makes SAP Business ByDesign the right choice for Kalmar RT Center.
ByDesign and SAP Business One, and provides Project Management and Technical Consulting services.
97
Case Study
Applications Replaced
Anisa International
Company Focus
Designer and manufacturer of high-
Other Applications
Considered
Location
Atlanta, Georgia, USA
Solutions
NetSuite, NetSuite Manufacturing,
Industry
NetSuite OneWorld
Manufacturing / Distribution
Customer Successes
Since going live in June 2012, NetSuite has supported 19% revenue growth for Anisa,
named to the Inc. Top 5,000 Fastest Growing Companies in America list.
NetSuite manufacturing capabilities, introduced in December 2013 at Anisas whollyowned 600-person factory in Tianjin, China, help streamline production of 22 million
cosmetic brushes a year.
NetSuite manufacturing enables Anisa to reduce waste and inefficiency at the China
plant with capabilities for bills of materials, work orders, assembly and bin-level
management, routings, and requirements planning.
98
Creation of purchase orders and bills of materials from sales orders for China
production are automated through workflow, saving significant time over previous
manual processes.
Using NetSuite, Anisa is rolling out new metrics-based monitoring of on-time delivery,
volume and quality, and other measures at the China plant, with performance bonuses
for personnel based on quantified data.
NetSuite enables greater efficiency to help Anisa expand its business of producing
cosmetic brushes and kits for 75 brands including Sephora, Target, LOral, and Este
Lauder.
Breakthrough visibility into sales, inventory, and profitability enabled through NetSuite
are helping guide strategic decisions for Anisas growth.
Anisa has accelerated its invoicing processes and cash flow by up to three weeks since
As a manufacturer,
we needed a
solution that could
handle the full
cycle covering
manufacturing,
inventory, and
financials. NetSuite
is extremely robust
and gives us
scalability to
grow.
Anisa International
Monthly financial close time has been reduced from two weeks to one week.
Challenges
Solution
Cloud ERP and manufacturing capabilities met Anisas desire to avoid in-house
software, servers, and a costly IT department.
99
About NetSuite
Today, more than 20,000 companies and subsidiaries depend on NetSuite to run complex, missioncritical business processes globally in the cloud. Since its inception in 1998, NetSuite has established
itself as the leading provider of enterprise-class cloud financials/ERP suites for divisions of large
enterprises and mid-sized organizations seeking to upgrade their antiquated client/server ERP systems.
NetSuite excels at streamlining business operations as demonstrated in a recent Gartner study naming
NetSuite as the fastest growing top 10 financial management systems vendor in the world. NetSuite
continues its success in delivering the best cloud ERP/financials suites to businesses around the world,
enabling them to lower IT costs significantly while increasing productivity, as the global adoption of the
cloud is accelerating.
100
Case Studies
by 5 percent while line of business (LOB) technology spending has grown approximately
101
1 Wang,
R. Ray, A Software Insiders Point of View, Constellation Research, April 30, 2012.
Within the Oracle user community we are seeing this shift toward cloud adoption on the
business side. In a survey of 364 Oracle Application User Group (OAUG) members, a sizable
portion of them reported that LOB deployments of cloud technology are on the upswing.
More than 25 percent of cloud projects were initiated from the top executive suiteat the
behest of chief executive officers (CEOs), chief financial officers (CFOs), and chief marketing
officers (CMOs). An additional 25 percent of respondents said that LOB managers initiated
cloud engagements, and 8 percent of respondents said cloud engagements were initiated
by LOB employees.
This paper examines several real-world implementations to reveal the benefits our
customers are realizing with Oracle cloud solutions. Specifically, as a result of Oracles
uniquely comprehensive, modern approach to cloud applications and services, these
customers can:
Innovate faster with less riskroll out solutions faster with less burden on IT and in
incremental steps, accelerating time to value and flexibly responding to changing
market conditions
Transform user experiences and insightdeliver greater value to their teams and their
own customers with advanced, embedded reporting, and social capabilities accessible
anywhere, on any device
access the latest software functionality quickly and with lower risk and cost.
