Excess Inventory, Prevention and Reduction

“If I do not have the inventory, then I cannot meet my customer’s demands and they will go to some other place”.

What inventory rationale is used by your organization?  Is there a system or does someone glance at a shelf and magically know that a part needs reordering?  Even if the magic person is rarely wrong, what happens if they get hit by a bus one day on the way to work or takes a maternity leave or extended sick time or disability?  Are the purchasing decisions driven by the sales department, operations, or finance team?

Is your inventory process repeatable?  Can the process be duplicated?  Will any of that special discounted order from your long-time supplier end up sitting on the shelf for a long time or will it be resold quickly? 

 

Reduction of excess inventory is a tedious, but necessary task.  Excess and Obsolete analysis should be done each year around the time of a physical inventory.  Find out what has not moved and find ways to get rid of it.  The overhead and tax implications of holding on to dead inventory can make this a costly decision, if ignored.  That space could be better utilized for faster moving items.  How much space could be saved if you only carried what you actually sold?

 

Prevention deserves equal, if not more time than reduction.  Do the prevention part right, of not ordering inventory that never gets sold, and the reduction effort goes away over time.  That does not help you today, but you should be keeping your eyes open in this effort.

 

Your inventory system does not have to be Just-In-Time (JIT).  Organizations pay a premium for this convenience.  In the case of a Tsunami that happened in Japan recently, those that were dependent on JIT inventory probably took a big hit. 

 

But, but, but it does make sense to order only what you need based on historical demand and reasonable forecast efforts.  Take into account typical supplier lead times, some safety stock level and you can estimate relatively close an amount to order.  Round up or down a little to match any discount levels to keep you competitive.  Of course this can be difficult in some industries like retail where buyers need to forecast demand for new products months before any demand shows up.

 

One key step is to identify if any inventory is actually a target for reduction.  Most Enterprise Resource Planning (ERP) systems have sales history and analysis functions.  Make sure historical collection is enabled.  In many industries, history is a predictor of future demand.  If there are a large number of items to be reviewed try looking at them as a group first.  Some systems use a division and/or class to group like items.  Sales history also can give you customer demographic and region or territory view of demand. 

 

I am not trying to give a detailed or complete review of how inventory should be managed.  There is just too much information to cover in one short article. 

 

Each organization needs to find what works for their needs.

 

Each business will have its own metrics to apply.  The point is to make sure the right people are looking at the inventory.  Sales departments want to have everything, every time.  It speeds up their commission payments.  Customers also like it.  And, if your customers are buying what is purchased or manufactured, then you do not have a problem.  If your customers are not buying the product and it sits on the shelf for too long, you are not going to make any money on it.  Better to identify and cut the dead stock.

 

There are hundreds of methods to forecast and order/reorder.  Each has their benefits and deficits.  Some methods are better for some industries and some are better in others.  What is important is having a system that tracks your inventory and increases its accuracy.  The more accurate your inventory, the better and more profitable your organization will function.    Newer systems provide multiple ways to automate a lot of the data collection and record information.  New systems do not necessarily mean more manpower.  It might just include reallocation of existing resources.

 

Your business has been running for so many years and you know what you need. 

 

No one is going to be able to come in and cut your inventory level in half or any other double digit amount.  If they promise that or begin to “tell” you how to run your business, find a way to get rid of them (quickly). 

 

A more accurate inventory allows management to indentify dead stock inventory.  There are many ways to dispose of this excess.  A more accurate inventory allows better purchasing decisions, which help to reduce dead stock, increase inventory turns, and bolster profits.

 

What you can expect by using a modern ERP system is slight reductions and increased accuracy of inventory in manufacturing, material handling, inventory control, forecasting and purchasing, to name a few places.  Add up the different departmental savings for a one or two percent reduction of inventory levels.  That coupled with increased accuracy and you lay the foundation of a good Return on Investment (ROI).

