Friday, June 19, 2009

Sweet Spots and What-Nots: Enterprise Management Software Vendor Provides Notable Solutions

A Wealth of Offerings:Even though it was run for over two decades as a family business (at least, this was sometimes the public perception), Deltek Systems, Inc. has become North America's principal provider of enterprise software and solutions for project-focused organizations. In mid-2005, Deltek announced that New Mountain Partners II, L.P. would make a majority capital investment in the company. See Mountainous Investment Transforms Enterprise Management Software Vendor and Enterprise Management Software Vendor Welcomes Additions for more information about this investment and its implications. This move, while certainly enhancing Deltek's prospects in terms of strengthening its global position, should not deflect attention from its already impressive offering.

Part Three of the series Mountainous Investment Transforms Enterprise Management Software Vendor.

Deltek uses a wealth of standalone and bundled modules to target the following core markets:

* professional services firms (including the architectural, engineering, and construction [A/E/C] "sweet spot," both domestically and internationally)

* complex project-focused enterprises and large federal contractors in aerospace and defense (A&D), nonprofit organizations, information technology (IT) services, and systems integration and management consulting industries, both domestically and internationally

* small to medium project-focused domestic businesses and federal contractors in the government services industry

In a simplified manner, Deltek's vertical markets can be separated by both government and commercial business. On the government side, it scales from small government contractors up to very large contractors with billions in annual revenue. On the commercial side (which includes A/E/C and professional services firms such as management consultancies), it also scales up, from firms under fifty employees, up to the largest A/E/C firms in the world.

In fact, Deltek has recently benefited from penetrating the professional services market: the use of project-oriented and professional service business application software systems is expanding as a result of a number of economic trends. These applications go hand in hand with one another, since service organizations have traditionally used project accounting more than product manufacturing firms, due to the need to customize their services for each client and to properly allocate the associated revenues and costs. As the North American shift continues from a manufacturing-based economy to a service-based economy, the market for project-oriented organizations is expanding too. Furthermore, the trend towards outsourcing an increasing range of activities broadens the market for project-oriented organizations, as both customers and vendors need to track the costs associated with their projects.

Understandably, professional services firms that provide consulting, know-how, or other types of billable services (rather than tangible physical products), need to track billable hours and other intangibles. Also, a typical professional services business will often also have fewer fixed assets; but it must keep close track of staff billable hours to remain competitive. The true value of the business is actually determined by the quality of intangible assets, such as the staff roster (including the aggregate expertise roster), and the client list. For some time now, professional service automation (PSA) applications have tried to fill a gap that traditional enterprise systems such as enterprise resource planning (ERP) and customer relationship management (CRM) have failed to address. Again, that's to say that ERP vendors have traditionally built products that collect data and generate reports on widgets rather than people, whereas CRM vendor have provided solutions that help automate the process of selling these widgets and subsequent customer service interactions. PSA applications, conversely, provide information about staff members (consultants), tapping near real-time data from the sales pipeline, the project teams, and finance, and in the process enable professional services firms to improve productivity, efficiency, and profitability. Deltek is one of a few enterprise applications vendors that have largely managed to bridge this gap (see Enterprise Resource Planning for Services, and Professional Services Automation: Where Do You Draw the Line?).
The main product for this market is Deltek Vision, a "young" solution (compared to many sibling products, and in terms of modernity) that was designed from the ground up for professional services firms, enabling them to attain an up-to-date 360-degree view of people, projects, clients, resources, and business in action. The product, which was initially released in late 2002, reached a landmark 1,000 customers in early 2006. Using Web-based technology, Deltek Vision provides client relationship management, proposal automation, project management, resource management, project and financial accounting, time and expense (T&E) capture, billing, purchasing, multicurrency, multicompany, and performance management functionality in a single solution. Project-focused organizations and professional services firms around the world have apparently been deploying Vision, since it offers an exceptional business fit for such firms in a wide range of vertical markets, including A/E/C, accounting, consulting and planning, IT services, software, and integration. The product's Web services-based n-tier architecture is scalable, and its open foundation allows for reasonably rapid deployment as stand-alone modules or a broader tightly integrated solution.

Developed in close collaboration with some of Deltek's high-profile professional services clients, Deltek Vision aims at solving the business challenges of professional services firms, such as winning repeat business, improving project performance, and maximizing project margins. Contrary to the typical detrimental practice of detaching initial customer interactions from subsequent project management and delivery, this unified solution serves as a single source of project-related data, which can be used to track performance, make strategic business decisions, and measure individual project performance. To that end, accessing a client record in Deltek Vision from the CRM & Proposals module will, for example, also list the client's employees and former employers via a hyperlink, enabling users to keep tabs on industry movement and team turnover.

Another example of how a tight vertical fit works compared to generic solutions, in the construction segment, is the requirement of cost-plus contract accounting (one of a variety of methods for pricing and billing project work). A cost-plus project has a different set of requirements from a fixed-price contract, since in the first case, a services company wants to maximize billable hours, while in the latter case, the goal is to minimize them. While "bolt-on" features exist for generic solutions designed solely for fixed-price contracts, Deltek Vision uses the percentage of completion method for subcontract progress payment requests, including variable rate retention for work in place (WIP) and stored materials. In the architecture vertical, project planning requirements are traditionally handled via disparate spreadsheets for project planning, whereas Deltek's project planning is integrated with accounting, and supports multilevel work breakdown structure (WBS), and revenue and profit forecasting. Finally, in the engineering segment, the ability to automate the proposal process as a key CRM component is vital; traditional product-based CRM systems have no qualification-based proposal automation capabilities, whereas Deltek Vision features project-oriented CRM capabilities, which intrinsically include proposal automation.

Deltek Vision is a Microsoft .NET-based platform for the commercial professional services market. With its support for Web-native hypertext markup language (HTML), dynamic HTML (DHTML), and Java Script on the user interface (UI) tier; Microsoft SQL Server as database; and the Actuate reporting server, the product features extensible integration architecture that enables collaboration and mobile extensions through Web services. For these reasons, the goal is for Deltek Vision to become the company's primary offering to professional services firms, and will be targeted at existing Deltek Advantage, Deltek FMS and Deltek Sema4 customers, as well as at new customers in all types of professional services industries.

In mid-2005, Deltek announced the release of Deltek Vision 3, which provided significant upgrades and enhancements for increasing productivity and workflow, including Deltek's new Microsoft .NET-based VisionXtend platform. This technology enables real-time, transparent connections via Web Services and extensible markup language (XML) across multiple platforms and applications, allowing professional services firms to integrate and streamline key business processes in order to achieve performance and compliance management, as well as a collaborative view of firm-wide operations. Other significant enhancements in Vision 3 include a new workflow engine, a screen designer, audit trail reporting, a purchasing module, and document management capabilities providing secure Web-based collaboration for users to share, upload, review, and edit documents, regardless of location. In addition, Vision 3 introduced improved international (multicurrency and multicompany) functionality. For more information on the product release, ssee Niche Software at Its Best.
Early in 2006, Deltek and AppForge, the provider of enterprise multiplatform mobile and wireless application development solutions, announced a partnership that will eventually enable Deltek to deliver mobile applications via Deltek Vision across any major mobile operating system (OS) and device. Through this partnership, Deltek plans to deploy mobile applications to more than 450 devices across PocketPC, Symbian, and Palm OS platforms (with the addition of the BlackBerry OS in the second part of 2006) via AppForge's Crossfire product. This should allow users to choose from a wide range of mobile platforms and devices, while significantly reducing development time and resources. With AppForge, developers can write an application once, and deploy it to most major mobile and wireless devices, PDAs, smartphones, and industrial devices, using Microsoft C# .NET 2003, Visual Basic .NET 2003, and Visual Basic 6.0. This should save businesses time and money by eliminating the need to rewrite an application for a new or next-generation device or OS. Mobile applications for timekeeping and expense management have been available since mid-2006 as part of Deltek Vision 4.0, and future releases will include other functions such as CRM, and alerts and approvals for requisitions, purchasing, and resource planning.

In March 2006, Deltek announced the release of Deltek Vision Small Business, a preconfigured, out-of-the-box business solution that delivers Deltek functionality to small businesses. The product features a solid combination of core modules from Deltek Vision, such as CRM, proposal automation, project management, resource management, project and financial accounting, and performance management functionality. The solution is the result of Deltek's vast experience, combined with the recent acquisition of Wind2, which provided the vendor with a deeper understanding of the requirements of a small professional firm. With its core functionality and low-cost special pricing (an affordable start-up fee), the product offers a wide array of convenient options, including new hosting services, an out-of-the box configuration of critical core accounting, billing and time keeping functionality, licensing options, and a new self-paced training program called Vision Fast Start Implementation that should help reduce implementation time, and ultimately lower the total cost of ownership (TCO). The solution is also available through Deltek's expanding reseller network throughout the world.

