Singapore: Singapura - the "Lion" City
By Paul Beretz
(Reprinted with permission from IOMA's Report on Managing International Credit and Colections, July 2000 issue. Prepared by Paul Beretz, Editorial Advisory Board Member of IOMA'a Managing International Credit and Collections publication).
Have you ever landed at an airport - either in the United States or overseas - where your subsequent ride by bus, limo, taxi, or private auto to the downtown business area did not pass through slums or derelict factories with "for lease" signs? Probably not very many. Well, welcome to Singapore! At this airport, with suitcase in hand, climb into a clean, an air-conditioned cab that will take you to the downtown area of Singapore on well-paved roads lined with orchids! Yes, orchids, the national flower!
One of the more "western" cities in Asia (a fact which some North Americans may like or not like), Singapore is the "end-up" place before traveling home that I recommend to the harried business traveler who is trying to squeeze too many Asian cities into too few days, attempting to script the Pac Rim version of "If This Is Tuesday, It Must Be Belgium." I suggest that the final leg of an "Asian swing" be Singapore. The food, culture, and signage (in English!) is very western and late-night activities - for both men and women - end safely with a 4 a.m. walk back to the hotel!
Singapore is an island about the size of Chicago, 244 square miles, located off the southern tip of the Malaysian Peninsula. It's a beautiful place: nature preserves on the central plateau are home to 139 species of birds, small forest animals, trees, and more than 700 pant specifies. Men, don't bring your sports jacket, and ties are often not worn. You will wear short-sleeve shirts, as temperatures range between 78o F and 82o F all year round. Women, you will be treated with more dignity than in many other Asian locales.
The Economy
Singapore, although the smallest country in South East Asia, has a prosperous entrepreneurial economy. In the 1980s and 1990s, economic growth averaged more than 8%, and Singapore even appeared to escape the Asian economic crisis of 1997, with the nation experiencing 7.8% growth. By the end of 1998, however, recession had taken hold, and unemployment doubled to 4.5%.
Most of the trade in Singapore involves receiving exports from other countries and re-exporting them. Petroleum is the largest industrial activity, but the city/state republic has become an import financial and manufacturing center. The key semiconductor industry should remain strong, as Asian demand for wireless telecommunications and office machine equipment is heavy. New orders for electronics from the United States reflect the demand for these products, with industrial production growing of 15% over a year ago.
The "official" economic growth for this year should hit 6.5%, according to the minister of trade and industry, Khaw Boon Wan. While there may be a slight slowdown in the second half of the year, the overall growth in the electronics and chemical sector should continue at a consistent growth of 7% for the balance of 2000.
Currency
Since the Singapore economy is so reliant on trade, government officials carefully monitor the exchange rate of Singapore dollars to maximize the competitiveness of exports in world markets while guarding against the threat of imported inflation. A weaker dollar increases the competitiveness of exports because it makes them cheaper overseas. However, it also makes the cost of imported goods more expensive, which is potentially inflationary.
Fortunately, price pressures have been relatively tame in Singapore so that the Monetary Authority of Singapore (MAS), the country's central bank, has been content to keep the currency weak while the local economy got out of the 1997 Asian financial crisis. In April, the Sing dollar had risen sharply, raising speculation that the MAS may be moving toward a tighter monetary policy to hold back inflation.
"Let My People Go!"
During the first quarter of 2000, Singapore Telecommunication lost opportunities when British-owned Cable and Wireless walked away. Ditto two Malaysian companies, Binariang and Celcom. Rupert Murdoch's News Corp has cancelled plans to create alliances because the companies in question were not publicly held. Currently the government holds $50 billion worth of stock - one quarter of the Singapore market - from wafer fabs to shipping lines to banks. Unless the state gets out of business, it will not achieve the knowledge-based economy it seeks. While the government has recently removed limits on foreign equity investment in sectors dominated by state-controlled companies (banking, telecom, and transportation), it continues to own interest in companies that run subways, seaports, and power stations.
Credit
Recent surveys from companies based in the United States show over 75% are selling on open-account terms, usually from 45 to 90 days. Letters of credit are not uncommon, but competition for exports from outside Singapore may make obtaining security on credit transactions difficult for the company selling to Singapore. Singapore is very English-language friendly and, in the Pac Rim area, presents a rare opportunity for the United States. Credit managers telephone their customer to resolve payment issues (if one doesn't mind making telephone calls late at night from U.S. time zones, here's a hint: Always send an e-mail to your customer first, outlining the issues and asking for confirmation about a time to place the telephone call).
Joint ventures, while sometimes made difficult by the government, exist in enough Singapore markets so that prepared financial statements that Big Six accounting firm audit and that the West is familiar with are available (with figures usually denominated in Sing dollars). Credit insurance cover is available though the normal U.S. agencies and channels.
Living and Customs
Singaporeans consider their nation to be unique because they hold to traditional Asian values of a strong work ethic and, consequently, they have a reputation as one of the world's best work forces. Those who have been in the credit profession have heard of the "C's of Credit" - character, capital, capacity, and conditions - that are usually considered when assessing risk probabilities. In Singapore, look to the "C's" as personal lifelong goals of the new generation of Singapore citizens: career, condominium, car, cash, and credit card.
