(801) 784-4690   |   info@nbs-us.com   |   SAP Gold Partner

Navigator Blog

ERP in the Age of Mobility

mobileerpIn today's market place, business moves faster. People and businesses want to be closer to their data and their customers than ever before, and they are leaning on their mobile devices to connect with such. However, it is absolutely business critical that businesses consider a mobile strategy that is right for their business. The following 7 guidelines, adapted from industry-expert opinions, can ensure that you are well on your way to doing so. 1. Take time to develop a purpose-based mobile ERP strategy There shouldn’t be many limitations to the ways businesses can extend the value of their ERP systems through mobility; however, in order to achieve optimal value, it’s necessary to start with a strategy. A lot of organizations are jumping on the bandwagon of mobility and implementing solutions without a clear purpose or strategy in mind. Unless you have got cash and time to burn, try to avoid this ‘shoot until we hit something’ approach. 2. Craft a strategy based on your users and their needs A strategic approach includes researching the mobile needs and benefits of three key enterprise audiences: employees, vendors, and customers. It also includes exploring some fundamental topics like security, scalability, and innovation. Such considerations may show that delivery and warehouse systems, CRM, and business intelligence are all areas that are ripe for mobile solutions. But let the strategy drive the conclusions. 3. Mirror your company's operational reality One of the key goals of ERP is to process transactions and issue recommendations that drive meaningful operational value. To successfully achieve this goal, an ERP system has to mirror or prototype the company’s operating reality. Mobile technologies empower timely, accurate data capture and analysis by extending the enterprise to places that are not easily supported by workstations, including: warehouses, shop floor, field service, and off-site sales. As organizations become increasingly dispersed, remote, and virtual, expect them to increasingly rely on mobile solutions to ensure ERP data accurate reflects operating realities. 4. Enable mobile devices to function as workstations It is important to ensure a point of reference. So you have an ERP system, it has workstations and users who simply process, insert, update, or view queries. The key to effective mobility when implementing ERP software is to ensure the user understands the mobile device is just another tool the user must understand and use as a workstation. It is not the mobility as the tool, but the mobile device. Once the device is properly configured, it can be used just as easily, and in some cases, more conveniently, as a desktop computer. This need not necessarily be while on the road. It can be on the shop floor as well, where the updates, corrections, and demands can be entered by the supervisor who is making his rounds on the shop floor. 5. Educate end-users on the importance of securing company data Mobile devices can really speed up processes on the shop floor as well as on the road. Other than making sure all your ducks are in a row with the device and ERP, make sure your staff is aware that the security of the device is most important to ensure that the security and integrity of the company’s database remain intact. 6. Serve the needs of those outside the organization - the customers Mobility in the enterprise software arena is not necessarily new; it’s the prevalence of high-power mobile devices with a low barrier of deploying applications that is new. This puts ‘(almost) always-connected’ computing devices into the hands of people inside and outside of the organization. One specific pattern that has a lot of legs is customer self-service. For example, auto-insurance claim initiation by policyholders has the potential to speed up the claims-adjudication process, reducing costs, improving process speed, and (hopefully) improving the total customer experience. 7. Take advantage of the timeliness and accuracy of mobility Mobile technologies provide opportunities to ensure that MRP makes recommendations based on both timely and accurate data. From a timeliness perspective, handheld bar-code scanners give companies opportunities to record inventory movements as soon as they happen. From an accuracy perspective, mobile technologies provide opportunities to minimize data recording errors. Many businesses first record material and labor movements on paper, then transfer those records to a system later in the day (perhaps at the end of a shift). This type of double-entry system is not only inefficient and delayed, it creates risks of data entry errors. The moral of the story? Modern companies need ERP solutions that offer all the advantages of ERP performance while maintaining simplicity, flexibility, and scalability in a fully integrated, cost-effective, end-to-end solution. And, like so many modern, generation X employees, the solution has to be modern and support mobility features to enable employees to work flawlessly anywhere, anytime. Heeding the advice in this report can help your business realize the myriad competitive advantages that adopting a mobile-savvy ERP solution affords. To see how SAP's world-class ERP solutions are empowering businesses globally with mobility, register for a demo offered by SAP's #1 Cloud Partner, Navigator Business Solutions.