Finally, as a result of increasing requirements for Deltek's analytics capabilities, and given Deltek's quest to capture new markets, the vendor has lately been exploring data visualization technology (analyzing historical data from similar projects to improve project profitability presents a different problem from optimizing current staff deployments). These tools of this technology originate from scientific applications, and are now being merged with statistical analysis software, with the goal of replacing reports and tables with powerful, eye-catching images that convey important statistical messages to even the casual user. To that end, through a partnership with Panopticon, Deltek has been embedding this technology into Deltek Vision 4 to allow a firm-wide view of the health and performance of project portfolios to executives, project managers, and other users.

Most recently, in mid-2006, Deltek announced the release of Deltek Vision 4, which, for the first time, integrates planning, tracking and project administration features with innovative functionality such as visualization and mobile access, to create a solution that streamlines all facets of the project-based business. It is available as a complete enterprise-class suite, or as a preconfigured solution designed to meet the needs of smaller firms. Visualization is a powerful management tool that empowers businesses to take control of their data and quickly turn it into actionable information. A mission-critical technology in the financial services marketplace for many years, Deltek has harnessed the power of visualization for the project-focused organization with the release of Deltek Vision 4, enabling engineering and architecture firms, IT services companies, and management consulting firms to instantly discover trends and opportunities across their entire project portfolio. Visualization provides a simple display that depicts mission-critical information about a firm's entire business—including project performance, status, trends, and risks—using color and shapes to alert viewers of any performance issues at a glance, and allowing them to focus on the most critical issues.

Deltek Vision 4 also introduces a new Mobile Applications Suite, significantly enhancing capabilities that allow field workers to collect and provide their project data more simply than ever before. For the first time, project managers and consultants can work offline or from their wireless personal digital assistants (PDAs) and smart phones, contributing to project reports and entering critical information (including time and expense data) when they are not connected to the network. Businesses can now streamline field reporting without requiring large hardware investments.
Deltek Costpoint (Deltek Enterprise):The Deltek market which comes second in terms of strength consists of complex project-focused businesses and large federal contractors in A&D; nonprofit organizations; IT services; systems integration (SI); and management consulting industries, both domestically and internationally. For this market (Deltek's "sweet spot"), the vendor offers Deltek Costpoint, an integrated back-office or ERP solution. In late 2005, Deltek announced the release of Deltek Costpoint Smart Business Applications (also known as Costpoint web), a Web-based interface for Costpoint, which aims at increasing collaboration and productivity while providing the built-in project accounting functionality that currently nearly 1,000 Deltek Costpoint clients (mostly organizations having annual revenues in excess of $50 million [USD]) rely on. Other significant product features include enhanced reporting functions, a user-friendly "zero-client" interface, and improved navigation tools that increase ease of use.

Deltek began development of Deltek Costpoint in 1992, and commercially released the product in June 1995. While the Deltek Costpoint 4 and Deltek Costpoint 5 releases have traditional client/server architecture (meaning that there is no application server in the architecture, and that reporting is embedded in the client/server runtime), the upcoming Deltek Costpoint 6 release (expected sometime in 2007) is to be almost completely developed with Java architecture to feature native Web functionality, using Deltek Costpoint 5 as the basis for functionality. The vendor is using the Enterprise JavaBeans (EJB) application programming interface for Costpoint web, in conjunction with the WebLogic Application Server technology developed by BEA Systems, Inc. Deltek selected the BEA WebLogic Application Server technology because it supports the wide variety of server and database platforms used by Deltek clients, as well as UNIX, Microsoft Windows NT, and Linux. WebLogic also provides automatic load balance and automatic failover capabilities to minimize interruptions and server downtime.

Deltek Costpoint web is an elegant intermediate solution (between Costpoint 5 and 6), and is a result of Deltek's initial "staggered release" approach, in which selected Web-based applications would be delivered in segments. The release of the initial set of Web-based applications, which includes a number of input screens relating to key business practices such as project and employee setup, and vendor and payables processing, should enable users to configure the application and Web servers: once the initial setup is complete, users can update the application server at any time with the latest software enhancements or program corrections. However, the Deltek approach has since changed, and the vendor is now in the midst of holistically developing the Web-based version of Deltek Costpoint through a technology partner. During development, it became apparent that a better alternative to fully Web-enabling Deltek Costpoint was to Web-develop the entire software in one instance, using Mphasis as the on-site and offshore development partner. Deltek Costpoint 6 will be a scaleable Java 2 Enterprise Edition (J2EE)-based platform of "industrial strength," capable of supporting even organizations with over a billion dollars in revenues. The product is already standardized for integration with other technologies, and has the flexibility to support multiple OS platforms, with support for Web-native HTML, DHTML, Java Script, or rich client on the UI tier; Microsoft SQL Server or Oracle as databases; and the Actuate reporting server.
Deltek GCS Premier:The last of the three major product lines, Deltek GCS Premier, is targeted to small and medium project-focused businesses and contractors in the government services industry, and since its initial release in 2000 has reportedly contracted more than 1,200 clients, making it the leading government-compliant cost accounting and project and financial management solution designed specifically for small and medium businesses (SMBs). The product is optimized for compliance with US Defense Contract Audit Agency (DCAA) requirements, and is much easier to deploy than its two bigger siblings (Costpoint and Vision); not only is it built specifically for government contractors, but it is also a fully integrated system with a single-data source. GCS Premier's UI tightly integrates with its process-oriented design, while its pull-down menus are workflow-like in their functionality, and provide an intuitive capability that makes it easy for users to learn the application by navigating from process to process. However, the product's Microsoft Windows-based architecture is not the most modern or open, since it only uses a rich/fat client on the UI tier, a non-relational database, and a purpose-built reporting layer. Otherwise, Deltek GCS Premier, in addition to its Windows-based interface, features flexible, component-based software construction, achieved with Microsoft Visual Basic 6.0 and ActiveX controls. The solution was designed specifically to ensure that Deltek's System1 legacy customers could easily migrate to GCS without the necessity of data conversion, while preserving System1's critical processing programs, complex reports, and other time-tested legacy programs.

To put things in another perspective: of the three major products, Deltek Costpoint is the broadest, currently covering the realms of financials and accounting, human resources (HR) and payroll, material management, CRM, T&E, resource planning, and business performance management (BPM). In addition to its proprietary architecture and domestic (US-only) focus, Deltek GCS Premier eschews resource planning and material management capabilities, and has no need for project portfolio management (PPM) functionality down the track. On the other hand, Deltek Vision logically has no need for featuring material management capabilities, given its services industries target.

The two flagship products, Deltek Vision and Deltek Costpoint are the main offering for new customers in the respective professional services and project-based sectors, and possibly the migration path for most existing customers on legacy products—of course at the customers' own pace. For these products, Deltek has outlined the architectural foundations, which are based on the two primary standards-based (and partly platform-neutral) technologies: Microsoft .NET, and J2EE (for more information, see Understand J2EE and .NET Environments Before You Choose).

Despite some inevitable differences, both platforms embrace the service-oriented architecture (SOA) design philosophy that promotes internal benefits of code reuse, interoperability, and data integration (see Understanding SOA, Web Services, BPM, and BPEL). To that end, the vendor has adopted pervasive XML use, and created a prototype to describe licensing requirements for open source modules based on the semantic standards of Web Ontology Language (OWL) and the Resource Description Framework (RDF). SOA is also promoting the external (client tier) benefits of extensibility as standards are increasingly adopted, since XML-defined UIs allow for portlet use of pieces in a service model framework. Also, use of XML is pervasive in describing public schemas for key data. The ultimate benefits for business should include loosely coupled development schemas (which can be converted to multiple UIs), a foundation for active workflow engines, and open integration and extension of applications around business processes.
Some Standalone Notables:Other standalone products worth mentioning here stem from a key growth strategy for Deltek, post-2000, which is to provide additional front-office software applications to its vast back-office install base. Initially, the centerpiece of its front office strategy was the Deltek CRM & Proposals product, which is available as a standalone product, or via integration with Deltek Vision. Introduced in late 2000 (and currently at the 1,500 customer mark), this product provides the sales, marketing, and business development tools needed by professional services firms to produce rewarding proposals; win more business; and increase client satisfaction and retention (by tracking opportunities, historical data, and contact, employee, and project information).

Within its marketing and proposal automation product, Deltek supports an emerging CRM derivative known as client relationship management, which should help firms (such as accounting practices, law offices, and other professional service companies, as well as technical services and project-based organizations) track client relationships in a more sophisticated manner than (for example) referral or word-of-mouth, which were appropriate during the start-up phase. In other words, professional services organizations trade exclusively in intellectual capital, since rather than focusing on the manufacture, sale, and distribution of physical products, they sell their knowledge and domain expertise. Thus, they require different tools to manage the business development process and to differentiate themselves from their competition (see Professional Services Are Catching Up with CRM). In a project-based business, there are no dedicated remote sales teams chasing and securing new business, since most senior partners and project managers bring in their own business and look after their own client portfolio.

