Technology in Practice

Labor shortages, increasing levels of chronic disease, and other stressors have long challenged healthcare organizations and practices. And with the extreme, ongoing demands of COVID-19, new billing models, and the potential of a recession added to the mix, the coming years promise to stretch healthcare providers to change more rapidly and completely than ever before.  In late 2022, leading global market research company Forrester Research and healthcare accounting software provider Sage Intacct released their predictions for healthcare practices and organizations over the coming year.   Retail health clinics will double their share of the primary care market, forecasts Forrester Research Forrester Research predicted that hospital bankruptcies could spike—especially among rural hospitals—due to shifting economics. Its analyst noted that remote patient monitoring will become increasingly important, and retail health clinics will command an increasingly large share of the market.  Meanwhile, healthcare financial software provider Sage Intacct anticipated greater consolidations and growth in the healthcare market as a whole, as increased expansion in home healthcare and even greater demand for behavioral health services supersedes that of past years.   “The healthcare industry is undergoing an incredible shift in technology, accessibility, operations and culture.” Guest Speaker Shannon Germain Senior Analyst, Forrester Research So now that we are several months into another year of rapid change, how are these predictions coming to pass? In the webinar, “The Year in Progress in Healthcare,” healthcare experts from Forrester Research and Sage Intacct—as well as experienced technology advisor Net at Work— revisited these important industry trends. The key takeaway was how technology, like healthcare ERP as part of a digital operations platform, can help healthcare organizations meet the challenges of both today and tomorrow. Learn more about how next-generation ERP can help your healthcare organization stay in good health by watching “Next Gen Cloud Financial Management for Healthcare Providers.”

Chemical manufacturers are searching for ways to save money, increase efficiency, and maximize customer satisfaction. But, without the right technology, it’s much easier said than done.  The good news? That’s where enterprise resource planning (ERP) comes into play. With next-generation ERP software, your chemical company can turn these objectives into reality. From production planning to sales order processing and all steps in between, the right solution will take your organization to the next level.  In this post, we’ll cover everything you need to know about ERP for chemical industry applications, including why it’s important, how it benefits your business, and best practices for getting started.  The importance of ERP for chemical industry companies Chemical ERPs are purpose-built solutions designed specifically for chemical manufacturers, labs, and distributors. Unlike many off-the-shelf, one-size-fits-all platforms, chemical ERP software addresses the industry’s unique complexities, including: Inventory management Production planning Regulatory compliance Quality control Plant maintenance No matter what role you play in the chemical manufacturing industry, all organizations can benefit by deploying a modern ERP system. With one source of truth, ERP enables every team to perform its best. It allows you to manage product quality, control overtime costs, pinpoint inefficiencies, and make informed decisions — all from one interface.  Start your digital transformation on the right track with our Chemical Industry Technology Checklist. Industry challenges: Why you need chemical ERP software Here are some of the key obstacles chemical companies are facing that necessitate a modern ERP implementation: Regulatory compliance Compliance requirements are always changing. In the United States, 86% of chemical manufacturers say the overall level of regulatory burden has risen, and they expect the volume of new regulations to rise even further across all levels of government.   Of course, global enterprises are subject to a more complex web of standards and laws. From occupational health and safety to environmental reporting, navigating these obligations isn’t easy. That’s especially true if you don’t have a comprehensive system simplifying the effort.  Production planning The chemical production process is intricate and multi-stepped, necessitating meticulous planning and coordination between the management and the shop floor. Given how many factors there are to consider, it’s often difficult to keep production schedules on track and running smoothly. ERP systems give you a top-down view of the entire process, allowing you to organize, optimize, and adapt on the fly.  Increased competition Emerging markets introduce stiff competition from local companies, which might offer lower prices and quicker adaptability to local demands. Unfortunately, legacy ERP systems and outdated technologies can hinder business agility and prevent you from scaling operations to compete on the global stage. On the other hand, modern solutions give you the tools to nimbly address changing landscapes and beat your rivals to market.  Knowledge gaps According to Deloitte, at least 25% of the current chemical workforce is aging into retirement — and when they do, they’ll take their valued expertise along with them. As the demand for labor rises, embracing technology can level the playing field and mitigate the issue. As Deloitte’s experts argue, “using technology to elevate human capabilities … can unleash human potential and create a work environment where individuals and teams are empowered with the tools, technology, and culture to contribute their full potential.” Quality assurance Ensuring the safety, efficacy, and purity of chemicals is paramount, requiring robust quality control systems. More than just compliance measures, these processes assure customers that your products are trustworthy and secure. ERP can support these efforts, ensuring that raw material inspection and documentation are complete and accurate.  