Read more

Wrapping Your Head Around SAP’s Growing Cloud Strategy

cloud2As the cloud becomes the primary model for both IT and line-of-business professionals around the world, a certain amount of refinement and fine-tuning is a healthy part of the process. In other words, now out of its infancy, the cloud is growing up.
Highlighting this trend, SAP announced the results of a global survey conducted with Oxford Economics that showcases the fact that the cloud business model has not only become mainstream – indeed, over two-thirds (69 percent) of businesses surveyed expect to make moderate-to-heavy cloud investments over the next three years – but that companies are increasingly shifting from using the cloud for productivity and efficiency to specific business benefits like innovation in supply chain, manufacturing, distribution, professional services, life sciences, talent management, collaboration and analytics.
"The cloud is a very powerful model in which to operate," said Don Whittington, CIO of ASR Group, who participated in an in-depth interview about the company's use of cloud computing. "It is one that lets us eliminate rote work – such as matching orders and balancing books – and enable employees to become more analytical. They can use their time to look for ways to better the business." In late 2014, Oxford Economics surveyed 200 executives from around the world and compared the results with the same survey fielded in 2012. Respondents work for companies headquartered in 11 countries, including the United StatesBrazilGermany and China, and comprise C-level executives, business-unit heads, and IT and operations executives representing banking/capital markets, retail, consumer products and telecommunications industries. The findings reflect that companies with meaningful experience working in the cloud remain enthusiastic about its potential to reinvent their businesses – and in fact, many say it already has. Key findings of Oxford's study include: Cloud strategy is more than here, and SAP is investing heavily:  Just about all (99 percent) of survey respondents say cloud computing is part of their company's business strategy today. More than two-thirds (69 percent) of businesses expect to make moderate-to-heavy cloud investments over the next three years, and they also plan to increase their migration of core business functions to the cloud. In fact, within three years, nearly all respondents say that innovation, R&D and supply chain will be "somewhat or mostly" cloud-based. Cloud has a transformative impact:  In the follow-up survey in 2014, nearly one-third (33 percent) of respondents said the adoption of cloud computing has had a transformative impact on their business performance. This reflects a sense that cloud adoption and the changes that come with it are inevitable for businesses. To this point, greater investments are expected across lines of business in coming months and years. Big Data is getting bigger:  Real-time use of Big Data is also growing in strategic importance, with 59 percent saying they use the cloud to better manage and analyze data, anytime from anywhere – a 10-percentage-point increase over 2012. "As we've long believed, the cloud is far more than a means to lower total cost of ownership; it's a platform for doing business in entirely new ways," said Rob Glickman, vice president, SAP Cloud and Line of Business Marketing. "These survey findings confirm the trend. Early cloud adopters are now seeing strong returns on their initial investments, and they can feel satisfied that their strategy of embracing the cloud is now proving to be extremely beneficial to their business." Navigator, SAP's top global partner for small-midsize cloud solutions has adopted the cloud in a big way. With more than 100 cloud customers, as well as leading the industry on vertical solutions and innovations, Navigator is a trusted partner, working to make every customer a best run business. Navigator hosts weekly live demos of SAP's industry-leading cloud product.  Click here to register.  