As the consumer Internet storefront ordering approach or traditional sales calls are quite inappropriate in this context, the critical element of the client relationship process is the development of proposals for securing new business. Trying to recall the details of relevant past jobs and who worked on them can be a nightmare (as is trying to gather documents that are stored in different places by different people). To that end, Deltek's proposal management system allows a contractor to organize projects by various categories (such as people, projects, designs, and expertise), so that the appropriate information (for example, resumes and document boilerplates) is easily retrieved when new proposals are prepared. Users can then track the progress of a proposal, share the information with other team members, review similar proposals, and analyze awarded jobs. The product offers both government and customized commercial proposal generators.

Leveraging the blueprint of Deltek CRM & Proposals, Deltek GovWin is a fairly new product (with about fifty customers since its release in 2004), which addresses the business development requirements of federal contractors. Featuring a Web-based UI, it aims at better management of the opportunity pipeline by generating performance metrics and enabling the "capture" process. It also aims at creating structure to formalize business development lifecycle, and at improving the ability for coordination between multiple business units, to eliminate redundancies.

Deltek GovWin includes a preconfigured database (a Web-based central repository where companies can enter, store, and access detailed client- and contract-related data) and tools that are tailored to government contractors so that no additional customization is required. Among the preconfigured data that it can track are competitive assessments, post-award debriefings, and team reviews. The system also handles contract specifications, such as contract values, modifications, performance information, and locations, as well as employee information, including affiliations, memberships, and clearances. GovWin can also act as a knowledge base for future opportunities, by tracking firm qualifications and personnel experience, approved text for consistent messaging, win-loss ratios, and updates on past and ongoing contract activities. Prospective users in many sectors increasingly demand embedded domain expertise in their applications, and federal contractor applications would be a case in point, since a significant portion of the bid evaluation process in this sector is focused on relevant past performance.

The above section could accurately contrast against the five major product areas Deltek specializes in (ERP, CRM, human capital management [HCM], BPM, and PPM), and Deltek's entire product portfolio can be viewed entirely through this lens. There have been numerous examples of companies that turn to stand-alone solutions to fix their broken processes.

The richness of Deltek's complete product line notwithstanding, the road ahead promises potentially wicked twists and turns. We'll explore these next, in the final note of this series.

Challenges and User Recommendations for a Global Trading Solutions Provider on a Roll

Despite all the upbeat news and momentum (on top of the vendor's indisputable aggregated brain power and experience), it would be na�ve not to acknowledge some challenges for TradeStone Software, Inc. (www.TradeStoneSoftware.com), the provider of collaborative e-sourcing solutions for Global 2000 companies. After all, it is still a reborn fledgling company with a nascent client roster, and with many product enhancements and improvements still outstanding (such as providing multi-language screens). Furthermore, some nitpickers and "software snobs" judge the vanilla user interface (UI) to be not exactly the "snazziest one on earth."

Part Five of the series Collaborative Sourcing Solution Vendor Leaves No Stone Unturned.

For information on TradeStone's history, see Collaborative Sourcing Solution Vendor Leaves No Stone Unturned. Also see Well-designed Solution for Sourcing: Its Technological Foundation and How It Works, Web-based Solution Steps Out for Cohesive Retailer Sourcing, and The Future for an E-Sourcing Solutions Builder.

Moreover, the vendor lacks name recognition. In fact, the names of its individual executives may ring more bells (as far as credibility goes) in the target segment at this stage than TradeStone per se. Thus, many of its first "proof of concept" customers had to logically come from Inovis/QRS/RockPort defectors. Given that this pool of potential convert customers may still be a more fertile ground to cover than finding brand new accounts, this brings us back to Inovis and QRS (which both contain former RockPort products) as opportunities, but also potential challenges for TradeStone.

To make things even more convoluted, in 2004 Inovis International, Inc. (www.inovis.com), an electronic data interchange (EDI), business-to-business (B2B), and value-added network (VAN) connectivity specialist, acquired QRS (see Inovis Delves into PIM by Snatching QRS). The acquisition gave Inovis more wherewithal to compete in the B2B integration marketplace against competitors such as GXS, SPS Commerce, and Sterling Commerce (the combination of the QRS product catalog and its data synchronization with the Inovis VAN and managed services provided a more comprehensive B2B integration and collaborative commerce platform), and more financial viability for QRS. However, many existing retailer clients still have questions about the strategic direction of QRS' legacy sourcing application. In fact, QRS had discontinued new sourcing product development even prior to the merger. This led to RockBlocks author Sue Welch's consequent founding of TradeStone, with the subsequent exodus of former Rockport/QRS staff from QRS (and subsequently from Inovis).

While global sourcing and importing was only a minor portion of QRS revenuue, these clients represented some of the most prominent retailer brands in the world, such as Sears, Federated, Dillards, Saks, and Home Depot, some of which have meanwhile moved to TradeStone, while the others have looked at a new solution going forward. To be fair, Inovis Sourcing (formerly QRS Sourcing and RockBlocks) is a suite of web-based software applications designed to enable customers to improve various capacities:
* Collaborative Sourcing and Supply (this module manages product definitions, price quote requests, and quote responses; it provides automatic costing and global normalization of time and price values; it tracks components, origins, value, and demand for bill of materials [BOMs]; and it identifies potential suppliers based on user-defined criteria)

* Financial Order Management (this module generates orders after comparing demand against inventory; it notifies users of letter-of-credit requirements; it tracks vendor delivery performance against the original order; it generates invoices based on order information; it transmits and receives payment activity with banks, auditing the payments against the orders; and it reconciles estimated versus actual landed costs at the style, shipment, and component levels)

* International Logistics and Customs Management (this module provides global shipment track-and-trace capability by original order, item, or stock-keeping unit [SKU]; it generates vendor or shipment booking based on a commercial invoice; it manages shipment consolidation and deconsolidation processes, allowing for multiple origins and destinations; it generates, collects, and tracks international documentation; and it pre-classifies goods to expedite customs processing)

Competition from Tourtellotte Consulting
In other words, the Inovis suite makes it possible to order, manage, and track products manufactured overseas (by calculating costs, selecting suppliers, managing changes, and automating business processes, including purchase order management, letter of credit [LoC] management, and international shipment tracking), many of which resemble those of TradeStone, but without the development of any sourcing functionality or technology enhancements in the last few years by QRS or Inovis. While Inovis has tried to handle this disconcerted and grouchy customer base very delicately, by collaborating with them on a desired roadmap and by confirming ongoing sourcing support, enhancing the highly customized code built on an old architecture has proven to be a colossal challenge.

Given that these very same clients represent a major revenue opportunity (from cross-selling them B2B integration products—and conversely, from selling sourcing to a vast B2B integration clientele), early in 2005 Inovis announced the sale of its sourcing solution to Tourtellotte Consulting (www.tci9.com), a software development consulting company. With this sale, Tourtellotte has been providing ongoing development, implementation, and customer-specific professional services and support for Inovis Sourcing, now re-branded back to RockBlocks. The Tourtellotte team has been led by Cindy DiTullio, a senior partner with Tourtellotte Consulting, and a former Rockport/QRS employee, who has worked with the product and its customers for over six years.

Currently, there are a handful of renowned sourcing customers that are still live on RockBlocks, and the plan is to try to entice them to give their maintenance dollars to Tourtellotte. In this role, Tourtellotte has been providing first-line support, managing any bug fixes, and providing one-off, professional services to these customers.
TradeStone Response:As a result, TradeStone has been (subtly or aggressively) making an offer to its remaining former RockPort clients: a cost-effective, modern solution that will leverage their current investment in RockBlocks. It will also add the latest technological developments, such as embedded intelligence, event management, supplier enablement, and so on, thereby eliminating the inherent risks of a new implementation. More importantly, the vendor pledges to provide a true path forward that should progress sourcing operations of former RockPort clients through expanded functionality and supplier collaboration.

Still, given the potential for so much customization (owing to the likelihood of various best-of-breed niche applications or legacy products already in place at these customer sites), even if TradeStone lands some of these customers, it will take much effort to support their current needs while smoothly migrating to TradeStone Suite over time (although TradeStone's familiarity with these prospects' businesses is assuring). It is of course not certain whether the current Tourtellotte clients will abandon the platform in favor of an alternative, rather than wait for new functionality. In fact, a bigger challenge might be the need of the likes of TradeStone to evangelize the value proposition of the unified buying process to conservative prospective customers. Most Inovis customers (about 20,000 of them) have not been sourcing customers, and it remains unclear why this critical task is still mostly performed in a pedestrian way by most companies, or why there are so few well-rounded solutions for it in the marketplace. Inovis' nemeses, GXS and Sterling, have at least attempted to spice up their connectivity offering via the value-adding respective acquisitions of HAHT Commerce and Yantra (see GXS Acquires HAHT Commerce for More Synchronized Retail B2B Data).

Possibly the biggest challenge remains an ongoing lack of awareness of the need for these applications. While many people have realized the power of e-commerce on the consumer side, there is still plenty of education to be conducted by all B2B e-commerce vendors, in order to prove how much leverage their applications can bring to corporations. Also, many retailers prefer to trust seasoned employees rather than software "black boxes," and they are typically slow to adopt new technology till they see proven results from their peers and from market leaders.