102
tools and an intuitive user interface that works on any mobile device. These applications
have been architected on a modern and open service-oriented platform and infrastructure
to simplify integration needs and lower an organizations total cost of ownership.
76% of business
managers surveyed
around the globe
said their top
motivation for
adopting cloud or
SaaS applications
was to have a
quick way to get
the software they
wanted.
With such extensive functionality across business processes, customers can solve their
business problems with complete solutions that give them end-to-end execution and
complete visibility. There are no information silos, and no need to coordinate software
upgrades between vendors, integrate data, or manage disparate security policies.
Such was the motivation for one of the nations premier retailers, operating hundreds
of stores across North America. The retailer wanted to deploy a cloud-based talent
management system that would readily integrate with its on-premise Oracles PeopleSoft
Human Capital Management applications and other business systems. Decision makers
selected Oracles Talent Management Cloud as the SaaS solution that would work with
other in-house systems to manage talent end to end.
A key objective for the retailer was a seamless experience for human capital management
(HCM) users, from recruiting through hiring, performance review, and other aspects of the
employment cycle. The retailers human resources (HR) executives have been impressed
so far with how the solution improved our employees experiences from a couple of
perspectives. The experience for end users will be consistent all the way from application
through their talent processes, performance review, and leadership. The other point is that
the product is easy to use. So we knew there would be high user adoption.
For another company, Herbalife, the ability to provide complete processes and integrate
with other in-house systems was also a key driver in its selection of Oracle Human Capital
Management Cloud.
Herbalife is a global nutrition company that helps millions of people pursue healthy, active
lives. Its nutrition, weight-management, and personal-care products are available in more
than 75 countries around the world. Five years ago, Herbalife began a global rollout of
Oracles enterprise resource planning (ERP) suite, starting with on-premise solutions for
mix in the last several years to leverage the Oracle Cloud to bring new products to market
quickly and drive more innovation for the company.
Before selecting Oracle Human Capital Management Cloud as its global HCM platform,
Herbalife examined a number of application software products, both on premise and cloud
based. The company needed cloud solutions that could integrate easily with its other
business applications and processes. The people in the HCM system have to tie into all
the other business processes. Having a vendor that can provide business solutions and
not just stovepipe solutions was important to us, says Mark Schissel, senior vice president
(SVP) and chief information officer (CIO) at Herbalife.
order entry, supply chain, and financials. The company began to change its deployment
103
Herbalife also required the complete range of deployment flexibility that only Oracle
cloud solutions offer. It was important for us to work with a vendor that offered multiple
deployment options, says Schissel. Whether it is on premise, or whether it is a managed
service, or whether it is software as a service, depending on our business circumstances,
that answer changes. And it might change over time, as well. Its important to work with
a vendor that understands all of those deployment options and can maximize them and
make sure all of our systems are working together while theyre in different states.
Having complete visibility and consistent execution across business processes was proven
critical for both of these highlighted Oracle Cloud customers, who gave strong weighting
to Oracles unique ability to accommodate these needs.
were in the cloud, and when we come down, they can come down.
104
Innovation speed and flexibility benefits have also been realized by iRobot Corporation,
a leader in delivering robotic technology-based solutions, including the award-winning
iRobot Roomba vacuum cleaning robots. Deploying Oracle Cloud applications has helped
iRobot bring new products to market more quickly and become a more nimble business,
while improving customer service levels.
iRobot utilizes on-premise applications for finance and other corporate functions, but
when it came time to deploy a new customer service system, the IT department was busy
expanding manufacturing facilities and warehouses. They didnt have the capacity to help
roll out a global customer experience solution needed to scale the companys call center
business to support iRobots products worldwide.
