11.4.11

Enterprise resource planning (ERP)

Enterprise resource planning (ERP) integrates internal and external management information across an entire organization, embracing finance/accounting, manufacturing, sales and service, CRM, etc. ERP systems automate this activity with an integrated software application. Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders.[1]

ERP systems can run on a variety of hardware and network configurations, typically employing a database to store data.[2]

ERP systems typically include the following characteristics:

  • An integrated system that operates in real time (or next to real time), without relying on periodic updates.[citation needed]
  • A common database, which supports all applications.
  • A consistent look and feel throughout each module.
  • Installation of the system without elaborate application/data integration by the Information Technology (IT) department.[3]

7.4.11

Mobile Expert Interview Series: AMT-Sybex's Malachy Martin


Malachy Martin
 I was able to schedule a call with AMT-Sybex's mobile strategy manager Malachy Martin this morning for an interview. Malachy is from Northern Ireland (his mobile application development team is located in Belfast), but he now lives and works in the UK. He has been in the enterprise mobility space for a decade now. He started his mobility career working on mobile solutions for utility companies. He is now head of mobile strategy, and as such he works with customers and key partners like ClickSoftware, SAP/Sybase and Syclo.

Before jumping into the interview I wanted to address a question that was posed to me last week by an individual at SAP. I was asked why many of my interviews included the same questions. I explained that if I ask the same question of dozens of enterprise mobility experts, then their aggregated answers will provide us with a comprehensive view and understanding of many key issues in enterprise mobility.

Note: These are not Malachy's exact words, rather my notes from our interview.

Kevin: What mobile device(s) do you carry?
Malachy: A BlackBerry for work, Samsung smartphone for personal use and Windows Mobile 6.5 for testing industrial grade handheld computers, a tablet and a Dell laptop.

Kevin: Do you use mobile devices to purchase products and services?
Malachy: Yes, I use my laptop to purchase many things, but not my smartphones.


Kevin: What are some of your favorite mobile software applications?
Malachy: Many news and sports apps, Facebook and texting (he confessed that he is a big texter).

Kevin: How many computing devices do you have in your home?
Malachy: 12 computers if you count e-Readers (Kindle), iPods, iPhones, laptops, etc.

Kevin: How long have you been involved in enterprise mobility?
Malachy: Ten years. I started as a technical project manager, worked on a product team and then started developing mobile solutions.

Kevin: What is different today than when you started with enterprise mobility?
Malachy: I remember when there was Xcellnet, then it was aquired by iAnywhere, which was acquired by Sybase, which in turn was acquired by SAP. That certainly represents change.

Today, traditional work life and personal life are merging. Also, today people/consumers/employees are VERY experienced with mobile devices and this impacts their expectations about enterprise mobility applications.

There are much more affordable mobile devices with better screens today, and the enterprise mobility market is moving from smartphones to smartpads.

Kevin: What industries do you see adopting mobility today?
Malachy: Who isn't is the question today. We (AMT-Sybex) focus on the essential industries which include, utilities, nuclear, oil and as, energy, smart grids, health, emergency services and public safety. All of these industries are mobilizing.

Kevin: What business processes do you see companies mobilizing first?
Malachy: Infrastructure areas such as enterprise asset management (EAM), maintenance, service optimization, geo-fencing, location-based services, mobile sales and CRM, employee self service. In all of these areas, we recommend focusing first on the needs of the mobile user, and then on how the enterprise can support these needs.

Kevin: What were some of the most surprising enterprise mobility trends that you saw in 2010?
Malachy: I was not surprised by Apple's success, but I was surprised by Android's. Where is Microsoft? I was surprised that Microsoft was no longer a player. Starting last year it seems everything must run on a smartphone.

Kevin: What are some of the biggest challenges that you see in enterprise mobility today?
Malachy: We all have a 9:00 am to 5:00 pm day job, but what about our 5:00 pm to 9:00 pm personal life? For example, one of the most popular mobile apps in the UK last year was called, Tube Exits. It is a simple but brilliant mobile application that lists all London Underground stations and lines, and tells you which carriage you need to sit in to be able to get off right at the exit. This application offers value to people wanting to get home quickly after work. Consumer driven mobile application like Tube Exits will influence user expectations for enterprise mobility applications. Also, companies must figure out how to accommodate personal liable devices.