On the other hand, some leading retailers like Wal-Mart and Target tend to not invest in packaged applications tailored to their needs, since it could take away their competitive edge (their in-house-built trade secrets). Thus, recently TradeStone announced it had chosen Tourtellotte Solutions as an integration partner. The partnership brings together two companies with a strong history of providing technology and professional services to retailers, manufacturers, trading companies, and other organizations integral to the supply chain. Based on customer requirements, TradeStone will work with Tourtellotte to integrate the TradeStone Unified Buying solution suite into new customers' complex, multi-system environments. TradeStone and Tourtellotte make a point of saying they are to remain friendly competitors that are nonetheless excited about working together, where their offerings are complementary. Thanks to the agreement, TradeStone customers will have access to Tourtellotte's considerable systems integration expertise, while TradeStone will continue to deliver software innovation and development for its TradeStone Suite.

The market in which all global sourcing vendors operate is characterized by early adopters, and is rapidly evolving. A company of TradeStone's current stature, its holistic sourcing process approach notwithstanding, might not be able to maintain competitive position against current and potential competitors in the long term, especially against those with significantly greater financial resources, name recognition, and other resources. The market is competitive, rapidly evolving, and highly fragmented, and one can only expect the intensity of competition to increase in the future. The competition might come from in-house development efforts, consulting companies, other software companies, financial institutions, logistic companies, customs brokers, forwarders, or third-party development efforts. As user companies continue to embrace the value of broader sourcing and global trade management (GTM) solutions, all providers will be often looked upon to provide leadership and to add more value to the entire order lifecycle, including purchase order management, total landed cost modeling, insurance and claims, import and export compliance, security regulations, and more seamless integration of invoice reconciliation and trade financing systems.
More Competition:Also, supply chain planning (SCP) vendors like i2 Technologies, Manugistics (now part of JDA Software), and Logility, as well as supply chain execution (SCE) vendors like Manhattan Associates, RedPrairie, HighJump, and SSA Global offer visibility and trading partner collaboration components to provide transparency of inventory, orders, and shipments across the entire trading network. Industry specialists like SupplyChainge offer a lead time optimizer application that helps manage excess raw material supplies (so that a retailer can avoid overproduction of seasonal merchandize and the typical painful associated markdowns), while SourceGo offers on-demand service to help companies find the right factories for their needs.

TradeStone will be quick to point to the fashion focus, comprehensiveness, and business process management/business intelligence (BPM/BI) enablement of its solution, but even its less well-rounded competitors will likely be able to horn into some enterprises and reduce the share of the account's wallet. While the generalist sourcing vendors like Ariba and Perfect Commerce might not have the apparel retail expertise of TradeStone, they could still cause the slowdown or postponement of some executive decisions. Additionally, given SAP's recent ecosystem push to recruit partners of "SAP Powered by NetWeaver" and "SAP Certified by NetWeaver" (see Multipurpose SAP NetWeaver), it may not be long before the giant partners with (or eventually acquires) some of the above providers, thus creating an entry barrier for the likes of TradeStone into its vast install base. The same can only be expected from Oracle, given its recent acquisition appetite (with the intent of rolling them into the Oracle Fusion platform).

TradeStone's intention is to tackle the consumer packaged goods (CPG) and consumer electronics industry next. That market is certainly well-inhabited and defended by a slew of products for sharing demand forecasts with suppliers, such as TradeBeam's CIM solution (formerly i-Supply), Infor SupplyWeb, QAD Supply Visualization (SV), weSupply, RiverOne (now part of i2), and Valdero. Still, although TradeStone is a relatively small company without the resources to market itself as loudly as many larger and better known vendors, its current high-profile customers should be a testament to the value that can be derived from a focused sourcing system. Also, word-of-mouth reference selling is possibly the cheapest form of marketing, and the best in the company's current lifecycle stage.
As enterprises move production or continue to source from remote places worldwide (to theoretically lower item costs), complexity is inevitably introduced into the supply chain, which often results in bloated multi-echelon inventories or lower customers service levels (in other words, higher stockout rates). The companies that need to manage intricate details of their goods movements across borders, including trade financing, regulatory compliance, the accompanying detailed documents, harmonized tariff schedule (HTS) coding, multi-modal carrier handling, brokers management, and so on, might want to look for a full-fledged global sourcing system that is also well-attuned to their particular industry.

As the potential advantages of global sourcing are often hampered by increased supply chain complexity and bloated lead times, they should investigate the way a unified buying process such as the one from TradeStone could help them in enabling supply network flexibility, visibility, and rapid reaction process. Visibility typically has a direct correlation on perfect order fill rate, which ultimately affects margin and profit. The way to fight price pressures and shrinking margins is not always to go for the cheapest remote suppliers, but to focus on quality and turnaround time. A unified buying process should also help retailers with balancing cost, flexibility, speed, and risk in their sourcing strategies. For instance, for products with predictable sales patterns that can be adequately replenished with longer lead times, it might make sense to go with lower-price suppliers from faraway regions. Conversely, when forecasts are more inconsistent, or when products have to move to market quickly, higher-price near-shore suppliers might be more beneficial. With today's quick fashion turnaround cycles, a couple of weeks of delay typically translates into the difference between fire sales at quite marked down prices, and profitable volume at full retail (initial markup [IMU]) price.

Opportunistic buying is one of the places where the TradeStone solution should excel, since there is often no time under these circumstances for buyers and suppliers to learn each other's business processes or to form a deep relationship. TradeStone has designed its software for this type of environment, in order to streamline international trade: it is fairly easy to use and straightforward; it does not require many process changes or disruptions; and it gets directly to the point of what the buyer needs—a quick order confirmation process and access to the status of the shipment. With a Web services-based architecture, this solution allows buyers to build on the infrastructure they already have in place, rather than to have to deploy a complex new system that most likely has at least some level of duplicate functionality.

Still, on a general note, the complexity and specialization of the global sourcing space makes it hard for any aspiring vendor to handle all the requirements of automating global e-business, and all of the above issues and requirements should be taken into account during a sourcing or GTM system selection, whether it is stand-alone or within a broader SCM framework. Therefore, owing to a still fragmented market, one should keep in mind that each package will have its own unique combination of features and components, and will require varying degrees of data input and updating by users. Customs duties and tariffs, as well as associated rates of exchange and transportation costs should be available in order to accurately calculate the total cost of goods, which requires a data model and integration at the product and item level between the sourcing system and the ERP system or order management, warehouse management, transportation, and other pertinent enterprise systems.

Nimble Enterprise Applications Vendor Faces Stiff Challenges in A Competitive Environment

In a market noted for its turbulence, the ongoing turnaround success of IFS, a global enterprise applications supplier, has gone somewhat unnoticed. IFS was the fastest growing enterprise resource planning (ERP) supplier in the mid-to-late 1990s. But the early 2000s marked a severely painful period for the vendor, including losses peaking at about $85 million (USD) on revenues of about $313 million (USD) for 2002. The IFS turnaround is impressive, and its management attributes the success to its more focused sales strategy, increased organizational efficiencies, and continued emphasis on a selected, manageable number of vertical industries. For more information on IFS' background, see Enterprise Applications Vendor Reverses Fortunes—But Will Perseverance and Agility Be Enough?. Also see Resilient Enterprise Solutions Vendor Displays Sociability and Pragmatic Product Development for more on the keys to the vendor's turnaround.

Part Three of the series Enterprise Applications Vendor Reverses Fortunes—But Will Perseverance and Agility Be Enough?

Despite many observers' feelings that competition is only intensifying, IFS says it likes its chances, if only because most of its fierce competitors are currently distracted for various reasons. On one hand, the giants like SAP and Oracle are battling the ecosystem war and spending high research and development (R&D) dollars, possibly at the expense of new functionality. Given that IFS has brought to market the seventh generation of its component-based applications (while its competitors are mostly still on their first, or second at best), the popularity of the service-oriented architecture (SOA) concept means that competitors' development dollars have to be used to break up their monolithic applications, build humongous SOA platforms, and integrate and support disparate applications—and all this while their customers wait for promises to be delivered. In other words, their customers might be paying an "agility tax," while conversely, IFS can concentrate on industry-specific business functionality that should give its customers a competitive edge.

IFS acknowledges that some customers will have preconceived (sometimes almost religious) notions about going for SAP or Oracle as a safe choice, but will gladly take part in any selection with a due diligence that entails demonstrations of how the software would simulate real-life business scenarios. As a matter of fact, IFS had a much stronger opponent in that regard in former JD Edwards, and is quite relieved by its market exit (or, at least, by the product's substantially reduced presence in new business opportunities of late). A similar case holds true for Intentia, which has lately been embroiled in merger with Lawson Software. IFS believes it can thus offer a real alternative—big enough to deliver, while still being small enough to care (see How Some ERP Vendors Demonstrated—Warts And All).