A SaaS solution
was strategic for
my organization,
because I had
limited resources
and we werent
technical. Our
expertise is in
customer service.
We really didnt
have the expertise
in the infrastructure
Oracle has that
expertise.
Oracles cloud
solution now
provides a seamless
way for us to
communicate with
the customer and
also to communicate
with our products
out in the field This
provides information
engineering needs in
order to make new
product decisions
and be able to
meet the customers
expectations.
engaging people even before they become customers, and to continuously improve those
relationships so they become brand advocates.
Moreover, for business users, Oracle offers the ability to directly access data in the cloud,
without needing to learn analytics software. For example, a set of tools allows end users
to analyze Facebook posts and Twitter feeds and respond. Business users are able to do
that directly, by themselves, in the Oracle Cloud. iRobot leverages the mobile and social
and provide a better user experience. iRobot benefits from having continuous access to
cutting-edge technology with each upgrade. New technologies, such as the ever-changing
mobile and social landscape, are used by their customers and iRobot is able to keep up with
these changes.
With a feature in Oracle Customer Experience Cloud, customers are able to show iRobots
customer service agents the problem they are having. It was traditionally very hard and
frustrating for customers to communicate about their robot problems over the phone.
Now, they are able to seamlessly upload the actual content to YouTube or other sites so the
agent can watch the video and understand the problem more vividly. And as a result, the
agent can troubleshoot more efficiently and make sure that the robot is working correctly,
improving customer satisfaction.
105
In addition, Oracle cloud solutions break down information silos and provide transparency
for all organizations at iRobot. Engineering can log right into the system, and see the
conversation with the customer whether its a chat, an e-mail, on the user forum, on YouTube,
and so on. Engineering, quality assurance, and other departments have transparent access
to the customer conversation, which is available 24/7. This rapid feedback has improved
product quality and accelerated product launches.
The modern, embedded social and mobile capabilities of Oracle Cloud are also critical in
the world of retail, where companies must adopt new technologies rapidly to compete. In
the case of our premier retailer, they enjoyed the ability to deploy a mobile version of their
Oracle SaaS solution and also utilize social capabilities. Having an easy-to-use interface as
well as a mobile and social component has been important for getting thousands of users
to adopt the solution. Also, mobile capabilities have enabled the retailer to push recruiting
activities to mobile and social sites, where users can pick up applicants from their mobile
devices, thereby bringing innovation and new efficiencies to their recruiting processes.
grade applications, on a common platform, all enhanced with modern, socially enabled
106
technologies and applications. Today, we have more than 10,000 customers and more than
25 million users that rely on Oracle Cloud every day.
75% of business
managers say their
ability to innovate
using their cloud
applications has
been hindered
and the main
hindrance is a lack of
integration.
Mark Schissel,
SVP and CIO, Herbalife
They own the services. From Oracle, I can buy a business solution and Im not just buying
107
About Oracle
Oracle designs hardware and software to work simultaneously in the cloud and in the data centers.
The integrated solutions offered by Oracle are designed to address complex business processes for a
wide range of specific industries. Among them, Oracle Database is the worldwide #1 entrepreneurial
database that allows the information to be always available and safe. Oracle Cloud SolutionsOracle
designed its solutions in the cloud at entrepreneurial level, including software as a service (SaaS),
platform as a service (PaaS), and infrastructure as a service (Iaas). With these solutions, Oracle helps its
customers manage their data so they can focus on their business growth. Oracle Fusion Middleware
is the business innovation leader platform for the company and the cloud. It helps the companies
create and operate flexible and smart applications and at the same time maximize IT efficiency. Oracle
Applications offers better results with a full range of implementations in the companies, for public
cloud, private or hybrid cloud, as well as a safe route, so that the customers take advantage of the latest
technological advances. Oracle Engineered SystemOracle designs previously integrated systems to
reduce the cost and complexity of IT infrastructure, and at the same time, it increases its productivity
and performance. Oracle ServersOracle servers offer a record-breaking performance, simplified
administration, high availability and efficiency that saves costs. Oracle Services Oracle helps companies
take full advantage of their technology investments and encompass the solutions complete life cycle.
