Technology in Practice

Sage recently released Sage X3 Version 12 2021 R4 with some nice new features and enhancements to existing features. In this blog post, we’ll review the capabilities delivered by some of the key new features & enhancements in this latest release. For a full description of all the new features and enhancements delivered with this release please refer to the attached 2021 R4 Highlights PDF or the What’s New section of the Sage X3 Online help center. Finance Tracking deleted payments Use the PAYDELTRC – Tracking deleted payments parameter (TRS chapter, PAY group) to determine whether information for deleted payments, like date and user, is saved in a dedicated table. The default value for most legislations is No, and information related to the deleted payment is not saved. The data is stored in the PAYMENTPORH and PAYMENTPORD tables. Distribution Sage X3 Automated Data Collection Extended features have been added to Sage X3 Automated Data Collection to simplify navigation and improve efficiency. Select transactions and perform tasks with ease using a new navigation menu. See only those transactions you have permissions for to improve screen readability. Use advanced search filters on purchase orders and see on-screen product descriptions. Perform a stock count on products managed by global serial numbers. Group license plate numbers (LPN). Project Management Time billing A new invoicing process – Time billing – has been introduced for companies needing to bill a project according to time spent. Time billing uses employees’ time entries defined as billable and tracked at the project level, budget level, or task level for scheduled invoices to determine the amount to bill customers. A new billing mode – Time billing – is available from the Project billing icon in the Project management function (GESPJM). Time billing identifies a project element where a billing plan based on time entries can be defined. Scheduled invoices associated with a sales order line linked with a non-deliverable product are submitted according to the billable time in the billing plan until the sales order line is billed in full. The scheduled invoices are generated manually, or automatically which correspond to the billable time of a single project, or a group of projects. It is important, therefore, that billable time spanning the billing periods is aggregated, adjusted, and validated for the project, budget, and tasks during the life of the project A new BILTIMSTA – Billable time status parameter (TC chapter, PJM group) determines which status is required to consider a time entry line as billable. Set to Validated, Controlled, or Approved status. A new BILTIMSPLI – Split billable time if needed parameter (TC chapter, PJM group) determines if a billable time entry line can be split to be consumed over multiple sales order lines. Set to Yes or No. The Project billing function uses the PRGB – Project billing plan sequence number to generate billing plan numbers in a Time billing context. Platform Visual process editor enhancements The Visual process editor offers several new features. You can now: Select multiple elements. Copy and paste shapes. Organize shapes inside the canvas easily thanks to dynamic alignment guidelines. Add and remove underlines in text. Add text into a shape without pressing Enter. Move the action pallet around the screen. For further information about Sage X3 Version 12 2021 R4, or for any other questions about Sage X3, please contact us.

Back in 2014, Forrester made a bold statement. “Software is becoming the brand,” its analysts declared. Your software and users’ interaction with the software significantly influences the perception of your company, they pointed out. Fast forward a few years to 2019. Microsoft’s CEO Satya Nadella rather famously noted that “every company is a software company.” What does this mean for your small or midsized business (SMB)? Do you consider yourself a software company? Your company’s business management software applications have a lot to say about you — and your customers, prospects, and competitors are listening. Is your business software representing your brand well? If not, what needs to change? Every company is a software company Tesla is arguably more of a software company than a car company. When Nike hired a veteran tech industry insider as its new CEO, some said that Nike is setting itself up to become a tech company first and foremost. What about your company? If your organization provides services, software likely supports the entire workflow, from project management to customer support and billing. If your business builds or sells products, software likely controls procurement, production, inventory management, marketing, sales, and distribution. When so much of your organization’s operations can be supported by software, your business is a software business. Even if you’re not yet managing these tasks with software, we’d argue you’re still a software company. Why? Because you could be leveraging software. Your competitors already are. The most innovative and disruptive companies are strides ahead in their digital transformations, automating everything that can be automated and supporting every task with technology. And let’s not overlook that every company is now a data and analytics company — increasingly relying on data, analytics, AI, automation, and IoT to operate and compete. Every touchpoint counts Software is the touchpoint for nearly every customer and business partner interaction with your company. Sales and marketing activity flows through and is automated by CRM. Every billing question you answer, every credit card you process, and every invoice you pay flows through your ERP.  