This includes the value placed on education, obtaining homes that are nicer than government built "flats" or apartments, cars (very expensive), and cash or credit cards to validate the level of consumption important to upwardly mobile people of the country.
Greeting customs vary. Singapore is a city with Malay, Chinese, Tamil, and English as official languages, and greetings match the diversity. Chinese people shake hands, with a slight bow. Malays greet with the salaam, where two people bring right palms together, as if to shake hands, then slide them apart and touch his or her heart. Indians join their palms together in a prayer position and say Vanakkam (Tamil for hello).
Saturday, July 22, 2000
Tuesday, February 22, 2000
Country Profile: Handling Credit and Collection Issues When Exporting to South Korea
Country Profile: Handling Credit and Collection Issues When Exporting to South Korea
By Paul Beretz
(Reprinted with permission from IOMA's Report on Managing International Credit and Collections, February 2000 issue. Prepared by Paul Beretz, Editorial Advisory Board Member of IOMA'a "Managing International Credit and Collections publication.)
Rebound, what a rebound! And for you basketball fans, we are talking about key indicators in South Korea, which will show considerable improvement over this New Year from the decline that began in late 1997. But, as in basketball, never think the game is over until the final horn sounds. Two years after South Korea went to the IMF and received $58 billion, President Kim Dae-jung declared last November that South Korea had overcome the Asian currency crisis. His rationale:
Credit
Customer and bank risks will continue, which should require close analysis for finance managers. Many credit managers indicate continuing issues with the South Korean banking system. Careful credit analysis is essential (only accept certified financial reports), and while credit rating agencies have upgraded Korean sovereign debt to investment grade, LCs generally are still appropriate. Should the LCs be confirmed? Take my advice and ask your U.S. bank if it confirms LCs to South Korea-if the answer is yes, then don't confirm your LC (but certainly insist that it be irrevocable).
Open account is suggested only when a strong distributor relationship exists with the South Korean customer, where you know company management and have access to regular operating results. There are banks that will buy discounted paper for open-account sales. Those companies selling only on LC, however, would be wise to stay close to both their customer and the coun-try's economic situation, as competition will undoubtedly heat up. This normally puts pressure on the credit manager to look at open account in order to maintain the company's market share.
Credit Insurance
Ex-Im Bank is offering cover for private and public sector buyers (http://www.exim.gov/).
Always Be Aware of Your Neighbors!
For most of the 1990s, many economists and officials in the United States and South Korea were predicting that North Korea would "implode" from a decade of economic disasters. How-ever, the once-slipping North Korean economy has shown a remarkable turnaround-a strength-ening military, support from China, and the possibility of improved relations with both the United States and Japan. North Korea has seen five years of floods end, which had impacted food and fuel availability.
The concept of reunification with South Korea may be shelved as the potential for increasing hostilities could detract from the economic recovery that is taking place in South Korea. South Korea has reopened an operational plan known as "5027," which calls for a counterattack if North Korea were to take serious military action. Those interested in a further analysis of the history, economics, politics, culture and-according to the author-demise of North Korea, can read The End of North Korea, by Nicholas Eberstadt (AEI Press).
Culture and Courtesies
In Korea, priorities are family, respect for authority, formality, class, and rank. Koreans can be aggressive, hardworking, friendly, and hospitable. In social settings, always remember to pour the drink of your Korean host (whether the person is from your local Korean office or a cus-tomer). Koreans will negotiate with Americans from a position of strength. Compared to the Japanese, they have a negotiating style that seems more straightforward to Americans.
Koreans respect status: In Seoul, hire a chauffeur and emphasize your link with Fortune 500 companies. A bow is the traditional greeting, usually accompanied by a handshake between men. Professionals meeting for the first time exchange business cards, presenting and accepting the card with both hands. A common greeting is Annyong haseyo? (Are you at peace?).
The Future
Looking briefly at three major South Korean industries should give the international credit manager some idea of what may unfold in 2000.
http://www.koreaemb.org/
http://www.tradeport.org/ts/countries/skorea/
http://www.chosun.com/
http://www.pacbizsolutions.com/
Useful Numbers
American Chamber of Commerce in Seoul: 82-2-752-3061
Consulate at Pusan: 82-51-246-7791
Embassy of the Republic of Korea in Washington, DC: 202-939-5600
FCIB: 410-423-1840
Pacific Business Solutions: 925-672-2644
By Paul Beretz
(Reprinted with permission from IOMA's Report on Managing International Credit and Collections, February 2000 issue. Prepared by Paul Beretz, Editorial Advisory Board Member of IOMA'a "Managing International Credit and Collections publication.)
Rebound, what a rebound! And for you basketball fans, we are talking about key indicators in South Korea, which will show considerable improvement over this New Year from the decline that began in late 1997. But, as in basketball, never think the game is over until the final horn sounds. Two years after South Korea went to the IMF and received $58 billion, President Kim Dae-jung declared last November that South Korea had overcome the Asian currency crisis. His rationale:
- The economy should grow 9% this year compared to a 5.8% contraction in 1998.
- Inflation is expected to be less than 2% for the year.
- Unemployment is down to 4.8% from almost 9% after over 22,000 companies failed in 1998.