Read more

Questions To Ask When Considering Cloud ERP

clouderpAs a manufacturer, but really even as an everyday regular Joe, you’ve undoubtedly heard and read the buzz about the cloud. A simple definition of the cloud is that it is a network of servers, some of which perform online services and some which allow storage of and access to data. Technology companies with a heavy consumer focus are leading the charge in promoting cloud solutions and are battling vigorously for attention and dollars with the aim of having people entrust their digital lives to them. With the above said, manufacturers oftentime have different priorities than consumers who are primarily concerned with being able to access their music or photos at anytime from anywhere. For example, medical device manufacturers have an even greater set of concerns that introduces regulatory compliance into the equation. Highly regulated device manufacturers are focused on innovation, patient safety and operational efficiency, but nothing is more important that complying with federal and international requirements like Title 21 CFR Part 11 or standards like ISO 9000 & 13485. Regardless, the prospect of trusting the operation of your business to a cloud ERP solution could scare you, but it shouldn't.  If you are considering the cloud, the secret is selecting a cloud ERP solution that works for your business.  To clarify, one that meets your standards for security, as well as your processes and regulation requirements if such exist.  There are countless players in the cloud, so it is crucial to ask at least the following questions prior to finalizing your decision. Is it secure? Security can be a major source of anxiety when considering a cloud-based solution. However, a cloud solution that is designed to meet the specific needs of a manufacturer can easily overcome these concerns. A cloud ERP provider needs to make security, privacy and high levels of information technology (IT) controls of paramount importance when designing a solution. A viable cloud solution uses stringent infrastructure and operational security measures to protect the underlying network, servers and application, all while controlling access to sensitive corporate data. Data centers must include state-of-the-art technical security measures, such as electronic and remote (yet secured) access; up-to-date firewalls and malware protection; and physical security measures, such as perimeter fences and live monitoring. With these measures in place, information resides in a cloud solution optimized for most industries, and is even more protected than an on-premise server and/or data center. Does it meet your compliance and regulatory requirements? A cloud-based ERP solution must be offered in a regulatory compliant IT environment. It should be a robust, highly available solution with all the necessary standard operating procedures to meet the requirements of national regulatory authorities.  Examples of such include (but are not limited to):

  • US Food & Drug Administration (FDA)
  • DCAA (defense contractors)
  • 21 CFR Part 11 compliance
What benefits will the solution deliver in the short, medium, and long-term? Everyday, more companies are delivering cloud ERP solutions. Cloud-based solutions that are delivered on a qualified infrastructure mitigate risks and the variability often associated with on-premise deployments. A cloud deployment delivers the financial benefit of moving from capital expenditures to operational expenditures, allowing device companies to be more capital efficient. They deliver predictable security, reliability, availability and expense management to help minimize risk. Cloud deployments are simpler and more rapidly deployed than typical on-premise solutions. Some, but not all, deliver the same globally-accessible, full-strength ERP solutions as their on-premise versions. Finally and as stated previously, when/if your business is choosing a cloud-based ERP solution, you must ask the right questions as part of your decision.  It is imperative that your company choose the right solution for your industry; not a square peg - round hole solution that serves as more of a headache than anything.  The business needs to select a comprehensive solution that provides high levels of security, regulatory compliance, all the while delivering predictable costs that are easy to predict, budget, and grow with.  Only then should a business put its heart and head in the cloud. Navigator, SAP's top global partner for cloud solutions, hosts live web demos every week.  To learn more, and to register, click here.

