Author Archives: Jean-Luc T

44 Inventory Management Key Terminologies

44 Inventory Management Key Terminologies

Inventory management can be pretty intimidating especially if you’re new in this role.  We have come up with 44 commonly used inventory terms that you can familiarize yourself with. Committing these inventory terms to memory and understanding them may help you sound intelligent when discussing inventory management.


3PL = Third-party logistics – is a third-party company that your business hires to manage product transportation, warehouse, customer order fulfilment, or all three. 

ABC Analysis – Is an approach for classifying items by dividing them up in three categories.  

AIDC = Automatic identification and data collection – is a range of technologies that are used to identify, record, communicate, and verify products, examples are barcodes, QR codes, RFID tags, etc. 

B2B – (business-to-business) where businesses make deals with another business

B2C – (business-to-customer) where a customer buys a good from a business 

Backorder – A scenario where the product gets all sold out even in the warehouse, making the customer having to wait until it comes back into stock. 

Break Bulk – the operation in which an item is broken down into smaller amounts before delivery to customers.

Business Strategy – the strategic concepts ideas, and decision that are made and executed that affect a business as a whole

Carrying Cost – refers to the expenses that come with storing inventory. 

Causal Forecast – is an approach that is used to measure the relationship between dependent and independent variables

Consumables – are a group of materials used to affiliate the order through but is not in the final product. 

CRM = Customer Relationship Management – is a software that helps manage and maintains current and potential customers. 

Cross-Docking – likes delivery from one semi-truck to the next, this system is like a relay with no storage in-between. 

Demand – the amount of goods wanted by customers

Destock – reduce by removing the amount of stock held

DSD = Direct-to-store delivery – Companies that use DSD do not wish to use a warehouse or distribution center to house their inventory. Instead products are being shipped straight from supplier to retailer. 


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EOQ = Economic Order Quantity – is the order size a company should purchase to minimize the storage costs

Electronic Data Interchange – a process of transferring data directly between remote computers

FIFO = First-in-first out – is when the oldest inventory good is shipped out first

Forecast – a future estimation that could happen

Forecast Value – the difference between actual value and forecast value

Holding Cost – the amount it costs to keep units of inventory in stock

Information System – An organizations system that is responsible for the control of information that flows through it 

Inventory – good that are in stock

Item Coding – is a way of identifying every single item in inventory

Lead Time – the difference between the time of the initial order and the time of delivery

LIFO = Last-in-last-out – is when the newest inventory good is shipped out last

Lost Sales – when customers do not proceed to checkout because they find a better deal else where 

Mass Customization – an operation that requires a mass collection of customized goods

Master Schedule – the detailed schedule of each commodity such as production, inventory, staffing, etc. 

Material Requirements Planning (MRP) – is a computer-based software that keeps track/manages the process of planning, production, and storing inventory

Mean Error – the difference between the true value and the measured value

Noise – not normal time series variations

Outsourcing – utilizing a third-party organizations or freelancer to complete external activities

Pipeline Stock – items that are currently in transit from being moved from one place to another

Price – the amount the seller is charging for a product

Replenishment – restocking of units in replacing goods that have been shipped out

Replenishment Rate – the rate material is being added to stock

Seasonal Stock – stocks that stay in operation for a season at a time

Shortage – happens when the demands of the consumer cannot be met because short of stock

Unit – the standard size of an item/good

Unitization – combining different goods into a singular load to ease the shipment

Warehouse – a large location where items/products/goods are held/stored

Work in Process – the goods currently being worked on

5 Ways to Grow Your Business During COVID-19

5 Ways to Grow Your Business During COVID-19

As we have seen, this pandemic has been detrimental to many businesses around the world. A lot of things are out of our control right now but one thing we can control is our ability to learn and grow. Your businesses response to a crisis such as COVID-19 is critical in maintaining and bettering your brand’s reputation. So here are 5 things your business, small or large, can start doing right now to protect and build your company during this pandemic. 




To withdrawal during a crisis is a natural reaction. However, I can assure to you that right now is not the time to make hasty business decisions to back out. 

Everyone has revenue goals they wanted to hit this year and still can! Instead of retreating, reach out for a life line. Reach out to your partners, your customers, your employees. Let them know you’re facing the same challenges they are faces and that you’re with them for the long haul. We are all human and this pandemic affected everyone in very similar ways, one being we all had to stay home! Which is a great opportunity to leverage this crisis to relate to those you want to connect with. Many businesses will be sorry they retreated because they couldn’t see the opportunities through the noise of fear.