A growing percentage of your sales flows through your eCommerce site. Vendors receive their orders via EDI and get paid through electronic banking. And the list goes on. What is your software saying about your organization? Does it say you’re investing in technologies that secure and protect your customers’ data? Does it say you’re flexible and provide multiple ways for customers to do business with you? Does it show your vendors that you respect them enough to pay them paperless and on time? Does it show that you have enough insight into your supply chain to quote accurate delivery times? Or does it say you’re spending so much time working in the business that you have no time to work on the business? The speed imperative Ever notice how when someone joins the conference call at the exact time the meeting starts, we consider them late? In the time of same day deliveries, showing up on time is late. It’s illustrative of the quickening speed of business, making technology table stakes for companies to run at the speed of business today. The pandemic accelerated the need for speed. Companies that could quickly adapt to the “new normal” succeeded while their competitors shuttered their doors, in many cases permanently. Here’s a few examples of companies that leveraged their technology infrastructure to react right on time, and in doing so, put their organizations in the best possible positions. When the pandemic hit, home improvement giant Lowes’s launched a new curbside pickup program in a mere three days. Their previous plan allotted 18 months for the roll out. Lowe’s was able to move at the speed of business because they were already on their path to digital transformation. They had already invested in their software systems — both those that face the customer and those that power the back-office operations. A global telecom redeployed 1,000 store employees to inside sales, training them in just three weeks. The enterprise was able to pivot that quickly because of smart, fast decision making combined with their technology infrastructure. Appliance maker Dyson retooled and began manufacturing thousands of ventilators within weeks, a monumental task that might typically take months or even years. The company pooled resources from its plants in multiple countries, a feat only possible with deep operational insight — the kind delivered by its data and analytics software. One fast-casual restaurant had transitioned its eCommerce and online ordering applications to the cloud pre-pandemic. When online orders jumped from 50,000 per day to over 400,000, they were ready. In fact, the success they saw caused them to accelerate their move of other applications to the cloud, reducing a five-year migration plans down to less than one year. What’s the speed of your business? Is your technology slowing you down? Is your competition already moving at full throttle? Think about your brand You company’s business software is your primary source of capacity, competitiveness, innovation, quality, and agility. In short, your software is your brand. What does your brand say about you? In this, the first of our series speaking to the business imperative for speed and agility — and how business software can deliver that — we wanted to get you thinking about how your business software helps create and differentiate your brand. In upcoming posts, we’ll talk further about the challenges SMBs face, and how a next generation of technology solutions can help you — and your brand — thrive.

In this post, we will review how you can use the production tracking control parameter MTKALLMGT in Sage X3 to force the allocation of components to a work order before any production activity for that work order can be recorded. Understanding the MTKALLMGT Parameter The MTKALLMGT parameter is used with work orders. It can force the allocation of components to a work order before any production activity for that we work order can be recorded. This is referred to as “tracking”. You can find the MTKALLMGT parameter here: Setup > General parameters > Parameter values > Chapter – GPA (Manufacturing) > Group = CTL (Production tracking control) > Parameter = MTKALLMGT. If MTKALLMGT is set to No (the default value), progress against individual work orders can be recorded before components are allocated to it. This includes recording the issue of materials to a work order, recording activity against a specific operation in a routing, or receiving the produced goods and recording the details of the receipt. The quantity of any component that is outstanding will be ignored if the Release if shortage check box on the product-site record is clear. If MTKALLMGT is set to Yes, allocation of components to a work order before any production activity can be recorded is mandatory. Allocation can be global or detailed, manual, or automatic, complete or complete with shortages. A work order entry transaction can be set to automatically allocate materials when a work order is created. The system will allocate all the components in the work order simultaneously. Allocation increments the reserved stock for a component and decreases its available stock. Production activity for a work order can be recorded for any component that is in shortage if the Release if shortage check box on its product-site record is selected. Importance of Release if Shortage Flag The Release if shortage flag can be found here: Common data > Products > Product-site > Manufacturing > Parameters = Release if shortage. This flag defines the blocking behavior for a shortage of the product with respect to the printing of the manufacturing folders and production tracking. Impact on Process Combining the MTKALLMGT parameter with the Release if shortage flag results in the following: MTKALLMGT = No and Release if short = Unchecked and WO not allocated Only get a warning MTKALLMGT = No and Release if short = Unchecked and WO is allocated (Global or Detail) Allocation shows there is a shortage. Hard stop message: MTKALLMGT = No and Release if short = Checked and WO not allocated Only get a warning MTKALLMGT = No and Release if short = Checked and WO is allocated (Global or Detail) Allocation shows there is a shortage. Only get a warning MTKALLMGT = Yes and Release if short = Unchecked and WO not allocated Hard stop message: MTKALLMGT = Yes and Release if short = Unchecked and WO is allocated (Global or Detail) Allocation shows there is a shortage. Hard stop message: MTKALLMGT = Yes and Release if short = Checked and WO not allocated Hard stop message: MTKALLMGT = Yes and Release if short = Checked and WO is allocated (Global or Detail) Allocation shows there is a shortage. Only get a warning If you have any questions about how to limit production tracking to allocated work orders in Sage X3, please contact us.