 

Dolvin Consulting uses it expertise and industry contacts to work with your team to identify areas that can be improved through the use of automated systems.  You probably already have a feeling that things are not right or could be better.  Maybe you would like an independent source to confirm you are already doing the best you can with the budget and resources available. 

 

We do not know who you are, so you must take the first step and contact us.  We do not bite.  We consult.  We have a mutually vested interest in your success.  Both of our livelihoods depend on it.  Pick up the phone, email us, or fill out our contact information and see how we can help.  Do it now!

ERP Solution Provider Relationship Key to Long Term Success

Like many companies that have been around a long time and have systems that they built for themselves, technological milestones often create obstacles and dead ends. 
 

For example, “Y2K”. 

 

You know the year 2000 when the lights will no longer work, people will be starving, apocalypse and the launch of nuclear missiles, all because of some obscure line of code missed in the billions written.  This was a milestone event most of us remember.  We knew it was coming and it was not until we starting getting closer did the impact of what we had to just “look” at hit home and reality check us.  It was not the code so much as the verification. 

 

How often do we head down the technology road developing solutions that create silos of information or dependence on resources that continually grow and strain our budgets and growth?

Norscot faced this situation and after evaluating new solutions and solution providers, they decided they needed an organization that would work side-by-side with its staff and understand the company’s unique operating environment.

 

Read the full Norscot story by clicking this link.

 

The growth technology and constant change demand technology departments to continually evolve to meet customer demands.  This requires ever increasing resources which are hard to manage internally without an equally large staff.

 

Do you hire the staff or do you partner with an organization that has the staff?

 

In Norscot’s case the partnership that developed between them and VAI, their Enterprise Resource Planning (ERP) provider, is testimony to solid research and good-fit.  There are a great number of equally great companies providing ERP solutions.  The key to success is finding the right partner for your industry and your challenges. 

 

It is not hard and also not easy to find a solution provider. 

 

The process for finding a solution provider and a solution is the same and should come first.  For long term successful growth you will be partnering with that organization.  In the future will they be implementing new technologies that you will need for your growth?  A trusted advisor can help here too.  Invest your time in the solution provider and the solution comes along for the ride and will certainly be a good fit.

 

The support needs to not only be before the sale, but during the conversion and implementation, as well as afterwards.  That is why you choose a company.  Choose your company partner as opposed to doing the changes in-house.  This is not a onetime purchase.  Like raising a child, it is a maturing process that evolves over time. 

 

You are really buying the solution provider, not the solution.

 

According to Dan Hanke, IT Manager at Norscot, “We felt VAI’s S2K was by far the best package we had looked at, and would easily catapult Norscot’s technology capabilities about 25 years forward.”

 

This company was able to grow its business without having to build staff overload to meet the new challenges.

 

According to Norscot’s Dan Hanke, “I have never promoted a product before, but being in the IT profession for 25 years I’ve had the opportunity to work with all kinds of people, and the people at VAI are top-notch and highly knowledgeable. With the two packages Norscot purchased from VAI, I believe that this was money well spent, and we certainly got everything we paid for and are happy with the results.”

 

This is an example of a good fit. 

 

There were many challenges along the way, however, since there was a true partnership, those challenges were met and a foundation for future growth created.  This is an example of the classic win-win situation.  Both organizations fulfill their roles and mutual success resulting.

Dolvin Consulting works with Manufacturers, Distributors and Specialty Retailers to help them find the right solution to today’s challenges that also lay the foundation for the future.  Contact us today to see how we can help your business grow.

I am not here to sell you anything

In a recent debrief from a sales appointment I discussed the sales call with two of my people.  As it turns out the prospect is not qualified and we might have been able to determine that beforehand.  However, the long drive and meeting was worth the time. 

For several reasons.

One, in person is always better.  Body language, voice tonality, and message are more easily communicated.  You know if you have their interest and when these three clues are in synch, you know you are communicating.