Credit
Customer and bank risks will continue, which should require close analysis for finance managers. Many credit managers indicate continuing issues with the South Korean banking system. Careful credit analysis is essential (only accept certified financial reports), and while credit rating agencies have upgraded Korean sovereign debt to investment grade, LCs generally are still appropriate. Should the LCs be confirmed? Take my advice and ask your U.S. bank if it confirms LCs to South Korea-if the answer is yes, then don't confirm your LC (but certainly insist that it be irrevocable).
Open account is suggested only when a strong distributor relationship exists with the South Korean customer, where you know company management and have access to regular operating results. There are banks that will buy discounted paper for open-account sales. Those companies selling only on LC, however, would be wise to stay close to both their customer and the coun-try's economic situation, as competition will undoubtedly heat up. This normally puts pressure on the credit manager to look at open account in order to maintain the company's market share.
Credit Insurance
Ex-Im Bank is offering cover for private and public sector buyers (http://www.exim.gov/).
Always Be Aware of Your Neighbors!
For most of the 1990s, many economists and officials in the United States and South Korea were predicting that North Korea would "implode" from a decade of economic disasters. How-ever, the once-slipping North Korean economy has shown a remarkable turnaround-a strength-ening military, support from China, and the possibility of improved relations with both the United States and Japan. North Korea has seen five years of floods end, which had impacted food and fuel availability.
The concept of reunification with South Korea may be shelved as the potential for increasing hostilities could detract from the economic recovery that is taking place in South Korea. South Korea has reopened an operational plan known as "5027," which calls for a counterattack if North Korea were to take serious military action. Those interested in a further analysis of the history, economics, politics, culture and-according to the author-demise of North Korea, can read The End of North Korea, by Nicholas Eberstadt (AEI Press).
Culture and Courtesies
In Korea, priorities are family, respect for authority, formality, class, and rank. Koreans can be aggressive, hardworking, friendly, and hospitable. In social settings, always remember to pour the drink of your Korean host (whether the person is from your local Korean office or a cus-tomer). Koreans will negotiate with Americans from a position of strength. Compared to the Japanese, they have a negotiating style that seems more straightforward to Americans.
Koreans respect status: In Seoul, hire a chauffeur and emphasize your link with Fortune 500 companies. A bow is the traditional greeting, usually accompanied by a handshake between men. Professionals meeting for the first time exchange business cards, presenting and accepting the card with both hands. A common greeting is Annyong haseyo? (Are you at peace?).
The Future
Looking briefly at three major South Korean industries should give the international credit manager some idea of what may unfold in 2000.
- Automotive. Prior to the Asian financial crisis, the Korean auto market was closed to out-side investors. Western automobile manufacturers now indicate Asia will account for the bulk of the auto industry growth-Korea is very attractive, especially due to a local, low-cost manufac-turing labor base for exporting to the rest of Asia, Europe, and North America. A large debt-$5 billion-continues to be owed by Samsung Motors to over 10,000 vendors. (In mid99, Samsung Group's automobile company became a political challenge that could have hurt President Kim's economic reforms since they could have added to the loss of jobs.) The Daewoo Group is at-tempting a restructuring of debt to foreign creditors at the beginning of 2000 and recently has been courting interested automobile manufacturers from the United States and Europe.
- Semiconductors. The industry is now beginning to show turnaround with the rest of Asia semiconductor manufacturers. However, the NASDAQ slide during the first week of 2000, fueled by high-tech stock swings, bears watching as European and American companies consider investment in new and existing facilities of Korean semiconductor manufacturers. The NASDAQ is a good indication for South Korean markets, as the Korean composite index often follows its ups and downs. Overall business from North American semiconductor suppliers selling to South Korea is up 25% to 40% over last year.
- Telecom-Internet. The worldwide growth and competitive aspect of the Internet during 1999 will provide opportunities in South Korea for partnerships, mergers, and acquisitions in 2000. In January of this year, South Korea's Hanaro Telecom signed a $100 million contract with Hewlett-Packard in project finance for Internet data.
http://www.koreaemb.org/
http://www.tradeport.org/ts/countries/skorea/
http://www.chosun.com/
http://www.pacbizsolutions.com/
Useful Numbers
American Chamber of Commerce in Seoul: 82-2-752-3061
Consulate at Pusan: 82-51-246-7791
Embassy of the Republic of Korea in Washington, DC: 202-939-5600
FCIB: 410-423-1840
Pacific Business Solutions: 925-672-2644
Saturday, January 22, 2000
How to Prepare for a Systems Application Installation or Upgrade
How to Prepare for a Systems Application Installation or Upgrade
By Paul Beretz
(This article was reprinted by permission of Business Credit, a publication of NACM, and appears in the January 2000 issue of Business Credit magazine).
Have you found yourself in the position of being advised that your company is either installing or upgrading an ERP (Enterprise Resource Planning) application from a company such as SAP, Oracle, PeopleSoft, Baan, or JD Edwards? All of a sudden, you meet IT people from your company that you never saw before; consultants contact you and want to set up appointments; steering committee and action-group meetings are created to add to your already impossible meeting schedule: all the while, you are supposed to be managing your business and keeping staffing levels under control!
