Supply Chain

Fax in Your B2B Digital Transformation

fax

The journey of digital transformation. It’s likely that your supply chain has already started the trip. If not, then it’s very likely to start soon. Catalysts may be corporate events like mergers and acquisitions; initiatives like supply chain visibility; or IT projects like an Enterprise Resource Planning (ERP) system upgrade. Throughout the trip it’s important to consider your B2B partners — including distributors, transportation carriers, banks, insurance providers, or purchasing organizations — that help you deliver the level of quality in products or services that your customers expect. Your largest partners may already be on a similar journey of digital transformation so you can count on them to move forward with you, perhaps your mid-sized partners are as well, especially those with enough capacity or IT resources to support their B2B infrastructure. But what about your smallest partners? They may have little or no IT resources to support B2B processes and so rely on manual methods for invoices, purchase orders, delivery notices, and other B2B documents. To send these documents they will likely rely on a fax machine. If your business receives these faxes on a regular basis then you may have a community of small partners that could be left behind in the digital journey. It’s time to consider the fax in your B2B environment. According to a recent study, ‘The Current and Future State of Digital Supply Chain’, 48% of respondents rely on fax, phone, and email to interact with supply chain partners. That number reflects a vast amount of manual processes that could simply be accepted as the status quo. Businesses that seek to increase their visibility and transform their supply chain can lose sight of the fax—and the smallest partners as a result. With OpenText™ Fax2EDI, OpenText™ Business Network customers can automate fax-based processes with their trading partners. Cloud-based image capture services transform supply chain documents received via fax or email into machine-readable information, ready for integration into your back-office systems. So the next time you see a B2B document received through a fax machine consider the trading partner on the other end. Will they join in you in the transformation of your supply chain?

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Achieve Deeper Supply Chain Intelligence with Trading Grid Analytics

supply chain analytics

In an earlier blog I discussed how analytics could be applied across supply chain processes to help businesses make more informed decisions relating to their trading partner communities. Big Data analytics has been used across supply chain operations for a few years, however the real power of analytics can only be realized if it is actually applied across the transactions flowing between trading partners. Embedding analytics to transaction flows allows companies to get a more accurate ‘pulse’ of what is going on across supply chain operations. In this blog, I would like to introduce a new offering as part of our Release 16 launch, OpenText™ Trading Grid Analytics. The OpenText™ Business Network processes over 16 billion EDI related transactions per year and this provides a rich seam of information to mine for improved supply chain intelligence. Last year,OpenText expanded its portfolio of Enterprise Information Management solutions with the acquisition of an industry leading embedded analytics company. The analytics solution that OpenText acquired is being embedded within a number of cloud-based SaaS offerings that are connected to OpenText’s Business Network. Trading Grid Analytics provides the ability to mine transaction flows for both operational and business specific metrics.  I explained the difference between operational and business metrics in my previous blog, but just to recap here briefly: Operational metrics can be defined as: delivering transactional data intelligence and volume trends needed to improve operational efficiencies and drive company profitability. Business metrics can be defined as: delivering the business process visibility required to make better decisions faster, spot and pursue market opportunities, mitigate risk and gain business agility. Trading Grid Analytics will initially offer a total of nine out-of-the-box metrics (covering EDIFACT and ANSI X12 based transactions), which will be made up of two operational and seven business metrics, all of which are displayed in a series of highly graphical reporting dashboards. Operational Metrics Volume by Document Type – Number and type of documents sent and received over a period of time (days, months, years) Volume by Trading Partners – Number and type of documents sent and received, ordered by top 10 and bottom 10 partners Business Metrics ASN Timeliness – Number of timely ASN creation instances as a percentage of total ASNs for a time period Price Variance – The actual invoiced cost of a purchased item, compared to the price at the time of order Invoice Accuracy – Measures whether invoices accurately reflect orders placed in terms of product, quantities, and price by supplier, during a specified period of time Quantity Variance – The remaining quantity to be invoiced from a purchase order, equalling the difference between the quantity delivered and the quantity invoiced for goods received Order Acceptance – Fully acknowledged POs as a percentage of total number of POs within a given period of time Top Partners by Spend – Top trading partners by the economic spend over a period of time Top Products by Spend – Top products by economic spend over time Supply chain leaders and procurement professionals need an accurate picture of what is going on across their trading partner communities so that they can, for example, identify leading trading partners and have information available to support the negotiation of new supply contracts. Trading Grid Analytics is a cloud-based analytics platform that offers: Better Productivity – Allows any transaction related issues to be identified and resolved more quickly Better Insight – Deeper insights into transactional and supply chain information driving more informed decisions Better Control – Improved visibility to exceptions and underperforming partners allows corrective action to be taken earlier in a business process Better Engagement – Collaborate more closely with top partners and mitigate risk with under-performing partners Better Innovation – Cloud-based reporting portal provides access any time, any place or anywhere More information about Trading Grid Analytics is available here. You can also learn more about the benefits of supply chain analytics.

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What is a Business Network?

Business network

Companies do business outside of their so-called ‘four walls’.  Meaning, they rely on other businesses to accomplish their objective; hence, the importance of business-to-business (B2B) collaboration.  Companies source raw materials, semi-finished goods or services from other companies to manufacture products or to deliver services.  In turn, they sell those products and services to other businesses, consumers, or patients. Along the path to a finished product or service, many other organizations are involved — transportation carriers, distributors, banks, agents, insurance providers, purchasing organizations and more. The list is long.  Among these organizations, procure-to-pay, order-to-cash, corporate-to-bank and other business processes take place.  It’s a complex trading partner ecosystem, one that is always in flux, depending on current market or geopolitical environments. Supporting all of these business processes, of course, is information.  Emails, orders, invoices, ship notices, customs documents, designs, inventory status, pricing, and more. This list is long as well.  Information flows are necessary to support business flows, although often the business applications that run these business processes are not optimized for efficient information flow — especially when that information comes from many different types of systems, in different formats, sent by different protocols, and in different media (XML, EDI, paper, fax, email, etc).  That is where business networks come in. Business networks are cloud collaboration platforms that extend business processes and applications with the required information flows to digitize and automate key business processes.  Business networks are the fiber that hold the economic tapestry together.  A business network may be focused on a specific business process (e-invoicing), on a certain function (indirect procurement), on a specific industry (Automotive), or on a geographic region (EMEA). Ideally, your business network spans all of the above, delivering flexibility and growth of your digitization efforts into the future, regardless of where they may go — buy-side, sell-side, direct and indirect procurement, multi-industry, and global.  This is the OpenText™ Business Network. OpenText Business Network simplifies the inherent complexities in trading partner ecosystems, by providing a single connection that digitizes all information flows, whether they are suppliers, customers, banks or other valued partners — anywhere in the world. As a result, customer requirements can be complied with, suppliers managed, and organizations can focus on delivering their core business objectives.  OpenText Business Network is comprised of multiple solutions, from B2B integration, community management, procure-to-pay, fax, secure messaging, and notifications to provide a complete portfolio of B2B Managed Services solutions. With Release 16, Business Network goes beyond information flows to deliver unparalleled opportunity for digital transformation across extended business communities.  The OpenText™ Business Network Cloud 16 offers hyper automation, pervasive integration, and deep visibility, enabling leaders in the digital economy to leverage information across their extended ecosystem, incorporating trading partners and business processes. Release 16 represents a $2B investment over a 3-year time period to support digital transformation and create a better way to work.  It represents how OpenText is moving beyond Information Exchange (our former name), with a new Trading Grid Analytics service, broader procure-to-pay process support, expanded trading partner enablers and new mobile interfaces that enable anywhere, anytime access. Begin your journey and explore OpenText Business Network Cloud 16!