Read more

3 Concerns That Keep Service Companies Awake at Night (and how to put them to bed)

servicesHave you reached the point where running your business is running you ragged? Wouldn’t you prefer to concentrate on service delivery and client satisfaction, instead of fire-fighting back-office tasks?  Are you actively managing projects, or merely juggling them? Can you quickly determine how your business is performing at any point in time, or do you assume being busy is indicative of a profitable operation? Are you driving managed growth, or just getting bigger? These worries plague many growing, mid-size service companies –from accountancy practices to business consultants, engineers, advertising and marketing professionals, recruiters, researchers, estate agents and translators. Here, we identify the top 6 challenges that are common to all these businesses and show how you can address them, once and for all, with more streamlined ways of working and joined-up thinking. 1. Balancing Supply & Demand for Resources Just as with any factory, capacity management is crucial to your business. The workload you can accommodate is constrained by the basic equation of time multiplied by people, so it’s vital to avoid over-commitment that will compromise quality. At the same time, you’re challenged to optimise resource allocation, as your workforce is largely a fixed overhead and under-utilisation will negatively impact your bottom line. When your firm was smaller, you were probably able to determine availability and schedule projects using a whiteboard, calendar planner or spreadsheet. But as you hire additional people with diverse skill-sets to support increased business activity, the process of allocating resources and managing your workload manually starts to reveal its inadequacies as deadlines slip and profits slide. What's Needed? Clear, current and accurate visibility into supply and demand across existing and upcoming projects with integrated Work In Progress reporting that allows you to allocate resources more efficiently and profitably. 2. Omptimizing Cash Flow to Maintain Your Liquidity No matter how much revenue you’re generating, cash flow is critical. Late payments not only cost a business in lost interest, they can affect the financial sustainability of the business. That’s why getting the job done is only half the story – billing and getting paid on time is the other. Again, when your business was more compact and manageable, you could probably get by with manual invoicing processes. But growing in size is often accompanied by growing complexity. You probably have multiple concurrent projects and a larger workforce than in the early days. Some staff may work full-time on a project while others may be spread across several jobs at any given time. You incur expenses of various kinds, some billable, some not, and you may bill for materials as well as time. Your staff are more than likely charged out at different rates, depending on their skill set, experience and seniority. If you’re still relying on spreadsheets and documents to generate invoices, and reactive phone calls for credit control purposes, chances are you’re not getting paid promptly, either. What's Needed? A streamlined order-to-invoice business process with fully-integrated time and expense management and automated billing functionality, in order to achieve visibility into point-in-time project costs, generate error-free invoices and enforce timely payments. 3. Ensuring On-Time and On-Budget Delivery Your ability to deliver projects on time and on budget is critical to revenues and reputation – it’s what keeps you afloat and keeps your clients coming back for more. As your portfolio expands, your operations demand greater flexibility, reflected in the way you resource projects. You may need to bring in temporary or freelance workers, consultants, subcontractors or outsource partners to provide the manpower or expertise needed to fulfil the requirements of the job. Spreadsheets and even most project management software don’t work optimally in a distributed environment, affecting your ability to plan adequately and deliver projects within agreed timescales and budgets. Juggling complexity, your business developers or account managers may artificially inflate estimates and schedules when bidding for a new project (making your firm less competitive) or swallow the overage (affecting your profitability). They may even end up having to surprise the client with additional costs and delays (potentially tarnishing your reputation). What's Needed? A collaborative project management capability that enables team members to visualize forecasted resource, plan, execute and track project deliverables and share progress reports with stakeholders. Want more information?  Click here.

Read more

Cloud And Clear: Are You Piloting Towards The Cloud Or On Standby?

cloud erpIt seems that most companies want to do something related to cloud deployment these days. With analysts quoting expected revenues higher every day and the desire of businesses of all sizes to cut fixed costs, it is no wonder we are watching the cloud in the sky with rose-colored sunglasses. It is key to note that this transformation is not an easy one – for partners or vendors. It requires executive-level commitment to transform and accept that this new cloud reality is, well, cloudy. One thing seems to be consistent though: these unchartered skies require bold pilots, supported by an army of wingmen, or more specifically a partner like Navigator, who has the right skills and gumption to make it happen.  For the customer, It’s a full commitment … one that has to start with all levels of the organization recognizing the risks today and benefits of the future. Change is not easy and requires organizations that are willing to commit to it wholeheartedly. If they don’t, they are likely to not be here in the future. Cloud is here to stay and hopefully you and your company are as well. So where do you start? And what do you need to consider on the cloud journey? Organizations that have been successful in the transformation seem to have some key best practices they follow. They are the true Red Barons – their fearlessness allows flight. While bravery is no blueprint for success, some suggested flight plans they took may help you embrace similar successful company attributes in your own organization.