Oracle is the only company with a complete Hardware and Software and service portfolio that lets its
customers400,000 of them in more than 145 countries in the worldspeed up innovation and create
added value for them. Oracle is the company of the Hardware and Software, Engineered to Work
Together.
108
Case Study
entire infrastructure and application environment. And, the company needed to reduce IT
109
Speedy Implementation
Plex met Intevas requirements for implementation by migrating all sites from SAP to
Plex in less than 12 months. First to launch were the companys European Headquarters
and Technical Center in Wuppertal, Germany, and its Matamoros Operations Plant 2 in
Matamoros, Mexico. This was followed by launches at its two manufacturing facilities in
Alabama 3 months later. The remaining launches were completed 3 months after that at all
of Intevas remaining locations in Mexico, Germany, Hungary, and the United States.
Unlike most ERP launches Ive seen, our migration to Plex was completed smoothly and
quickly, said Dennis Hodges, Inteva chief information officer (CIO). The speed of this
launch was especially remarkable given the complexity of integrating data from many
different locations.
From start to finish, the implementation took approximately 1 year. Inteva utilizes all Plex
functions including production, financials, purchasing, and supply chain management.
110
Unlike most
ERP launches
Ive seen, our
migration to Plex
was completed
smoothly and
quickly. The speed
of this launch
was especially
remarkable given
the complexity of
integrating data
from many different
locations.
Dennis Hodges,
CIO, Inteva Products, LLC
Cost Savings
Inteva has exceeded our cost-savings goal, said Hodges. We have saved significant
maintenance and resource costs and trimmed one-third off of our monthly IT budget.
The key is how Plex is supported, said Hodges. It is managed off premises, so we dont
have to worry about the day-to-day challenges of keeping the system up and running.
Plex has brought us more flexibility in staffing and allowed us to avoid the two-tier IT group
required by SAPwhere most of the team was dedicated to managing the infrastructure
and only a small percentage were involved in business development.
Dennis Hodges,
CIO, Inteva Products, LLC
In contrast, about 80 percent of our IT team members today are business analysts. They
are able to focus on strategic support of our business units. This has improved the overall
alignment between the IT department and the rest of the business.
All brand names are registered trademarks of their respective owners.
About Plex
Plex is the Manufacturing Cloud, delivering industry-leading ERP and manufacturing automation to
more than 350 companies across industries including aerospace and defense, food and beverage and
motor vehicles. Plex pioneered cloud solutions for the plant floor, connecting suppliers, machines,
people, systems and customers with capabilities that are easy to configure, deliver continuous
innovation, and reduce IT costs. With insight that starts on the production line, Plex helps companies see
and understand every aspect of their business ecosystem, enabling them to lead in an ever-changing
market.
111
Case Study
Challenge
Primrose was previously using antiquated methods of tracking business operations
in multiple sources and on various systems. Data management was entered manually,
requiring duplicate entry of data and increasing the opportunity for errors. Primrose desired
real-time financial and inventory control information that would alert them when inventory
was low and what items were needed to fulfill orders. The company was experiencing an
112
increasing need for quality control measures, a scheduling system that coincided within
one system, and a sound formula storage system.
Solution
Primrose implemented ProcessPro Premier 10.18 in late 2009, a fully integrated and
industry-specific ERP solution that afforded the company the ability to track realtime inventory, create production schedules, and measure quality control. Since then,
Primrose has continued to meet its growing demands with adding additional features and
performing necessary upgrades. They have been an excellent partner for beta testing of
numerous future version releases.