Although the world seemed to shut down, that does not mean you and your business have to! Now is a time where you have to grind in the dark to get rewarded in the light when we come out of this crisis. It’s not a time to sit and sulk but a time to be proactive and promote. One way to grow each day is to ask yourself, “What can I do today that will add value to someone?”

For example, if you’re a family owned business, it is time for you to spice it up and bring something different to the table. Something you can do is share one of your secret family recipes to keep your customers happy and engaged.

COVID-19 has impacted our world in ways we never saw coming or could even have imagined.   


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Launching a new product or brand right now may not be the best idea. However, consumers want to know how businesses are managing employees in regard to health and safety. 

Right now, is a great time to take advantage of social media by sharing some attention grabbing pictures of your employees with their coffee mugs and pets working remotely. This shows consumers that you care for their health and safely as well as bring a sense of humility to the situation. Now as people are beginning to head back to work, sharing pictures of your employees with face masks on is a way to ease the fear of your customers. 




One thing to keep in mind is that this WILL pass. This is NOT permanent, let’s continue to lift one another up around us by spreading positivity and encouragement. There is so much fear rolling across the world, we need to see love and happiness more than ever before. By positioning your brand as a place where people can find happiness and not fear will give your business the upper hand. 

Motivation Monday, move your body Monday, Throwback Thursday, Freaky Friday, Hump Day, etc. are all great ways to use social media to bring light to your audiences feed. 




It is always good to prepare for the worst in case it happens. What will you do if someone on your team gets diagnosed? How will you respond? What are the procedures you will implement for the rest of your team who has been exposed? These are good questions to ask to ensure the safety and safety of your team and customers. 

The PWC’s guidelines, Considering the Potential Business Impacts of the COVID-19 Outbreak, lists some strategic considerations businesses should follow:

  • Establish a cross-functional steering committee, led by a C-suite member. Ensure senior representation from business divisions plus specialist leadership such as HR, Legal, IT, Operations, Risk, Communications, Finance, Health and Safety, Procurement, Sales and Crisis and Business Continuity.
  • Establish and agree process for decision making and agree critical milestones.
  • Determine reasonable worst case scenarios to inform planning assumptions. Consider likely trigger points for decision-making. Review and refresh Crisis, Continuity and specialist plans (e.g. pandemic/COVID-19). Stress test assumptions and exercise plans
  • Prepare your core Incident Management Team (IMT) to coordinate response and containment efforts.
  • Appoint functional workstreams and owners, and align activity with response objectives.
  • Ensure alignment with organization reputation, purpose and values (e.g. supporting the wider community response).

Visit the PWC’s guidelines and more information on when Considering The Potential Business Impacts Of The COVID-19 Outbreak.


5 Things Entrepreneurs Should NEVER Do!

5 Things Entrepreneurs Should NEVER Do!


  • NEVER hold onto weak employees.


Most of the time entrepreneurs start out with a close team that works together to achieve the vision they created together. If overtime you see one of them underperforming and make it a normal habit to come into work with a bad attitude, you’ve got to let them go. They have become a liability for you and your company to waste time and money. 


  • NEVER say “yes” or “no” impulsively


When asked to do something, whether it’s a favor, a sense of obligation, a business deal, etc., it’s VERY important for entrepreneurs to ask themselves questions before impulsively saying “yes”. Some of these questions could be, “does this fit in my vision, am I doing this out of guilt, will this keep me on track, etc.” Saying yes to something too quickly can cause some major problems down the road. 

In addition, do not be so quick to say “no” either, whether it’s a business investment, favor, or any opportunity at that. It’s good to keep boundaries but it’s also necessary to take risks. If someone presents an investment opportunity to you do not be quick to say no to play it safe. However, great entrepreneurs spend some time calculating the risk before jumping into it. Take some time, think it through and then you can say yes or no, it will make you look wiser as well.  


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  • NEVER Procrastinate 


This might be an obvious point, but procrastination can also mean taking a longer time on one task which puts off doing another. It’s extremely important for entrepreneurs to be efficient, speed is extremely important especially at the beginning of your career. The faster you get things done the more opportunities present themselves to you. Time management goes hand-in-hand with procrastination. When someone has proficient time management skills they show little to no evidence of procrastinating. Whereas, someone who does not have good time management skills procrastinates immensely and suffers the consequences that comes with it. 