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Improving Vendor Compliance Through Deduction Management

vendor compliance

For retailers, vendor compliance programs are designed to help streamline and standardize the management of expense offset with vendors and/or suppliers. If you are a retailer buying from hundreds (maybe thousands) of vendors, having the ability to ensure shipment and supply chain consistency can save you significant operational costs. But this can create challenges for vendors, who may sell to hundreds of retailers, and need to follow the guidelines for each retailer and/or customer. In order to help with the complexity for both the retailer and the vendor, retailers publish vendor compliance manuals with standards and expectations for doing business with them. (Note –  if you do a web search for “vendor compliance manual” you can see examples of these by various retailers). But, as a retailer, simply publishing standards often isn’t enough for vendors to comply with, unless there is also some form of incentive as well. The incentive typically takes the form of penalties for non-compliance, also known as “chargebacks” or “deductions”. The process for capturing non-compliance, applying penalties, allowing the vendor to challenge specific deductions and then billing or reducing payments can be complex and time-consuming. If the process takes too long, a vendor may send multiple non-compliant shipments before they can be advised of any wrong-doing. Since the real goal of chargebacks is not to generate revenue, but to reduce non-compliance, timely notification and clear communication is essential to a successful program. So how can a retailer automate this process? The simplest answer is through a deduction management solution. One option is the OpenText™ Deduction Management solution, a cloud-based system for capturing non-compliance, automating internal reviews, notifying vendors, managing the dispute process, and scorecarding vendor performance. You can read more about the OpenText Deduction Management solution and view a demonstration of the mobile deduction capture feature running on an Apple iPad Mini below.  

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How IoT Will Enable Future Device Managed Inventory Processes

Last week I spent a very productive day with a leading technology analyst discussing the Internet of Things (IoT). The analyst had recently switched to covering IoT instead of B2B integration and EDI, so we had a very interesting discussion relating to the role of IoT in the supply chain, and how it will help to introduce more self-sensing, closed-loop processes to companies across multiple industries. I have been closely following the IoT sector for nearly three years now and have posted a few blogs on this subject. In this blog I wanted to highlight one significant area that I covered in an interview for Forbes magazine last year. I hadn’t realised the significance of the article at the time, which discusses how in the future, connected devices or things could potentially initiate some form of procurement process by themselves using analytics-based techniques to measure usage or consumption patterns for the connected device concerned. Say hello to Device Managed Inventory (DMI)! The analyst was quite surprised that this concept had not been mentioned before, and asked the ten participants in our meeting to search for the term “Device Managed Inventory” on Google, and only our reference was found. It’s rare to lay claim to a new industry term, but I certainly believe that we will see rapid adoption of DMI as more and more supply chain-related devices get connected to IoT platforms around the world. DMI is really an evolution of Vendor Managed Inventory (VMI) which has been around for years. Companies across the retail and high tech sectors have deployed VMI processes with key trading partners to help streamline their supply chain operations. VMI is part of a family of business models in which the buyer of a product provides certain information to a vendor (supply chain) supplier of that product and the supplier takes full responsibility for maintaining an agreed inventory of the material, usually at the buyer’s consumption location. A 3PL provider could also be involved to make sure that the buyer has the required level of inventory by adjusting the demand and supply gaps. The aim of VMI is to essentially prevent the buyer from running out of stock and to minimise inventory across supply chains, for example in warehouses or regional fulfillment centres. EDI has been central to this particular process for many years. The key to making DMI work smoothly is to efficiently collect information from sensors attached to the connected device, as in the case of the vending machine example shown below, and then feed this information into an analytics platform. Analytics routines would then continuously monitor consumption patterns, compare with stock levels, and when the levels get near to or below a predefined level, a procurement process would be initiated by the connected device and an automated EDI transaction would be generated and sent to the supplier for fulfillment. This application of DMI is really a form of Proactive Replenishment, the aim being to ensure that stock levels are always within a certain set of min/max levels and hence ensure that customer satisfaction levels are maintained. DMI would certainly be useful for replenishing stock levels in retail stores, maintaining fluid levels within gasoline storage tanks or parts quantities in storage bins located next to manufacturing production lines. This type of scenario, whereby the connected device initiates an EDI transaction, could also be applied in a Predictive Maintenance scenario. So for example sensors fitted to a vehicle’s water pump could detect water flow rate changes, perhaps due to a leaking seal or crack in the casing. This information would be transmitted to a vehicle service centre where new parts could be proactively ordered with the relevant supplier. The driver of the car would be notified that the water pump would likely fail within a 1000 miles and their vehicle would be booked in to have the replacement part fitted. I have discussed both of these scenarios in an earlier blog, where I looked at use cases for IoT across the supply chain and how analytics could leverage information flowing across the supply chain to make more informed decisions. Many of the key building blocks to make the above scenarios a reality actually exist today. MQTT, for example, is a relatively new open source communications protocol used to connect devices to a network. To learn more about how analytics will drive future supply chain operations, take a look at this earlier blog. Read more from the analyst I spoke with, who described DMI as a “Gob-Smacking B2B IT Mash-up”, in his blog here.

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Integrating Logistics Visibility into your Supply Chain Network

B2B communications

Companies seeking to build a digital supply chain network with their suppliers frequently turn to EDI to digitize transactions and help with automation – placing orders, receiving advanced ship notices, receiving invoices and sending remittance advice. However, in the middle of this automated process, organizations often find themselves having to resort to manual processes for logistics visibility, in order to figure out when a shipment is supposed to arrive, especially for goods shipped via ocean carriers. If you are placing thousands of orders a month and receiving thousands of shipments, this manual process for checking ship status can be expensive as well as a potential risk to your business. This is where OpenText Active Orders new logistics track and trace capability comes in. First, Active Orders allows you to set up digital communication relationships with 3PLs and carriers. Second, as Advance Ship Notices (ASNs) are sent to you from your supplier, Active Orders forwards them to the carriers you have booked transportation with, requesting status updates. Using templates that you build, Active Orders will notify you when a shipment is expected to be late, based on current status. In the Active Orders portal you can see all shipments in transit, including which are at risk of being late, without having to make multiple phone calls, or  look up their status on multiple websites. Active Orders aggregates this information across multiple suppliers, carriers and 3PLs, providing the information your business needs – all in one place. Without this visibility, you could be carrying too much stock in your company, increasing your costs unnecessarily, or regularly running out of stock on certain items, decreasing customer satisfaction with your brand. OpenText Active Orders is a complete purchase-to-pay process for both digital and non-digital trading partners – providing end-to-end visibility of transactions in process – including logistics visibility. Learn more about Active Orders, or discover how one company using Active Orders succeeded in automating and optimizing their purchase-to-pay processes, resulting in increased productivity, reduced paper waste and less time spent troubleshooting and fixing transactions.