Primroses hardship in being unable to effectively track inventory levels throughout the
production process without pulling manual paperwork created a necessity for a real-time
physical inventory solution. With the use of ProcessPro, they are able to maintain accurate,
manageable inventory levels, reducing waste and lag time. They have experienced a great
improvement in operational efficiency through the use of AWS, which provides virtually
error-free inventory transactions via handheld scanners.
All-inclusive System
Primrose recognized the value in a fully integrated system that was all inclusive. They
previously utilized Microsoft Excel for scheduling and storage of formulas and were utilizing
a third-party module for their accounting needs. ProcessPro offered them a complete
system, an accounting package, warehouse management, research and development
(R&D), material requirements planning (MRP), and more. ProcessPro provided a sound and
secure formula storage option aiding with consistency in quality.
Production Scheduling
With the dynamic of Primroses manufacturing process, they required a flexible scheduling
system that had the ability to handle different machines, shapes, and sizes of production.
ProcessPro Premiers Advanced Scheduler feature has allotted for Primrose to schedule a
batch for multiple days and multiple routes. They have experienced a dramatic reduction
in workflow and shipping errors.
User Friendly
ProcessPro provided a system that Primrose could use out of the box without major
modifications, which was a major concern for them when in the initial sales cycle. They
were also concerned on the user friendly capabilities of ProcessPro, as they kept in mind
that their staff would need to adjust to the change. Primroses staff has been pleased with
a user to view solutions while working in the system.
About ProcessPro
ProcessPro is a leading mid-market ERP software solution for the process manufacturing industry.
Designed specifically for manufacturers that combine batches of mixtures, ProcessPro seamlessly
integrates all aspects of plant operation, from beginning order entry through manufacturing, packaging,
shipping, inventory, and accounting. ProcessPro has been serving the food, beverage, pharmaceutical,
nutritional supplement, cosmetic, and specialty chemical industries for more than 25 years. More
information about ProcessPro is available at www.ProcessProERP.com.
the painless transition, accessibility of support staff, and the Docs on Disk series that allows
113
VAIs award winning ERP software provides the power and unsurpassed value that
companies need to address key industry requirements and deliver bottom-line results.
Vormittag Associates, Inc.
1.800.824.7776 sales.vai.net
Case Study
Company
Industry
Industrial Products
The Challenge
Facilitate company growth
Manage costs
order placement/fulfillment
115
The Company
von Drehle Corporation manufactures and supplies towel and tissue products for the
away-from-home market, which includes hotels, restaurants, and a wide variety of
commercial establishments. In addition, the company manufactures and buys ready-made
paper dispensers, providing customers with the ability to order complete paper dispensing
systems.
Manufacturing locations and warehouses are located in Memphis, Tennessee, and Maiden,
North Carolina. The company also operates a paper mill in Rockingham, North Carolina,
and a converting facility in Las Vegas, Nevada.
von Drehle fills about 2,750 orders each month from a roster of about 400 customers.
The Challenge
The company initiated a search for enterprise resource planning (ERP) software in 1997
to facilitate growth, achieve green goals, manage costs, coordinate manufacturing and
warehousing sites, implement digital dashboards, and provide in-depth visibility into
operations. Though she was not employed at the company when the choice was made to
go with SYSPRO ERP software, Phyllis Durmire, director of information technology (IT) for
von Drehle, indicates that . . . the selection was based on the broad functionality of SYSPRO
financial and manufacturing modules.
A primary consideration of seeking new software was the ability to coordinate all company
locations under one IT umbrella. In this manner, updated data on inventory movements,
ERP for Midsize Manufacturers Buyers Guide
shipping processes and other transactions would be readily available to all system users.
116
By implementing a bar coding solution and tying it into the ERP software, the company
believed that not only could superior inventory tracking be achieved, but also more rapid
order turnaround. Toward this latter goal, the company also wanted the ability to pinpoint
finished goods inventories at the various company sites. Moreover, by providing the ability
for customers to place orders directly into SYSPRO software via EDI, the company felt it
could add to its reputation for superior customer service.