According to PMC’s article, The Relationship Between Procrastination, Learning Strategies and Statistics Anxiety Among Iranian College Students: A Canonical Correlation Analysis, authors Shahrum Vahedi and three others claim, “…that in a sample of graduate students enrolled in an introductory level educational research course, academic procrastination was related to a fear of failure and task aversiveness” (Vahedi, 2012). This study shows that one of the components to why people procrastination is fear, and this does not only pertain to college students. We see this in business as well, when we are trying something new and are not too confident about what we are doing it may seem intimidating at first, so our natural instinct is to put it off or try to find a way out of it. However, when you’re an entrepreneur you have to face things every single day that you’ve never done before. This is how you learn and become good at what you do.  


  • NEVER change strategies too often


A lot of people are quick to jump ship when things are not going as they expected right off the bat. It’s easy to let doubt slip into your mind but just remember great things take time, success does not happen overnight. You need to give your strategy some time to show its actual results before giving up. Let’s take blog writing for instance, you will see little to no traffic on your blogs, but you must continue to push out content. I would give this strategy 3-6 months before seeing any hard results. Usually at the 6 months mark you will have somewhat of a gauge on weather this strategy will work or not. Consistency and content go hand-in-hand when launching something new. Staying up-to-date with what people need/want and pushing content regularly will help you in measuring your strategy accurately.   


  • NEVER discount outsourcing


Entrepreneurs have to wear a lot of hats, especially in the beginning of launching their business. A lot of the time they figure that they should take advantage of their knowledge on marketing and sales for example by not hiring help. This is a wrong because as an entrepreneur you need to be focused on steering your businesses vision and growth, not so much the little detailed tasks. According to a survey on Statista, freelancers have increased by 4 million people from 2014-2019. Hiring freelancers by the hour allows you to focus on the big picture priorities your business needs to grow at the rate you need it to. Investing in people will benefit you, your business, and the other people, it’s hard to get a business up and running off the ground without help. In the end it will save you time and money!

POS, perfect for running a wine bar

POS, perfect for running a wine bar

Point Of Sale combines a beautiful and easy to use design with useful features, including: custom loyalty card programs, drag & drop table/floor plan modeling, usability functions for both retail and restaurant businesses… The POS module has it all!

Julien Colson manages an upscale wine bar called “Chez Félix”. They’ve been using the POS Module for more than two years now, and in this interview he tells about his experience.

Tell us about your company

Chez Félix is a cozy wine bar in Brussels. The idea behind this bar sprouted from two Epicureans with a strong passion for wine. We worked hard on the idea for two years before finally opening in 2014. Chez Félix offers a carefully selected variety of European wines as well as other curated selections from around the world. We organize wine tastings, theme weeks, appearances from some of our winemakers, special catered events, and more.

What are some of the challenges your company faced before your implementation and how did it help you solve them?

Before working with this ERP system, it was very difficult for us to manage stock levels. We have over 70 different wine varieties, with a steady minimum stock of 6 to 24 bottles for each wine. It’s not always a simple task to keep track of these and know which wine you should reorder and when.

Another challenge was we didn’t have a clear vision of the sales numbers. At the end of the day, it was a real challenge to create an accurate report. And finally, the table service was a bit hectic. Since we had to write down which table ordered what, as well as the clients seated at the main bar, there were sometimes more than 15 open orders to manage at once.

What solution was delivered? 

We mainly use the POS module. We have 3 floor plans: one for the 22 inside tables, a second one for the main bar with its 6 seats, and the third one for the 13 tables on the terrace.

This solution helps us to create different reports, the graphs are very useful. They help us to see the sales per month or per product. We use the category reports a lot!
The POS also makes opening and closing the cash register at the beginning and the end of the day fast. This is very convenient in order to avoid calculation errors. We always know exactly what’s in the cash register (i.e. the number of 1€, 2€ coins, 5€ notes, …) at the beginning and end of each day.

We also use the Inventory module. We did a kind of work around by using the Bills of Materials (BoM). We configured the system like this: one bottle of wine is made up of 6 glasses (units). Therefore, when we sell a glass of wine, we know that there’s only 5/6 of a bottle left. Of course this is not always precise (depends on how generous of a glass is poured), but in the end this workaround helps us to have a better idea of our stock.

We also have the POS Box; this is very easy to use. We’ve connected the printer, the cash register, and the POS system together through this little black box, and everything works perfectly.

Lastly, we use the Website Builder for our website. And again, it’s very intuitive with the drag & drop feature. We’ve done everything ourselves.

How has this impacted your business?