Often called “The Most Beautiful Woman in Film,” Hedy Lamarr’s beauty and screen presence made her one of the most popular actresses of her day but she is also has been dubbed as the ““the mother of Wi-Fi” and other wireless communications like GPS and Bluetooth. Hedy Lamarr was an Austrian-American actress and inventor who pioneered the technology that would one day form the basis for today’s WiFi, GPS, and Bluetooth communication systems. As a natural beauty seen widely on the big screen in films like Samson and Delilah and White Cargo, society has long ignored her inventive genius. Lamarr was originally Hedwig Eva Kiesler, born in Vienna, Austria on November 9th, 1914 into a well-to-do Jewish family. An only child, Lamarr received a great deal of attention from her father, a bank director and curious man, who inspired her to look at the world with open eyes. He would often take her for long walks where he would discuss the inner-workings of different machines, like the printing press or street cars. These conversations guided Lamarr’s thinking and at only 5 years of age, she could be found taking apart and reassembling her music box to understand how the machine operated. Meanwhile, Lamarr’s mother was a concert pianist and introduced her to the arts, placing her in both ballet and piano lessons from a young age. Lamarr’s brilliant mind was ignored, and her beauty took center stage when she was discovered by director Max Reinhardt at age 16. She studied acting with Reinhardt in Berlin and was in her first small film role by 1930, in a German film called Geld auf der Straβe (“Money on the Street”). However, it wasn’t until 1932 that Lamarr gained name recognition as an actress for her role in the controversial film, Ecstasy. Austrian munitions dealer, Fritz Mandl, became one of Lamarr’s adoring fans when he saw her in the play Sissy. Lamarr and Mandl married in 1933 but it was short-lived. She once said, “I knew very soon that I could never be an actress while I was his wife … He was the absolute monarch in his marriage … I was like a doll. I was like a thing, some object of art which had to be guarded—and imprisoned—having no mind, no life of its own.” She was incredibly unhappy, as she was forced to play host and smile on demand amongst Mandl’s friends and scandalous business partners, some of whom were associated with the Nazi party. She escaped from Mandl’s grasp in 1937 by fleeing to London but took with her the knowledge gained from dinner-table conversation over wartime weaponry. While in London, Lamarr’s luck took a turn when she was introduced to Louis B. Mayer, of the famed MGM Studios. With this meeting, she secured her ticket to Hollywood where she mystified American audiences with her grace, beauty, and accent. In Hollywood, Lamarr was introduced to a variety of quirky real-life characters, such as businessman and pilot Howard Hughes. Lamarr dated Hughes but was most notably interested with his desire for innovation. Her scientific mind had been bottled-up by Hollywood but Hughes helped to fuel the innovator in Lamarr, giving her a small set of equipment to use in her trailer on set. While she had an inventing table set up in her house, the small set allowed Lamarr to work on inventions between takes. Hughes took her to his airplane factories, showed her how the planes were built, and introduced her to the scientists behind process. Lamarr was inspired to innovate as Hughes wanted to create faster planes that could be sold to the US military. She bought a book of fish and a book of birds and looked at the fastest of each kind. She combined the fins of the fastest fish and the wings of the fastest bird to sketch a new wing design for Hughes’ planes. Upon showing the design to Hughes, he said to Lamarr, “You’re a genius.” Lamarr was indeed a genius as the gears in her inventive mind continued to turn. She once said, “Improving things comes naturally to me.” She went on to create an upgraded stoplight and a tablet that dissolved in water to make a soda similar to Coca-Cola. However, her most significant invention was engineered as the United States geared up to enter World War II. In 1940 Lamarr met George Antheil at a dinner party. Antheil was another quirky yet clever force to be reckoned with. Known for his writing, film scores, and experimental music compositions, he shared the same inventive spirit as Lamarr. She and Antheil talked about a variety of topics but of their greatest concerns was the looming war. Antheil recalled, “Hedy said that she did not feel very comfortable, sitting there in Hollywood and making lots of money when things were in such a state.” After her marriage to Mandl, she had knowledge on munitions and various weaponry that would prove beneficial. And so, Lamarr and Antheil began to tinker with ideas to combat the axis powers. The two came up with an extraordinary new communication system used with the intention of guiding torpedoes to their targets in war. The system involved the use of “frequency hopping” amongst radio waves, with both transmitter and receiver hopping to new frequencies together. Doing so prevented the interception of the radio waves, thereby allowing the torpedo to find its intended target. After its creation, Lamarr