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Understanding the Basics of Supply Chain Analytics

vendor compliance

Today’s supply chains move millions of shipments around the world each year, but just think for a moment about the information required to ensure these shipments get from A to B safely and on time. The information flows, primarily based on EDI/B2B transactions, to support today’s global supply chains are growing in volume year-on-year. What benefits could a business obtain by being able to monitor these information flows and obtain deeper insights into what makes supply chains ‘tick’? Say hello to supply chain analytics. Monitoring the day-by-day, hour-by-hour, or minute-by-minute ‘pulse’ of a supply chain could potentially bring significant operational and business benefits to a company. From a supply chain point of view, companies are looking for answers to questions such as: Who are my top suppliers and how many B2B transactions have I exchanged with them? Who are my top (and bottom) performing suppliers based on specific key performance indicators such as complete orders, accurate shipments, on-time deliveries and processing of payments? For which suppliers/customers has the order/payment volume increased or decreased by more than 30% over the last 12 months? Which of my customers sent me the most orders during the end of year holiday period and which ones sent many changes? Here at OpenText we are processing over 16 billion transactions per year across our Trading Grid B2B network. These transactions are feeding global supply chains with rich information to help ensure that orders are processed in time, deliveries are shipped to the correct destinations and invoices not only get paid on time but comply with the ever increasing number of compliance regulations. Now what if you could apply Big Data analytics to supply chain operations in order to obtain deeper insights into how your digital information flows are supporting your physical shipment flows around the world? According to many leading analysts, Business Intelligence and Analytics are the most important focus areas for the CIO in 2016. Big Data analytics has been around for a few years now, really emerging in 2010 with mobile and cloud based technologies, but it is really only over the last two years that companies have started to embrace Big Data across the enterprise. You only have to look at recruitment websites to see that one of the hottest jobs in the market at the moment are for Big Data Scientists, those that can understand rich data sets, analyse and then report on them. There are many EDI document standards supporting today’s global supply chains, with ANSI and EDIFACT formats being the most prevalent. But if you go to the EDI document level there are really just two types of information that are useful from a supply chain analytics point of view. Firstly,operational-based information and secondly, business specific information, so what does this information actually look like? Operational information could be considered as the type of documents flowing between trading partners across a supply chain, so this would include Purchase Orders, Invoices, Advanced Ship Notices (ASNs) and Order Acknowledgements. The volume of these transactions could run into thousands, or for a large global company, millions per year. What if you could use this information to determine the volume of transactions by document type and volume of transactions by trading partner? Applying analytics, let’s call it operational in nature, could help to determine the top trading partners that a company deals with on an annual basis and also provide insights into the most popular document types being exchanged. Chances are, companies doing business only in North America will be exchanging more ANSI-based documents while companies doing business on a global basis will be using EDIFACT. So, Operational Analytics could be defined as delivering transactional data intelligence and volume trends needed to improve operational efficiencies and drive company profitability. Business information could be considered as the data from within each document type. So for example for an ASN, it would contain information such as delivery address, shipment details, quantity, sender details etc. What if you could actually perform deep introspection on each business transaction as it flows across a B2B network and then use this information to produce a series of business-related trends that could be reviewed, and if necessary, acted upon? Applying analytics, in this case business analytics, could potentially help a business to determine ASN timeliness, Invoice Accuracy, Price Variance and so on. If there are any exceptions or errors then the business can take corrective action and resolve any problems much sooner. So, Business Analytics could be defined as delivering business process visibility required to make better decisions faster, spot and pursue market opportunities, mitigate risk and gain business agility. Applying operational and business analytics to a pool of billions of transactions flowing across a business network could transform the day to day work activities of supply chain, logistics and procurement professionals around the world. Let me briefly highlight two use cases for supply chain analytics. The retail industry is highly consumer driven and seasonal in nature which introduces significant fluctuations in the procurement process. Being able to monitor the volume of documents, by type, across a business network can potentially provide retailers with some interesting indirect insights into consumer demand in different markets around the world. Applying operational analytics, especially when applied to a few years of historical data could help to forecast potential order volumes and therefore allow retailers to be better prepared for seasonal fluctuations. Operational analytics, based on B2B transactions could potentially transform the retail industry, making it more responsive to consumer demands and ensure that inventory levels are aligned more accurately with expected demand levels. In the automotive industry, ‘ASN Timeliness’ is one of the most important variables measured to ensure that Just-in-Time production lines are running smoothly. ASN timeliness can be defined as the number of ASNs sent on time divided by the total number of shipments within a specified time period. Many automotive companies use ASN timeliness as the basis of monitoring the performance of their trading partner community. Applying business analytics in this case allows a car manufacturer to not only monitor supplier performance from an ASN delivery point of view, but also compare suppliers against each other to create a top ten ranking of delivery. What if you could monitor the ‘live’ transactions flowing across a business network and apply business analytics to monitor trends and exceptions before they impact the business? As shown by the ASN timeliness chart above you can use analytics to very quickly assess and compare the performance of your trading partners. Some car manufacturers use ASN timeliness as the basis of determining whether penalties or even contract termination should be applied. So in summary, applying analytics across trading partner information flowing across a business network could: Provide a complete 360 degree view of supply chain activities Offer deeper insights into transaction based trading partner activities Provide earlier identification of exceptions, allowing corrective action to be taken sooner and prevent supply chain disruptions Allow more informed business decisions to be made The  two examples above are based on company specific transactions flowing across a business network, but what about looking at a community as a whole? Applying analytics to an entire community of companies connected to a business network could provide some interesting insights into business/industry activity as a whole. Every month the manufacturing industry, one of the main contributors towards a country’s GDP, waits to hear from global economists as to how each country around the world has performed. The Purchasers Managers Index (PMI) measures eight key metrics each month, for example number of new orders, stock levels, production output and changes in employment levels. A PMI number above 50 signifies that a country is in growth and a number below 50 signifies contraction. Three periods of contraction will normally signify that a country is going into recession. The numbers below relate to the January 2016 manufacturing PMI numbers for the G8 member countries. You can quickly see here that Japan and Italy tied in January as the fastest growing economies in relation to manufacturing PMI. OpenText™ Trading Grid connects over 600,000 companies, and processes over 16 billion transactions with a commerce value of over $6.5 trillion. Applying analytics to this scale of transaction volumes could provide deep and very rich insights at both industry and country level as to what is happening from a business growth or contraction perspective. If you were to apply analytics to a community of trading partners on this scale then in theory our results should be broadly in line with the PMI trends, especially as many of the order volumes for example being measured as part of the PMI process are actually moving across our Trading Grid infrastructure as EDI transactions. I have only scratched the surface in this blog about how analytics can be used to provide operational, business, customer and community-related insights to supply chain operations and further blogs over the next few months will take a closer look at each of these areas. If you would like to see how analytics can be used in a different situation, in this case to monitor the US elections coverage, take a look at our Election Tracker. Also take a look at Trading Grid Analytics, a new breed of embedded analytics that provide insights across entire business flows.