  1. Commitment to the cloud is not optional. This is not about simply saying “we are a cloud company.” Being a true cloud company requires that every member of the team be willing to be the pilot, co-pilot, and spokesperson for your cloud strategy if and when needed. If you are part of a company embarking on a cloud strategy, do you understand the benefits of the cloud and how it will fasten and secure your company for the future? Is everything you do aligned to becoming a cloud company?  For example, Navigator, SAP's #1 Global Partner for Cloud Solutions, moved all of its operations to the cloud so to better align itself with the rapidly growing cloud market.  Grant Fraser, CEO of Navigator, had this to say. “Moving to the cloud is a transformation. It’s certainly not something you can just hire a sales team, and say, ‘It’s on cloud’. By moving to the cloud, we had to rethink our compensation model for our sales and service people. We had to rethink our marketing approach. We had to rethink our sales approach. We had to rethink our delivery approach. We also had to worry about cash. Basically, we had to transform our company to be cloud, because in cloud it has to be that much quicker, more efficient, and it’s all cloud speed, and that’s quite a transformation from being just on premise.”
  1. Aviate, navigate, and communicate. No part of your organization will remain untouched. Cloud is not a sales, marketing or services transformation. It is an end-to-end change in the way you do business today. This means that sales, marketing and services need to work closer together and fly in formation to provide holistic solutions to customers. Gone are the days with operational silos when a product was marketed, software was sold, services implemented, and support follows when a problem arose. With cloud, your customer can cancel the contract easier, and partner/service teams might not be able turn profit until many months after contract signing. Support is ongoing. Marketing has to be able to demo more often and propel more demand to increase reoccurring revenue. Plan your flight formation together. If you are not flying together and the landing gear is not engaged, you risk all going down.
  1. Perform a flight check. Set and manage your cloud targets. Most pilots do not get in a plane without performing a safety check with a focus on fuel levels. Without fuel, pilots become pedestrians – and a flight plan is crucial.  However, because cloud revenue numbers seem so enticing, and it is what the future holds for software and service, I often hear of partners and vendors charging forward without a plan. It is key to have a plan – you safety check often and refer to later if you need to change course of action. Basic questions you will need to answer include sales and solutions goals. For example, is the goal to phase out your on-premise business in favor of a cloud one? If so, do your employees and flight staff have the skills to do this? Your sales organization will have very different compensation and targets. Make sure that they are on board as everyone needs to be with their new cloud reality.
  1. Short-term sacrifice may be needed. This is especially true for those companies coming from a traditionally on-premise software delivery model. Many born in the cloud companies are not yet making money in the cloud. Those who are entering into the cloud from an on-premise software delivery are often trying to figure out how to rebuild the plane – fully-loaded, no life vests without landing it. This is not an easy task. Everyone seems to have a different solution depending on their appetite for risk.   Separate funding for cloud will need to be carved out and that may mean making some difficult choices – perhaps even landing the plane for a while. Forget about thrust and drag, lift and gravity; an airplane flies because of money and investment.
  1. Different skills required to take flight.  Sales has to be able to sell value, not products. The focus has to shift to many smaller deals instead of one (or few) big ones. Marketing needs to be a key part of the organization, delivering lead volume to sales consistently while focusing on customer retention and acquisition. The key to the sale is now the Line of Business owner and success in the cloud will mean making sure you are speaking to them in their language, and effectively articulating what they care about. If these employees do not exist today in your organization, you may have some difficult hiring decisions to get your workforce ready to fly the plane – and safely.
Is your business ready?  Navigator is standing by to help your business successfully navigate (no pun intended) this strategic evolution.  Further, we hold FREE, live demos of SAP every Friday beginning at 11:00 AM EST.  Click here to learn more and register for the next demo.