We use the floor plan every single day and it contributes to real-time optimization of our customer service! It also helps to reduce errors when entering orders.

Also, we use the iPad to take orders directly from table to table. That saves us time, because we don’t need to write it down and then go back to the register to record the order. Now, the order goes directly from the table to the system – that’s a real benefit!

The sales functionalities, like the reports and graphs, help us to better understand the strong and weak points in our sales process. And obviously, it also helps to have a better forecast overview of future sales.

How would you describe what the company values most with this ERP solution?

The system is really easy to use, and on top of that, it’s intuitive. We can easily manage our sales and stock without writing anything down!

Keeping it Simple with an Out-of-the-Box Solution

Keeping it Simple with an Out-of-the-Box Solution

Vectis is a management consulting company consisting of 12 employees; 1 administrative person, 2 salespeople, and 9 in delivery. The company is especially well known for their extensive experience in serving professionals in the financial sector, such as banks, insurance companies, management companies and funds. Vectis’ team of consultants, experts and internal auditors aim to provide management and organization advice and allow companies to focus on their main activities.

Lack of Integration Complicated Vectis’ Organization

The company was started in 2005, and before they were acquainted with our ERP solution, Vectis was working with four different open source applications from different providers to run their business. Initially they were working with the following four applications; a CRM, project, timesheet and an invoicing tool. Their systems were difficult to navigate together, the impact of issues was significant and the cost of running them was high. At the time of the migration, they had 4,000 contacts in their CRM, both companies and individuals, and they were managing 85 projects and 20 business trainings. Thanks to some in-house integration they managed to keep inefficiency to a minimum, but they often faced issues such as;

  • Updates weren’t performed properly, as applications weren’t integrated
  • Maintenance required expertise which the company lacked
  • Mistakes were easier to make
  • Producing reports was very time-consuming

Growing while Cutting Costs

It didn’t take long for Vectis to start noticing the benefits of switching to one integrated system with this ERP system. The main benefits were the huge time and cost reduction thanks to the seamless integration of the different modules. Thanks to the SAAS platform, updating the system was no longer a problem. This also meant that the chances of mistakes being made decreased drastically. As for the cost reduction, by switching to our ERP solution there is a substantial drop in IT costs. In the first year Vectis is expecting a 8,000€ decrease in and a 12,000€ decrease in the next years.

On top of that Vectis saw that producing monthly reports had never been easier than with this ERP solution. As a result the monthly reporting from management to the board of directors was quickly reduced from a painful 8 hours a month to a joyful hour.

About Vectis

Vectis is a corporate consulting firm specialized in governance, risk, compliance, company management and internal audit. The company is dedicated to providing services to all SMEs, but their services are particularly tailored to SMEs in the financial sector in Luxembourg. The team at Vectis can answer any questions about creating and managing a business in Luxembourg, and they are readily available to help companies improve their organization and management structure.

Vectis, which means leverage in Latin, has been in operation since 2005, and since then they’ve successfully served local banks and companies such as Fujitsu, Verizon and Xerox. The company has been very successful and in 2010, Vectis was awarded the “Prix Luxembourgeois de la qualité 2010” for its organization model and the services delivered.

Transforming a Family Brewery Into an Integrated Business

Transforming a Family Brewery Into an Integrated Business

After three successful years of brewing artisanal beers, the Bertinchamps brewery realized it was time to take the family business to the next level and transform it into an integrated business.

This ERP solution helped us move from an “all-paper” process to an online and integrated solution.

The Limitations of a Paper-based System

The Bertinchamps brewery opened its doors in 2013 with an array of ultra modern fermentation tanks ready to brew up to 6,000 Hectoliters. The small family brewery was doing well and grew from nothing to 1 million bottles in 3 years. Their entire system apart from accounting was paper-based and with the growing business it was getting increasingly difficult to manage.

The company was struggling to keep an overview of their sales and order tracking in a timely manner, creating inefficiency in preparing orders. The paper-based system was rigid and unreliable, and new problems arose daily:

  • Paper orders and invoices could easily get lost and forgotten;
  • Each employee had their own way of doing things;
  • Data was not consolidated and therefore extracting specific customer information was a daunting task;
  • For managers, there was no clear overview of everyone’s agenda and sales activities;
  • Sales teams had difficulty keeping track of their sales orders and targets;
  • Reports and forecasts were inaccurate and unreliable.

CRM, Sales and Invoicing:
the Foundation of Bertinchamps’ New Business Process

Bertinchamps needed a flexible solution with a quick and easy implementation, and turned to our ERP Solution. The company currently uses the CRM, Sales, Invoicing, and Inventory applications.

