The QAD Configurator offers clients with rich functionality to configure product based on complex rules. However, before embarking on a configurator implementation, it is important to understand when this tool is valuable, as it doesn't fit in all instances. The following are some key areas to consider before assuming you are a configure to order environment.1. Do new confiugurations require engineering intelligence (e.g. testing, updated drawings, etc.), before the configuration can be considered approved? If yes, then you are likely to be an engineered to order environment, and a rules-based configurator may not serve to shorten the cycle between customer configuration and shipping and cash. If that is the case, you may not extract full value from a configurator.2. Are all purchased components required to support configurations defined and sourced? If not, then Purchasing or Sourcing will need to be involved in new configurations, and again, you may not shorten the cycle on delivery new product to Customers.3....

Cash Flow Porjections require a view of the sources and uses of cash. In QAD's Enterprise Applications: Standard Edition, you can use the 31.8 Cash Flow Projection Report to give you good solid information. The report cash be run to display data in daily, weekly, and monthly buckets.

I recently completed an assessment project at a client where Logan Consulting lead a QAD 8.6 implementation back in 2000. A part of the project involved the implementation of a third-party supply chain management package due to the client's need to ensure finite capacity and material planning. This SCM package met the need of scheduling, but has been complex, costly, and caused problems with the lower level material planning, forcing the client to develop offline Access tools.With the evolution of QAD's tools around planning and scheduling, including the latest (and greatest!) browses in .NET that allow for component checks across master schedule (WO's) and repetitive schedules, we are able to replace ten year old SCM technology and Access add-ons with an easy to implement browse. By upgrading to 2009SE, we can replace significant complexity and cost with a no cost standard browse that is seamlessly integrated with QAD applications since it is a QAD application.The bottom line is that QAD functionality is not...

In today’s global economy, corporations must find ways to balance supply and demand not only across sites, but across the entire supply chain. QAD’s Enterprise Operations Planning has the functionality to do just this. QAD’s EOP uses actual Forecast, Sales, Production, and Inventory data to calculate a plan to support pre-defined target inventory levels and centralize the production planning and purchasing activities into a global Master Scheduling function.The Enterprise Operations Plan module has the following utilities and functions:• Demand import and consolidation from multiple sites and databases (including external data sources)• Integration with Resource Planning• Planning at family and/or end-item levels• Weeks of Coverage by effective date for Target Inventory Planning• Source Matrix by effective date for supply and demand relationships between sites• Allocation of production demands across sites and production lines by percentage• Production demand transfer to other modules• Simulation Planning•...

One of the most frustrating issues facing manufacturing companies is inventory inaccuracy. Inventory accuracy is a critical input to executing a successful supply planning process. A simple yet effect method for improving inventory accuracy is to implement the point of use (POU) inventory concept. POU creates a clear distinction in ownership between the storage warehouse and the production floor. Operations that do not have this separation in place often find it difficult to determine the root cause of inventory problems and instead of a solution, end up with finger pointing and reoccurrences of the problems. While this concept can be used with other manufacturing methods, the QAD Advanced Repetitive Manufacturing module makes utilizing POU a no-brainer. Once POU is properly implemented and executed it will not be long before the effort starts to pay off. Below are just a few of the benefits that can be realized immediately:• Clear definition between warehouse/storage inventory and shop floor inventory...

We are working with a real estate services firm that has implemented an ERP backbone in Europe. They have done a thorough job of standardizing and documenting their processes and procedures, knowing that they will be acquiring and absorbing other similar companies in the future to foster growth. As we prepare to help them roll out a U.S. division onto the same ERP backbone and process model, the foresight in defining and implementing a standardized process model, which is actually in use, has drastically reduced the expected time required for subsequent rollouts.Time savings in the U.S. will be in the upfront design, which is already complete based on a previously implemented model in Europe. Additionally, previously prepared procedure and end user training documentation will be heavily leveraged. Although seemingly a required step in any implementation, preparation of these design standards with an eye toward future rollouts will improve the quality of the design documentation and add future value through implementation...

We recently worked with a company that has grown through acquisitions over the years and now has three distinct companies under one corporate umbrella. It runs each company on a separate QAD database. This company thinks it will continue to use its existing QAD ERP backbone for most core functions. However, one of its divisions is not using QAD financials and therefore struggling to get itself to a position where it can easily consolidate financials under one Chart of Accounts and system.Management has been hesitant to make this migration because the company has not developed a Strategic IT Plan and has not confirmed a mid to long range systems footprint. Without this footprint and Strategic IT Plan, users and management are hesitant to make tactical decisions that could allow for more efficiencies in the near and long term. Unfortunately, many companies see the effort in developing a Strategic IT Plan as significant and onerous. However, the effort to gain management consensus and document the footprint can be...