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Applying a ‘Marginal Gains’ Approach to Improving Retail Supply Chain Performance

Today’s retailers are under constant pressure to adapt their business strategies to meet ever changing consumer demands whilst at the same time improve the day to day performance of their supply chain operations. This blog will discuss how adopting a ‘marginal gains’ approach to implementing a B2B environment can help improve the overall performance of retail based supply chain operations. The retail industry has undergone a significant transformation in recent years. I thought it would be interesting to highlight a number of key trends that will impact the retail industry in 2016. Omni-Channel Retail Continues to Become More Pervasive – Omni-channel retailing has been one of the main trends to impact retailers in recent years. The growth in adoption of online mobile retail has changed the dynamics of consumer buying patterns and retail distribution. Even though ‘brick and mortar’ stores will continue to have a place in the high street, the ability to quickly price compare online and review online product and store details is transforming the way in which consumers choose how and where to buy their goods. Retailers therefore need to be able to source goods at competitive prices as well as ensure they are working with ‘responsive’ suppliers that can work with ever changing consumer demands. Low Price, Discount Retailers Continue to be a key Growth Segment – Price is king in the retail sector and low cost ‘brand name’ products have fuelled the growth in the discount store sector. In some countries such as the UK, the quality of the store experience in some cases has taken second place to new discount stores that can offer the same goods for significantly less. The discount store concept is built on a number of key principles, especially in relation to low overheads, simplified logistics processes and finely tuned supply chain operations. To align with the low cost dynamics of the discount stores, retailers will have to provide relatively low cost methods to seamlessly collaborate with suppliers. Retailers Invest in ‘Last Mile’ Shipment Delivery Services – So called ‘Last Mile’ delivery is a key logistics related challenge for today’s retailers. Online retailers such as Amazon are experimenting with a number of new technologies, for example their drone based Prime Air delivery service, to complement their existing delivery methods. Last mile delivery is especially important in busy city centres and retailers that can find a way to deliver products efficiently to a consumer will be able to develop a strong advantage over their competitors. New Technologies Driving Improved In Store Customer Experience – Retailers are starting to leverage new disruptive technologies to improve the in store buying experience and encourage repeat purchases. The exponential growth in mobile devices has allowed today’s consumer to become more ‘informed’, not just before they enter a brick and mortar store, but while they are inside, for example doing online price comparisons before making a buying decision. To help influence the buying decision retailers will increase the use of technologies such as ‘augmented reality’ for product demonstrations and beacon location technologies to try and draw consumers into making a purchase within their stores. Improved 360 Degree Visibility of Retail Supply Chains – Retailers will continue to look for new ways to improve visibility into consumer buying patterns and supply chain operations. In fact in the retail sector, consumer buying patterns and supply chain operations are intrinsically linked. The use of big data analytics in the retail sector will continue to grow exponentially as retailers look for different ways to mine consumer related buying information and align with transaction based shipping information from supply chain operations. From analysing consumer buying patterns from loyalty card schemes through to monitoring the end to end performance of a ‘last mile’ third party logistics provider, ensuring that you have a complete 360 degree view of retail and logistics operations can literally make or break a retail business. So with these technology trends changing consumer buying habits and impacting the future operation of retail supply chains, how can retailers establish a B2B platform that supports their future business requirements and at the same time improve the overall performance of their supply chain operations? Adopting a Marginal Gains Approach to Improving Retail Network Performance Over the years many management theories have been developed to improve supply chain operations.  One of the most famous theories to be developed and indeed put into extensive practice across the Japanese manufacturing industry is Kaizen. Kaizen is a process that was initially developed to help with the continuous improvement of working practices and personal efficiencies. In a similar way, the ‘marginal gains’ theory was developed to achieve a similar effect, that is to make small incremental adjustments to a process, that collectively help to significantly improve overall performance of that process. I will go into further details on the exact details of a marginal gains approach in a future blog, but in elite sports such as Formula One Racing, Rowing, Sailing and Cycling it has now become common place. In a world where the difference between first and second, ie winning and losing, can be miniscule and as a result significant time, money and effort is placed on finding ways to get an advantage on the competition. If you don’t evolve and improve your performance then you will get left behind and the same happens in business. The marginal gains theory originally came from British Cycling, masterminded in the build up to the Beijing Olympics by their Performance Director, Sir Dave Brailsford. Brailsford now runs the incredibly successful Team Sky. In summary, the principle that Brailsford introduced was that if you could improve every variable underpinning or influencing your performance by just 1% then cumulatively you get a significant performance improvement or in the case of the British Cycle terms, an “aggregate of marginal gains”. The British Cycle Team has examined everything that impacts on bike speed and systematically looked to make improvements to equipment, technology, rider preparation, fitness, rider mindset, coaching and so the list goes on. The trick is being able to identify all these key variables and then from a marginal gains point of view being able to act on them in some way so as to make improvements and strive for performance excellence. Let me now discuss how this approach can be applied to a supply chain environment and in particular developing a B2B network to work seamlessly with trading partners around the world. B2B networks are incredibly complicated and many companies are unable to establish full B2B capabilities from day one. A better approach would be to take a step by step approach, ie onboard all trading partners to a single network first and ensure you can trade electronically with them. Then look at improving the people to people or collaboration across the supply chain, then look at automating specific business processes such as invoicing and perhaps introduce tools to provide end to end visibility. The introduction of each additional piece of functionality could be considered as taking a marginal gains approach to improving the overall efficiency of a B2B network and I have summarised this approach in the diagram below. Retailers can certainly benefit from adopting a marginal gains approach to improving their supply chain operations and given that trading partner engagement is a key part of today’s retail industry I thought for the purposes of this blog I would expand on how companies can use collaborative B2B solutions to improve trading partner engagement. I will expand on the other five improvement areas in a future blog entry. As discussed earlier, the retail industry is becoming increasingly omni-channel in nature and retailers are beginning to adopt ‘mobile first’ strategies to appeal to today’s consumer. Ensuring that store shelves remain full whilst at the same time trying to increase the number of inventory turns and improve service quality is becoming a difficult area to balance. Key to this is ensuring that retailers are able to work seamlessly with trading partners, whether suppliers, logistics providers or financial institutions. A recent OpenText sponsored study with IDC Manufacturing Insights found that many CPG based suppliers had a relatively low adoption of B2B technologies. In fact 94% of CPG companies that responded to the study said that they traded electronically with less than 50% of their trading partners. Anything that can help automate their business processes will help to strengthen the relationships with their customers, namely the retailers. Exchanging transactions electronically with trading partners is only one part of the equation, the other part is ensuring that you have a suitable environment for managing the people to people interactions across a supply chain. Retailers, and in fact companies in many other industries, face a constant challenge to manage their trading partner communities effectively and there are a number of issues, for example: There is no single source of supplier contact information Minimal automation of supplier setup and registration Continuing need to onboard suppliers faster, especially when entering new markets Reduce overall supplier onboarding and associated management costs Monitor supply chain risk & performance Overcome ERP and Master Data Management Integrity issues Embracing legal and regulatory compliance issues OpenText Active Community is an enterprise wide collaboration platform that helps companies improve the way in which they engage or collaborate with their trading partner community. By providing a web based collaboration platform that allows suppliers to update their own contact information as and when required helps to ensure that you can reach out to a supplier community in a more efficient manner. At the end of the day if a supplier wishes to do business with a retailer then it is in their own interest to at least make sure they are contactable. Active Community not only allows companies to keep up to date contact information about each and every supplier, it also provides a platform to send out regular communications to a trading partner community. We will be delivering a webinar in the near future which will go into more details about the key technical features of Active Community, but essentially the cloud based platform provides two key capabilities that allows retailers to collaborate effectively with their trading partner community: Supplier Registration: automates and accelerate the setup of new suppliers. Retailers will typically have hundreds or thousands of suppliers located in different parts of the world and ensuring that they can be onboarded as quickly as possible is important. Simplifying the supplier registration process helps to: Centralize the supplier management process and helps to simplify ongoing management and maintenance of a supplier community Reduce the time and cost associated with executing supplier registration processes Accelerate time to market which in turn improves market competitiveness and increases sales opportunities Reduce data errors by registering suppliers through an online collaborative approval process Information Management: helps to ensure that supplier information is available from a central hub and is kept up to date. It also allows suppliers to be segmented as required, for example which suppliers are EDI enabled, which suppliers are receiving purchase orders electronically etc. Providing a 360 degree view of supplier related information offers a number of benefits: Provides a holistic view of supplier information from a single contact database. Offers a fully configurable platform to reflect one or many business requirements as desired by a hub Improve data control by enabling the governance of self-service access to supplier information Synchronize data with back-office systems such as ERP and CRM Today’s retailers are under pressure to reduce costs and at the same time adapt their business models to meet constantly changing consumer demands. Adopting a marginal gains approach to managing a B2B environment and the associated trading partner community can help to better align a retail operation to the needs of the consumer market. Improving trading partner engagement is only one part of developing a marginal gains approach to establishing a B2B environment to support a business and I will expand on this concept in a future blog entry. In the meantime if you would like further information on Active Community then please visit our website.