  • CRM has helped the company oversee all interactions between their customers and sales teams. This way the sales team can keep up-to-date on all sales orders and invoices. The CRM system also allows management to maintain an organized plan for the company’s sales objectives.
  • With Sales, each salesperson can now manage their sales orders, have a clear view of their progress, and make sure they meet their monthly targets.
  • Inventory now helps Bertinchamps keep track of when their products are delivered to customers as well as stock levels and forecasting.

This system also helped Bertinchamps to create accurate reports that help determine the volume of sales per month or per product. Having readily available reports and graphs helps to determine trends and to have a better forecast view of future sales.

The Benefits of Smart Integration

Bertinchamps uses this ERP system every single day. The software has become an integral part of their operation as it allows more efficient organization of daily operations, as well as the ability to schedule meetings anytime and from anywhere. The salespeople can enter orders directly into the system and the brewery will immediately receive them; now both sides know exactly what has been sold, during which months, and how the sale is progressing.

The system works great as a motivational tool for the salespeople. Everyone can now clearly see how much they’ve sold and how far they are from meeting and surpassing their monthly target. The use of the reports function assists Bertinchamps in forecasting production and determining seasonal cycles. For instance, it showed them that their grapefruit beer sells mostly during the warmer months and is therefore not ideal for year-round production.

FYG Abandons SAP for Flexibility & Growth Opportunities

FYG Abandons SAP for Flexibility & Growth Opportunities

The three companies, Frew Process Group, Gasco and AB Young, are tightly coupled due to their previous existence as divisions within the same company. This expert team, the FGY Team, specializes in selling, delivering, installing, and maintaining components and systems, focused on industrial and commercial markets. The products they offer include meters and sensors, valves, controllers, industrial boiler equipment, and gas regulators.

The three distinct companies have similar operations and they use the same office space, and have chosen to use common back office resources for their accounting, technology, warehouse and facilities functions. This has proven to be an excellent platform for them to build their individual businesses.

SAP Proves too Rigid for FGY

The three distinct companies have similar operations, use the same office space and have chosen to use common back office resources for their accounting, technology, warehouse, and facilities functions, which provides an excellent platform for the individual businesses. This allows them to benefit from economies of scale from their investments in infrastructure, both in fixed assets and use of personnel. Frew Process Group acts as the Technology coordinator for the group.

The FGY Team wanted better approach to eCommerce, integrated operations management, inventory, CRM, sales, fulfillment, and other key functions. They had implemented SAP Business One, but soon found that the software struggled to support their business operations. FGY was frustrated both with its design and its rigidness. The group was looking for a solution that could be manipulated to promote their competitive advantage.

A Win-Win Relationship Leads to Success

After their experience with the SAP proprietary software, FGY was certain that a more flexible software with an open source approach would be more suitable for them. They conducted a thorough investigation and weighed all the options, before deciding that our ERP solution was the right choice for them.

FGY’s business process and requirements were analyzed during a week-long workshop. As FGY is three separate organizations, each one’s specific needs and requirements had to be taken into consideration, but together they identified their criteria for success and how best to optimize critical areas and their processes. FGY and Open Source Integrators worked closely together to create a plan that fit the scope and budget of the project.

After all the groundwork was completed, the team successfully migrated from SAP Business One to our ERP solution in a matter of months.The FGY team is using their new system for:

  1. Accounting
  2. Sales
  3. CRM
  4. Inventory Management
  5. Shipping
  6. Purchasing
  7. Geo-spatial Sales Analysis

A Smooth Migration from SAP

The transition from SAP Business One to our ERP solution was smooth and speedy, and they managed to the scope, schedule and budget carefully.

The FGY team is happy with their new system, and adding new functionalities in addition to closely mimicking the valuable areas that were set up in the proprietary software. They finally got to a position that allowed them to effectively grow their business, with a system that supports and amplifies their competitive advantage.

Specific improvements included:The FGY team is using their new system to manage their businesses, adding new functionalities in addition to closely mimicking the valuable areas that were set up in the proprietary software. They are now positioned to effectively grow their business with a system that supports and amplifies their competitive advantage.