Two, the result is not as important as is the process.  Control what you can.  Which is yourself.  You do your part and the rest is a learning experience.  Next time will be better as will the time after that.  Doing is learning.  You can read all the books you want about anything, say hitting a baseball, but until you are holding the bat and swinging, it is just a theory.

Three, and this is really the point of this writing.  My meeting started with a short discussion of why I was there, the expectation that we would both have questions, an estimate of time allotted along with an agreement that at the end of the meeting we would agree to another meeting or agree that we did not have a good fit at this time.

This opening really relaxes everyone.  Takes the pressure off and allows for a better dialog. 

I traditionally do not show up with anything except a blank piece of paper, directions to the location and some quick notes and list of questions.  I do not always need the question list and sometimes the person asks what I am looking at and I give them the list.  It shows that I, like a news reporter, am only interested in learning the facts.  I do not have a hidden agenda, like selling them something they do not need.  No organization is going to invest in and Enterprise Resource Planning (ERP) system, because of one meeting.  If a sales opportunity eventually arises great, if not that is okay too.  I am going to know that a lot sooner using this method.

We discussed their challenges and why I was there. 

Great question to open with.  “Why am I here?”  What was important enough for you to allocate this time?  Your challenges.  What business requirements do you have?  What is working now?  What is not working?  If you could change one thing, what would that be?  I also like to end the question part of the meeting by asking “What have I not asked you that you wish I had?”

Question theme:  Have you told me what is wrong?

At the end of our meeting, the person I met with expressed some gratitude.  He said that he had been in a number of meetings previously where the “sales” people came in showed a canned presentation full of features and benefits and told him what was wrong and what he had to fix. 

Really. 

This company has been in business for 75 years.  They know what works and what does not.  The goal is to find solution to areas they are struggling in, whether they know those areas or not, where efficiencies can be improved to increase their profitability.

He was happy that I took the time to listen.

As it turns out they are already implementing a new system to replace two separate systems that existed from a merger and acquisition.  Neither previous system fully addressed their needs.  This was not a waste of time.  It says volumes that a company that has invested two years researching a new solution would take the time to still learn more.  To engage with someone else.  Someone who cared enough to ask some questions and focused on them. 

What I am sure of is that in the future, if challenges come up they will not hesitate to contact me to see if there is any way we can help.  In the mean time we will keep in contact with newsletters and periodic correspondence.

Perhaps your systems seem to be running well.  Perhaps not.  Maybe you would like a fresh outside opinion.  Maybe you do not know what you do not know.  We do not know who you are.  Contact us today to see how we can help.  Dolvin Consulting is here for you.  I am sure we can help.

Determining the Need for a Trusted Advisor

Budgets are tight and the challenges continue.  You cannot avoid being involved in a technology project, particularly one the will involve reviewing, testing, and evaluating an Enterprise Resource Planning (ERP) solution.  It just cannot not be done without your participation. 
 

Really, would you really want to rip out your existing system over a weekend and come in the next week with an entirely new system?

 

However, do you have the time or would you really want to attempt an organizational change that an ERP solution promises without any help?

Start with a relationship with a Trusted Advisor. 

First challenge, find the advisor.  Perhaps you already have one.  Perhaps you have one in another area of your business.  If you have an existing relationship, start the conversation with that person to see if they have the time, resources, and capability to help you with your search.  If not they may be able to refer you to someone else or at least help you to find someone else.  If they cannot do this, then what type of advisor are they?  Maybe that is why you are reading this article now.
 

People do business with people they like and are like themselves.

 

So what should a trusted advisor do? 

 

Start with questions to find out the exact business requirements of a new system.  What is working now?  What is not working?  Why are you looking?  Perhaps you just need to be able to utilize your existing system more effectively.  Would a new training program fill the gaps?  What is your competition doing?  Where do you foresee challenges in the next five years?  Will these be growth years?

 

In any case the initial facts gathered should be from the source.  Too much can be lost in translation.  Most of us remember the exercise in grade school where the teacher starts with a simple sentence on one side of the classroom and each student must relay the message to the next.  By the time you get to the other end of the class, you have a whole different story.