Price volatility Fluctuations in raw material costs — such as crude oil —  impact budgeting and pricing strategies. According to Accenture, some prices change 20-30% in the same week. This type of turbulence can make forecasting a major challenge, but ERP systems give you the data necessary to make decisions with clarity and confidence.  Lack of visibility Without insight into real-time stock levels, inaccuracies can easily lead to operational disruptions, financial losses, and upset customers. Per Deloitte’s Chemical Industry Outlook, visibility is likely the industry’s most critical capacity given its impact not only on inventory management, but also on pricing, cost forecasting, and supply chain operations.  Harnessing business intelligence Leveraging advanced analytics and business intelligence is essential for informed decision-making and innovation in chemical manufacturing. However, without the requisite technology, it’s almost impossible to collect, analyze, and activate data in the first place. Siloed, disparate systems make it difficult to share data across the entire, severely undercutting its potential use.  Chemical ERP features and capabilities Luckily, industry solutions have evolved to meet the needs of today’s complex chemical sector. However, no two ERP software systems are exactly the same. Some, like Sage X3, offer all the capabilities you need to succeed — but others, not so much.  Here are some of the must-have features, broken down by relevant ERP modules: 1. Finance management Finances can get messy when you’re operating on an enterprise level, let alone a global scale. Essential financial management tools include: Multi-currency and multi-legislation support: Enables companies to manage financial operations across multiple countries, accommodating various currencies and complying with local regulations, which is crucial for global operations. Cost accounting models: Provides detailed tracking of production and operational costs, allowing for accurate costing of chemical products which can vary greatly in terms of materials and production complexity. Budget control and forecasting: Helps firms manage their resources more effectively by forecasting future spending and tracking budgets against actual expenses. 2. Supply chain management Supply chain disruptions are a major problem. According to a recent survey, 93% of U.S. chemical companies say they’ve been impacted by supply chain and freight transportation issues. These tools can help avoid complications and keep the whole system running smoothly: Inventory management with lot traceability: Tracks raw materials and finished goods through batch and serial numbers in real time. This is essential for recall capabilities and quality control, which both support regulatory compliance.  Warehouse management: Provides detailed information on the location, status, and quantity of inventory. An integrated warehouse management system (WMS) also allows the ERP solution to optimize storage and space utilization, thereby reducing retrieval times.  Logistics and distribution: Optimizes the movement of goods from production to delivery, including handling hazardous materials, which requires adherence to strict environmental and safety regulations. Want to learn more about detecting supply chain breakdowns? Check out our latest webinar. 3. Production management Of course, chemical manufacturing software wouldn’t be complete without process manufacturing and production management capabilities. These tools can help with various aspects of production: Formulation management: Manages complex formulas and recipes with precision, ensuring consistent product quality and adherence to specifications. This is critical in chemical manufacturing where product efficacy depends on exact formulations. Batch processing: Allows for efficient planning and execution of production batches, optimizing equipment use and labor. This tool is essential for meeting delivery timelines and order fulfillment. Production costing and pricing: Accurately calculates the cost of manufacturing for each product, which aids pricing strategies and margin analysis. 4. Reporting and business intelligence Chemical companies are not strangers to regulatory and competitive pressure. Fortunately, ERPs offer robust reporting, audit trails, and analytics tools to help simplify compliance and make data-driven decisions.  Document management: Keeps an accurate audit trail for inspections, ensuring proper documentation and proof of compliance. From finance to safety, digitized records are key to minimizing potential liabilities.  Real-time analytics: Provides instant access to operational and performance data, enabling timely decision-making, which is crucial in rapidly changing market conditions. Predictive analytics: Uses historical data to predict future trends, helping chemical companies proactively manage business operations and market strategies. Benefits of chemical ERP software Chemical companies have much to gain by implementing a modern ERP solution. According to KPMG research, those advantages include: Reduced costs. Increased efficiency. Simplified compliance. Enhanced data security and privacy. Superior insights.  Stronger supply chain resilience. Greater business agility. Take Polycoat Products, for example. When the company contacted Net at Work about deploying Sage X3’s chemical ERP software, our experts jumped at the opportunity. Ultimately, the platform empowered Polycoat to scale and grow the business into a multi-location operation. Plus, it reduced the company’s annual audit from a months-long process to just a few hours.  Choosing the right ERP solution Deploying the wrong platform can be a major business setback. To help you achieve a successful ERP implementation, here are a few best practices to keep in mind when choosing a partner: Specificity: There’s no such thing as a one-size-fits-all ERP. However, some products are flexibly designed to address your unique needs. Sage X3, for instance, caters to all the nuances of chemical manufacturing. And, with Chem at Work, you can enhance its capabilities for maximum effectiveness.  