Specific improvements include:

  1. Adding Geo-spatial analysis features
  2. Accurate Accounting
  3. Replication for separate companies, using common tools for 3 individual companies, each with different workflows, products, and services, but common customers, history and sales.
Toyota ERP Use After Just 6 Months of Integration

Toyota ERP Use After Just 6 Months of Integration

Toyota Material Handling France is a member of the Toyota Industries Corporation, which operates in 5 regions in the material handling industry. The company mainly focuses on manufacturing and selling forklifts throughout Europe, with their specialty being electric and IC-powered counterbalanced trucks under the Toyota brand.

In addition, they also provide technical solutions and support, with 735 Toyota certified technicians available at an average of 25 km from any location.
In addition to their own production, the company also does some importing and exporting within Europe of trucks bought from Japan, China and the US. Depending on the customer’s request, some of these are then modified in their factory in France.

A Quicker Return on Investment

A couple of years before implementing the ERP, Toyota Material Handling, underwent some big organizational changes in their group. The aim was to restructure their operations in order to properly manage their distribution network and supplier units in Europe: one in Sweden, one in Italy and one in France.

Before this ERP they had built in a custom-made solution for the configuration of their highly customizable trucks. These trucks are custom designed by their customers and represent nearly 40% of the business. The problem they were faced with was that behind the scenes, the factory in Italy was not equipped with an adequate solution to go through all the necessary steps:

  • to properly acknowledge and take care of the orders received

  • to organize the production or purchase of the right trucks from the right business unit abroad, and subsequently organize shipment and invoice the customers

As their previous solution was also used as the configurator, it meant that changing one part of the solution meant taking down the entire old system and replacing it with something else. Therefore, they did some research and found that they had two possibilities; to replace the old solution with a new custom-made solution or replace it with an out-of-the-box solution.

Toyota Material Handling didn’t have an ERP in place, so that was one possibility they explored, but as they are in an “aggressive” market they couldn’t afford to take risks with very big investments. They needed to a quick return on investment and a traditional ERP proved not to be the best solution for their requirements. That left them with a simple choice; to build their own system or to choose a cheaper solution – and the only solution that was able to pass the test was our ERP solution. For these any many more reasons, Toyota Material Handling decided to go with our ERP solution.

The Scope of the ERP Implementation

Even thought their initial focus was on Sales, the scope of solution that was implemented was much bigger than that;

  • First they needed the Sales Module in order to manage their orders. As soon as an order is placed by a customer, they need need to make sure that the corresponding products are available, and for that they need Inventory Module

  • Next was managing the procurement. They have two flows for that;

    • On one hand they have products that are manufactured in-house and for that they use Manufacturing Module.

    • Then they have also some products that are imported from their factories in Japan, US and China, and for that they use Purchase Module.

  • Accounting Module was added in order to be be able to invoice their customers directly from the ERP system

Benefits of a Fast, Reliable and Open Solution 

Our ERP solution was implemented very quickly, and after 6 months of integration Toyota was already using it. They were certain that they’d save a lot in maintenance costs of the new IT solutions, because so far they’d been maintaining an in-house solution and now they had an official solution. Furthermore, they knew they could count on valuable features being released with every new updated version of the ERP system, which could easily be integrated, creating additional value for their users. 

One of the most important factors to Toyota was timing. They were not sure they could have made the changes they wanted in time if it wasn’t for our ERP solution. We offered a solution that could be implemented fast and thereby pleasing management with a good and reliable solution that the company was able to count on in just a few months. The main benefit for Toyota was the short implementation time, even for a complex project, they were ready in within a few months.

At the time of implementation it was on the information system side that they perceived the biggest value of the ERP system, because for them it’s an extensible platform on which they will build their whole information system. The plan is to eventually replace everything with this ERP system, if possible, to run their operations solely within it. It was also important for Toyota to have a solution where they could leverage their best assets in IT, which is their people. They have people within the company who are good in software development and have technical skills. The company appreciates having a system that can deliver new added value due to the open nature of the software. With a little training Toyota’s people can also develop new features that benefit the company.

Versions have evolved over the years

Versions have evolved over the years

Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ‘Content here, content here’, making it look like readable English. Many desktop publishing packages and web page editors now use Lorem Ipsum as their default model text, and a search for ‘lorem ipsum’ will uncover many web sites still in their infancy. Various versions have evolved over the years Read More »

How to Prepare Technical Specifications for the Development of ERP Extensions?

How to Prepare Technical Specifications for the Development of ERP Extensions?

The most important question that every company faces while implementing the ERP extension is “where to start”? If you know how to start the process, it’s more likely to avoid unnecessary difficulties, alterations, and conflicts. That’s why you need to prepare the technical specifications. The development of ERP extension has its pitfalls that we are going to describe for you. Read More »