and Antheil sought a patent and military support for the invention. While awarded U.S. Patent No. 2,292,387 in August of 1942, the Navy decided against the implementation of the new system. The rejection led Lamarr to instead support the war efforts with her celebrity by selling war bonds. Happy in her adopted country, she became an American citizen in April 1953. Meanwhile, Lamarr’s patent expired before she ever saw a penny from it. While she continued to accumulate credits in films until 1958, her inventive genius was yet to be recognized by the public. It wasn’t until Lamarr’s later years that she received any awards for her invention. The Electronic Frontier Foundation jointly awarded Lamarr and Antheil with their Pioneer Award in 1997. Lamarr also became the first woman to receive the Invention Convention’s Bulbie Gnass Spirit of Achievement Award. Although she died in 2000, Lamarr was inducted into the National Inventors Hall of Fame for the development of her frequency hopping technology in 2014. Such achievement has led Lamarr to be dubbed “the mother of Wi-Fi” and other wireless communications like GPS and Bluetooth.   Resources: https://www.womenshistory.org/education-resources/biographies/hedy-lamarr https://www.hedylamarr.com/

By the time you reach the C-suite level, the roles are so specialized they may appear to have almost no overlap. It’s certainly the case with CIOs and CFOs; however, that’s changing. As companies embark on their digital transformation journeys, they’re likely to need both. To prevent a bottleneck, the CIO must balance their instincts to move the organization forward with the CFO’s priorities of protecting its financial health. Could approaching digitization as a shared responsibility build a bridge across the digital divide? CIO vs CFO The best leaders are usually the most devoted. The roles at the top of the org chart have clear objectives, and the people behind them put in considerable effort to fulfill their individual responsibilities. Here’s how that breaks down on the technical and fiscal side: From a CFO’s standpoint: Maintaining financial control takes precedence above all else. If the organization isn’t fiscally efficient, no one else can do their job. In times of economic uncertainty – or a global pandemic – they have to manage a variety of complicating factors that can jeopardize the organization. In the CIO’s perspective: IT operations are the most mission-critical aspects of any modern company. Digital innovation makes it possible to keep up with changing customer demands and technological advancements that keep the company competitive. Where their priorities differ Companies that survived the COVID-19 crisis primarily did so by leaning into digital transformation. CFOs had a front row seat for these essential shifts. But getting financial buy-in on costly, sweeping changes and tech tools wasn’t always so easy. Until recently, many IT purchases were simply seen as expenditures. It’s still taking time for CFOs to evolve that mindset and view new technologies as investments. That’s especially difficult if they can’t get a full grasp on the tech’s innovation potential. On the CIO side, the most important concern is finding the right solution. Once they have, they want to shift their focus to implementing it and growing the business, not waiting for the check to clear. Creating common ground No doubt, both sides of the C-suite have their hearts in the right places. So how can these two come together and create meaningful change instead of stalling progress? It starts the same way any good relationship does: with good communication. As Chief Information Officer, Vishal Gupta, tells CIO, “To be successful, the CIOs…and their teams must regularly meet to build trust and a deeper understanding of what the other side is looking to achieve. Having open, transparent communication or common town halls will help both the organizations to develop more empathy and collaboration with each other.” From there, organizations have the groundwork in place to foster a strong, collaborative relationship between their CIOs and CFOs by: Communicating IT value: CIOs must articulate why an IT purchase or organizational change is needed now, and how it will impact ROI long term. CFOs need to understand the function of the technology as much as its potential impact to feel confident giving it the green light. Seeing where their metrics merge: The entire C-suite prioritizes financial performance. Create common KPIs that matter to each department so they can better assess IT investments. Using technology to streamline finance operations: CIOs that create better financial insights through digitization can give CFOs a proof of concept and establish a collaborative working dynamic. Making a collective budgeting process: The more agile, the better. Creating business volatility strategies: Sometimes, it takes coming together over a common enemy, like a global pandemic, to take the next step. To realize true digital transformation, CFOs and CIOs need to trust that the other understands their individual priorities – and that the collective interests of the organization are represented. Once this happens, it creates a slingshot effect that drives innovation forward.