Scalability: The ideal platform won’t hold your business back, but scale alongside it as operations expand. This is where it helps to have a cloud-based solution.  User experience: Ease of use is key to ensuring seamless adoption. Look for an intuitive, user-friendly interface that makes it easy to complete critical tasks.  Integrations: Despite their enormous functionality, ERP systems still must connect to and synchronize with other applications, such as a customer relationship management (CRM) system or eCommerce platform. Prioritize software that’s compatible with your core business tools.  Looking for more tips? Check out our eBook on buying business management software for the chemical industry.  Unleash the power of chemical ERP with Chem at Work ERP implementation isn’t always simple. That’s why it pays to have an expert partner at your side, walking you through the process. As your trusted advisor, Net at Work’s team can help you achieve a seamless deployment from start to finish — and beyond.  With Sage X3 — one of the premier chemical ERP solutions on the market — you can streamline all processes from one source of truth. And, with Chem at Work’s value-added features, you can augment its capabilities with: A suite of best practices, features, and dashboards made specifically for the chemical industry. New features, reports, and services released semi-annually.  Maintenance and support to ensure ongoing compatibility with Sage X3. Ready to unleash the potential of your chemical company? Learn more about Sage X3 for the chemical industry today. FAQs What is ERP? ERP stands for enterprise resource planning, a type of software that digitizes, centralizes, and simplifies all the core processes required for daily business operations.  At its most basic, ERP software helps you manage vital aspects of your company from one comprehensive suite of tools. That can broadly include anything from human resources (HR) and accounting to sales and marketing.  Rather than coordinate these operations across multiple platforms, ERP simplifies the effort by making their data accessible in one place. And, with automation, it eliminates manual processes, spreadsheets, and other outdated industry solutions. This reduces the risk of human error and removes time-consuming, repetitive tasks — thus increasing productivity.  Realizing the benefits, organizations are spurring the ERP market’s growth around the world. In fact, research predicts the ERP software industry will triple in size by 2032, at which point it’ll be worth over $238 billion. How does chemical ERP work? Resource planning platforms are comprised of multiple applications that communicate with each other and share a common database.  Typically, an ERP system breaks these down into different modules. Each module covers a specific business process, but they work in synergy using the same data to meet the company’s needs. For example, chemical ERP software should at a minimum provide the following: Financial management: Includes functionalities for handling company finances, such as cost accounting, sales order processing, and fixed asset management.  Supply chain management: Streamlines all aspects of the supply chain, such as raw material purchasing, inventory control, warehouse management, and more. Production management: Focuses on optimizing manufacturing processes for regulatory compliance, quality assurance, and cost efficiency.  Crucially, this modular framework allows you to pick and choose which functions your chemical company requires. More importantly, you can add or scale modules according to your business needs.  How do you deploy an ERP system? ERP systems have evolved over the years. Although they were at one time only available on-premises, modern technologies make it possible to embrace digital transformation without as much of an upfront investment. Today, there are three ways to deploy an ERP solution: On-premises: The traditional model requires you to physically install the ERP system in your data center. Although this offers more control over the platform, it also can lead to a greater total cost of ownership (TCO). Installation and maintenance are your responsibility, which are both complex, expensive, and time-consuming tasks.  Cloud ERP: This option hosts the ERP software in the cloud, delivered over the internet as a service. Therefore, the provider takes care of regular maintenance on your behalf.  Hybrid: For the best of both worlds, hybrid implementations allow you to retain control over some ERP applications while hosting others in the cloud.  .panel-heading h4 {font-size: 20px !important;} .panel-body p, .panel-body p:first-child, .panel-body ul li {font-size: 18px !important;} h3 {font-size: 23px !important;} p:empty, .panel-heading p {display: none !important;} .panel-body p {margin-top: 15px !important;}

For more than 26 years, Sonic Packaging Industries has been designing custom packaging solutions for customers across a wide variety of industries. Known for their out-of-the-box thinking, Sonic Packaging has built a reputation for creating and delivering inventive and functional product packaging as a turnkey solution. This business model requires all the capabilities of a high-tech process manufacturer, plus high levels of flexibility and agility.  Harry Paulison, who joined Sonic Packaging as the company’s new COO, was tasked with implementing a cloud-based, next-generation ERP solution that the company could build its future on. “We were operating with a whole conglomeration of disconnected applications,” Paulison recalls. “We had QuickBooks for accounting, a separate CRM application supporting sales, and no production support. The company ran on spreadsheets and the vast institutional knowledge of its employees.” The Go-to Technology Advisor Paulison brought in the Net at Work, a technology advisor to small-and-medium-sized organizations, that provides extensive services to support the ongoing technology initiatives of organizations – from software selection and implementation through managed IT and Fractional CIO & Advisory services. “I immediately thought of Net at Work,” Paulison says. “I’ve worked with them before, and know they are the best in the business. Solving challenges like those Sonic was facing is what they live for.”  