In my opinion,
SYSPRO is the
best operational
software for small
and mid-sized
manufacturers that
want to take their
businesses forward
with the ability to
react quickly and
effectively to market
dynamics.
The Solution
The following is a partial listing of SYSPRO ERP modules utilized by von Drehle and the
functions each enables the company to perform:
SYSPRO Cash Book allows optimal and efficient cash management by providing
system-wide bank reconciliation information on cash inflows and outflows.
SYSPRO Sales Orders enhances customer service through fast, efficient order
processing and accurate, timely order fulfillment, while maximizing sales through
instant access to information about stock availability, prices, and possible substitutions.
SYSPRO Bill of Materials facilitates an accurate expected cost against which to track
actual production costs. The complete bill forms the basis for material and capacity
planning, shop floor control, and costing. You can create and maintain a model of your
manufactured or assembled products, as well as generate what-if costing scenarios.
The EDI process speeds the turnaround of orders and enhances customer service.
von Drehle primarily markets its paper products in the United States via a sales force
consisting of only 15 persons. The company uses recycled waste paper for all its products,
earning it a green seal of approval. SYSPRO ERP software has greatly enhanced the
competitive stance of von Drehle. Because the software enables the company to streamline
production and reduce costs, von Drehle is in the enviable position of being able to
underprice the companys competition.
The Results
117
SYSPRO ERP software also gives management access to highly informative data. The
software produces a variety of reports that give management insight into financials,
inventory levels, and other operational statistics. In addition, the software has enhanced
worker productivity because each can easily customize the software to access only the
specific information required to best perform his or her job.
After working with SYSPRO ERP software for more than 10 years, Durmire notes, In my
opinion, SYSPRO is the best operational software for small and mid-sized manufacturers
that want to take their businesses forward with the ability to react quickly and effectively
to market dynamics. She adds: There are larger ERP providers with huge customer bases
but no one better understands the SMB [small/mid-sized business] space than SYSPRO.
SYSPRO ERP software provides richness and value to companies like ours. It enables us to
see exactly where our business is, analyze and change business processes, and become
more competitive. Beyond that, there is the company intangible of always feeling like we
have a true partnership with SYSPRO.
About SYSPRO
SYSPRO is an independent vendor of enterprise business software and services. The company is
operational in over 60 countries, across six continents, with over 1,500 channel partners. Backed by a
dedicated and professional team, SYSPRO provides world-class software solutions to customers across
118
Vendor Directory
119
Vendor Directory
Solution
Vendor
Web Site
3i Infotech
Orion
www.3i-infotech.com
abas Software
www.abas-software.com
Abel Software
Abel ERP
www.abelsoftware.com
Ability LLC
Ability 585
www.ability585.com
Access Group
Access ERP
www.theaccessgroup.com
Acumatica
www.acumatica.com
Adaxa
ADempiere
www.adaxa.com
Adexa
www.adexa.com
Advanta-TMB
www.advanta-tmb.com
AIM Vision
www.aimcom.com
ALCiE Solutions
www.alcie.com
Apprise Software
Apprise ERP
www.apprise.com
Aptean
Compiere ERP
www.aptean.com/en/Solutions/By-Product-NameAZ/Compiere
Aptean
Intuitive ERP
www.aptean.com/en/Solutions/By-Product-NameAZ/Intuitive
Aptean
Made2Manage
www.aptean.com/en/Solutions/By-Product-NameAZ/Made2Manage-ERP
Aptean
Relevant ERP
www.aptean.com/en/Solutions/By-Product-NameAZ/Relevant
Aptean
Ross ERP
www.aptean.com/en/Solutions/By-Product-NameAZ/Ross-ERP
Aquilon Software
Aquilon ERP
www.aquilonsoftware.com
BatchMaster Software
BatchMaster ERP
www.batchmaster.com
Bluebee Software
bluebee
www.bluebeesoftware.com
BPSC SA
Impuls 5
www.bpsc.com.pl/index.php?CIDA=5079
Carillon ERP
www.carillon.us
Cincom Systems
Cincom Control:2010
www.cincom.com
Commsoft
Fidelio
www.commsoft.ca/en
COSS Systems
COSSERP
www.coss-systems.com
CSB-System
CSB businessware
www.csb-system.com
Datacor
ChemPax
www.datacor.com/chempax.php
Deacom
DEACOM ERP
www.deacom.com
eCommerce Industries
ECi M1
www.ecisolutions.com/products/systems/M1/
default.htm
Elatos Web
www.elatosweb.co.uk
Epicor
Epicor ERP
www.epicor.com/Products/Pages/erp-software.aspx
Epicor
www.epicor.com/Cloud/Pages/Cloud-Manufacturing.