Do Not Stress Over Year-End! Net at Work Senior Business Analysts can support you while you navigate through payroll year-end procedures. Our prescribed year-end program is designed to proactively educate you on all areas of closing out the year so you can complete your processes efficiently and effectively and in a prescribed manner. Net at Work’s Sage HRMS Year-End Bundle includes: Year-End Preparation Course registration for two attendees November 9th, 1:30 ET or November 18th, 1:30 ET Year-End Processing Course registration for two attendees December 16th, 1pm ET or January 6th 1:30pm ET One Payroll Year-End manual (must register 7 days in advance for guaranteed delivery) ACA Reporting Course registration for two attendees January 7th, 1pm ET or January 21st 1pm ET One scheduled 2-hour session with a consultant to assist with Year-End Year-End Report Bundle Missing Tax Report W2 Box Code Report Worker’s Comp Audit Savings Plan Audit – 401K/403b reports Annual Max Audit Annual withheld and employer match by code Pension Box Audit Sign up today for only $995. Total value of this offering is $3,200. You can also reply to this email or call 800.719.3307 x3979 to sign up. Total Care Membership If you are a Total Care Membership customer, we are providing this bundle at no charge. For more information on Total Care and the numerous benefits it offers, please contact your Account Executive or contact Net at Work. Make sure your year-end processing is a complete success. Sign up today for this limited time offer.

In this post, we’ll take a look at what’s new in Sage X3 Distribution & Manufacturing with the release of 2021R3 (V12P27)—including the latest changes to existing functionality. Distribution 1) New! Automated Data Collection Includes 5 web-based functions for distribution. These functions, compatible with Android mobile handheld devices, provide secure Shop floor Execution and Automation processes. Intersite transfer Subcontracting transfer Stock count Stock change by LPN View stock by LPN The View stock by location and View stock by product-site transactions have been improved to display additional product stock detailed information. Benefits: Scanning and manual entry using new touchscreen capabilities. Better customer experience. 2) New! Behavior Harmonization on Sales Document Types Harmonize the initialization of sales document type on sales document creation using the related general parameters in the following functions: Manual creation of sales quote, sales order, sales delivery and sales invoice, Creation of sales order, sales delivery and sales invoice by button, Automatic sales document generation. Benefits: Allow behavior harmonization in sales documents types. 3) Tax Basis for Imported Purchase Receipts Has Been Corrected 4) Using the Invoice Button on a Service Contract or a Service Request Displays Without an Error Message 5) New! Container Management Response Time Improvement. 6) New! Purchase Shipment Response Time Improvement. Manufacturing 1) New! From 2021R2 – Setup Matrix Option in Web Scheduling 2) The Ability to Run Trial Kitting Directly From the Sales Order Line 3) New! New Product Introduction Create a works order to test a prototype of the new design product Create a separate BOM for each revision of the design product Production tracking of a prototype products Release approved products as official products Notes added to the approval process Benefits: Test different designs against different versions to assess optimum for live environment Project Management 1) New! Weekly Timesheet Copy:  Copy week 2) New! Time Management Functionality Has Been Enhanced. Want to learn more about the new features in Sage X3 2021R3? Watch the video or view the presentation below. For any other questions about Sage X3 2021R3, please contact us. .embed-container { position: relative; padding-bottom: 56.25%; height: 0; overflow: hidden; max-width: 100%; } .embed-container iframe, .embed-container object, .embed-container embed { position: absolute; top: 0; left: 0; width: 100%; height: 100%; }

More than ever before, businesses need their networks online and performing 24/7/365. However, due to the inherent frailties of technology components, the increasing likelihood of disruptive weather events, and the near inevitability of a cyberattack, companies — and their networks — are vulnerable. Network monitoring is a critical IT process that tracks network components and endpoints 24×7 with the goal of reducing network outages. While it sounds simple, it involves many moving parts and requires levels of skill and expertise beyond what most organizations possess internally.   Not a DIY proposition Much of what we typically refer to as “24/7 network monitoring” is achieved through the use of sophisticated software applications that continually look for vulnerabilities and immediately alert someone in the event an anomaly is detected. So conceivably it is possible for a company to configure the software application and perform some level of monitoring in house. But who’s the someone (or likely multiple someones) who agree to be on standby 24/7/365? And will they fully understand the steps to take to mitigate or eliminate a risk once its identified? IT professionals are increasingly difficult and costly to find and retain. For most companies, it simply doesn’t make financial or logistic sense to assign scarce IT resources to network monitoring.   