Net at Work completed a thorough assessment of Sonic Packaging’s business needs, focusing on their need to be able to scale operations efficiently as well as their need for advanced production capabilities, robust sales enablement tools, and data analysis capabilities. Working together, the management team at Sonic Packaging ultimately chose NetSuite as their next-generation ERP solution, largely because it brings together all the capabilities Sonic Packaging needs in a single system, plus it allows for extensive configuration and customization. Sonic Packaging continues to partner with Net at Work for support, training and specific system projects as they optimize and refine the use oftheir new cloud ERP. Elevating Operations and Empowering People Thanks to careful pre-planning and project management, Sonic Packaging’s implementation of NetSuite successfully went live within six months. “Net at Work really kept the project focused and on track,” Paulison says. “As a result, we were fully operational from day one.”  Now Sonic Packaging operates with a customizable Next-Generation ERP solution that will support their growth initiatives for many years, with benefits such as:  Optimized, custom processes within one cloud business management solution  The elimination of duplicate data entry   Automated workflows and approvals that provide compliance with Sonic Packaging’s Quality Management System and Risk Management review process  Targeted software modifications from CRM through financials to provide visibility at every step These and other process improvements have not only elevated Sonic Packaging’s operations, but they’ve also granted the company’s employees time to deal with spikes in business, and to begin thinking about how to further optimize NetSuite for the company’s changing needs. Says Paulison, “With Net at Work’s help, we’ve connected the islands and built bridges for data sharing and collaboration that help us continue to improve and grow.” Download this Net at Work success story case study to learn more about Sonic Packaging’s transition to NetSuite. 

While leadership within many small to mid-sized businesses (SMBs) today demonstrate extensive business experience, they can lack the IT experience needed to align technology decisions with business strategies and goals.  Such a scenario is understandable. These smaller companies may have started without any IT employees – especially if the business isn’t focused on technology – and may have only added technical headcount as the company began to grow. It’s also extremely common: Today, 43% of SMBs don’t have one full-time IT employee or equivalent in-house.1  Yet those SMBs that do have a chief information officer (CIO) or another senior IT leader, can benefit from a close collaboration with these types of IT executives to develop an effective technology roadmap. Such a close working relationship helps SMBs create a plan that is realistic, focused on the right objectives, and aligned with top business priorities.  Additionally, the resulting plan may help the company use technology to achieve results in terms of productivity, scalability, and profitability, while avoiding surprising costs and other potential obstacles down the road.  IT Architecture Maps vs Technology Roadmaps While we introduced the concept of technology roadmaps in our first article in this series, it may be worth a quick reminder that a technology roadmap is not the same thing as an IT architecture map. While they sound similar, they are two different things and serve two different purposes.  “A close working relationship with a Fractional CIO or IT expert helps SMBs create a plan that is realistic, focused on the right objectives, and aligned with top business priorities.” An IT architecture map depicts a company’s IT assets and infrastructure, including systems, applications, networks, databases, hardware devices, and more. In this way, an architecture map is similar to a blueprint for a house that shows room dimensions, foundation details, elevations, framing specifications, and other details.   A technology roadmap is more like a homeowner’s ongoing plan for improving the house over time. Instead of home construction projects like replacing a leaky roof or updating an outdated kitchen, a technology roadmap may focus on implementing a next-generation enterprise resource planning (ERP) or customer relationship management (CRM) solution, as examples of how technology can support the business.   Like homeowners, few SMBs have the luxury of tackling all of these projects at once. This means that the technology roadmap should break projects into realistic timeframes that reflect the company’s priorities, goals, budget, and other considerations.   This is why it’s so important to work with Fractional CIOs, in-house CIOs or experienced IT staff to develop the best technology roadmap possible.  To learn more about technology roadmaps and how your organization can benefit from them, download our white paper, “A Comprehensive Technology Roadmap Can Deliver a New Competitive Advantage for Today’s SMBs.” The CIO: Your Technology Roadmap Guide When engaging with a CIO or similar role, there are best practices to maximize your relationship to ensure your technology roadmap makes an impact on the organization. Here are five best practices:  Develop a baseline understanding of current infrastructure: Any good roadmap includes a starting point. The same is true for a technology roadmap, especially if it’s the first time the company has developed one. In working with IT, a company’s leadership can assess the current infrastructure and begin to think about what’s working well, what’s not, and where there may be new opportunities for different technology investments.  