Kevin: How are enterprise mobility implementations different from other types of IT projects?
Malachy: Mobile implementations are certainly different. You need to know what "fits" for the particular job. Some mobile workers may need a toughbook (ruggedized laptop) in the truck, but when they climb over the fence to the jobsite they may want a smartphone. What does each individual need? You need to know what the limitations are in the working environment. Are there device and network limitations that must be understood? Some mobile users work in tunnels and other remote locations and may need to work on their mobile application offline or disconnected from the internet. Are you using add-on bluetooth accessories? If so, these accessories may quickly reduce your battery life. MDM (mobile device management), and all that goes with it, needs to be factored into mobility projects as well.

Kevin: What do companies fail to plan for when implementing mobility?
Malachy: The user. It is critical to realize that mobility requires change. It changes the business process. A mobile device may now tell the worker what to do. Devices tell you where to drive. Devices tell you how to do your job. There is less personal interaction when there is automation and mobilization. The mobile application must also benefit the end user, not just the enterprise. There is a social impact and cultural change that must be considered.

Kevin: What advice do you have for companies just starting down an enterprise mobility path?
Malachy: Think about the end user. How will mobility impact them. You can negatively impact the users feelings and attitude if done wrong. Think about how all the systems will be impacted by mobility.

Kevin: How important is mobile device management and security?
Malachy: Vital. Today it has never been more important. Smartphones are not the same as desktops. You need to consider full encryption and full security. All of these devices today are accessing confidential corporate data.

Kevin: What should people know about AMT-Sybex?
Malachy: AMT-Sybex is a consultancy and systems technology provider focused on enabling The Essential Industries. We have over 300 employees with offices in Dublin, Belfast and in the UK. We are an end-to-end consultancy and integrator. We provide complete ERP, EAM and NetWeaver integrations. We develop our own mobile solutions and integrate the mobile solutions of our mobility partners. Our mobility solution is called Field Data Collection System.

Kevin: What makes your company diffferent from your competitors?
Malachy: Most of our team have come from the industries we support. We have deep industry knowledge and experience. We all have scars that have taught us. We continually monitor technology developments and provide our clients with advice based upon this information.

Kevin: Where do you see mobility going in 2011?
Malachy: I see SAP/Sybase actually developing something that helps make the picture clearer. I have big hopes for Sapphire in May. iPads will dominate the tablet market. Social media will become even more mobile. HTML5 will continue to evolve and become closer to an OS. Cloud computing will continue to grow in popularity, and context aware mobile applications will start to be delivered.

I want to thank Malachy for sharing his insights and experiences with all of us.

Click here to read more in the Mobile Expert Interview Series.

Examples of Cash-Flow Management Tools

There are two ways to do cash flow with software: using a standalone tool, or using tools included in a broader software package.

Built-in Tools

Many business accounting and enterprise resource planning applications include cash flow management tools among a host of other financial management capabilities. The key advantage of this integrated approach is that you can easily start your cash flow projection by using your actual financial results, as determined by the accounting application.

Periodically, when you want to update your cash flow projection, perhaps every month, the actual results from last month can also be updated by your financial application. The downside is that you are limited to the capabilities of the cash flow tool built into the application. If you want to prepare cash flow projections on a weekly basis and the tool offers only monthly periods, you're out of luck.

Furthermore, the tool may offer insufficient calculation flexibility for some situations. Rather than prepare one cash flow projection, some businesses with volatile financial results prepare several: best-case and worst-case scenarios, along with the most likely outcome. This range of possible cash flow outcomes helps highlight the risks and rewards of following certain financial strategies. Built-in tools may not offer such multiple scenarios.

Example: QuickBooks

Intuit's QuickBooks small business accounting application is the most popular tool used to manage cash flow among AllBusiness.com readers who answered an online survey. In addition to strong capabilities for managing current assets such as customer accounts receivable and inventory, the cash-flow forecasting tool in QuickBooks Premier 2008 is quite flexible. You can select from a wide range of projection periods: daily, weekly, every two weeks, four weeks, bimonthly, monthly, quarterly, and yearly.