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Enterprise Challenge #41 Only 182 of my 360 Degrees are in Focus

digital disrupt webinar

Like so many words in the English language, the word visibility can mean different things depending on the context. The Oxford Dictionary defines visibility as the “state of being able to see or be seen.” For example, when we see a weather report, visibility is the distance at which objects can clearly be seen. But what does it mean when discussing the supply chain? In the supply chain context, we can “see” visibility in a couple of ways to support the goal of driving a more efficient supply chain. Supply chain visibility is the ability to see what is happening now—to know the status of each and every order, shipment and invoice—especially when the status is ‘red’ and needs risk mitigation, or if there is an untapped opportunity to pursue. This visibility allows an enterprise to make quick adjustments to keep their supply chain moving. For instance, a manufacturer in Detroit, Michigan can send a purchase order to its supplier in Japan, receive an electronic document that the item is out-of-stock, and immediately react by sending the purchase order to an alternative supplier in Brazil – all in just minutes. Armed with this information, businesses can effectively manage bottlenecks, plan for delays, and proactively manage customer expectations. In short, they can resolve issues before they have a negative impact on business performance. Without this visibility, it could take days to realize your stock of an item is about to be depleted with no replacement on order – resulting in lost sales because of disrupted production schedules or failure to meet customer demand. This scenario assumes digital exchange of information to speed transaction flow and enable automation. That is what OpenText does. We provide solutions that enable the digital exchange of information between buyers, suppliers and other supply chain partners. OpenText B2B Managed Services handles the complexity of connecting to trading partners of all sizes and digital capabilities. And OpenText Trading Grid—the largest B2B network in the world—provides the Cloud foundation for global information exchange. Supply Chain Visibility is also the ability to look back and analyze performance over time (which, in turn, provides the foundation to look forward and predict). Buying organizations need visibility into frequency of order errors or late deliveries by suppliers. These metrics provide the information needed to help identify potential problems in the supply chain and make adjustments. For example, consider a reliable supplier who has more recently been missing delivery deadlines and sending incomplete orders. The supplier’s change in behavior may indicate a need to change terms with the supplier or, if the behavior continues, may indicate the need to consider alternative suppliers. Without this visibility, you could miss a seasonal sales opportunity – again resulting in lost sales – because you are relying on a supplier who has trouble meeting deadlines. To help with this visibility, OpenText has added supplier performance metrics to OpenText Active Orders. Active Orders enables digitizing and automating supply chain processes with small and medium-size suppliers that are not ready or able to implement traditional EDI or B2B integration through a simple, intuitive web portal. Data from digital trading partners can also be captured, giving you a complete view of all suppliers. With metrics on supplier performance, manufacturers are able to manage underperforming trading partners—ultimately mitigating risk to business performance—and determine the most strategic trading partners to do more business with.  

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New Resolution for Retailers in 2016: Take Charge of Your Chargebacks

How many errors and chargebacks are going through your distribution centers or system unchecked during this holiday season? There’s a significant chance it’s more than you expect. Consider the cost incurred when shipments arrive on incorrectly stacked palets, ASNs arrive invalid or late, and cartons have unscannable barcodes. All of this can be costing you millions. Based on our insight into the retail industry and speaking with our customers, on average 2% of your retail sales revenue is offset by chargebacks. Say, for example, your annual sales revenue is $5 billion and 50% of that revenue is earned during the holidays. That means you are experiencing $50 million in errors and chargebacks every year. What’s your estimated total? If you don’t have a complete deduction management process then it’s likely to be much higher than your actual amounts. Some retailers have in-house or legacy processes to identify and assess their chargebacks while others don’t have an established process at all. In both cases, it’s extremely likely that errors are slipping through your distribution centers or systems. Not only are the errors unaccounted for but there are missed opportunities to notify vendors and avoid similar errors for future shipments. The benefits of a complete deduction management solution go far beyond the cost offsets. Better communication with vendors means a better working relationship and avoidance of similar errors down the road. By combining communication with more timely and accurate data, retailers can achieve better transparency with their vendors. This can further strengthen the retailer-vendor relationship and ensure that products arrive on floors without any cause for delay. Improve your vendor compliance program in 2016. See how Stage Stores achieved both compliance and collaboration with its vendors in a recent OpenText Success Story.

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The Holiday Evolution: Santa, Mercedes-Benz, UPS, Amazon… and EDI?

