Gillette Children’s Specialty Healthcare Begins Cloud Transformation Journey with Infor

Gillette Children’s Specialty Healthcare in St. Paul, Minnesota recently selected Infor CloudSuite Healthcare for financial and supply chain management. In 2020, Gillette was in search for a new enterprise resource planning (ERP) solution with healthcare-specific capabilities that would clinical integration and less reliance on third-party applications as well as a single source of truth for reporting analysis. Today’s healthcare environment relies on mobility as the key to ensuring current information is at hand, enabling accurate, informed decisions. Which is what led to Gillette choosing Infor. Working alongside implementation partner Bails & Associates, the organization will implement a scalable, sustainable, and forward looking solution. Per the press release, Infor CloudSuite, built on Amazon Web Services® (AWS), will deliver embedded analytics and industry-specific functionality, and will enable employees to reduce manual data processes, quickly answer critical business questions, and analyze business performance and scenario planning. Further, industry-specific financial capabilities will help Gillette reduce data-entry redundancies and produce more accurate and timely reports. This provides transparency that leads to improved budget management, effective cost-reduction strategies and more accurate forecasting.

 

For Full Article, Click Here

Don’t Change Buyer Behavior — Make It Work Better

Changing consumer preferences and buyer behavior is difficult in the B2C and B2B world. With individual preferences, various processes, and other unique factors, the systems and tools that a company has in place can make even the smallest shift feel huge within the organization. However, experts like Jens Gamperl, founder and CEO of Sourceability LLC which brings global digital solutions to the electronic components marketplace, believe there is a backdoor for disruptors that believe those processes, systems and tools can be better or more efficient: don’t aim to change buyer habits. Instead, Gamperl says in a Forbes article to identify what can be improved within those long-standing processes and make them work better. The traditional buying method could be the reason for the difficulty of altering buying habits. Not only is this method slow and inefficient, but because it’s so relationship-based, it also fails to provide a complete view of the marketplace, which means purchasers frequently miss the best deals for their needs, says Gamperl. Taking a new direction such as ecommerce, online databases, a cloud-based enterprise resource planning (ERP) and customer relationship management (CRM) system or other integrations of technology could make the world of difference in keeping up and working with customer behavior. Gamperl suggests fitting the new technology you integrate to your organization and simplifying the process. Technology is about disruptions, and recognizing the opportunities to integrate newer and efficient systems is half the battle in deciding what to use. The evolution of buyer behavior and technological changes is an easy choice, says Gamperl, not by asking those on the front lines to change what they do, but by simplifying the way they do it.

For Full Article, Click Here

How your IT department will be affected by a Merger

, ,

Your IT department will be busy during a merger.

Once the decision is made which system will be the surviving system that is when your IT department will get even busier. They may even be involved with comparing the systems and determining which might be the better system to consolidate the data into.

The obvious part your IT department will play is data extraction and data mapping for the data that needs to copied and converted from the sunsetting system and moving it to the surviving system. All of your interfaces need to be reviewed to determine which of those need to be moved or adjusted to continue “talking” to the surviving system.

When considering an acquisition there are many considerations. Some of these are:

How much history needs to be converted from the sunsetting system and moved to the surviving system?

How will historic transactions continue to be accessed from the sunsetting system when needed?

Coordination between IT departments on current interfaces and how they will be handled in the combined organization.

If your IT department is already taxed, consider taking on a partner to assist with the process.

Make sure to start with a BRD – Business Requirement Document – so you have a road map of what is expected throughout the process. This helps all involved – both companies and any partner you may engage – know what is expected from all parties.

Calvert County Uses Infor Technology to Quickly Distribute CARES Act Funding to Constituents

Long time Infor customer Calvert County has seen success with Infor’s cloud-based public sector solutions. The Washington, D.C. suburb needed a new technology solution that could help teams quickly distribute funding received through the federal Coronavirus Aid, Relief, and Economic Security (CARES) Act to support businesses and nonprofits. Per the press release,  Calvert County had to quickly create a brand-new, public-facing process that was easy to navigate, able to facilitate a solid audit trail for funds attribution, and ready within days in order to complete allocations to businesses in need. Using Infor Public Sector solutions, Calvert County was able to create a new program within four weeks to support its constituents in need. Further, the tech giant helped Calvert County utilize the Infor Field Inspector application, which delivers more functionality in the field to allow its teams to resume operations promptly and more efficiently, even during the pandemic lockdown, providing better service to constituents.

 

For Full Article, Click Here

Roll Back WebSphere Application Server

, ,

Occasionally there may be a need to revert to an earlier version of a WAS fix pack. The IBM Installation Manager has a “Roll Back” feature that works just for this purpose.

To roll back WAS, first stop all running IBM services. Then, open the IBM Installation Manager. Select “Roll Back”.

Choose the package to uninstall

Select the version to roll back to.

Click “Roll Back”

Verify a successful rollback, and click “Finish”. Be sure to go and roll back any other packages that are applicable.