On the other hand, so-called "collectors" or acquirers such as Infor/SSA Global and Sage Software face the issue of where to focus their R&D budgets so as to balance technology and functionality demands, and are still far from a common technology platform or vision. Microsoft Business Solutions (MBS) is not to be dismissed, but IFS believes that MBS value-added resellers (VARs) have not always been uniformly globally strong, competent, or impressive. They typically do not exhibit the depth and history of serious manufacturing implementations, and there are lots of them in a fragmented market, all competing for the same slice of pie. Time will tell whether MBS' recent Industry Builder initiative or the SAP PartnerEdge approach that sounds a little more hands-on (a select number of channel partners will be invited to build industry-specific, vertical templates on top of the company's mid-market offering, SAP All-in-One) will prove IFS wrong. For more information, see The Cha(lle)nging World of Value-Added Resellers.

For the reasons mentioned above, IFS remains happy to exploit its advantage as a global independent software vendor (ISV), owing to its ability to deliver a single-product, industry-focused broad ERP suite globally. IFS differentiates on lower total cost of ownership (TCO), since all its applications are based on the same code base and have the same user interface. This, together with offshore R&D, has enabled the vendor to lately keep its efficient product development costs well covered by its recurring revenue from service and maintenance paying customers.

The IFS Applications 7 suite, which was made generally available in April 2006 (as promised at IFS World Conference 2005), features the seventh generation of componentized business applications and the second generation of SOA. The early 2000s phase that saw IFS consolidate after expansion also saw the vendor building a solid technology framework based on SOA concepts and business components. For the sake of some facts and figures, IFS Applications 7 has 159 business and technology components that are granular enough to deliver publicized SOA benefits. These components are grouped into 115 business modules, and customers buy only the modules they need. Underpinning the components are nearly 6,000 business objects and documents that are used in business processes, and over 800 Web services that perform actions on the business objects (including 200 "report services") and that have been increasingly used to link IFS to external systems via XML. To that end, the vendor has long moved in the direction of Web Services and composite applications: the first composite application was developed with partner ABB and has been available since 2003, and a number of other composite applications have also since been available, or are in progress.

Consequently, the agility resulting from the technology mentioned above, and from market-driven product development, has become the vendor's main re-branding theme—"we'll get in quickly and make you agile." As an illustration of agility (or the ability to foresee and react to potential problems ahead of time), IFS cites a Norwegian car importer that has recently expanded to importing running shoes and handling property management, and which needed a system that would not hold it back.
Even Sleeping With the Enemy?:To best demonstrate its nimbleness and the ability to offer industry-focused components that will plug into other SOA frameworks (including even those of fierce competitors), in June 2006, IFS signed a contract with Oracle USA, Inc. As a result, IFS will provide the maintenance, repair, and overhaul (MRO) portion of an integrated logistics system that Oracle is delivering to the US Air Force (USAF). In accordance with the Oracle contract, the system will support 250,000 users of the Expeditionary Combat Support System (ECSS) program, which is a commercial-off-the-shelf (COTS) software system established to improve weapons systems availability by streamlining the current Air Force logistics process. The system, which is the largest IT acquisition program for the USAF, will replace and perform the functions of more than 500 logistics systems that the Air Force currently uses. The Oracle team is providing a logistics system consisting of the IFS MRO solution, an ERP solution from Oracle, and an advanced planning and scheduling (APS) solution from Click Commerce (following the recent Xelus acquisition). Oracle reportedly turned to IFS because it admittedly has a more robust MRO solution for the A&D market, and IFS will thus provide weapon system depot support, including complex MRO, component repair, and fleet management

ECSS will allow commanders at all levels in the logistics chain to automate the process of gathering logistics data, interpret that data, and make decisions on a near real-time basis. It will provide an integrated set of ERP and APS applications that should allow the Air Force to accomplish its logistics mission, which is to provide the right material to the right place, at the right time, in the right quantity, and in the right condition to support global military operations. The first phase entails an over $88 million (USD) software expenditure for the first six years, which includes Oracle, IFS, and Click Commerce (Xelus). It is hoped that ECSS integration will replace over 500 separate and legacy systems, and deliver savings of 20 percent, while the total number of users will reach 250,000. The total license value for IFS, including maintenance fees, is expected to amount to over $13 million (USD) over six years, out of which $1.2 million (USD), including services, is expected to be recognized as revenue in 2006.
IFS North America State of Affairs:A good example of how individual regions are in tune with IFS corporate-wide guidelines, albeit with their own nuances, is North America, where the business is also in building mode. With about 300 customers, North America now contributes 18 percent of total company revenue, and the percentage is expected to grow. The region has also had a relatively recent leadership change, with Cindy Jaudon (also an IFS "old hand," and former leader of the global A&D team) taking the helm in early 2005. Coincidentally or not, for the last seven quarters, IFS North America has experienced a more balanced revenue stream. For one thing, IFS has realized that being driven by new accounts remains an expensive business model, with an uncertain payback in the near term, while exploiting the existing install base could have a more profound effect on both the IFS top and bottom line. That is to say, satisfied customers tend to be more amenable to many additional ways for the vendor to add value (which translates into new license and service and support revenues) to the customer in an effort to maintain the long-term relationship, such as enhancements, extensions, refresh and upgrade services, and so forth. The enterprise applications market is indisputably a mature and fairly saturated field, and all players must accordingly adjust their investment strategies from those of the emerging and growing market in the 1990s. That means painstakingly finding a perfect balance between cultivating the install base versus the zeal for hitching brand new customers.

Furthermore, most sales were direct until 2005, when IFS started building a reseller channel in the region, in part feasting on nervous integrators that support JD Edwards products and that are uncertain about the future. The vendor has six offices in North America, and its direct sales force focuses on large and complex prospective customers, while resellers target local businesses with less than $150 million (USD) in revenues. Consequently, 32 percent of sales in 2005 came from the channel, which is somewhat higher than the global average of 23 percent. IFS Applications 7, as mentioned earlier on, will come in handy with its improved user interface, workflow, and enhancements in the supply chain modules. These modules respond to the requirements for the "splits" between manufacturers and third-party suppliers (subcontractors) which are becoming more common today. Especially in North America, one can see a shift in the manufacturing environment to one that is based on projects and outsourcing to other countries, and the companies making money are the ones that are outsourcing and doing a good job managing the whole project.

In North America, in addition to the A&D industries, where the vendor is leveraging the broad background and solution depth in EAM and MRO, the medical device sector is another vertical of some potential. IFS' solution capability to provide Level 3 regulatory compliance has been key to success here. In May, IFS formed a strategic alliance with MTSI, Inc., an industry-focused VAR in the North American market, to launch new service managements solution for the medical device industry. IFS then also announced the launch of SLiM (Service Lifecycle Manager), a software package that aims at improving the efficiency, compliance, and control of day-to-day operations in the medical device industry. Powered by IFS Applications, SLiM is an integrated service management system combining industry-specific best practice processes, knowledge, and functionality to address key business concerns facing the medical device industry, including lifecycle management and regulatory issues.

US Food and Drug Administration (FDA) compliance is a mission-critical requirement for medical device manufacturers. When a manufacturer violates FDA rules, the consequences are serious and can include warning letters, mandatory product recalls, inability to ship product, and even criminal penalties for individual managers. SLiM meets or exceeds the current regulatory requirements for operating procedures, document control, training records, product traceability, and configuration management mandated by Title 21, Parts 11 and 820 of the US Code of Federal Regulations (CFR), and the Sarbanes-Oxley Act (SOX). Targeting medical device manufacturers, equipment re-manufacturers, hospitals, and independent service organizations, SLiM provides a solution at a low entry cost, along with the scalability to grow into a corporate-wide, integrated out-of-the-box solution as needed.

Bundled with focusing on only a handful of selected industries, these moves have lately resulted in an increased sales win rate, larger average sales, and a lower cost of sales. Additional hiring, greater quarter-on-quarter profits, and upbeat news have prompted (and in part resulted from) the vendor's expanded market coverage in the region. Specifically, there has been a 15 percent increase in direct sales and marketing functions, and tripled indirect sales and marketing resources, year over year.
Striking the Happy Medium of New versus Current Customers :At the same time, IFS aims to protect its existing customer base in North America (and elsewhere) by keeping them highly satisfied. IFS realized a few years ago that it might have been better off slowing development to ensure the ability to build increased quality into the product, and to refine its product (and services) management and development processes to allow customer input and feedback at every phase (via user advisory groups, product update and feedback seminars, IFS Applications 7 "test drives," dedicated customer groups, and so on). Its management has lately instituted a "love your customer" culture, and redefined product management and development priorities, with a focus on enriching the software ownership experience (for example, through improved ease of use, or truly needed functional enhancements) rather than a flashy buying experience. This strategy has been in tune with the general feeling of low customer loyalty and staying power of enterprise applications providers.

The IFS change of mindset came due to the fact that enterprise software is now a mature market, where the grow-at-all-costs strategies of the ebullient 1990s simply do not work any longer. Namely, the stock market of the 1990s saw brand new accounts as a key metric when valuing application software companies, which drove them to a business model designed to win new accounts that were seen as the primary source of revenue by most. For both the investor and vendor, this "new accounts at all costs" theory was the right business model.