One of my favorite commercials each year is Santa climbing into his red Mercedes coupe, the viewers being asked, “How else do you think Santa delivers all those presents in one night?”  It’s clever marketing, even to those unlikely to get a Benz under the tree this year… or ever.  Of course, for those with young children, the ad may lead to some tough questions on how Santa does, in fact, deliver presents around the globe in one evening.  “Holiday magic,” maybe the simplest answer.  But there is more to it than that. It’s more apropos to think of UPS as Santa’s new network of sleighs.  If they were red, it would be spot on.  And Amazon.com has become the North Pole, where kids (and adults!) know everything under the Sun is available for purchase—with instant gratification.  It is difficult enough to wait until a holiday occasion to buy what we want with the ease and convenience of Amazon.com.  When we do shop for the holidays, what can beat the selection, the lack of crowds, free 2-day shipping, and no hassle/no leaving the house return policies? Instead of listening for sleigh bells, the clatter of reindeer hooves on the roof, or the ho-ho-ho of Santa coming down the chimney, my children listen for the rumble of the UPS truck coming down the street, the squealing of the brakes.  Eyes light up with amazement… will it stop at our house, or the neighbors?  The anxiety of it all… and on an almost daily basis this close to the holidays.  Instead of sneaking around the house looking for gifts, or shaking the presents already under the tree, my daughter sizes up the Amazon box and ascertains a Kindle could fit perfectly in that box! The holidays have evolved.  Personally, I like it this way.  It’s convenient.  It’s simple.  But there is more to the evolution than meets the eyes of my children, and even for most adults.  It’s the complex network of transactions that take place to make holiday shopping and shipping so fast, so (relatively) error proof.  What’s really delivering those packages?  It’s EDI—electronic document interchange. EDI is the standard vehicle—Santa’s virtual sleigh—that ensures orders are placed, shipments are sent, goods are received, payments are made and received between manufacturers and retailers/e-tailers.  Without the automation and integration of transactions that make retail and e-commerce work on a global basis, there would be no gifts to buy, no orders to place, no shipments to receive.  EDI may have been around for decades, but with the speed of digital shopping today, it’s more important and relevant than ever.  Out of stocks and back orders are no longer acceptable.  We want our gifts now, so Santa’s elves better keep up, or we simply shop online somewhere else.  EDI powers global supply chains for all industries.  Even the Mercedes Benz in my favorite commercial was assembled and delivered with EDI powering a complex global network of suppliers, distributors, logistics providers and buyers. So when you visit the North Pole at Amazon.com, and when you see Santa’s brown UPS sleigh flying down the street—or even when you drive your car, be it a Mercedes or not—know that it’s EDI making it all work in the background, alongside Santa’s elves.  Discover more about how EDI and other B2B services make the holidays, automobiles, and every other type of supply chain work efficiently.

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Drop Shipping Creates Opportunities and Challenges for Retailers

It is the busiest time of year for retailers as they focus on the final holiday shopping push.  To offer their customers a unique and wide assortment many retailers are expanding their drop ship/vendor direct channel to grow sales. This popular business model offers customers products that the retailer doesn’t stock, but can order from a distributor or manufacturer (supplier) and have it shipped direct to the consumer. This model helps the retailer because it doesn’t need to pre-order stock or store and manage items in their distribution/fulfillment centers. As you can imagine, retailers see a large increase in drop-ship orders during the holiday season. One OpenText customer is experiencing a 4x increase in these orders this holiday season. Drop ship, while a great business model, puts additional burden on the retailer and supplier to ensure transactions flow smoothly. Once the customer places the order on the retailer’s Web site, the retailer must place a corresponding order with the supplier with all the shipping information. And because the customer will want to know exactly when their order will be delivered, the supplier must provide all the necessary information so their customer knows the status of their order including tracking information that allows the customer to know exactly when their package is going to arrive. This is particularly important because the customer is placing the order with the retailer and it is the retailer’s responsibility to make sure the customer package arrives on-time and with the correct merchandise. OpenText provides retailers a complete solution for B2B integration that supports drop shipping – even supporting this process with non-digitally enabled suppliers through a web portal. With B2B integration, an online order from a customer can automatically generate an electronic order to the supplier, which the supplier can electronically acknowledge and accept. It should be noted that these are small individual orders – meaning that the value of the orders do not support manual processes for fulfillment. When the supplier ships the order to the customer, they can automatically generate and send the shipment information to the retailer, who can immediately use that information to update the customer confirming shipment and providing tracking information. In addition, OpenText provides visibility and proactive alerting that allows the retailer and supplier to be notified and take immediate action to correct any problems with a customer order.  This assures a smooth transaction flow from the retailer to supplier to their mutual customer. To learn more about B2B integration in Retail, you can read the whitepaper, Key Omnichannel Considerations for the Purchase Order Process.

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OpenText to Attend Odette 2015 in Munich

It’s that time of year again when the B2B, EDI, and supply chain professionals from across the automotive industry descend on the Odette conference. Odette has received over 300 registrations for this year’s event which is being held on the 30th November and 1st December at the Holiday Inn Hotel in Munich, Germany. I have attended many Odette conferences over the years and I have always found the conference to offer a mix of high quality presentations from automotive industry professionals who can offer real world insights into how they are addressing key B2B and supply chain related challenges across their respective businesses. Over the past 12 months there has been an exponential growth in interest in new disruptive digital technologies and how these will impact the enterprise. It is no surprise therefore that the theme of this year’s Odette conference is Innovative Technologies for an Agile Supply Chain. OpenText will have a presence at the conference this year and we will have a stand (16) in the expo hall where we will be focusing on how: B2B Analytics helps to obtain deeper insights into trading partner performance, allowing more informed business decisions to be made ERP Integration allows externally sourced B2B transactions to flow seamlessly into automotive production systems Mobilizing B2B applications provides a greater level of transparency across the automotive supply chain In addition, I will be presenting in one of the session tracks, the subject of my presentation will be ‘How Digital Disruption will Impact Future Automotive Supply Chains’, on Tuesday 1st December at 09:45 CET. I will be taking delegates on a twenty minute journey through the supply chain related applications for disruptive technologies such as 3D printers, wearable devices and the Internet of Things. I will also briefly discuss the importance of establishing a centralized approach to managing enterprise information so that more informed business decisions can be made. If you are already attending the conference then please visit OpenText on stand 16 where we will be happy to discuss how our B2B and Enterprise Information Management solutions can help to enable the digital world. You can also prebook an appointment to meet with OpenText at the conference. If you have not yet registered for the conference then registration details are available directly from the Odette website. We look forward to seeing you in Munich!