Read more

Press Release: Navigator Announces Focus on Providing ERP Software for Cannabis Industry

cannabisSalt Lake City, UT (September 27, 2016) – As a progressive pioneer in providing Cloud-based Enterprise Resource Planning (ERP) software to multiple verticals, Navigator has announced a new major initiative designed to support emerging companies within the rapid growing Cannabis & Medical Marijuana industries.  This new focus aims to provide companies with efficient, compliant business management software to help enable the long term success of growing businesses within the space. Further positioning Navigator, an SAP Gold Partner, as the leader in providing Cloud-based software to small-to-medium sized businesses, this new initiative will broaden Navigator’s target market verticals, which previously had been focused within Life Sciences, Professional Services, and Manufacturing & Distribution, among others.  The initiative’s mission is to encourage and cultivate a flourishing and emerging market where many companies on the rise are in need of a tool that can increase profitability, manage scheduling, track performance, and maintain compliance in one streamlined solution. “Navigator Business Solutions has made a deliberate decision to focus our extensive talents and domain expertise within this large, untapped and extremely under-served market.  Cannabis companies need better operational transparency, improved visibility, extremely flexible yet highly compliant solutions that are tailored to their unique needs and fast changing environment,” said Geoff Ashley, Sr. Vice President of Sales & Marketing at Navigator.  “Our company invests heavily in finding fresh, unique markets where we feel as though there can be opportunities to create cohesive partnerships with clients and the Cannabis industry is where we believe we can provide the same celebrated value that we’ve given to our customer base of over five hundred companies.” Navigator has already had success within the market, as earlier this year they signed Adakai Holdings, an Arizona based parent company which operates a portfolio of business lines and products within the Cannabis space. At present, a strategic marketing plan to onboard the Cannabis vertical is underway at Navigator.  Plans include Navigator sponsorship and involvement at industry related trade-shows, whitepapers and other written materials, and online exposure to help prospective clients navigate all of the information, options, and complexities that make up a fully defined yet easy to use Cannabis solution. About Navigator Business Solutions Navigator is the premier Cloud value added reseller and SAP Cloud Partner of the Year for SAP Business One and ByDesign software platforms, services and proprietary add-on software. Navigator’s Cloud first, agile methodology has enabled effective implementations for over 500 small and medium sized manufacturers, distributors, professional and commercial service providers, retailers, and industrial focused companies worldwide.  For more information, visit: www.nbs-us.com To read the initial press release, click here. Media Contact: Sarah Chairez, Marketing Coordinator Navigator Business Solutions www.nbs-us.com 801-642-0123 sarah.chairez@nbs-us.com

Read more

Press Release: Navigator Announces Sponsorship of ASUG SAP Business One Conference 2016

asug SALT LAKE CITY, Utah  September 26, 2016 – Navigator Business Solutions, the premier value added reseller of cloud based enterprise resource planning (ERP) software, announced it is a sponsor of the ASUG SAP Business One Conference (b1.asug.com) for 2016. The conference is being held September 26-28, 2016 at the Hilton Miami Downtown in Miami, Florida. “Our sponsorship of the conference attests to Navigator’s commitment and belief in the value of ASUG” said Eric Dahl, VP of Marketing at Navigator. “We are always excited to be a part of an experience with significance such as this.” ASUG SAP Business One Conference is a one-of-a-kind annual event for small to midsize businesses and SAP ERP customers using SAP Business One. It is an event where the North American SAP Business One community hears from SAP Business One experts and fellow SAP Business One users.  It includes state-of-the-art solutions by partners, hands-on workshops, and trainings of how to leverage SAP Business One software to transform businesses and drive better results. Additional Information:

About Navigator Business Solutions Navigator is the premier Cloud value added reseller and SAP Cloud Partner of the Year for SAP Business One and ByDesign software platforms, services and proprietary add-on software. Navigator’s cloud first, agile methodology has enabled effective implementations for over 500 small and medium sized manufacturers, distributors, professional and commercial service providers, retailers, and industrial focused companies worldwide. For more information, visit: www.nbs-us.com   Media Contact: Sarah Chairez, Marketing Coordinator Navigator Business Solutions www.nbs-us.com 801-642-0123 sarah.chairez@nbs-us.com   To read the initial press release, click here .