But times have drastically changed, as the market penetration is so high that only a few new account opportunities exist. Moreover, economic uncertainty has tightened the purse strings of most prospective user companies, so that selling new systems is much more difficult. Therefore, more successful application vendors are focusing on their install base of late as their primary source of revenue, while cutting cost to provide profitability. Many are even vying for existing dissatisfied customers of competitors. The result is a dramatic change in their business model. Thus, the old "new accounts at all costs" business model must now morph to a "love the customer" model, where the strategic goal remains on focusing more resources on servicing existing customers than on attracting new ones. These strategies have typically been made with three objectives in mind:

1. to align the organizational structure with current characteristics of the market (meaning to produce a more tightly focused target market and results-based new account sales and marketing operations, and to maintain emphasis solely on sensible product and services development while protecting existing technology investment)

2. to improve the stability of operations and the staying power of company (in other words, to achieve profitable growth, financial strength, access to capital, and operational excellence—and to maintain consistent profitability and positive cash flow as a result)

3. to increase the focus on adding value primarily to existing customers (by instituting redefined product management and development priorities; by focusing on enriching the software ownership experience rather than the software buying experience; and by continuing with vertical and niche product enhancements, with a focus on quality [rather than speed], product performance and stability, depth of functionality, and customer needs).

All these prudent moves are expected to help IFS increase and sustain profitability, and IFS North America forecasts a 21 percent growth in license revenues in 2006. From the perspective of the top line (revenues), the focus is on more recurring licence revenues from satisfied customers, whereas from the bottom line perspective, responsive and efficient operations will continue to keep costs under control, while running highly profitable (with a 61 percent margin) maintenance and support revenues. Overall, IFS is now financially stable and viable, has made the right organizational changes, is fairly impervious from (unwanted) acquisitions (almost 40 percent of the shareholder votes are held by a small, tightly knit, and proud group, comprised of Gustaf Douglas, a Swedish entrepreneur, as well as the founders and management), and has a componentized, future-proof Web services-based technology and pragmatic product development (harnessing the goodwill and experience of some renowned partners) that should equip it with the means to win deals in its chosen verticals.
Some Challenges Persist:However, not everything is absolutely rosy for IFS going forward, at least in terms of declining revenues, which are far below the SEK 3.1 billion mark from way back in 2001. The vendor still has a way to go to fully reverse any lingering negative sentiments in the market and to reverse the stalled momentum dating from the turn of the century. The power of the major and much larger players also cannot be underestimated, despite IFS' possible advantage in terms of flexibility and lower TCO in certain environments. Another problem might be coming from lower net license revenues in 2005 year over year (which is a crucial benchmark for investors and observers), due to more seats being casual users (cheaper seats), and lower margins owing to indirect business. But IFS believes that was a necessary adjustment which will be rectified by higher sales volumes down the track.

While the company is showing impressive resilience in a harsh market, it is still often viewed as just a regional player, since about 72 percent of revenues still comes from Europe, the Middle East, and Africa (EMEA); 18 percent comes from North America; and 10 percent comes from growth markets like China, India, Turkey, and Russia. Some markets, like Australia and New Zealand, are hardly covered at all. Thus, if IFS truly wants to be a global player, it will have to bolster its image (and true capabilities) as a company with strength in the target verticals, regardless of the location. Alliances with some truly global partners should help, but it is a process that just does not happen overnight. Ironically, IFS' relatively short implementation cycles might not be attractive to big consulting houses that have been accustomed to lengthy engagements at hefty consulting rates. Therefore, IFS will have to figure out which add-on incentives (for example, ownership of intellectual property owing to help with developing a particular vertical add-on module) it should present to these firms in order to get them onboard as committed system integration partners.

IFS must become even more focused in its chosen verticals such as A&D, high tech, automotive, construction, and service and facilities management, and it must seek new partners who are leaders in their field. A good possible cooperative match would be with Deltek, which is the undisputed leader in North American project-based segments, but also in need of strong manufacturing, MRO, service management, and PLM capabilities, among others (see Mountainous Investment Transforms Enterprise Management Software). A similar alliance should be expected for more advanced supply chain execution (SCE) capabilities. Last but not least, IFS must selectively co-exist and integrate with key applications such as SAP and Oracle, in order to maximize customer satisfaction and return on investment (ROI).
The market should appreciate the IFS attempts to become more focused, better financed, and structured for profitable growth. The vendor is doing this while investing in existing customers, products, and technology—and also while targeting leadership positions in well-defined markets. The vendor is seemingly delivering on its strategy in terms of having a deep industry focus and partnerships, a single global product, technology dexterity, and a reputation for providing rapid implementations and ongoing low TCO.

We generally recommend including IFS in a long list of an enterprise application selection for upper mid-market and low-end tier one companies (with up to $1 billion in revenue) within the aforementioned seven industries of IFS focus. IFS should be included on a short list in any selection within the A&D sector, and in environments with strong engineer-to-order (ETO), project delivery, and service management needs, on the condition that payroll or warehousing modules are not of primary significance to the customer.

Given that IFS can provide a full, industry-focused suite, but also deep industry components that plug into other platforms, some users might benefit from a best-of-breed combination. While such combinations are encouraged, prospective users should bear in mind and check out the past integration prowess and experience of the involved vendors. While IFS service and support is very strong overall, its industry focus and implementation execution can vary significantly by geographic region. Therefore, potential clients should conduct preliminary research on industry expertise and reference sites of a regional IFS office or an affiliate service provider when IFS is included in the selection process.

Project-oriented Software: Many Choices, Many Differences

The most precious resource for consultants, architectural and engineering firms, and similar organizations is time. Revenue is generated when this time is billed to clients, and profits are generated when the cost of doing business is less than revenue. Profits are maximized when individual employees can bill more of their time, at higher rates. While this formula sounds simplistic, achieving the goal is difficult.

The business management system is the vehicle by which this precious time is tracked, applied to the right jobs at the best possible rates, and deployed in a way that efficiently manages the firm. The question then becomes: which business management system? The size of the firm may influence product selection, but in most cases project complexity is the driving force. The key then is to select a product that matches the demands of the projects in which the firm is involved. While there are any number of products that support project costing and project management, we'll focus on four leading products. In the first of a two-part series we'll look at Deltek Vision, as well as Deltek FMS, recently acquired from Wind2 Software. In the second part of the series, User Recommendations for Project-oriented Software, we'll also examine Microsoft Dynamics SL (formerly known as Solomon) and BST Enterprise.

Industry Requirements

Depending on the size of the professional service organization (PSO) (we'll use this term to describe any firm that primarily sells time and expertise), its industry niche, and its specific services, software requirements will vary widely. We'll look at twelve of the most important business functions.

General accounting: Although many people consider the general ledger function to be of little importance, one must remember that it unites all of the underlying accounting processes (paying bills, recording payments, paying employees, and generating financial statements that measure not just job-related performance, but—more importantly—a firm's ability to manage its internal affairs and generate sustainable profits). The general ledger function is in fact a critically important application.

User-defined fields: While professional service organizations all serve the same general industry, the specific industry niche and the manner in which a firm manages its business requires that the system track any number of pieces of information, which will vary from firm to firm. Thus, one of the most important methods of meeting these varying requirements is qualified by the ability of a software product to add fields of specific interest to users.

Customer relationship management (CRM): Success in any business depends on generating a constant stream of new business. While large contracts are coveted (primarily for prestige), it's the smaller projects that fill in the gaps and (in many cases) actually generate higher gross margins. Success is therefore dependent on maintaining constant consumer awareness, identifying opportunities, pursuing these opportunities, and converting them into paying projects. Contact management is important, but in itself will not meet all of the requirements listed above.

Resource management: PSOs sell knowledge, and time is just the vehicle for applying and billing this knowledge. While employee knowledge is important, this knowledge may not be available at all times, due to commitments to existing clients (or because of vacations, sicck days, and so on). Therefore, outside knowledge sources (as represented by subcontractors) must also be tracked, and be considered to be part of a firm's resource pool. And in any case, some jobs may require specific equipment that can be applied to jobs. All of these resources must be tracked and applied in such a manner that non-billable time is minimized.
Overhead management and application: While managing overhead costs is important, applying them to jobs can be very complex, particularly for government contractors. In many cases, overhead costs can become billable items, as with hours. The problem is that the method by which the costs are calculated and applied to jobs depends on what the client allows, and sometimes this calculation can become very convoluted.

Billing management: It is relatively easy to bill basic services to a client. However, the PSO market has evolved to the point where billing is an extremely complex undertaking. Rates for each resource depend on the level of knowledge applied; customers may demand preferential billing rates; and project rates will vary depending on the level of competition. All of these factors make the billing process very intricate.

Project estimating and budgeting: While most companies practice budgeting at the general ledger (GL) level, PSOs drive budgeting to individual projects because they have to capture cost information as soon as possible, in order to help control the job as well as bill customers for additional costs when possible. The estimating functions (which generate project budgets) also form the basis for customer quotes.

Project management: Small projects may not require sophisticated control systems. But some projects are so complex that manual controls become ineffective. This is where project management software is critical.

Inventory management: In many cases, materials are purchased specifically for a particular project, meaning that inventory management is not required. However, some firms perform repetitive projects, and in this case it may make sense to purchase materials in bulk, in order to obtain unit price discounts—with the savings from such purchases going straight to the bottom line.