What are the various ways to manage the impact of the install or upgrade project in your department? How do you get your staff to maximize the features of the tool that is supposed to solve all your business process problems? How can you anticipate customizing issues that you may have to face? How do you keep your sanity? Most importantly, what are the post-install and upgrade solutions to issues that will maximize your opportunity for success?
Whether an Install or Upgrade, It Will Be a Long Trip
It would be a perfect world if you had the people with the combined qualities of both understanding your business processes and experience in all facets of an ERP cycle. What's clearly evident in any installation or upgrade is that there is never the proper level of resource allocation or a clear identification of business requirements or comprehensive training programs that exist. Just as important, the best people in the department will be called upon to lead and be involved in the project.
Time management of the regular workload becomes critical - not just to achieve the business performance expectations, but to acknowledge the stress and morale problems that the ERP event creates. Experience shows that ERP, whether a first time installation or an upgrade to an existing system, is a time commitment of one year or more.
Additionally, without the confirmed buy-in and support from senior management, the project has little chance of being entirely successful. Throughout the entire project, remember that ERP is not just "new software", it will change the way business is executed!
Who actually owns the ERP project? It should not be the IT (or IS) department. While they are critical to the success, it is the business unit who needs owners or "champions". The magnitude and weight of the daily work activity that must continue while the ERP is underway usually suggests the need for a clear definition by phases of the project. Rather than trying a "Big Bang" approach (where the entire ERP and its applicable modules are scheduled for the same time delivery schedule), the total strategy should be scoped, with time lines, milestones, team structure and identified final deliverables. The Wall Street Journal carried a number of front-page stories during the past year related to the problems associated with trying to implement and execute completion of the entire order through delivery, finance and manufacturing cycle on the same date.
Establish an employee reward system that will be presented on completion of the project. It should be consistent with all departments - cash, stock and similar recognition. The awards should be given selectively to those who have gone "above and beyond" during the project phases.
What about your time commitment? Even if you are the director or manager of the department, plan to allocate 20 to 33 percent of your total time to the project. Do not make the mistake of delegating the leadership, for example, to a manager in finance who agrees to lead the A/R, A/R GL process - you will need to be pro-active as the manager of your specific discipline. Without an early, hands-on approach, you will not be equipped to recognize and understand the areas that break down or that require direction. At the onset of an initial ERP installation, I had worked long and hard with my staff to define what we needed for the proper accounts receivable aging report. However, I later learned that I did not get specific enough with the consultants and IT group. The result for the first six months following the installation was an aging that did not properly reflect cash or credits and brought unwanted attention to our group. In the early stages of the project, the manager needs to understand and document the business needs of the organization, emphasizing its strengths and weaknesses, both functional and informational. By working with the IT organization, project plans with specific design and implementation schedules should be agreed upon.
Building The Team And Planning Effective Communications
How do you select the right people? I have always sought out the busiest. These are the same people who will say "but I already have too many priorities!" You should be able to determine who they are in your own organization. What about those who will be assigned from IT or the major players in the other organizations that will interact with your function? Too often, the VP, director or manager initially gets involved but delegates to those who are not decision makers or to those who don't have the level of dedication to liaise with your own group. The ERP process will transform your business and people's careers. This is inclusive of how orders are taken, how invoices are generated, how collections are accomplished and what people want to do in the company after the project is completed.
Effective organization of the project means the team has to be identified by major stakeholders (e.g., business and IT project leaders, and one leader in each discipline finance, manufacturing, sales) with functional leads within each specific discipline. At this stage, specific resources - people who are technical experts - need to be identified and assigned roles in the project. The IT organization may have the right people in place, but it is more likely that outside contractor consultants will be hired to work with IT and the functional groups. I made it a requirement that my organization had input in the selection criteria of the consultants. I personally participated in interviewing prospective consultants to gauge their fit with my organization. As the team is developed, so are the communication vehicles, frequency of meetings, published minutes and most importantly, conveyed project status to management. As with the rest of our daily business activities, senior management wants no surprises whether they be in cost overruns or unanticipated resource needs. They will want specific dates for project phases, milestones and a clear understanding of the steps that lead to final implementation of the ERP.
Be sure to maintain an attitude of "over-communicating" to senior management so you can eliminate the uncomfortable need to explain unexpected events that will require their approval of more people and additional training dollars. By effectively communicating with your own group, IT and those organizations that impact your process will you have a chance to succeed. A well-planned initial "kick-off" meeting sets the proper tone. Responsibilities and roles are defined, cross functional issues are addressed, the lobbying for availability of a "war room" or separate testing facility begins and various reporting templates and forms for tracking issues are developed.
In addition, director-level team meetings, super-user meetings, and functional and track lead meetings are defined. Questions need answers. When will the cutover occur from the legacy system to the "new" system? What about date for completion on the business impact of the time of month or quarter? Consider rescheduling vacations and advising the staff of required weekend commitments, particularly in the testing phase. Always remember the regular production of current business information will be impacted. What about the effect on your overseas offices? Even if the project is in North America, don't ignore the off-shore locations and bring them in at the end, especially if a world-wide ERP approach is in the cards at some future date.