 

An advisor should qualify your budget. 

 

Do you have monies allocated in your current budget for a project like this?  What about money for the advisor?  A ballpark figure should be calculated so that you can determine if it is even going to be possible to address your challenges this year.  You at least want to get a number range to your Finance Department for next year’s budget review.  You may be able to break down the project into smaller pieces.  For example, advisor analysis, needs assessment, project implementation.  Will you need monies for a new purchase or lease agreement.  What are some industry averages for your type of project? 

 

Will the solution be hosted in the Cloud or on-premise?  This changes the amount of initial outlay and ongoing expenditures.  Capital expense or Operational expense?  Regardless, which solution addresses your operational and disaster recovery needs best?

 

Most ERP solutions can be broken down into pieces.  Software, Hardware, and Implementation (conversion and training).  There are typically initial license fees and purchases/leases, then annual maintenance.  Licenses can be flat fees, user based (concurrent or named users), or processor based to name a few common methods.  The annual maintenance may or may not be required, but should not be avoided.  You will need support, especially in the first year as you implement the system.

 

Who is the single person that can say no to this project even after everyone else has said yes?

 

Once you have a good idea of what you are trying to fix and have an idea of budget range, you need to indentify the key decision makers and secondary influencers.    What departments are affected?  What supplier relationships are affected?  How will your customers and their needs be addressed?  You remember your customers?  They are the ultimate source you should be concerned with.  No customer service improvement, then there might not be a reason to continue.

 

As your advisor progresses with the requirements you and he/she can start the selection process. 

 

There are too many choices today, they have to be narrowed down to at most five.  These five may not even end up being the finalists.  Sometimes you may need to start again, however a good advisor should be able to minimize this from happening.  Often you do not know what you do not know until you get knee deep in the selection process and realize there are other challenges.  This is where the advisor saves you time and money by finding out the real needs up front.  This is why this process is worth the investment and is budget wise.                           

Remember there are tiered solutions.  Tier-1 solutions are for “big” businesses, Tier-2 solutions are for the mid market.  Some extend to the small-mid size market (SMB).  Smaller businesses have similar challenges, but often lack the financial and manpower resources to find effective ERP solutions, but there are still a great number of comprehensive small business applications available.  The point is that the solution no matter how nice has to match your organization.  You do not want  to end up hiring a large staff just to support the system and its processes. 

 

You can tell a lot about a company by the type of presentation they give initially.

 

Too many companies come to the front door ready to give you a feature rich demo with all the bells and whistles.  You might waste a lot of time here if you get caught up in the process.  It is an early warning system that they have not done their own investigative research or invested the time with your advisor to determine your needs and if there is a good match between your challenges and their solution. 

 

Besides communication or equipment issues, why would you ever see a bad demo?  They already know what their system can and cannot do.

A slide show is pretty with the nice transitions and well rehearsed dissertation.  A workshop demonstration is a better way to start.  Have an initial meet and greet.  Get to know one another and the companies represented.  Gather the requirements and budget and then come back to have a functional demonstration that addresses your challenges. 

 

Do not get me wrong here.  A high level overview that precedes the detail look may help you get a sense of application navigation and the Look & Feel of the solution is a good idea.  It is a benchmark you can use to see if the software matches your organizations culture.  In the end though, you need to see, feel and hear how this solution addresses your challenges.  There will be time later to have additional detailed departmental reviews.  The detail review is where potential modifications are indentified.

Does your prospective solution provider have a case study or success client that you can meet with to get an objective appraisal of the solution, the challenges they faced and their general happiness.  If you are the first of you industry type to be serviced by this solution provider, then you need to make sure they have the resources to address your needs.  Who will be responsible for the customization of their system they hope to tailor for your unique needs?  Is there any other company out there that does what you are doing?  How are they addressing the same challenges you have?