In addition, there’s much more than software involved in 24/7 network monitoring. For starters, your technology infrastructure consists of much more than your network. There are also endpoints, servers, routers, switches, wireless devices, database instances, and storage, for example. Some of your business applications may be cloud hosted — both public and private — others may be installed on local servers. So simply installing a monitoring application on your server leaves too many critical puzzle pieces unprotected.   The value-add of an MSP Managed Service Providers (MSPs) employ a multitude of applications, best practices, workflows, and checklists — plus extensive experience — to keep their charges safe and running reliably. Some of the ways an MSP-provided network monitoring solution can help are to: Ensure continuous uptime for uninterrupted business operations Provide insights on the performance of every network device and interface Analyze the performance at the device and interface levels using performance metrics Identify threats well in advance Generate real-time alerts to help avert downtimes MSPs have resources far beyond the budgets and capabilities of most small- and mid-sized enterprises. They can continually monitor virtually every aspect of a company’s technology and provide uptime and usage statistics that demonstrate their value and even detect components that may be slowing network traffic. In addition to monitoring your company’s network, servers, and endpoints, MSPs can loop in other technology elements such as mail delivery or website availability monitoring for a comprehensive solution.  Much more than a Fitbit for your server Similar to the fitness tracker strapped to your wrist, network monitoring is intended to continually monitor your network components’ health. However, just as you wouldn’t forego a trip to the doctor simply because you’ve been monitoring your activities, you shouldn’t count on monitoring alone to keep your technology in top shape.   We’ve come to depend on always-on technology and continuous uptime. An established, experienced MSP can help you plan, develop, and maintain a comprehensive technology plan that includes advanced endpoint protection, email security, multi-factor authentication, cybersecurity, and disaster recovery and business continuity planning. 24/7 network monitoring is one part of a comprehensive approach to ensuring your organization’s technology performs optimally at all times. Learn more about network monitoring by connecting with one of the security specialists on Net at Work’s Managed Services team. 

Periodically, you may find yourself in a situation where your PO has been accidentally closed—and marked as fully invoiced—upon receipt of a partial invoice. Even if you use the Close and re-open orders function to re-open the PO, you still can’t post additional invoices because the invoiced status remains locked as fully invoiced. In this blog post, we will review the steps you need to take to re-open your PO and revise the invoiced status to partially invoiced to allow additional invoices to be applied against your PO. To Re-Open a Closed PO Navigate to Purchasing > Orders > Close and re-open orders Enter the relevant order number or order range Since the order is closed, select “Closed” under the “Orders to process” field Click OK Select Cancel for the relevant lines that must be re-opened. This means you are cancelling the closure of these lines. Click OK Now when you go back to the order, you will notice the lines are now open for receipting. To Revise the Invoiced Status from Fully to Partially Received Navigate to Purchasing > Orders > Orders Go back into the PO and notice that under the Management tab, Received now shows as Partially received and Invoiced is still tagged as Completely Note these are greyed out so you cannot change anything. Go to the Lines tab, double click on the line you wish to revise. You should see the following pop-up: Select This changes the Invoiced indicator from Fully to Partially Resave the PO Link Your PO to Your Associated Invoice Navigate to Purchasing > Orders > Invoices > Invoice Control Your new open receipt is still not available to select under the Receipts tab, but your PO is now available under the PO tab with a drop down showing the missing receipt info and the Order can now be automatically linked to the invoice to be processed. For more information on adding additional invoices to closed POs in Sage X3, or for any other Sage X3 questions, please contact us. NOTE: This blog post is based on a discussion that began on Sage City on October 21, 2020. You can see the full conversation here.