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ON DIGITAL-First Fridays: Disruption

Today’s digital disruptors are using technology to disintermediate entire industries and unseat corporate giants. New nomenclature has emerged to describe this transformational process. In the Internet Era, we talked about being “amazoned”. In the Digital Era, we are talking about being “ubered”. Uber has: Tapped into labor at mass scale Ripped down a hundred year history of “medallion” value Exposed and cured the inadequacies and inefficiencies of a major incumbent Made employee and employer one (though Uber claims it has no employees, we will see) Demonstrated the most perfect example of matching supply to demand that I have ever seen Operated a business in which cash is not used Every industry is vulnerable. Every incumbent is vulnerable. And burying your head in the sand won’t change the fact that disruption is all around us. A common thread to digital disruption is that the middleman is gone, in every industry. The average age of an Insurance Agent in the U.S. is 59. The middleman will be gone in Insurance over the next five years. Movies are direct. Music is direct. Insurance is direct. Logistics and supply chains are massively changing. Amazon is running algorithms on your buying behaviors. If you buy an outdoor table online, they are shipping an umbrella to a fulfillment center close by for same-day delivery. Uber is ultimately a logistics business. Salesforce redefined the partner ecosystem in software and services. Why do you need a middleman when you are selling a subscription service? Simple answer: you do not. Uber vs. the traditional taxi model, Netflix vs. Blockbuster… these are examples of how digital disruptors have unseated giants. Part of their success is due to the emergence of the Subscription Economy. In my next post in this series, I’ll explore how this model—pioneered by magazines and book-of-the-month clubs—has become a required part of business. For more thoughts ON DIGITAL, download the book.  

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Looking for ECM Inspiration? Enterprise World Elite Award Winners are the place to start!

Another Enterprise World has come and gone. For me, the biggest pleasure is always found in the chance to meet and connect with the actual people that make up our customer base. Yes, announcing massive product launches is a thrill, and hearing industry experts provide perspective on a rapidly changing landscape always provides its share of “aha!” moments, but it would all be kind of hollow if the real reason we do this wasn’t there to experience it with us and offer their feedback. That relationship with our customers is special. And, like an extended family reunion, Enterprise World is where we all get together and catch up on how everyone is progressing. There’s nothing better than hearing from an organization that’s utilized some combination of our product, our services, and/or our guidance to create a solution that has truly changed their operation for the better. Sometimes the impact is stunning, and the place to witness those shining stars is at Enterprise World’s annual Elite Awards celebration. And the Winners are… This year there were a number of winners who have implemented a wide variety of OpenText ECM solutions to amplify transformation within their enterprise. Congratulations to one and all! In the spirit of learning from the best, here are a few organizations that have definitely gone above and beyond in the ECM world: Alcatel-Lucent Global telecom giant Alcatel-Lucent is leading the charge in creating an ultra-connected, networked world; so it only stands to reason that their internal document management systems would set a benchmark for compliance, security, and accessibility. A combination of OpenText products achieved that, integrating seamlessly with their existing SAP environment. Almac Clinical Services Operating in the global pharma sector brings its own special kind of regulatory complexity. By implementing a single source of truth built around OpenText Content Server and Regulated Documents, Almac took control of their documentation with a solution that has been praised by external auditors and is powering international expansion. BNSF Railway OpenText Content Suite provides BNSF Railway with a solid enterprise content management platform that easily integrates with its other systems. Content Suite is used to manage and preserve historical legacy records, while also facilitating a robust records management platform to support search, retention and disposition requirements for enhanced corporate accountability.  Currently, over five million records, both digital and physical, are managed by Content Suite, supporting 1,000+ users across the enterprise. BNSF continues to build and develop further integrations to the platform to leverage and manage its critical business content. Continental Resources Using integrated solutions from OpenText, SAP, and other systems, Continental Resources is realizing end-to-end business value for substantial organizational efficiencies and cost savings. The automated processes improve business performance and have resulted in significant and measurable time savings. Business content is captured, managed, stored, preserved and delivered to the right user, at the right time, streamlining systems and processes throughout the company. DDR Owning and managing 130 million square feet of retail floor space requires a highly streamlined process for handling the huge volume of leasing activity documents. DDR went all in, implementing a diverse array of OpenText products to create a custom document management system that’s fast, organized, and fully integrated with Salesforce®. New Zealand Transport Agency (NZTA) NZTA embarked on its digital transformation journey by building a solid foundation for its ‘InfoHub’ Enterprise Content Management as a Service solution from OpenText. The cloud-based solution offers users anytime, anywhere access to information assets, enhancing the ability to share and collaborate, internally and externally with partners and alliances. InfoHub has transformed the way NZTA harnesses its knowledge. The benefits include improved quality of service and performance and process efficiencies. SBB (Swiss Federated Railways) As operators of the most heavily used rail network in the world, SBB know a thing or two about efficiency, timeliness, and accuracy. That’s why they integrated OpenText solutions into their SAP®-based vendor management infrastructure to drive remarkable gains in digitalization, centralization, and productivity. And there’s a lot more where that came from These are just some of the highlights from an incredible year of customer participation in our new Elite Program. Taking part in it is a singular opportunity for customers and partners to share their story and be recognized as industry leaders. Truth is, though, all of our customers have an intriguing story that makes them champions in their own right. Their dedication to furthering their enterprises with progressive thinking and innovative solutions never ceases to amaze. I invite you to spend some time perusing our larger library of Customer Success Stories, as well. It’s an excellent resource of best practices, winning combinations, and digital reinvention that has something for everyone, regardless of their role or industry. It’s worth a look. You just never know when inspiration will strike.

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What’s the Status of My Order? – How Mobile Apps Increase Supply Chain Transparency