Customizing Reports
You probably have customized reports in your system, whether you are already on ERP and upgrading or moving into the world of SAP, ORACLE, or PeopleSoft for the first time. How do you convert the reports that you "need" to run the business? Do you replicate everything or trash what you have because you believe that ERP will solve your problems? Most experienced implementers of systems recommend that you establish a list of all your customized reports and categorize them as "critical, need to have and don't know." Evaluate and question your staff on the content. Test the reports you currently utilize and don't assume that customization will be available in the upgrade or install, or that it is cheap. This is a great opportunity to develop reporting improvements by combining and eliminating reports. This also means employing the management concept that avoids accepting responses such as "we've always had this report". This is one of those times you're paid to be a manager - don't leave it to an individual or departmental vote to determine which reports stay or go. Use your judgment based on asking questions about the output and actual need for the report. Democratic principles do not always work in the world of effective management!
Testing, Testing and More Testing
Experts say that testing is probably the key to the outcome of a successful project. At the beginning, it may be difficult to get your IT group and your department together on defining the needs. Often, the tendency is for the business unit to abrogate responsibility and, by default, IT provides facets of the testing criteria. Do you want IT to determine that because a screen looks the same as before that it hasn't changed?
Management support, at all levels is critical for the commitment to testing. The manager also has to be aware of the daily work requirements that will prevent a user from moving to the training room for the scheduled testing. An "Issues Tracking Logo" becomes a critical tool to determine how successful the testing process works. This report, which usually is developed with guidance of the IT group, indicates the status of each issue identified in the testing process, and can be traced by date, action and when it is closed.
Cathy Cakebread, a consultant who founded Agate Systems in San Mateo, CA, has an excellent approach to testing. She was a key developer in the original A/R module with Oracle more than a decade ago. She stresses two levels of testing in any ERP system: "Break It" and "Simulated Close". "Break It" has two aspects, to confirm that the product works as expected and to try out the new features and ways of doing things in an uncontrolled environment. This means running every report, scenario and process until they work. This is where all interfaces should be tried.
All multi-step processes can be tested along with defining what a successful test is. The "Simulated Close" tests everything in a controlled setting replicating period end and validating reports and system interfaces while looking for glitches. The simulated close usually starts after you have identified and resolved all the bugs in the "Break It" test. It's also an opportunity to determine the major basic reports you need to run your business. It is usually recommended to keep three to five in number. These reports will contain balance and transaction data so that the accuracy of the detail can be measured. Copy all the details and run the reports against the upgraded data. Compare results - they should be identical!
Report the Bugs
"Bugs" are those programming glitches that create user problems within the application. Often the manufacturer will catch the bug and issue a patch until a "new, improved" version is worked on. However, the user will recognize the bug and note the transactions and interfaces causing problems. Usually an astute IT organization will have a form available to log the problem. I've always been an advocate of assigning specific "exterminators" who are responsible to both log and track bugs in each business group. Once trained, the "exterminator" can log what, where and the situation or event that occurred when the bug was discovered. This process includes use of screen shots and examples of the problem. The IT organization should get a list of patches available from the ERP provider and check the known bugs and related patches, using the patches in a test environment only. As the business user, don't ignore the bugs. They can create major production problems unless detected and reported early in the testing process.
Training
Start training early in the ERP process and understand that training needs to continue beyond the life of the ERP project. An effective ERP training program means dollar commitments as well as time and facility availability. All users, regardless of job level, need to schedule training time. Ideally, a "war room" has been previously designated with posted schedules. The time slots include access to specialists and consultants who know the program. Training in the branch offices can take on interesting dimensions.
Once, during an ERP installation in a company's Asia Pacific office, it was discovered early in the process that despite the availability of personal computers on each desk, 50 percent of the staff did not have a basic understanding of the system - including how to turn the unit on. Needless to say, this put a severe crimp in the training plan! Consider creating your own training manual. This should encompass a write-up of the "big picture" so current and new users understand the scope of the project in addition to specifics about what screens are used in the department. Description of the modules that are to be implemented, with a list of in-house personnel support and consultants, should be shown.
An effective training program is future-oriented as well. It anticipates additional upgrades and enhancements that will undoubtedly take place. This means that the manager has to commit resources to ensure his or her staff makes adequate time for training throughout the year, even after an installation or upgrade is completed.
Are You Ready to Sign-off on The Project?
If you've ever wanted to feel like an NFL quarterback at a pressure-point in a football game, your opportunity will arrive along with the sign-off date. You are requested to acknowledge that everything works to your satisfaction in the ERP process.
Who do you trust? Have you completed enough testing and was it thorough? Has everyone been trained to your satisfaction? Have the other groups who impact your operation done their job so that the information and transaction flow will give you the data expected to run a better business? A final functional review of the components in your area is always appropriate prior to signing off. Make sure people are scheduled to begin the install or upgrade. Do not change variables. Use the same parameters that were used in the testing process. Compare results and don't forget to run back-up reports.
Most importantly, celebrate! Plan an all-hands dinner, distribute t-shirts and meet with the other directors to determine how much, in the way of financial rewards, should be distributed. Publicize on the company Intranet. Get senior management involved and let them cook at a barbecue for the employees.
Life After the Installation or Upgrade of an ERP System
An enterprise re-source plan is just that, a plan. It is not so much a project, because it is never really finished. It's a true journey, with constant change inclusive of upgrades, testing and people.