Read more

Press Release: Adakai Holdings Selects Navigator to Implement SAP Business One

Adakai(Salt Lake City, UT) — Navigator Business Solutions has announced that Adakai Holdings, an Arizona based cannabis holdings company, has selected Navigator Business Solutions to implement its company procedures and operations onto a single streamlined software platform; SAP Business One. Adakai was founded in 2015, and has quickly established itself as a transformative player within the cannabis industry. Adakai aims to provide the cannabis industry, partners, consumers, and patients with valuable, enduring, and trusted knowledge, products, and services. As Adakai has continued to grow, so have its needs.  The company found that the industry-specific management software that they had in place did not provide them with mission-critical elements such as database management, date tracking, and reporting that the company required.  In addition, it was essential for Adakai to find a solution which could better automate their day to day processes, especially within inventory management.  Ultimately, the decision was made to transition to SAP Business One, a unified, cloud-based enterprise resource planning (ERP) solution that would give Adakai a competitive advantage as they continue their phenomenal growth. “Inventory accounting and an all in one production database with reduced manual labor and streamlined spreadsheets were certainly a part of the appeal for Adakai” said Trisha Smith, Financial Controller.  “In addition the level of service and professionalism with Navigator was something that we didn’t find elsewhere.” Adakai is slated to go-live October 1st.  With such an aggressive schedule, Adakai was very interested in Navigator’s 95+% on-time and on-budget performance record.  As Ms. Smith stated, “Navigator made the decision easy, safe and predictable.”  Once the software is fully implemented, it is anticipated that the growing company will enjoy a level of organization and overall control unlike anything previously experienced. With the expectation to keep all customers as ‘Customers for Life’, Navigator looks forward to a fruitful, long-term partnership with Adakai.  “Adakai Holdings is a welcomed addition to our notable client list in an industry sector that Navigator has determined to be highly strategic,” stated Geoff Ashley, Navigator’s SVP of Sales & Marketing.  “We are honored to be working with such a professional organization, especially considering their significant industry influence and thought leadership.   We look forward to bringing Adakai on board, and equally excited to grow with this promising company far into the future.” About Navigator Business Solutions Navigator Business Solutions is the premier Cloud value added reseller and SAP Cloud Partner of the Year for SAP Business One and ByDesign software platforms, services and proprietary add-on software. Navigator’s cloud first, agile methodology has enabled effective implementations for over 500 small and medium sized manufacturers, distributors, professional and commercial service providers, retailers, and industrial focused companies worldwide. www.nbs-us.com About ADAKAI Holdings ADAKAI Holdings leverages years of entrepreneurial and operational experience to improve performance, reduce risk, and enhance the long-term value of the companies and brands in the portfolio. Adakai operates a portfolio of business lines and products in the cannabis space including Omaha Farms (a cannabis research, development and production facility), Monarch (a medical marijuana dispensary), and HUXTON (a craft flower cannabis brand).  www.adakaiholdings.com To read the original press release, click here. Contacts Navigator Business Solutions Sarah Chairez, 801-642-0123 Marketing Coordinator marketing@nbs-us.com

Read more

Press Release: Navigator Announces Sponsorship of DeviceFest 2016

DeviceFest2016SALT LAKE CITY, Utah  August 17, 2016 – Navigator Business Solutions, the premier value added reseller of cloud based enterprise resource planning (ERP) software, today announced it will be a sponsor of BioCom’s DeviceFest 2016 conference (http://www.biocomdevicefest.org). The conference will be held August 30, 2016 at the Sheraton Carlsbad Resort & Spa in Carlsbad, California. “This year’s DeviceFest will provide a great opportunity to expand our reach into a key Navigator vertical” said Eric Dahl, VP of Marketing at Navigator. “We are excited at the opportunity to demonstrate Navigator’s proven solutions to the respected medical device executives who will be in attendance, and look forward to creating additional long-term partnerships within the life science industry.” DeviceFest 2016 is a device & diagnostic conference which outlines the latest important developments that focus on reimbursement, regulatory, financing, and strategic partnerships within the medical device community.  The conference will include a blend of keynote presentations, panel discussions and stand-alone presentations. Additional Information:

About Navigator Business Solutions Navigator is the premier Cloud value added reseller and SAP Cloud Partner of the Year for SAP Business One and ByDesign software platforms, services and proprietary add-on software. Navigator’s cloud first, agile methodology has enabled effective implementations for over 500 small and medium sized manufacturers, distributors, professional and commercial service providers, retailers, and industrial focused companies worldwide.   Media Contact: Sarah Chairez, Marketing Coordinator Navigator Business Solutions 801-642-0123 marketing@nbs-us.com

Read more

Why do ERP projects fail?

fail00Enterprise resource planning (ERP) projects are perhaps the most intrusive project that a company will ever undergo. Almost everyone in the organization is affected in one way or another, from having to learn new computer skills, developing new report writing skills, re-engineering internal business processes, or the possibility of having to assume new roles. Frankly, people do not like change, and within every ERP project, there will be at least one person that doesn’t want the project to be successful. They like the way they work today, and they do not see the need for change. Technically, this is a management issue; because the company would not undergo such a disruptive project unless they had clear goals of how new software could help their company improve. And those improvements can be measured in efficiency which results in greater profitability. Management must communicate “why” they are undertaking a project to get all employees on board. It is about survival, growth, and taking the business to the next level. According to the Standish Group in The Chaos Report, a study of over 50,000 technology projects showed the technology industry has a poor track record of delivering ERP projects on time and on budget. The year of 2015 was the best over the past 20 years, with just 29% of projects being classified as successful. A full 19% failed, while the other 52% were classified as “Challenged”. What does this mean? A large percentage of projects go well over budget, well over timeline, and simply are poorly managed. It can often be traced back to a “selling model”, where technology vendors low-ball actual costs to win business, knowing that once a company is committed to a platform, returning with change orders to complete the work is the main alternative to halting the project. The reality is that most software packages in the market today do what they claim they do. It’s usually about project management. So how do companies avoid being one of the 71% of companies that fail or are challenged? Vetting the software partner is the first order of business. How many total implementations have they performed? How long have they been supporting the platform you are considering? The software partner’s experience is the most important decision point in every technology decision-always more important than cost of the software or ease of use. But there are even more important considerations. Complexity of ERP projects ranks high in contributing to challenged and failed projects. ERP is inherently complex. But why do companies attempt to eat the entire elephant in one bite? It makes much more sense to separate the “have to have” functional tools vs. the “nice to have” tools and eat the elephant in smaller bites. Remember, software vendors get paid by time and expense and want you to buy into the full complex project. So the longer they can be on site, the higher your cost, resulting in more change orders. Companies need to better define what they “have to have” on go-live to be successful, and then deploy “nice to have” tools in the future with smaller projects. Lastly, companies need to take a look at their business processes today and reconsider if they are using best-practice business processes. Challenge your software vendor to implement best practices for your business. If they know your business, which should be a main requirement for their selection, they should be able to recommend what companies like yours do for better efficiencies. And if they provide those recommendations, find out if they can they also offer them under a Fixed-Price, Fixed-Scope model. In the end, your project should be less-cost, due to a canned process, and less risk, since you would be keeping complexity down.  Let’s face it; companies like yours don’t make money implementing software, so choose a company that understands that. Keep it simple.  Keep it low cost.  Be informed. Be one of the 29% of companies that are classified as “Successful”. Have questions?  With 500+ ERP implementations, and the distinction of being named SAP’s #1 Cloud Partner, Navigator prides itself on being Fixed Price, Fixed Scope, On Time, and On Budget.  To find out more, click here.

Read more

From The Blog

Connect with Us

Subscribe to Newsletter