I was recently asked to present at the ECR conference in Germany, one of the largest retail/CPG related events focused on B2B and supply chain. Now you may be asking what value I could add to a retail event given my main focus has always been the manufacturing sector, well the subject of the presentation was something close to my heart, mobile B2B, something that I have blogged about on many occasions and most recently via a blog relating to the Apple Watch. I was asked to present a short case study on a web-based application that OpenText built specifically for one of our largest CPG customers. This app would effectively allow this company’s customers to know the exact status of an order on its journey through the order lifecycle. The app was a one-off project, not built on any existing OpenText products, to meet the needs of this customer. I started my presentation on the broader subject of enterprise mobility, so let me just cover some of the more important points. Digital disruption is transforming the enterprise. Business models are moving from buy now to subscription based, moving from software to cloud and services, from one-time transactions to lifetime value and one of the biggest advances is making information available, anytime, anyplace or anywhere. I wanted to try and highlight that one of the main drivers behind enterprise mobility was the consumer and their ability to take their mobile devices into a work environment and connect to enterprise resources such as email, hence the Bring Your Own Device (BYOD) effect. The popularity of Apple based devices has been a major contributor to the BYOD effect, interesting really when you consider that Apple hasn’t really positioned their products into the enterprise market, the consumer and their employees have. Gartner’s technology predictions for this year highlighted ‘Computing Everywhere’ as the number one tech trend and there are a number of key drivers for mobile adoption, as can be seen from the CompTIA sourced chart below. In fact, CSC’s CIO study for 2015 showed that the number one IT investment at the moment relates to mobile app development and giving employees access to enterprise resources anytime, anyplace or anywhere. One key statistic from the study showed that 39% of respondents said mobile apps were considered a strategic asset to drive the business forward. So with all this interest in mobilizing enterprise resources, why can’t we use mobile technologies to help answer one of the most common questions from customers, namely “What is the status of my order?” Our Trading Grid environment, the world’s largest cloud based B2B integration platform, processes over 16 billion transactions per year, so given the huge transaction volumes being processed by our B2B network you can understand why companies might want to ‘mine’ this information to provide improved transaction visibility and in this particular case get better insights into order based transactions that may be flowing across our network. Providing clearer insights to transaction status can help to drive more informed decision making as well as improve customer satisfaction levels. This particular project, mentioned earlier in the blog, was to help this CPG company improve order tracking capabilities across their operations in one European country. They process tens of thousands of orders per month from their customers. Their customers (mainly retail stores) expected 24/7 visibility of their order status. however, access to order information was restricted to office hours only. They also wanted to avoid out of stock situations as this drives down customer satisfaction levels. They had two key requirements for their mobile app. Firstly, it had to be simple to deploy and use. Secondly, the mobile app would have to be secure and a role-based approach to viewing order information was deployed so the information presented was dependent on a user’s role in the business. For the adoption of the app to be successful, it had to include a number of key operational criteria, this included being device independent, web browser independent and OS independent, so HTML5 was used to define the user interface. The app had to offer a number of order related features, namely highlighting orders with issues, orders that had been placed, orders in progress, orders that had been shipped and orders that had been invoiced. Push notifications are also offered to manage any issues by exception. The app had a number of key benefits: Customers can check order status regardless of time or location Orders can be checked from the shelf-edge, avoiding the risk of going out of stock Improved visibility has allowed the replenishment process to start earlier Response time for customers is shortened – if an order is delayed/cancelled it’s immediately visible The app is easy to use and allows the user to filter orders by different criteria From a business benefits point of view, the app offered the following: Improved customer satisfaction Full visibility of orders and their status Reduced problem calls to customer service Improved productivity Avoid out of stock situations Protect brand reputation Clearly, this company had good reason to deploy an HTML5 based version for their order tracking app but other companies are deploying IOS and Android mobile apps. When I drafted my Apple Watch blog earlier this year, one of the suggested use cases was around order tracking.  I will stress again that the B2B use cases I discussed for the Apple Watch were purely conceptual in nature but based on the type of ‘transaction based’ visibility requests I had observed from numerous customer meetings that I have attended over the years. This mobile project was a great success for this particular company and it has significantly helped to increase customer satisfaction levels. If you would like to see my full presentation from ECR, then you can access via the SlideShare link below.

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The Backstage Pass to OpenText Suite 16 & OpenText Cloud 16

We just shared some huge news with our attendees here at Enterprise World in Las Vegas: we’ve presented an exclusive future roadmap unveiling OpenText Suite 16 and OpenText Cloud 16—the next generation of our EIM offerings that will become available March 2016. We shared a lot of details about Suite 16 and Cloud 16 in our press release (you can read it here), but we couldn’t fit in all the thinking that went into this release. Strategic principles of OpenText Suite 16 & Cloud 16 From what we’ve experienced and from what our customers tell us they want and need, we came up with a dream list of innovations for an enterprise to make the most of digital disruption. We focused on that list of strategic principles across our entire Suite 16 and Cloud 16 offerings. Below is what was going through our heads: 1. Deepen functionality across all suites. This is a major release, full of new features and innovations. Keeping in mind our customers’ suggestions, we significantly deepened functionality throughout the offerings. Practically every product line is raising the bar in terms of customer value proposition and competitive differentiation. Check out the press release for some of the highlights, and watch for more details as we launch the new suites and cloud offerings in March. 2. Help customers transition to the cloud. Right off the top, we wanted to be sure to offer all of our suites in the cloud, available as a subscription or as managed cloud services. That was a must-do, but then we took it further and added integration with other cloud products such as Salesforce® and Office 365®. We also added new Software-as-a-Service (SaaS) applications, such as OpenText Core, PowerDocs, and Archive Center, to enable as much flexibility and savings as possible—customers want what they need, and no one wants to pay for more than they need. 3. Focus on user experience and remove barriers to user adoption. Enterprise productivity begins by removing the barriers to adoption—the easier it is to use, the more they use it—so we invested heavily in improving the user experience across all the suites (in the browser as well as on mobile devices). We put a big focus on HTML5-based responsive experience, and customers who got to preview the new UI of products such as Content Suite or Media Management this week are raving about it. The improved user experience is one of the most noticeable innovations in Suite 16 and Cloud 16. In fact, this alone makes upgrading worthwhile. 4. Integrate with more enterprise applications and across the suites (with an extra focus on analytics). We’ve added integration with more enterprise apps, like Salesforce and SuccessFactors®, in addition to SAP®, Oracle®, and Microsoft®. And there is major integration between the suites. For example, OpenText Process Suite fully integrates with OpenText Content Suite, Archive Center, Media Management, Capture Center, CCM—speaking of CCM, that integrates with OpenText WEM, DAM, CS, Notifications…it goes on and on across all the suites, enabling us to solve customer problems no other vendor can solve. We also put an extra focus on analytics, which is itself a new suite, and it’s embedded into all the other suites, which brings out even more value from existing deployments. 5. Deliver information flows as a way to solve complex problems. All the products in the world are not going to solve real business problem if they’re not integrated in a way that follows the logical flow of information through the business processes and applications. That’s why we focus on the core information flow from information-centric flows, such as capture-to-disposition, create-to-consume, and incident-to resolution, all the way to business flows such as procure-to-pay. For more efficient information flows, we’ve added automation to the Procure-to-Pay business process and delivery of P2P and a new entity-modeling layer in the Process Suite platform, and we’ve extended process-centric collaboration and information sharing. 6. Provide more value from existing deployments. When you can get more value out of existing deployments, you reduce the total cost of ownership. New capabilities, pervasive use of analytics, new UI, focus on cost of ownership, cloud delivery, and subscription-based pricing bring more flexibility and value to the enterprise. Each of these strategic principles makes upgrading to Suite 16 and Cloud 16 worthwhile. This is a milestone release that existing customers will love and want to upgrade to. Read more about OpenText Suite 16 and OpenText Cloud 16 here, and let me know what you think about it.

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How the OpenText Cloud Develops Greener Supply Chains [Infographic]

A few weeks ago I posted a couple of blogs which discussed the supply chain related green benefits of using our OpenText Cloud.  I placed a particular emphasis on OpenText Trading Grid, our B2B network and how it was helping thousands of companies around the world to save paper through the automation of their B2B transactions. We have recently completed an Infographic which highlights some of these green related savings and this is shown below. You can also get further insights via my accompanying blog as well as learn more about OpenText Compliance solutions and OpenText Cloud. The calculations in our Infographic below were made using the Paper Savings Calculator from the Environmental Paper Network. This Infographic was compiled by my colleague Janet De Guzman and you can read her latest compliance related blog here.  

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