Include the CIO in business strategy planning: For many SMBs, IT resources play a supporting role, such as making sure applications are up and running, responding to employee questions, or provisioning new hires. While this is an important and valuable role, it is not a strategic role and doesn’t allow IT to have a seat at the table.  Instead, SMBs should elevate the role and involve the CIO or senior IT staff as part of the strategic planning process. When they understand the overall business goals and strategies, they can offer advice on how technology can create operational efficiency and drive business growth. They can also offer insights into new technology trends that may further influence future decisions.  Build a foundational approach: CIOs will be able to offer a look at how technology may affect the entire business and should look to develop a technology roadmap that starts with the right foundation and then build from there.  For example, we recommend that any SMB start with cybersecurity and make sure improving defenses and minimizing risk is a top priority for any technology. From there, SMBs can build out their plan to include productivity tools, core business applications, department-specific applications, and supporting infrastructure. Final elements can include brand experience, automation, and business insights and analytics.   Establish regular communications and check-ins: A technology roadmap is never finished. Instead, it should be reviewed regularly, such as monthly check-ins or quarterly business reviews. Committing to these milestone events and consistently staying in touch sends the message that the roadmap is a strategic business tool that everyone needs to embrace for business success.  Foster a culture of learning and innovation: While it’s true that many SMBs are slow to adopt new technologies, they should encourage experimentation and the use of new or emerging technologies like Robotic Process Automation (RPA). CIOs can play an important role in identifying appropriate technologies, evaluating their impact on the business, and using the roadmap to guide the organization in implementing more innovative solutions.  For some SMBs, “innovation” may mean adding a new communications system or employee productivity platform to improve employees’ daily work. For others, it may look to doing more with machine learning or AI for more advanced data analytics and insights. No matter where they stand now, the key is to continue to use modern technology in a way to support business goals.  Collaboration Pays Dividends In the past, many SMBs may have delayed technology investments or made reactive decisions that may not have been the perfect fit for their long-term objectives. Yet through close collaboration with the CIO or IT leader, these organizations can develop much more effective technology roadmaps that are better aligned with business objectives for a significant strategic impact.    Next Steps   To learn more, download our complete white paper, “A Comprehensive Technology Roadmap Can Deliver a New Competitive Advantage for Today’s SMBs.”

Is the accounting software your company has relied on for years overdue for a change? Take our quiz to find out. As an accounting and finance professional, you know how essential your accounting software is to help your organization function. You may even wonder how you would be able to operate without this technology. But it’s also possible that the system you have relied on for years – even decades – is also the same one giving you headaches and causing you to ponder if it’s time for a change. Sure, you may be happy to have a system that automates recurring tasks, and it certainly beats those complicated spreadsheets sitting on someone’s hard drive. But could your current system actually be holding your accounting team back from achieving its best performance, keeping them from cranking out those crucial deliverables in a timely fashion for leadership? How do you know if your technology is a roadblock for your team, and your organization? Here are three accounting system indicators that can signal its end of useful life for your organization: Your closing process cannot be improved. The closing process is stressful enough, but when your system runs slow, locks up or presents data inaccuracies, the inevitable delays and frustrations experienced by your accounting team and the leadership who depend on the results translates into cost. There’s the cost associated with missed opportunities, the cost of your team’s time and the cost of attrition, as top talent migrate to organizations that prioritize Next Generation ERP solutions. You’re at risk. Perhaps you’ve already received notice that your legacy system is approaching end-of-life or that new updates will not include functionality enhancements. Users of Microsoft NAV 2018, for example, saw mainstream support end on January 10, 2023. By continuing to run a deprecated version of your accounting system, your business is more vulnerable, leaving the sensitive data of your organization, your vendors and your clients susceptible to threats. You’re not able to innovate. Maybe you’re looking to automation to overcome hiring and retention challenges. Maybe you’ve been tasked with figuring out how to do more with less. After conferring with your technology advisor, you discover that newer technologies, like robotic process automation (RPA), machine learning (ML) and artificial intelligence (AI), are cost-prohibitive or simply not compatible with your aging system. There’s so much more to consider when you think about the current state of your accounting software, outside of these three indicators. So, how can you confidently identify that your accounting system is holding your team back? Take the quiz, “Is Your Technology an Accounting Inhibitor or Enabler?” and see if your current technology is the long-term system to achieve your strategic goals.