 

Realize that you have a responsibility too.  In selecting an advisor you should not be trying to get free consulting.  Their time is as valuable as yours.  Most people with give you an initial meeting to see if there are synergies.  You just do not want to abuse that relationship.   You want and need them as an advocate, not someone resenting the relationship looking for the quickest way out.

There needs to be give and take.  Define the parameters, but be flexible.

 

Remember a trusted advisor is your advocate.  Dolvin Consulting is an advocate for Manufacturers, Distributors and Specialty Retailers.  We help you navigate the constant flux in technology with our industry knowledge and partnerships. 

We do not know who you are, so contact us today to see if we can help you.  There is no obligation.  It is just one phone call.

ERP Software Selection

It may sound a little off, but when selecting an Enterprise Resource Planning (ERP) system it is important to consider solutions that actually target your company’s challenges. 
 

Many organizations start out looking for ways to drive efficiency in their operations.  Perhaps by reducing paperwork, minimizing shipment errors, increasing accuracy of their inventory, or tracking inventory movement.  All this in order to increase customer satisfaction, reduce costs, and stabilize and increase profits.  

Makes sense.  

Then how do companies get off track?  There is no shortage of buzz words in the technology field.  Cloud, SaaS, ERP, CRM, EDI, etc.  Every industry and group develops their own language so they can communicate more efficiently within the group.  This is the same goal most organizations have with an ERP solution itself. 

The more complete and efficient the communications, the better for business.  Problem is that when these groups try to connect with outsiders (i.e. prospects or customers) they forget that no one else understands what they are saying.  This leads to people nodding their heads afraid to ask what was meant, because they do not want to look stupid.  Sometimes others will forge ahead and not take the time to find out if they even need any of the talked about features and benefits.  Order too much, or not the right solution. A real disconnect happens.  A real potential for disaster.  An over budget, failed installation.

Who wants to put up their hand in a board, planning or committee meeting and say “I do not understand?”  What does that mean?  How does that solve our challenges?

Any organization needs goals.  They first need to learn what they do not know.  Figure out that the operations they thought were so wonderful and the inefficiencies they thought were just the cost of doing business could be reduced.  You need to know where you are and where you are headed.  How else will you know if you are off course?   How else would you be able to determine if that module in the ERP system will really make sense now, tomorrow or never?

Use the communication and rapport with the solution provider as an indication and starting point of their general strengths and weaknesses.  Every company does some things better or worse than the others in their industry.   That is why there are so many solutions today.  You have to find the supplier that is of like mind.  The one that is responsive to your needs and the culture of the people who work for you as well as your customers. 

Remember happy customers?  That is what you want.  That is what we all want.

Here is a test.  Wait until you get down to two or three candidates, and make a hotline call to each of them.  First one that responds in a way you like and is similar to the way you respond to your customers should get high marks.

Plan for the future.  Buy what you need today and develop a roadmap for the future.  As you hit your benchmarks you can add new modules.  ERP software is modular and typically based on departmental or functional roles.  Get the basics today, learn and implement them, then add more.  The only times it makes sense to do otherwise is if you need to define a competitive edge over your competition or you are in need to catch up to the competition.  In either case you need to be able to allocate the resources needed for training and implementing the new modules.  I have seen plenty of failures, because there simply were insufficient resources to implement the “new stuff” (training being a big part). 

Avoid the finger pointing when that happens.  It just does not help. 

By the way, determine your budget now and allowances.  Nothing is perfect, comes in on time or on budget.  There is always a fudge factor.  Now a good supplier lets you know this up front and its magnitude is often small unless there is a dramatic change in the organization, like new leadership or a merger and acquisition.  Things happen.  Life happens.  Like investing in the markets or heading to a casino for fun.  You have to know when enough is enough. 

At what percentage over budget do you pull the plug and start over?