Workflow management: As software has evolved over the past five years, complex business management processes have begun to be supported by some form of workflow management, most notably timesheets.

Exception management: In the case of PSOs, post-project review serves no useful short-term purpose, as the damage has already been done. Exception management tracks key indicators and alerts managers when an indicator crosses some defined threshold. In most cases, this notification is via e-mail, but some products are beginning to list exceptions on the employee's dashboard (if the product supports a dashboard). In some cases, vendors are beginning to tie these exceptions to workflow or task management functions.

Collections management: A project is not complete until the final bill has been paid. Most firms—in all industries—forget this simple business truth. This is also one of the weakest functional areas for most business management systems. Aging reports are inherently inefficient and ineffective. While creating exception alerts for overdue accounts is a step forward, the actual collections process is still manual, and little improvement has been achieved. Dunning letters are really not that effective, since customers can trash the notice and further delay payment. A software-supported collections process will encourage (force) customers to pay more promptly, and thus reduce accounts receivable (AR) balances, generating what could prove to be a substantial cash flow. Even a three-day reduction in AR for a $10 million organization will generate a cash flow of $82,000.
Deltek FMS:Deltek (http://www.deltek.com/) has focused on one primary area with many subgroups: project-oriented business solutions for contractors and consultants. Originally known for its government contracting expertise, Deltek has expanded its product line to include several different enterprise resource planning (ERP) solutions to serve project-based businesses in different niches, and has created a leading position in additional sub-markets. Deltek FMS is aimed primarily at the architectural and engineering community. Most of its more than 2,500 customers have 50 or fewer employees, while some firms have over 800 employees.

Competitive Advantages

The distinguishing feature of Deltek FMS is that it is a real-time system: data is instantly available in all reports and graphs once it has been entered into the database. Written in FoxPro with a FoxBASE database, Deltek FMS uses drop-down boxes to select menu options once a module has been selected from the "tool bar." Smaller firms will find it to be a very clean product with an easy-to-understand interface. A "favorites" menu can be created, and can include any menu option as well as user-defined reports. Deltek FMS uses Crystal as its reporting engine. Deltek FMS is written in FoxPro, a long-established programming language that makes it very easy for users (or their integration partners) to make modifications (small or large). Deltek FMS also supports an unlimited number of user-defined fields, which can be assigned to each master record (card). For example, a customer can be associated with ten or more classification codes that in some instances play the same role as GL segments.

Deltek FMS supports CRM, including contacts, leads, proposals, marketing campaigns, and resumes. It also allows users to define how each section of a project will be billed. For example, one part of a project can be fixed-fee, while another part (additional work perhaps) can be billed as time and expense. Users can also define billing rate tables that can be updated on specific dates. For example, the hourly rate for a senior consultant might be set to increase from $225 to $235 on March 1. This change may be specified in February and take effect automatically on March 1.

Deltek FMS creates contract proposals that conform to standard US government proposal formats (254, 255, and SF330). It maintains an unlimited number of cost pools and indirect expense rates, distributes GL account costs across one or more target accounts, computes and invoices for cost, automatically prepares incurred cost submissions (using fifteen different schedules), and submits charges on DD250, 1034, and 1035 forms.

Finally, Deltek FMS supports both desktop and Internet time entry with user-defined comments. Users can input their time, but can also create comments that optionally carry forward to the billing process. For those firms that do not want to process payroll, Deltek FMS links with payroll systems such as ADP, Paychex, and EasyPay.

Competitive Disadvantages

Deltek FMS is geared primarily for smaller US-based organizations. It offers no multicurrency capabilities, and for larger organizations its menu structure may not be quite as attractive as products such as Deltek Vision or BST Enterprise. Deltek FMS does not support a dashboard or portal and has no plans to do so. Obviously, this is not necessarily a competitive disadvantage unless the user firm desires such functionality. Deltek FMS does support project management and control functions, but not to the extent of the other three products we'll review in this article. Deltek FMS does support a fairly robust CRM application, but this application is not integrated with the rest of the system. This can prove to be a significant disadvantage. Project proposals can be created in Award, Deltek FMS's CRM application, but project data must be exported from the business management system, imported into Award (where the proposal can be finalized), and then exported back to the business management system. Deltek FMS supports what could be called lower-level collections management, including statement printing and dunning letters.

There is some indication that Deltek FMS will not be promoted quite as vigorously as it was when it was an independent firm. Deltek Vision apparently has been selected as the go-to product in most instances. Whether this means that Deltek FMS will be phased out over a period of time is not yet clear.
Deltek Vision (http://www.deltek.com/), released in 2002 as a fully Web-enabled (.Net) product, serves the needs of project-based PSOs, including consulting firms, IT service system integrators, and architectural and engineering firms. This solution offers users all the features they might require to manage the entire project lifecycle, from client acquisition and retention, to proposal generation, project planning and management, billing, and back-end financial management. Deltek and Deltek Vision have been successful because the company and product are focused on very specific market segments, offering users the technology, terminology, and functionality required only by these specific segments. While 50 percent of Deltek Vision customers are firms with 50 or fewer employees, Deltek's target market is small and medium businesses (SMB) with revenues of $2 million to $200 million (USD).

Competitive Advantages

Deltek has always been known for its expertise in the government contractor market, and in some respects "owns" this market space. Firms in this niche will know about Deltek Vision, and will automatically place it on their short list. This is of course a significant competitive advantage.

Unlike the many other products that adhere to a modular design, Deltek has created a system where specific applications are seamlessly integrated. For example, CRM functions (opportunities, proposals, contacts, projects, and so forth) can be accessed directly from a customer card, so that everything relating to that customer is available to the user without having to open the CRM module or another application. The Vision dashboard is a completely customizable web page that in some respects looks and acts like a standard windows form. The left side of the screen displays standard and user-defined menu options. Key financial indicators (data and graphs) are displayed in the center section. Alerts and workflow tasks are displayed in the right-hand column. As additional dashboard components are added, the web page expands automatically, supporting both horizontal and vertical scrolling.

Vision CRM's strength lies in the fact that it has been created specifically for project-driven businesses, in terms of both functionality and language. It includes marketing and business development, client and prospect contact management, opportunity tracking, activity scheduling, and proposal development and tracking. Like many other CRM systems, Vision allows users to create additional tables and fields to suit their requirements. The project proposal suite of functions allows users to create effective graphical proposals with content that addresses the prospect's specific requirements. Users create and retrieve template proposals for private sector prospects, cost proposals, and request for proposals (RFP) responses. In addition, the applications support US government forms, including the SF330 form. One of the unique aspects of the proposal suite is Vision's ability to maintain resumes of key employees that will be included in a proposal or some other communication to a prospect. Once all this information has been created for a specific proposal, it can be exported to Microsoft Word for fine-tuning and final presentation.

Deltek Vision's project planning functions are quite strong. Users start with a project plan, and then tap into resource management to populate the project with appropriate skill sets. The resource management module also includes a number of functions: skills definitions; skill searches to identify resources that can be assigned to a project; resource utilization reporting; and over- and under-utilization alerts. The project plan can be created in the opportunity stage, and modified until the actual project has been awarded. All costs associiated with both the active project and the opportunity can be assigned to the project, thus letting managers assess the entire project (opportunity to completion), not just the aspect associated with revenue generation.
Using the Microsoft SharePoint platform, Deltek Vision provides a robust document management system that can be accessed by employees, partners, and clients. Documents can be sorted by project, employee, contact, opportunity, or other key Vision record. A document can be associated with a single record or multiple records (and can thus be used for multiple projects), and documents can be organized into libraries and folders. The system supports check-in/check-out capabilities to prevent two people (say) from editing the same document simultaneously. A complete audit trail, including version numbering, is supported (as are cross-document and document-type searches including Microsoft Word, Excel, and Adobe PDF).

Competitive Disadvantages

Deltek Vision plays very well in a sophisticated government contractor or international market. But it probably is not quite as appropriate for smaller US-based firms. Although smaller firms may be technologically savvy, the learning curve for a product such as Deltek Vision may be a bit of a challenge. In addition, these firms may not require all of the functionality typically utilized/required by a larger firm.

Deltek Vision will be introducing an inventory application later this year, and will in all likelihood be able to compete fairly well with Microsoft Dynamics SL after its next release in 2007. Currently, it does not compete well. It does not support service management functions and will not be able to compete against a product such as Microsoft Dynamics SL in a mixed-mode project or service opportunity. Deltek Vision also does not support collections management, and has no plans to do so immediately. It does support alerts and an aging report but this does not compare favorably with the offerings of Microsoft Dynamics SL.

Deltek Vision is sold directly as well as through business partners. This will enable it to compete against the full reseller channel supported by Microsoft Dynamics SL, but as with Deltek FMS, some opportunities may be lost simply because the Microsoft Dynamics SL resellers are located in every city in the US.