 

5 Warning Signs Of A Growing Business That’s Outgrown Its Legacy ERP

As the digital age continues to grow, the shift from legacy systems to online/cloud is becoming prominent. Growing companies, for example, are making the shift in their legacy enterprise resource planning (ERP) systems to address evolving needs and maintain sustainable growth. However, as much as the direction is headed this way, there are still some companies who have yet to make the shirt. SAP expert Oliver Schoenborn shares an article on Forbes explaining the warning signs of a growing business that’s outgrown its Legacy ERP.

Sign #1: Massive data left unused
“Every organization collects large volumes of data every day, internally and externally. But when growing companies move from a legacy ERP to a more intelligent one, they are usually caught off guard when they see how much valuable, much-needed intelligence is left unused. Frustration across the leadership team intensifies when it considers opportunities missed from not tapping that wealth of knowledge.”

Sign #2: Disconnected user experiences
“Connecting employees, suppliers, and customers to relevant resources and data points is critical to meeting everyone’s expectations. Unfortunately, most organizations have spent years developing and adopting different ERP tools, such as custom functionality and spreadsheet-driven analytics. In return, the ERP landscape becomes so overly complex that applications, processes, and data are challenging to maintain and integrate.”

Sign #3: Delayed actions and process bottlenecks
“Every employee wants to think, understand, and move swiftly with data-driven insights and confident decision-making. Most legacy ERP systems are batch-oriented, limiting real-time information availability even if an add-on is designed to augment the system with real-time data.”

Sign #4: Inflexibility to scale operations up or down on demand
“Businesses that respond to the ebbs and flows of operational performance and market demand with balance and ease are well-positioned to lower costs, optimize employee engagement, and yield a high rate of customer satisfaction. When using an ERP that is intelligent enough to keep up with every twist and turn, organizations can scale business needs – such as production capacity, pricing models, and workforce augmentation – with precision.”

Sign #5: Decisions that routinely lead to less-than-optimal outcomes
“Without the effective use of Big Data, companies can get swallowed up by their competition quickly. Without access to a real-time, complete data set, guiding the business is extraordinarily tough. People require a combination of transactional ERP data and data from the applications of other organizations and third parties to feed their analytics tools and derive insights that inspire timely and productive action.”

Schoenborn concludes that having the right technology is what helps move a business forward. Ask yourself if it’s time to move from a legacy ERP system to an Intelligent ERP. The beauty of moving to the latter is, according to Schoenborn, gaining critical capabilities to ignite present-day and future growth.

 

For Full Article, Click Here

Tresoldi Metalli Chooses Infor for Stainless Management of Business Processes

International metal-cutting service center Tresoldi Metalli has implemented the enterprise resource planning (ERP) manufacturing solution Infor LN to help improve production planning and control of the company. This decision was done in an effort to make the most efficient and effective management through the review of business processes. The project, which also saw the implementation of Infor OS (Operating Services) platform and Infor Factory Track for warehouse management, was entirely managed by Infor partner Know-How. Founded in 1963 by Giuliano Tresoldi, the company offers semi-finished products such as strips and sheets for industry up to construction products such as pipes and gutters in steel, copper and aluminum. Per the press release, following a software selection process, Tresoldi Metalli chose Infor LN, together with Infor OS and Factory Track, for the flexibility and wide functional coverage offered by the solutions. Further, Infor LN has brought about an organizational change among the employees, bringing greater productivity of the plants and optimizing the production of orders. All areas of the business now benefit from more streamlined processes.

 

For Full Article, Click Here

How to check if a general ledger (GL) Lawson job that’s in recovery is safe to delete

, ,

You have a GL job in recovery and don’t want to delete it, possibly corrupting data in your general ledger. To check if the job is safe to delete, follow the steps below.

  1. Login to Lawson portal (you may need elevated or admin permissions)
  2. In the Search box on the top right, Type GLMONITOR and click Search (You can also search via GL15.1 but GLMONITOR is easier to remember)
  3. In GLMONITOR under Program, type the batch job number and click Inquire
  4. If you receive the “No More Records For Given Key” message, you should be safe to delete the batch job in recovery (see screenshot below for example)

That’s all there is to it. Good luck!

Pilot Flying J Takes Off with Infor Coleman Artificial Intelligence (AI) & Machine Learning (ML)

Pilot Flying J is using Infor Coleman Artificial Intelligence (AI) and Machine Learning (ML) to help boost its fuel margin accuracy in hopes to increase its revenues by $750,000 a year. One of North America’s leading network of travel centers with more than 750 locations across 44 states and 6 Canadian provinces, Pilot Flying J’s fuel margins are particularly important, as they drive much of the bottom line and profit. Error in fuel pricing can cost the company a significant loss. Per the press release, Pilot Flying J deployed an Infor multi-tenant cloud ERP system, taking advantage of its pre-integrated data, analytic, AI and ML capabilities. Further, Pilot Flying J anticipates that the Infor solutions, by helping the company save time and improve fuel margin accuracy, will produce a number of financial and operational results.