People will often want new assignments - returning to the "old" world of entering orders or calling customers for money may not be enough. Headhunters thrive in the post-world of ERP. Managers must prepare for the fact that they will likely lose people unless they keep them challenged. Many companies establish permanent ERP teams who assist in the process when acquisitions or overseas locations are at the stage of an install or upgrade. A national consulting firm recently said that companies should be ready for a drop in performance after an ERP project goes live. Their survey indicated one in four companies, 25 percent, could document a decline in individual and company performance. Why? Because everything is different now. What can be done to deal with the change in performance and to ensure that the company remains up to date in maximizing attributes of the system? Most of the ERP user companies belong to "User Groups". Unfortunately, they tend to be driven by and directed toward technical folks. While the meetings deal with specific topics such as accounts receivable, the actual users who face the screen everyday, are poised to enter orders, collect money, schedule manufacturing and shipping. They have little or no exposure to these organizations.
In Northern California, I've had success in spearheading the formation of a Special Interest Group (SIG), specific to Oracle_the Bay Area Oracle Receivable User Group. By coordinating administration with the local Credit Managers Association, quarterly meetings are held, with the agenda determined by a volunteer steering committee composed of other local Oracle users. A key to success of the group is to locate a consultant willing to participate and who is knowledgeable of the modules.
Additionally, the vendor in this case also happens to be located in Northern California, which has resulted in participation by the ERP supplier. We have invited their developers and experts in the order through collect modules to participate in the meetings. There's nothing like networking and sharing ideas with a group of companies who work with the same ERP tool. We've held six meetings since 1998, with as many as 98 people from 40 companies in attendance. Participants include credit and receivable managers, order administrators, general ledger and IT experts. When someone says "I can't write notes on my screen for collection follow-up" and a user from a different company explains in 30 seconds how that activity works, the value of the organization is more than validated.
Topics have included how to use the various screens, reporting, forecasting, bolt-on reporting tools, e-commerce, cash application, credit tools, invoicing and billing. In general, the goal is to share "best practices" of the members to others who have the same ERP.
In summary, be committed to the ERP project or you may feel at some point as if you will need to "be committed". Apply all those manager attributes to the project. Plan, lead, organize and control. Train, test and do more training and testing. Consider getting involved in a special interest user group. You are not alone!
By Paul Beretz
(This article was reprinted by permission of Business Credit, a publication of NACM, and appears in the January 2000 issue of Business Credit magazine).
Have you found yourself in the position of being advised that your company is either installing or upgrading an ERP (Enterprise Resource Planning) application from a company such as SAP, Oracle, PeopleSoft, Baan, or JD Edwards? All of a sudden, you meet IT people from your company that you never saw before; consultants contact you and want to set up appointments; steering committee and action-group meetings are created to add to your already impossible meeting schedule: all the while, you are supposed to be managing your business and keeping staffing levels under control!
What are the various ways to manage the impact of the install or upgrade project in your department? How do you get your staff to maximize the features of the tool that is supposed to solve all your business process problems? How can you anticipate customizing issues that you may have to face? How do you keep your sanity? Most importantly, what are the post-install and upgrade solutions to issues that will maximize your opportunity for success?
Whether an Install or Upgrade, It Will Be a Long Trip
It would be a perfect world if you had the people with the combined qualities of both understanding your business processes and experience in all facets of an ERP cycle. What's clearly evident in any installation or upgrade is that there is never the proper level of resource allocation or a clear identification of business requirements or comprehensive training programs that exist. Just as important, the best people in the department will be called upon to lead and be involved in the project.
Time management of the regular workload becomes critical - not just to achieve the business performance expectations, but to acknowledge the stress and morale problems that the ERP event creates. Experience shows that ERP, whether a first time installation or an upgrade to an existing system, is a time commitment of one year or more.
Additionally, without the confirmed buy-in and support from senior management, the project has little chance of being entirely successful. Throughout the entire project, remember that ERP is not just "new software", it will change the way business is executed!
Who actually owns the ERP project? It should not be the IT (or IS) department. While they are critical to the success, it is the business unit who needs owners or "champions". The magnitude and weight of the daily work activity that must continue while the ERP is underway usually suggests the need for a clear definition by phases of the project. Rather than trying a "Big Bang" approach (where the entire ERP and its applicable modules are scheduled for the same time delivery schedule), the total strategy should be scoped, with time lines, milestones, team structure and identified final deliverables. The Wall Street Journal carried a number of front-page stories during the past year related to the problems associated with trying to implement and execute completion of the entire order through delivery, finance and manufacturing cycle on the same date.
Establish an employee reward system that will be presented on completion of the project. It should be consistent with all departments - cash, stock and similar recognition. The awards should be given selectively to those who have gone "above and beyond" during the project phases.
What about your time commitment? Even if you are the director or manager of the department, plan to allocate 20 to 33 percent of your total time to the project. Do not make the mistake of delegating the leadership, for example, to a manager in finance who agrees to lead the A/R, A/R GL process - you will need to be pro-active as the manager of your specific discipline. Without an early, hands-on approach, you will not be equipped to recognize and understand the areas that break down or that require direction. At the onset of an initial ERP installation, I had worked long and hard with my staff to define what we needed for the proper accounts receivable aging report. However, I later learned that I did not get specific enough with the consultants and IT group. The result for the first six months following the installation was an aging that did not properly reflect cash or credits and brought unwanted attention to our group. In the early stages of the project, the manager needs to understand and document the business needs of the organization, emphasizing its strengths and weaknesses, both functional and informational. By working with the IT organization, project plans with specific design and implementation schedules should be agreed upon.