aspx
Vendor Directory
Solution
Vendor
Web Site
Epicor
Epicor Tropos
www.epicor.com/Products/Pages/ProcessManufacturing-System.aspx
Epicor
iScala
www.epicor.com/Products/Pages/iScala.aspx
ePROMIS Solutions
ePROMIS Enterprise
www.epromis.net
Eshbel Technologies
Priority ERP
www.eshbel.com
eSoftware Professionals
Food ERP
www.efooderp.com
Exact
Macola
www.exact.com
EXEControl
www.execontrol.com
Expandable Software
Expandable ERP
www.expandable.com
FactoryMaster
FactoryMaster
www.factorymasterinc.com
Focus I
www.focussoftnet.com/solutions-Focus-I.html
Fitrix ERP
www.fitrix.com
Genius Solutions
Genius Manufacturing
www.geniuserp.com
One-System ERP
www.globalshopsolutions.com
Glovia
GLOVIA G2
www.glovia.com
Grupo Calipso
Calipso
www.calipso.com
HansaWorld
Enterprise
www.hansaworld.com
HarrisData
HarrisData
www.harrisdata.com
IBS
IBS Enterprise
www.ibs.net
IFS
IFS Applications
www.ifsworld.com/en/solutions/ifs-applications/
CANIAS ERP
www.canias.de
INDUSTRIOS Software
INDUSTRIOS ERP
www.industrios.com
ABW
www.abw.com
Infor
Infor Adage
www.infor.com/product_summary/erp/adage/
Infor
Infor ERP XA
www.infor.com/product_summary/erp/xa/
Infor
Infor LN
www.infor.com/product_summary/erp/ln/
Infor
Infor M3
www.infor.com/product_summary/erp/m3/
Infor
Infor Visual
www.infor.com/product_summary/erp/visual/
Infor
SyteLine ERP
www.infor.com/product_summary/erp/sl/
IntegrateIT
ERP123
www.erp123.biz
Intelisis
Intelisis ERP
www.intelisis.com
IQMS
EnterpriseIQ
www.iqms.com
Jeeves ERP
www.jeeves.se/en
JustFoodERP
JustFoodERP
www.justfooderp.com
Kenandy
Kenandy
www.kenandy.com
Kepler
Kepler
www.kepler.com.mx
KeyedIn Solutions
KeyedIn Manufacturing
www.keyedin.com
Vendor Directory
Solution
Vendor
Web Site
Kingdee
K/3 ERP
en.kingdee.com
Knovalent
www.knovalent.com
Knowledge Matrix
EnterPursue
www.enterpursue.com
LOGO j-guar
en.logobs.com/solutions/products/java-solutions/jguar
en.logobs.com/solutions/products/products-erp/
tiger-enterprise-coz
ManEx
ManEx ERP
www.manex.com
MISys
www.misysinc.com
Meritec
Forward ERP
www.meritec.co.za
Metasystems
www.metasystems.com
Microsoft
Microsoft Dynamics AX
www.microsoft.com/en-ca/dynamics/erp-axoverview.aspx
Microsoft
Microsoft Dynamix GP
www.microsoft.com/en-ca/dynamics/erp-gpoverview.aspx
Microsoft
www.microsoft.com/en-ca/dynamics/erp-navoverview.aspx
NetSuite
NetSuite
Northrop
Systems
Grumman
www.netsuite.com
www.opentrac.com
OmegaCube
OmegaCube ERP
www.omegacube.com
www.opentaps.org
Open Systems
Traverse ERP
www.osas.com
Openbravo
www.openbravo.com
OpenERP
OpenERP
www.openerp.com
Oracle
E-Business Suite
www.oracle.com/us/products/applications/
ebusiness
Oracle
JD Edwards EnterpriseOne
www.oracle.com/us/products/applications/jdedwards-enterpriseone
Oracle