 

For Full Article, Click Here

Contract Management For Public Sector

, ,

Contract management is crucial for risk minimization, optimization and value creation, but in 2015 the NAO identified systematic weaknesses in both government and commercial sectors. The NAO’s 2015 Transforming Government Contract Management report notes that much remains to be done, including far-reaching changes in the culture of the public service and its ability to procure and manage commercial contracts. The report was triggered by the high-profile overbooking of the Ministry of Justice’s 10-year electronic surveillance contracts with G4S and Serco. Four years later, it is now recognized that effective contract management has been achieved in the commercial departments. However, the 2015 report found “systematic weaknesses” in government and commercial contract management in the day-to-day management of contracts. [Sources: 7]

 

In most government departments, contract management activities are scattered throughout the organization, involving many different people in different roles at different distances from the front. This makes a lot of sense, because the management of contracts is most effective when it takes place close to the goods and services supplied. Allegations of ineffective contract management for the public purse are most frequently cited, but the truth is that effective contract management applies equally to the private sector. Effective contract management is more than managing the specific words and clauses on paper. In reality, it is much more comprehensive: it covers all aspects of the value and risk arising from contracts. [Sources: 5]

 

The same applies to public institutions. As you can see, the public sector has many of the same forces that influence it as the private sector. There is therefore an increasing need for more and better contract management. Public sector bodies need to rely more on processes that control and manage internal costs. This means that challenges are being raised and there is a greater need for technology and process transformation to outsource a wide range of areas, including contract and commercial management. [Sources: 8]

 

It is not enough for organizations to have contract management specialists. Employees must be supplemented by process and software support in order to meet the increased compliance requirements and analytical requirements. The expected economic benefits and financial returns must be realized. [Sources: 1]

 

The basis of contract management is based on the implementation of successful upstream activities after the award. Further consideration will have to be given before the contract is awarded. In the pre-award phase, employees focus on the reasons for concluding the contract with the supplier and fulfilling the contractual conditions. [Sources: 1]

 

At a time when public authorities need to be diligent about how public dollars are spent, it is imperative that contracts with this aim be developed in mind before the process of managing contracts is completed. The contract should specify exactly what is expected of the contractor. [Sources: 4]

 

Furthermore, contracts should allow public sector parties to carry out audits of their quality management and management information systems to ensure that the contract remains sustainable. Public sector parties will also have to deal with the requirements of the Official Information Act 1982 as applied to them, including the types of access granted to them by internal and external auditors. They also need to have financial information to convince themselves of the continued financial viability of the public sector. [Sources: 2]

 

Disputes should be resolved as quickly as possible at the appropriate level of dispute settlement procedures, thereby promoting negotiation and mediation between the parties. There should be an agreed mechanism whereby the parties are mutually informed of the problems arising from the Treaty. [Sources: 2]

 

Often the only viable option is to settle the dispute in court. Costly litigation drives up the cost of providing services to public bodies, even if the agency wins, and that is because the agencies prepare for litigation by using staff time and agency resources. [Sources: 4]

 

Public procurement and contract management officials exacerbate the problem by building a cocoon around their offices, pretending that their offices “goals, tactics, and actions are independent of the company’s goals. Others create resentment by acting as policemen and enablers. They are unable or unwilling to push for strategic public procurement or contract management. Failure to plan procurement, define requirements, award and manage contracts costs public institutions dollars and opportunities in the short and long term. [Sources: 6]

 

We still have a long way to go before contract management gets the recognition it deserves. Understanding the challenges of contract management is an important step towards improving the situation. Addressing these challenges requires efforts by all public sector organizations. What matters is improving growth, and the International Association for Contract and Trade Management (IACCM) is a sign of this. Where it has gone wrong, it is clear how important it is for organizations to do better. [Sources: 0]

 

Given that we are in an interesting double Brexit storm and a second Covid wave, it is vital to understand its position as a single entity of government. It requires at least some basic forms of digitalization, spending analysis, and supplier contract management, so that suppliers can trust the government to weather the storms around them. It also requires transparency in the way money is spent. We believe that the next period will provide opportunities for public sector organizations to operate from one position: they are the customers of choice and can rely on them to accelerate cash flow to companies in difficult times. [Sources: 3]

 

Sources:

[0]: https://www.publicspendforum.net/blogs/peter-smith/2017/03/20/contract-management-europe-challenge-public-sector-procurement/

[1]: https://www.businessnewsdaily.com/4813-contract-management.html

[2]: https://oag.parliament.nz/2006/public-private/part4.htm

[3]: https://spendmatters.com/uk/why-supplier-and-contract-management-are-the-hot-topics-for-government-cpos-and-ccos-right-now/

[4]: https://www.bakertilly.com/insights/developing-effective-contracts-for-the-public-sector

[5]: https://www.proximagroup.com/why-contract-management-is-so-difficult-to-get-right-in-public-sector/

[6]: https://patimes.org/improving-procurement-contract-management-government/

[7]: https://www.civilserviceworld.com/articles/partner_article/proxima/why-contract-management-so-difficult-get-right-public-sector

[8]: https://www.capgemini.com/2015/09/contract-management-3-reasons-why-the-public-sector-is-looking-for/