As we discussed in a previous article, a formal technology roadmap is often lacking among small-to-medium-sized (SMBs) organizations, leading to a reliance on manual, paper-based processes, legacy technology, spreadsheets, or other homegrown systems that dilute the business’s ability to compete effectively in today’s digital economy. On the other hand, some SMBs may believe that they have a solid technology roadmap in place, only to find that their roadmap is not as complete as they might have thought. In turn, not properly building and using a roadmap can increase the risk of a failed digital transformation. In fact, bad planning itself can often lead to failure. According to a recent CIO article, “8 Reasons Why Digital Transformations Fail,” when there is a lack of effective, consistent communication, digital transformation efforts often fail or don’t garner the full adoption the business hoped for. The first warning signs will be felt by the business itself. For example, if businesses use KPIs and metrics to track costs, growth, productivity, speed, and overall efficiency, those indicators may confirm that the business is missing real opportunities to improve existing processes to better support its most important goals. “Technology can give businesses a major competitive advantage, especially when it comes to automation, more efficient operations, reducing costs, and delivering important business insights.” Technology can give businesses a major competitive advantage, especially when it comes to automation, more efficient operations, reducing costs, and delivering important business insights. By properly using a technology roadmap as a planning tool, SMBs will increase their rate of success with the roadmap initiatives. The Warning Signs If your company is experiencing any of the challenges described above – or looking to capitalize on new opportunities – here are five warning signs that your technology roadmap may be incomplete: No collaboration or feedback: It’s important to remember that a technology roadmap is an evolving tool to facilitate decision making and planning. If your plan doesn’t have an obvious way to incorporate feedback from key stakeholders and improve over time based on this collaboration, chances are good it’s not complete and there is no formal change management program. Lack of engagement from executives: Similarly, your technology roadmap should include input from key stakeholders, including owners, executives, technical staff, managers, and end users. If your existing roadmap doesn’t reflect their insights, perspectives, and requirements, it’s probably not aligned with everyone’s expectations. This will be reflected in a lack of buy-in from stakeholders. Missing risk calculations and budget considerations: Let’s face it: every technological initiative comes with real – and often significant – risks and potential challenges. Many businesses fail to attach budget numbers to each technology imitative, and once businesses embark on their transformation, they may realize that they vastly underestimated the investment and resources needed to deliver the roadmap. If your technology roadmap doesn’t factor these variables in and thoroughly assess how the organization can address them, these initiatives may face more obstacles than you originally thought – and may even be doomed right from the start. No timelines or scope: Every technology roadmap should include a realistic timeframe and scope of work that carefully aligns with the company’s capabilities, resources, and overall goals. Companies need to find the balance between product rollouts and deployments that are too aggressive while not waiting too long to capitalize on the right technology. All of this needs to be carefully considered and included as part of your technology roadmap.  It’s a fair point that many SMBs may lack the senior IT staff to help drive technology decisions, yet they still can’t ignore market trends or technologies that can clearly improve their business. This doesn’t need to be as futuristic as artificial intelligence; many SMBs can benefit from basic automation tools, CRM and ERP solutions, or specialized technology such as AP automation systems The best way to overcome these challenges is to review and update your technology roadmap on a regular, ongoing basis. It will also help to bring an objective view to these reviews to best answer the following questions:   Is our roadmap as complete as it could be?   How can we make this roadmap better?   Who else could help us improve our technology planning?   Would an external third party’s view and expertise be valuable in providing us with independent feedback on our strategy and technology roadmap execution? Such a mindset and a commitment to improving will help make your technology roadmap even better, and in doing so, better position your company for greater success. 

As their highly-customized ERP and CRM applications reached the end of their functional usefulness for the wholesaler, HOJ Innovations did what it does best—it looked to technology for solutions. When “innovation” is part of your name, you’ve already set the bar high—and HOJ Innovations doesn’t disappoint. The Utah-based material handling wholesaler helps retailers and etailers across the country to design, equip, and improve their warehouse operations. Working with a variety of organizations from smart startups to Amazon fulfillment centers, HOJ Innovations has earned a reputation for excellence that has fed its growth from a startup itself into a $75 million enterprise.   As the company’s highly-customized ERP, built from SalesLogix CRM and an accounting system, reached the end of its functional usefulness for the wholesaler, HOJ Innovations did what it does best—it looked to technology for solutions. The company engaged leading technology advisor Net at Work to implement and optimize Acumatica Cloud ERP, building a Digital Operations Platform (DOP) that is now powering new innovations.   Shedding the Outdated HOJ Innovations had been running its business on customized ERP developed from SalesLogix CRM and an accounting system, but the custom ERP was no longer adequately supporting the needs of the dynamic material handling company. “We got where we are by embracing next-generation technologies in the development of our own products and services,” explains Chuck Archer, COO at HOJ Innovations. “So, we didn’t need to be convinced to invest in tech to improve our internal operations and workflows—we understand the value proposition.”   Bringing in Next-Level Expertise The company originally purchased Acumatica as its next-generation ERP and CRM application through a reseller. However, shortly into the implementation, the management team recognized that the project was too complex for the reseller to handle successfully. “We’re pretty tech savvy, and we needed a partner that could extend that knowledge and fill in any gaps,” Chuck says.   “We immediately recognized that Net at Work has the skillset, level of experience, and responsiveness needed to make this project a success. They know what they’re doing.” HOJ Innovations learned of Net at Work through its managed services provider. Net at Work is an Acumatica Developer MVP with the specialized skills, extensive experience, and specific expertise HOJ Innovations would need to make the project a success. “Once we met with Net at Work, we knew we’d come to the right place,” Chuck says. “They know what they’re doing.” Acumatica: A Platform for Innovation HOJ Innovations selected Acumatica because of the solution’s broad capabilities and its ability to be customized. “We knew we’d need to customize any ERP application, and Acumatica gives us a lot to work with,” Chuck says. “Most of what we need is already available within the software or its ISV marketplace. However, it’s great to have the ability to customize the application when and where we need it.”   Net at Work’s Acumatica engineers worked in tandem with HOJ Innovations to design, execute, test, and launch various customizations. “Net at Work served as our expert panel,” notes Chuck.  Rapid ROI Addison Webster, HOJ Innovations’ CFO, speaks to the benefits of Acumatica to his finance team. “The automated workflows, streamlined processes, and quick inquiry capabilities free our time for more strategic tasks. We anticipate a rapid return on investment with Acumatica stemming from savings on application licensing, development costs, and improved efficiencies.” On the operations side, HOJ Innovations is benefiting by leveraging Acumatica’s field service management capabilities. The efficiencies gained here have sped the company’s order-to-cash cycle by over two weeks.  Embracing leading technology is second nature for HOJ Innovations. By investing in the Acumatica platform and tapping into the advanced expertise of the Net at Work team, HOJ Innovations is accelerating its timeline to unleash even more innovations.  Download the full Net at Work success story to read more about HOJ Innovations’ digital transformation experience.

How You Can Save Money with a Complete Technology Roadmap Many small to mid-sized businesses (SMBs) don’t have a formal technology roadmap that aligns and plans their use of digital tools with their business goals. In fact, one research study found that less than one-third of SMBs have a documented technology plan for the short-term future.[1] Without a comprehensive technology roadmap, SMBs may miss out on opportunities to optimize technology to reduce costs across their organizations. Technology Roadmap Defined As a brief overview, a technology roadmap is a high-level, visual plan that communicates an organization’s technology initiatives across a span of time. These technology initiatives should support the organization’s overall business strategies and goals. A well-designed technology roadmap is a highly effective tool for SMBs to use to overcome existing challenges that may be holding them back. A technology roadmap should include initiatives related to the use of next-generation technology to help them achieve their most important business goals, such as revenue growth, business process optimization, or enhanced customer experiences. Technology roadmaps are also a proven planning tool for SMBs to reduce costs – often dramatically. This is a critical step in maximizing profitability. By using technology to optimize business processes and to give employees better tools to do their jobs, organizations can reduce costs to drive bottom line results.  Cost Savings in Practice Why is this true, and how does a technology roadmap help you save money? First, consider that many SMBs don’t have the luxury that the Fortune 500 club has in terms of resources to fully leverage technology to drive efficiencies. SMBs operate on a much smaller budget with less resources available who know how to plan, execute, and optimize initiatives to modernize the business. As a result, there is often a reliance on manual, paper-based processes, legacy technology, spreadsheets, or other homegrown systems. While these may get the job done, they can be expensive, both in terms of ongoing maintenance fees and opportunity costs related to wasted time and too much manual work. Accounts payable (AP) automation is a perfect example of leveraging technology to gain efficiencies to reduce costs. As small businesses start out, there is typically a paper-based approach to receiving invoices, managing approvals, and sending payment. These types of AP processes inevitably take too much time and prevent employees from focusing on higher-value, more rewarding work that could help the business move forward. In these cases, invoice processing can become a “Lucy-in-the-chocolate-factory” type of scenario where employees face a seemingly never-ending influx of hundreds of invoices each month. Ordering, printing, and mailing so many paper checks can quickly add up, and any errors that occur can cost the company in terms of overpayments, missed payments and related interest charges, and even damaged relationships with critical vendors and suppliers. A better approach, in this scenario, is to implement a modern AP automation solution that enables SMBs to create digital workflows related to receiving invoices, managing approvals, and making payments. Not only do AP automation solutions help SMBs eliminate a large share of the manual costs related to invoice processing, but they can also help employees save significant time each week, time that can be better served in other areas. The Payoff For example, Hawaii Dental Service (HDS) performed a self-assessment exercise to identify legacy systems, inefficient processes, and opportunities for improvement. From there, HDS developed clear and actionable strategies in order to overcome these challenges and help it grow. “Technology roadmaps are … a proven way for SMBs to reduce costs – often dramatically.” HDS implemented the next-generation ERP Sage Intacct to simplify its day-to-day accounting tasks – a decision that clearly paid off. HDS eliminated 17 hours of time previously dedicated to monthly AP processing and financial reporting, helping to significantly reduce costs. Besides accounting software and AP automation, many SMBs could also use other types of technology to significantly reduce costs by gaining efficiencies. This can include areas such as collaboration tools, productivity platforms, CRM software, cloud computing, and many more. Yet companies can’t just adopt technology for technology’s sake. SMBs need to undergo a self-assessment to identify existing challenges or new opportunities and then align their technology initiatives with clear business goals. If they do, they stand to gain a real first-mover advantage over competitors who may remain a step behind.  Next Steps  To learn more, download the complimentary white paper, “A Comprehensive Technology Roadmap Can Deliver a New Competitive Advantage for Today’s SMB.” [1] Deloitte, “The performance of Small and Medium Sized Businesses in a digital world,” 2019.