Why does QuickBooks offer so many period options? Because payroll is a significant cash expenditure for most businesses, but payroll periods vary by business. QuickBooks lets you select a cash-flow projection period that matches your pay period to see if you'll have sufficient cash to meet your payroll. QuickBooks also lets you export your financial results to an Excel spreadsheet, if you require additional calculation flexibility.

Standalone Tools

If you select a standalone cash flow management tool, you can choose one that delivers all the capabilities you require for your business. If you want to prepare projections based on 10-day periods, with three different scenarios for each period, you can find a tool to accomplish it. A spreadsheet offers both flexibility and calculating power, so it's well-suited for cash flow projections. A spreadsheet even lets you consolidate the cash flow results from different divisions that use different accounting applications.

Unless you're an experienced spreadsheet jockey, developing a cash flow management spreadsheet from scratch can be a daunting task. However, help is available in the form of prepared templates you can purchase that do all the calculations. You'll need to decide if they suit the needs of your type of business. Spreadsheets can be easily modified, so you can start with a purchased template, then modify it to more closely to meet your business requirements.

The principal drawback of using a standalone cash flow tool is the issue of updates. How are you going to get your updated actual financial results into the tool when you prepare your next periodic projection? You may need to experiment with import and export settings in your accounting application and your cash flow tool to determine the easiest method. Alternately, if your cash flow projection isn't too detailed, it may not require much time to simply type in the new numbers.

Example: Excel

Microsoft's Excel spreadsheet is the second most-popular cash flow management tool among AllBusiness.com readers surveyed. Excel is a component of Microsoft's Office suite, so it's already installed on many desktop computers, which no doubt contributes to its popularity.

Many accounting and ERP applications support exporting financial data to an Excel spreadsheet, which eases your update pains. However, your general ledger account structure may not match your preferred cash flow projection report. In that case, look for capabilities that can map accounts to your report.

Microsoft Office Small Business Accounting provides some of the tightest linking with Excel, as you might expect.

Keeping Frequency in Mind

How closely do you need to monitor your cash flow? For many companies, month-by-month projections for the next 12 to 24 months are sufficient. However, some businesses, such as retailers, might prefer more frequent projections, such as week-by-week. A few businesses that handle a lot of cash, such as financial institutions, prepare daily cash flow projections. At the other end, a small business with simple needs may be able to get by with quarterly projections.

Most cash flow management tools can handle preparation of monthly projections for one or two years in advance. If you require a period of different duration or need to project further into the future, check to ensure the tool can handle it. Bear in mind, however, that the utility of cash flow projections too far into the future may be limited. The cash flow projection for the 60th month out may bear only a faint resemblance to reality.

The duration of the cash flow projection period usually relates to the frequency of revisions or updates to the calculations. The shorter the period, the more frequent the updates. The frequency of your revisions and the amount of detail in your projection will determine how important it is to have the capability of automatically importing the latest actual number from your financial accounting or ERP system.

Is your business seasonal with well-established fluctuations throughout the year? Check to see if your tool can automatically account for these variations. Otherwise it may project that your Rocky Mountain ski resort will take in 1/12 of its annual revenue during the month of July.

Mười quy luật quản lý đồng tiền

Không nắm vững các quy tắc quản lý dòng tiền là nguyên nhân chính dẫn đến thất bại của nhiều doanh nghiệp

Theo nghiên cứu của các ngân hàng Mỹ, 82% thất bại của doanh nghiệp là do quản lý đồng tiền quá yếu kém. Mười quy luật quản lý đồng tiền sau đây có thể giúp doanh nghiệp tránh được kết cục này.

1.Lợi nhuận không phải là tiền mặt mà chỉ là sản phẩm của kế toán.

Bạn có thể thanh toán hóa đơn bằng tiền mặt, chứ không thể thanh toán bằng các con số lợi nhuận trên sổ sách. Bạn hoàn toàn có thể có được lợi nhuận mà không cần phải tạo ra bất kỳ số tiền thực nào. Và nếu bạn thanh toán hóa đơn còn khách hàng của bạn thì không, bạn sẽ gặp rắc rối to.

2. Dòng tiền không phải là vấn đề thuộc về trực giác.

Đạt được doanh thu không phải lúc nào cũng có nghĩa là bạn có tiền trong tay. Xuất hiện chi phí cũng không có nghĩa là bạn đã thanh toán chúng rồi.