PeopleSoft
www.oracle.com/us/products/applications/
peoplesoft-enterprise
Pegasus Software
Opera 3
www.pegasus.co.uk
Pilot ERP
www.piloterp.com
Plex Systems
www.plex.com/solutions/software
proALPHA Software
proALPHA
www.proalpha.com/en
ProcessPro Software
ProcessPro Premier
www.processproerp.com
ProfitKey International
ProfitKey RRM
www.profitkey.com/rapid-response-manufacturingrrm-erp
Pronto Software
Pronto Xi
www.pronto-software.com
Vendor Directory
Solution
Vendor
Web Site
QAD
www.qad.com
Ramco Systems
www.ramco.com
Rootstock Software
www.rootstock.com
Royal 4 Systems
R4
www.royal4.com
Sage
http://na.sage.com/us/erp/sage-100-erp/online
Sage
http://na.sage.com/us/erp/sage-100-erp
Sage
http://na.sage.com/us/erp/sage-300-erp
Sage
http://na.sage.com/us/erp/sage-500-erp
Sage
Sage ERP X3
http://na.sage.com/us/erp/sage-erp-x3
SAP
www.sap.com/solution/sme/software/erp/all-in-one
SAP
www.sap.com/solution/sme/software/erp/businessbydesign
SAP
www.sap.com/solution/sme/software/erp/smallbusiness-management
Seradex
Seradex ERP
www.seradex.com
ShopEdge ERP
www.shopedgesoftware.com
SMe Software
SMARTer Manager
www.smartermanager.com
Softland
Softland ERP
www.softland.cr/ERPsoftware
StarSoft
StarSoft Application
www.starsoft.com.br
Synergix Technologies
www.synergixtech.com
SYSPRO
SYSPRO
www.syspro.com
Enterprise 21
www.tgiltd.com
Tech-X
Cetec ERP
www.tech-x.com
TOTVS
TOTVS Eficaz
www.totvs.com
Trakware Systems
TRAKware
www.trakware.com
Visibility Corporation
VISIBILITY.net ERP
www.visibility.com
S2K Enterprise
www.vai.net
WinMan
WinMan
www.winman.com
WorkWise
Role-Based ERP
workwisellc.com
www.xperiasolutions.com
xTuple
xTuple ERP
www.xtuple.com
Osintsev earned his masters degree in industrial engineering and business administration.
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Technology Evaluation Centers (TEC) helps privateand public-sector organizations choose the best
enterprise software solutions for their unique business
needsquickly, impartially, and cost-effectively. TECs
online Evaluation Centers, containing IT research
and extensive knowledge bases that catalog vendors
support for thousands of enterprise software
features and functions, are the leading resource for
IT decision makers around the world. By combining
that information with a proven methodology, unique
Web-based software selection platforms, and years
of software selection expertise, TEC delivers an
unmatched range of online software evaluation
and selection services that bridge the gap between
enterprise decision makers and the vendor/valueadded reseller (VAR) community.
ANALYST GROUP
DIRECTOR, ANALYST SERVICES: Sarah Gibson
LEAD ANALYST: Aleksey Osintsev
April 2014
Technology
Evaluation Centers