Building The Team And Planning Effective Communications
How do you select the right people? I have always sought out the busiest. These are the same people who will say "but I already have too many priorities!" You should be able to determine who they are in your own organization. What about those who will be assigned from IT or the major players in the other organizations that will interact with your function? Too often, the VP, director or manager initially gets involved but delegates to those who are not decision makers or to those who don't have the level of dedication to liaise with your own group. The ERP process will transform your business and people's careers. This is inclusive of how orders are taken, how invoices are generated, how collections are accomplished and what people want to do in the company after the project is completed.
Effective organization of the project means the team has to be identified by major stakeholders (e.g., business and IT project leaders, and one leader in each discipline finance, manufacturing, sales) with functional leads within each specific discipline. At this stage, specific resources - people who are technical experts - need to be identified and assigned roles in the project. The IT organization may have the right people in place, but it is more likely that outside contractor consultants will be hired to work with IT and the functional groups. I made it a requirement that my organization had input in the selection criteria of the consultants. I personally participated in interviewing prospective consultants to gauge their fit with my organization. As the team is developed, so are the communication vehicles, frequency of meetings, published minutes and most importantly, conveyed project status to management. As with the rest of our daily business activities, senior management wants no surprises whether they be in cost overruns or unanticipated resource needs. They will want specific dates for project phases, milestones and a clear understanding of the steps that lead to final implementation of the ERP.
Be sure to maintain an attitude of "over-communicating" to senior management so you can eliminate the uncomfortable need to explain unexpected events that will require their approval of more people and additional training dollars. By effectively communicating with your own group, IT and those organizations that impact your process will you have a chance to succeed. A well-planned initial "kick-off" meeting sets the proper tone. Responsibilities and roles are defined, cross functional issues are addressed, the lobbying for availability of a "war room" or separate testing facility begins and various reporting templates and forms for tracking issues are developed.
In addition, director-level team meetings, super-user meetings, and functional and track lead meetings are defined. Questions need answers. When will the cutover occur from the legacy system to the "new" system? What about date for completion on the business impact of the time of month or quarter? Consider rescheduling vacations and advising the staff of required weekend commitments, particularly in the testing phase. Always remember the regular production of current business information will be impacted. What about the effect on your overseas offices? Even if the project is in North America, don't ignore the off-shore locations and bring them in at the end, especially if a world-wide ERP approach is in the cards at some future date.
Customizing Reports
You probably have customized reports in your system, whether you are already on ERP and upgrading or moving into the world of SAP, ORACLE, or PeopleSoft for the first time. How do you convert the reports that you "need" to run the business? Do you replicate everything or trash what you have because you believe that ERP will solve your problems? Most experienced implementers of systems recommend that you establish a list of all your customized reports and categorize them as "critical, need to have and don't know." Evaluate and question your staff on the content. Test the reports you currently utilize and don't assume that customization will be available in the upgrade or install, or that it is cheap. This is a great opportunity to develop reporting improvements by combining and eliminating reports. This also means employing the management concept that avoids accepting responses such as "we've always had this report". This is one of those times you're paid to be a manager - don't leave it to an individual or departmental vote to determine which reports stay or go. Use your judgment based on asking questions about the output and actual need for the report. Democratic principles do not always work in the world of effective management!
Testing, Testing and More Testing
Experts say that testing is probably the key to the outcome of a successful project. At the beginning, it may be difficult to get your IT group and your department together on defining the needs. Often, the tendency is for the business unit to abrogate responsibility and, by default, IT provides facets of the testing criteria. Do you want IT to determine that because a screen looks the same as before that it hasn't changed?
Management support, at all levels is critical for the commitment to testing. The manager also has to be aware of the daily work requirements that will prevent a user from moving to the training room for the scheduled testing. An "Issues Tracking Logo" becomes a critical tool to determine how successful the testing process works. This report, which usually is developed with guidance of the IT group, indicates the status of each issue identified in the testing process, and can be traced by date, action and when it is closed.
Cathy Cakebread, a consultant who founded Agate Systems in San Mateo, CA, has an excellent approach to testing. She was a key developer in the original A/R module with Oracle more than a decade ago. She stresses two levels of testing in any ERP system: "Break It" and "Simulated Close". "Break It" has two aspects, to confirm that the product works as expected and to try out the new features and ways of doing things in an uncontrolled environment. This means running every report, scenario and process until they work. This is where all interfaces should be tried.
All multi-step processes can be tested along with defining what a successful test is. The "Simulated Close" tests everything in a controlled setting replicating period end and validating reports and system interfaces while looking for glitches. The simulated close usually starts after you have identified and resolved all the bugs in the "Break It" test. It's also an opportunity to determine the major basic reports you need to run your business. It is usually recommended to keep three to five in number. These reports will contain balance and transaction data so that the accuracy of the detail can be measured. Copy all the details and run the reports against the upgraded data. Compare results - they should be identical!