3. Tăng trưởng “hút” trên mặt.

Điều này nghe có vẻ nghịch lý nhưng thực tế, một trong những năm khó khăn nhất của doanh nghiệp là khi doanh nghiệp có doanh thu tăng vọt. Nghĩa là bạn phải xây dựng mọi thứ từ trước đó và việc thu được tiền bán hàng lại xảy ra vài tháng sau đó. Hãy cẩn thận vì tăng trưởng ngốn rất nhiều tiền mặt. Càng tăng trưởng nhanh, doanh nghiệp càng cần nhiều vốn để đầu tư.

4. Doanh thu B2B cũng “hút” tiền mặt.

Bán hàng cho người tiêu dùng thật là đơn giản vì họ trả tiền ngay cho bạn và bạn không phải lo vấn đề bán chịu. Nhưng khi bạn bán hàng cho một doanh nghiệp khác (B2B), đó không còn là việc đơn giản nữa. Vì thường bạn sẽ cho họ trả chậm một thời gian. Nếu "bạn hàng của bạn là những khách hàng lớn, bạn sẽ không thể đưa họ vào “sổ đen”. Vì nếu làm như vậy, họ sẽ không bao giờ mua hàng của bạn nữa".

5. Và hàng tồn kho cũng ngốn tiền mặt.

Bạn phải mua hoặc sản xuất sản phẩm trước khi có thể bán được chúng. Thậm chí bạn đặt sản phẩm lên kệ và phải chờ đợi để bán. Nhưng những nhà cung cấp của bạn thì không đợi được. Một quy luật đơn giản: mỗi đồng bạn có ở dạng hàng tồn kho là một đồng tiền mặt bạn mất đi.

6. Vốn lưu động là vấn đề sống còn.

Về mặt kỹ thuật, vốn lưu động là kết quả của phép toán lấy nợ ngắn hạn trừ đi tài sản ngắn hạn. Trên thực tế, đó là số tiền có trong ngân hàng mà bạn có thể sử dụng để trang trải chi phí hoạt động và các khoản chi phí khác cũng như mua hàng dự trữ, trong khi chờ đợi khách hàng thanh toán tiền mua hàng. Nếu doanh nghiệp xoay vòng vốn càng nhanh thì hiệu quả đồng vốn mang lại sẽ càng lớn.

7.Các khoản phải thu chỉ là lời hứa. (Xem quy luật 4)

Số tiền khách hàng nợ bạn được gọi là “khoản phải thu”. Một quy luật trong việc lập kế hoạch tiền mặt: mỗi đồng trong tài khoản phải thu của khách hàng là một đồng tiền mặt mất đi.

8. Ngân hàng không thích sự bất ngờ.

Hay luôn lập kế hoạch. Như thế, bạn sẽ không bị tính thêm chi phí (lãi suất) do nảy sinh những sự việc không dự đoán trước khi thương lượng với ngân hàng. Nếu bạn dự báo được mức tăng trưởng đột ngột trong thời gian sắp tới, một cơ hội cho sản phẩm mới hay một vấn đề về thanh toán của khách hàng, bạn nên liên lạc với ngân hàng, càng sớm chừng nào càng tốt chừng đó.

9. Theo dõi 3 tiêu chuẩn sống còn.

Số ngày thu nợ” cho biết khoảng bao lâu thì bạn thu hồi được nợ. “Vòng quay hàng tồn kho” cho biết tốc độ luân chuyển hàng tồn kho của bạn như thế nào. “Số ngày trả nợ” là thời hạn bạn phải thanh toán cho nhà cung cấp . Phải luôn theo dõi 3 tiêu chuẩn này và lên kế hoạch cho chúng trong 12 tháng tới và so sánh giữa kế hoạch với thực tế.

10. Nếu bạn là một ngoại lệ của quy tắc thì chúc mừng bạn.

Nếu tất cả khách hàng của bạn thanh toán cho bạn ngay lập tức khi mua hàng và bạn không mua bất kỳ cái trước khi bạn bán được hàng thì hãy cứ thư giãn đi. Nhưng nếu bạn bán hàng cho doanh nghiệp, hãy luôn ghi nhớ là họ thường không trả tiền ngay lập tức.