Modern Distribution Management’s Tom Gale led a panel of experts as they distilled decades of distribution experience into best practices for applying business automation The process distributors undergo to choose automation tools is often based on their specific needs and requirements—they assess the processes that need to be automated and then evaluate the tools currently on the market. But in practice, the decision to automate often comes during a crisis, such as when a business is facing the obsolescence of their current tools, find that they’re unable to hire the people their business needs, or encounter a major shift in the market that forces them to review their existing technology and seriously consider major changes. ‌ In Modern Distribution Management’s Automation Roundtable, sponsored by Net at Work, researcher and industry analyst Tom Gale asked a seasoned panel for their successes – and lessons learned – in their quest to increase productivity, efficiency and profitability by automating key tasks and processes within a distribution environment. The Automation Roundtable panel included: Tom Gale CEO Modern Distribution Management Moderator Brandi Coats CFO Riley Sales An established supplier for HVAC professionals throughout the greater Philadelphia area John Gunderson B2B Distribution Expert Dorn Group 25 years of experience as a sales and marketing leader Michelle Pecak Founder & CEO Simple Smart Consulting With executive experience in operations as well as pricing and strategy Automation can accelerate “right-skilling” As the CFO of a growing HVAC distributor, Brandi Coats shared her decision-making process to automate – which transpired during a trifecta of hiring challenges, issues related to their existing legacy ERP that was no longer actively being enhanced, and the global pandemic. Brandi said, “Our automation was about right-skilling the people that we have so that they can add more value to the company…When COVID hit, we didn’t have the right people in the right roles, and we needed to be able to automate some positions we just couldn’t fill. So, the leadership team started to review which processes didn’t make sense—which processes were eating time that we could use doing something else.” “Our automation was about right-skilling the people that we have so that they can add more value to the company.” Leadership at Riley Sales understood that automating certain processes would help their employees—who wanted to use their minds and grow in their positions—be more satisfied at work. For example, their receptionist became their key AP employee, and is now doing data and pricing analysis for the company that has helped increase the company’s margin percentage. Additionally, Brandi remarked that their increasing levels of automation allow them to now be strategic, while having fluid priorities based on shifts in the market. The power of executive buy-in Each panelist agreed that when convincing a company’s leaders to investigate how automation could help the organization, it’s effective to concentrate on one compelling metric, such as sales outstanding, and show an estimation of how automation in key areas could impact that number. Michelle Pecak explained, “Simple math adds up very quickly. Those everyday tasks and the time [automation] saves and the customer service level that increases…the math doesn’t need to be complicated when you’re selling upstream.”  The mechanics of beginning your automation journey The webinar panelists shared additional lessons learned from their experience with companies who are working to become more automated. For example, John Gunderson talked about how to address the varying needs of companies across departments, saying, “Don’t address just one silo at a time. You can start workstreams in sales, digital or others in order to make progress.” Another practical piece of advice from John: Watch your teams’ everyday tasks and look at any manual processes that could be automated. This will give you a good idea of which departments to prioritize. Michelle agreed, adding, “Listen to your people, travel with them, and if you hit a really big speed bump you can just pause the process.” Which application is right for you? Learn more about the many benefits and hurdles associated with evaluating, selecting, implementing and managing business automation from these distribution experts by signing up to listen to “Automation Roundtable – Which Application is Right for You?” today. .mdm-callout { display: block; padding: 20px; background: #f5f5f5; border: 1px solid #ececec; margin-bottom: 30px; }