Report the Bugs
"Bugs" are those programming glitches that create user problems within the application. Often the manufacturer will catch the bug and issue a patch until a "new, improved" version is worked on. However, the user will recognize the bug and note the transactions and interfaces causing problems. Usually an astute IT organization will have a form available to log the problem. I've always been an advocate of assigning specific "exterminators" who are responsible to both log and track bugs in each business group. Once trained, the "exterminator" can log what, where and the situation or event that occurred when the bug was discovered. This process includes use of screen shots and examples of the problem. The IT organization should get a list of patches available from the ERP provider and check the known bugs and related patches, using the patches in a test environment only. As the business user, don't ignore the bugs. They can create major production problems unless detected and reported early in the testing process.
Training
Start training early in the ERP process and understand that training needs to continue beyond the life of the ERP project. An effective ERP training program means dollar commitments as well as time and facility availability. All users, regardless of job level, need to schedule training time. Ideally, a "war room" has been previously designated with posted schedules. The time slots include access to specialists and consultants who know the program. Training in the branch offices can take on interesting dimensions.
Once, during an ERP installation in a company's Asia Pacific office, it was discovered early in the process that despite the availability of personal computers on each desk, 50 percent of the staff did not have a basic understanding of the system - including how to turn the unit on. Needless to say, this put a severe crimp in the training plan! Consider creating your own training manual. This should encompass a write-up of the "big picture" so current and new users understand the scope of the project in addition to specifics about what screens are used in the department. Description of the modules that are to be implemented, with a list of in-house personnel support and consultants, should be shown.
An effective training program is future-oriented as well. It anticipates additional upgrades and enhancements that will undoubtedly take place. This means that the manager has to commit resources to ensure his or her staff makes adequate time for training throughout the year, even after an installation or upgrade is completed.
Are You Ready to Sign-off on The Project?
If you've ever wanted to feel like an NFL quarterback at a pressure-point in a football game, your opportunity will arrive along with the sign-off date. You are requested to acknowledge that everything works to your satisfaction in the ERP process.
Who do you trust? Have you completed enough testing and was it thorough? Has everyone been trained to your satisfaction? Have the other groups who impact your operation done their job so that the information and transaction flow will give you the data expected to run a better business? A final functional review of the components in your area is always appropriate prior to signing off. Make sure people are scheduled to begin the install or upgrade. Do not change variables. Use the same parameters that were used in the testing process. Compare results and don't forget to run back-up reports.
Most importantly, celebrate! Plan an all-hands dinner, distribute t-shirts and meet with the other directors to determine how much, in the way of financial rewards, should be distributed. Publicize on the company Intranet. Get senior management involved and let them cook at a barbecue for the employees.
Life After the Installation or Upgrade of an ERP System
An enterprise re-source plan is just that, a plan. It is not so much a project, because it is never really finished. It's a true journey, with constant change inclusive of upgrades, testing and people.
People will often want new assignments - returning to the "old" world of entering orders or calling customers for money may not be enough. Headhunters thrive in the post-world of ERP. Managers must prepare for the fact that they will likely lose people unless they keep them challenged. Many companies establish permanent ERP teams who assist in the process when acquisitions or overseas locations are at the stage of an install or upgrade. A national consulting firm recently said that companies should be ready for a drop in performance after an ERP project goes live. Their survey indicated one in four companies, 25 percent, could document a decline in individual and company performance. Why? Because everything is different now. What can be done to deal with the change in performance and to ensure that the company remains up to date in maximizing attributes of the system? Most of the ERP user companies belong to "User Groups". Unfortunately, they tend to be driven by and directed toward technical folks. While the meetings deal with specific topics such as accounts receivable, the actual users who face the screen everyday, are poised to enter orders, collect money, schedule manufacturing and shipping. They have little or no exposure to these organizations.
In Northern California, I've had success in spearheading the formation of a Special Interest Group (SIG), specific to Oracle_the Bay Area Oracle Receivable User Group. By coordinating administration with the local Credit Managers Association, quarterly meetings are held, with the agenda determined by a volunteer steering committee composed of other local Oracle users. A key to success of the group is to locate a consultant willing to participate and who is knowledgeable of the modules.
Additionally, the vendor in this case also happens to be located in Northern California, which has resulted in participation by the ERP supplier. We have invited their developers and experts in the order through collect modules to participate in the meetings. There's nothing like networking and sharing ideas with a group of companies who work with the same ERP tool. We've held six meetings since 1998, with as many as 98 people from 40 companies in attendance. Participants include credit and receivable managers, order administrators, general ledger and IT experts. When someone says "I can't write notes on my screen for collection follow-up" and a user from a different company explains in 30 seconds how that activity works, the value of the organization is more than validated.
Topics have included how to use the various screens, reporting, forecasting, bolt-on reporting tools, e-commerce, cash application, credit tools, invoicing and billing. In general, the goal is to share "best practices" of the members to others who have the same ERP.
In summary, be committed to the ERP project or you may feel at some point as if you will need to "be committed". Apply all those manager attributes to the project. Plan, lead, organize and control. Train, test and do more training and testing. Consider getting involved in a special interest user group. You are not alone!
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