Few suppliers have an in-house solution for every business challenge.  This might seem to be a contradiction to the all-inclusive ERP integration.  In some respects it is, but then consider that services like Payroll and Human Resources are usually better done by a dedicated organization.  The same is true with other modules or applications.  You just need to find out how well is the integration done.  Who supports the integration?  Does the ERP provider have a solid relationship with the other provider and who do you call for support if there is a problem.  Are the interfaces well defined?

 

Do not get swayed by the upfront costs and annual license maintenance fees. 

We all know when something sounds too good to be true.  Some companies will come in with a low-ball price upfront, but then overcharge and nickel and dime you for everything else.  Take the time to do the best you can in determining the true Total Cost of Ownership (TCO).  This will help when you calculate the Return on Investment (ROI).  How much time is reasonable for a total return on investment?  Some say one year, others two.  Regardless, it is better to figure that out now and budget accordingly.

At this point you should have lots of questions.  Now is the time to get answers.  A consultant or trusted advisor can help in this area.  Dolvin Consulting works with Manufacturers, Distributors and Specialty Retailers to help them make better decisions. 

Not sure of what you know or do not know?  Afraid to look ignorant?  No need that is why we are here.  Contact us today.  In the worse case we make new friendships.  In the best, you find the best fit solution for your challenges and budget and make a new friendship.

Is Increased Customer Satisfaction Worthwhile?

“VAI’s Sales Force was the perfect choice for Refrigiwear to integrate into our existing VAI S2K system.  We needed the software to be fully functional very quickly, and VAI delivered,” said Robert Scarboro, IT Director, RefrigiWear, Inc.  “Our sales force was immediately impressed with the product’s ease-of-use and mobile capabilities – our team is always on the move and it’s crucial to be able to use a web-based CRM. Our sales force is creating better follow-up with our customers, which increases our customer satisfaction.”

  

Read the full story by clicking here.

Is it really a surprise that this company chose to implement the companion Customer Relationship Management (CRM) solution provided by their Enterprise Resource Planning (ERP) provider?  What was Refrigiwear’s goal?  Improve their bottom line by strengthening customer relationships and loyalty.  Is it possible that VAI had the same goal?  We should all have that goal. 

Make our customers as happy as we can and they will do more business with us.

Start by listening to our customer’s needs.  Refrigiwear needed a solution that would be easy to implement.  They did not want to invest large amounts of time to transfer the requisite information.  They needed a fully integrated system.  The left hand needs to know what the right hand is doing.  Management needs information to gage the responsiveness of their team.  The customers need to know they are important to you.

The solution needed to be flexible, easy to use, web based, integrated seamlessly and implemented quickly.  Who wants to take months or years implementing a system?  Time to value is important.  Invest your time using the product, not installing and implementing it.

Not all ERP solutions have a fully integrated, fully functional CRM solution.  That might be criteria for a future system.  It is hard to imagine, but not every company may need CRM, but that may change in the future and it may give peace of mind to know it exists.

It is no doubt this company could have made another solution work.  What was working first?  The relationship that VAI had with Refrigiwear.  People do business with people then know, like and have a relationship with.  A relationship where the needs of the other comes first.

This is a major point.  We all have choices. 

Refrigiwear’s customers have choices too and they are much more likely to do business with them versus their competitors, because they invested in a solution that enables their sales force to be more responsive.  Who would not like to have the organizations we do business with to know who we are by name and understand how important the product and services we purchase are to our operations? 

The investment in an ERP, CRM or Ecommerce or Analytic solution should be considered an “Investment”, not expense.  Treat your customers like you would want to be treated.  “Do unto others” theme. 

All the facts are nice.  Easy to install.  Easily integrated.  Easy to implement.  Easy to train.  Easy to use.  What is most impressive about this story is the relationship between Refrigiwear and VAI.  That is a success story.

At Dolvin Consulting, we build long term relationships with those we work with.  Why, because that is where the value comes from.  Knowing that we have your best interest at heart, even if it means not doing business with you today and instead giving you a referral.  Contact us today to learn how we are different and can help you.

I Would Like to Understand How You Track Inventory

I really am beginning to really like LinkedIn.  I am finding new uses for it almost every day.  Today’s forum discussion is from Mr. A and he wants to understand how we track inventory and to know if there is a way to visually manage and monitor inventory.

This is a really good point, although I am not sure Mr. A is asking for the same reason I am answering.  That is another story, but one of the fundamental differences between a forum or written communication and verbal, in-person contact. 

So what are the contributors suggesting?

·         People are so helpful.   The first person is really proud that he “invented” graphic techniques “years-ago”.  Wow, imagine that we are getting to know someone who invented graphic techniques.  Hey we can even visit his web site.

·         The next person informs us that he has done stock analysis in different stores and recalculated reorder points based on consumption and Economic Order Quantity (EOQ) methods.  Well, there are many types of calculations based on any number of formulas.  Different locations in an operation may need different calculation methods and certainly no one way is perfect.  He is available if you want to contact him for the details.  Might be a good idea, but.

·         Next is the suggestion of a Kanban system.  Old, but reliable.  My guess is if Mr. A is asking the question the way he is, then Kanban is too much to consider implementing at this point in time.

·         Next we are told that there are a lot of software applications and different methodologies, but of course you have to be able to calculate the Return on Investment (ROI).  There are also cycle counting solutions and, on and on and on and on.  He sure seems smart.

·         Next we find out that (insert big company name (BCN)) has a great inventory management system.  Okay, I believe that, but Mr. A did not mention he had BCN and if he does not, it is not going to help him today or possibly in the future.  Oh, and a Kaizen approach is efficient.  BCN has great solutions for some organizations, but making that decision is more involved than a LinkedIn discussion will address.

·         Our next respondent notes that it is what you do with the information that is equally important.  True, why else would you bother?  He even shows how smart he is by explaining that you can identify fast moving stock and you may even need to rearrange your warehouse to optimally place those fast moving items.  Rearrange my warehouse?  Did Mr. A say anything about this?  Poor guy just wants to get a handle on his inventory.  If he is asking, then he is not the person that should be making those decisions.

·         The next guy indicates there are several ways to track inventory.  Sure, there are.

·         Finally, we here from someone who indicates these are all good points and he agrees with all of them.  He notes that the product type may influence the process to use and of course there is money tied up in inventory.   Personally, I think there is little he does not agree with.

I feel so much better now and I am sure Mr A. does too.

Do we know why Mr. A is asking about tracking inventory?  Every company that handles inventory needs to find efficient ways to count and manage it. 

What benefit would visually managing and monitoring inventory have?  Visually presenting the information has value.  Look at the popularity of YouTube and Facebook.  Pictures tell a story.

An important component in any inventory system is accuracy and tracking, both being interrelated.  From an accurate inventory comes forecasting and effective management.

Here is a point nearly every on-line forum does not deal with.  It is my point.  Did anyone of the respondents directly ask why?  Did anyone ask Mr. A what he was hoping to achieve?  What system he was using now, if any?  Was this for his benefit or senior management?

 

There a whole host of questions that should be addressed first.  Perhaps this is a disadvantage of on-line forums.  Everyone wants to be helpful, get heard first, have the best answer (to an unasked question), and be looked upon as intelligent.  We are all stroke deprived and need someone else to think we are smarter than we actually are.  We get beat up every day.

 

Dolvin Consulting works directly with your team and starts with questions, not benefits and solutions.  We first start with a phone conversation to determine if we are capable of addressing your challenges.  If we both feel that it is worth an investment of our time, we meet face-to-face.  Interpersonal communication is 70% non verbal.  We potentially lose a lot of information, if we do not do this.  This does not mean we do business together, it just means it is worth our time to sit down and find out if the solutions we have to offer match your challenges. 

No match means we do our best to refer you another resource that may be able to help.

 

There is no harm in contacting us today.  We are not here to sell you anything.  We are a solution provider that connects challenges and resources.  Please contact us for your consultation.