Impressive Enterprise Resource Planning Solution Gets A Little Help From Its Friends

Nothing Without a Little Help from its Friends:Strategic Systems International (SSI) (www.ssi-world.com) has been developing, implementing, and supporting packaged enterprise systems since 1982, initially as an information technology (IT) department of Powell Duffryn plc, and since 1998 as a privately held company (till becoming part of Chelford in the early 2000s). Despite impressive product depth and breadth (for instance, customer relationship management [CRM], workflow, traceability, and quality management are provided natively), SSI has longstanding partnerships with several best-of-breed specialists. These specialists include Mitrefinch for human resources (HR), payroll, access control, and time and attendance (T&A); and Greycon for advanced planning and scheduling (APS) tools. They also include several partners, such as Barloworld Optimus, for demand planning; i2i for export documentation; Cognos for business intelligence (BI) and reporting; and Intermec for mobile computing, bar coding, and shop floor data collection. The long-term and embedded nature of these partnerships makes the integration almost seamless and transparent to the customer.

Part Four of the series Vendor Defends Its Strongholds With Focused Enterprise Resource Planning Solution.

The deepest partnership has likely been with CODA, a preferred best-of-breed financial management and accounting system, with over fifty common customers. Having CODA as an intrinsic part of TROPOS places SSI in a very competitive position, even against the likes of SAP or Oracle. For instance, some of the key attributes of CODA's offering include multi- "just-about-everything" (such as multiple companies, multiple currencies, multiple languages, and multiple charts of accounts) in a single product's instance or database. Thus, single or "unified" ledger architecture, which processes and holds all the user company's financial data in a single ledger and in real time, eliminates traditionally lengthy and tardy batch updates between sub-ledgers. Consequently, a near real-time financial position is always maintained, and the entire general ledger (GL) should always be in balance. In addition to the real-time update, the unified architecture advantages include elimination of the need for reconciliation, simpler data retrieval, more efficient processing, and a consistent "look and feel."

CODA solutions are also being used to address the complex requirements of those companies that need to intelligently share information with business partners, customers, and suppliers, which is in tune with the SSI's collaborative framework philosophy. For more information on CODA, see Best-of-breed Approach to Finance and Accounting.

Furthermore, when the Chelford Group acquired Shian, it acquired considerable Microsoft expertise in Microsoft SQL Server, Reporting Services, Analysis Services, Business Scorecard Manager, SharePoint, and Web services development. With these, SSI can develop impressive in-house information worker and BI solutions, intranets, extranets, and so forth, to combine the functionality of TROPOS with the information delivery capability and role management provided by Microsoft's range of tools and technologies. With the arrival of Microsoft CRM 3.0, this has become even more pervasive, as the Microsoft environment we are all familiar with on the desktop now becomes the enterprise environment, encompassing all enterprise resource planning (ERP) and office functions in one, including contact management. This is one area that will likely see significant growth as companies finally manage to "join up" their ERP and desktop systems. See Major Vendors Adapting to User Requirements for more insight on this area. Prior to the Shian acquisition, SSI had largely relied on the agreement to offer VECTA sales intelligence software integrated with the TROPOS ERP solution.

For background information on SSI and TROPOS, see Vendor Defends Its Strongholds With Focused Enterprise Resource Planning Solution. For a discussion of TROPOS for selected industries, see A Focused Web-based Solution for Chemicals, Drugs, and Mill-Based Industries. For an examination of the TROPOS strategy, see Web-based Enterprise Resource Planning Solution Exhibits Lean Approach.
Holistic Inventory Optimization:Early in the 2000s, the company launched a partnership with UK-based Barloworld Optimus, whose inventory optimization Optimiza tools (privately labeled as the TROPOS Optimiza module by SSI) have helped many user companies cut stock levels while simultaneously improving product availability. Optimus has an innovative inventory management methodology, whose aim is, like many other inventory optimization products to enable clients to reduce investment in stock while at the same time maintaining or improving customer service levels (see Inventory Planning and Optimization: Extending Your ERP System and Lucrative but "Risky" Aftermarket Business—Service and Replacement Parts SCM). Managing risk is about managing the cost of maintaining unnecessarily high levels of inventory against the risk of running out of stock at the crucial "moment of truth," when a customer actually wants something. Most traditional ERP systems record transactions, run programs to suggest re-ordering based on fairly crude algorithms or even more dubious forecasts, and occasionally come with some form of management reporting. Few, if any, include more sophisticated inventory management tools of the level required for the consumer goods supply chain.

For a more detailed discussion of inventory optimization, see Yes, We Have No Bananas: Consumer Goods Manufacturers Serve Demanding Customers.

With functionality aimed at both senior executives (who can fairly quickly and easily see the cost of excess inventory and potential stockouts) and purchasing specialists, Optimus touts a solution that provides more complete decision support capabilities for the inventory chain. Established in South Africa for over 15 years, Optimus has over 350 operational customer sites in 5 continents, many of which come from dozens of partnerships with vendors like SSI. Areas of particular expertise include the automotive aftermarket, steel production, and chemicals.

The central problem of inventory management is the lack of any link between the macro level of corporate stockholding policy, and the micro level of day-to-day purchasing. But the Optimiza methodology makes that link. The product generates a risk profile—taking into account the level of forecast accuracy and the performance against schedules of the supplier—for each line item. Items are classified according to their criticality, with the computer generating forecasts for less important classes (the most crucial items, though, require management input). Part of the complete Optimus methodology is a regular executive review of forecasts and inventory levels, and SSI consultants can, if needed, facilitate this meeting for common customers.

There are a number of stand-alone forecasting packages on the market, and although useful, their effectiveness is limited because of the difficulties in using them as an integrated part of the planning and decision-making process. Namely, these typically do not take risk management and inventory optimization into consideration, and are difficult to integrate with ERP systems. Conversely, Optimiza includes forecasting as an integral part of the inventory optimization process. There are a number of factors that affect the accuracy of a forecast, and the most common basis of forecasting is historical information, despite the fact that most historical data is a record of what actually happened, and not necessarily of what the customer actually wanted to happen. For example, stockouts might appear as reduced demand, whereas in fact they were unsatisfied demands. The effect of stockout hence needs to be automatically eliminated from the sales history to provide a more realistic forecast. Thus, a key feature in the forecasting module is automatic "outlier elimination," which allows the system to adjust historical data points to reduce the effect of non-standard market events, such as once-off sales (or missed sales), on forecasts. The benefits are better forecasts, and less time spent in identifying these anomalies over thousands of line items.
Embedded in Optimiza is the "Tournament" forecast method, which runs many algorithms, optimizes parameters (based on root mean square errors [RMSE], a mean absolute deviation [MAD], or a fit coefficient, which is a measure of how well the predicted values from a forecast model "fit" with real-life data), measures accuracy against past demand, and then recommends the optimum forecast method by measuring the accuracy of the method for each line item.

The forecasting module incorporates more than twelve algorithms, including moving averages, weighted moving averages, and exponential smoothing with trend analysis and seasonality options. Manual adjustments can be electronically recorded, together with user comments in the meeting (or conferencing) comments facility to collaboratively support changes. Adjustments to future demand can also be made so that promotional or marketing events can be added to the underlying demand by product. The net result should be reduced risk, leading to improved service levels and optimized inventory levels, and distribution operations too can run their businesses using planned demand where decisions are made proactively. The forecasting module enables users to conduct detailed reviews of their data, segmenting it into templates by product, supplier, major grouping, product grouping, or Pareto/ABC-type analysis category. The business can forecast on a group or family level, and explode the forecast down to the lowest item level.

An ERP system typically uses parameters to control replenishment policy, and this is usually set by category or product group. However, different product categories may require different decisions relating to replenishment, safety stocks, and customer service levels. Without a specific inventory optimization tool, it is difficult to identify which product requires which set of inventory rules, since these can vary according to item cost, demand, order frequency, supplier, stocking location, value, shelf life, perishability, purchasing rules, or often rather subjective criteria set by sales and marketing policies. Certainly, inventory targets must be scientifically derived and realistic in terms of being achievable, and Optimiza allows the user to filter products according to criteria such as product hierarchical categories, or supplier categories via templates for each user or stocking location. Thereafter, the user is able to allocate products into Pareto groupings based either on turnover value by cost price, selling price, or profit margin; or by unit of issue, which ensures a more strategic focus.

Furthermore, appropriate policies for inbound lead times, review periods, and replenishment cycles, can be set prior to using sophisticated safety stock tables to model optimum safety stock levels. Optimiza has user-defined mechanisms for quick and easy identification of both non-stock and slow-moving items, whereby both have a specialized category that allows the user to separate them for different focus and attention. Consequently, slow-moving, erratic-demand, or maintenance items can be treated differently from fast-moving items, using tables to set optimal levels based on lead-time annual demand and service level. Service level settings can be set by criticality of the product to determine the optimum bin level for just-in-case or insurance items.

The calculated inventory model allows the user to determine the impact of alternative policies, prior to implementing changes. Optimus highlights the trade-off between the cost of carrying stock and the cost of stockouts, which allows the user to exercise "what-if" scenarios with different policy settings. When the optimum policy has been modeled and set, the product flags any sub-optimal transactions, by alerting the user through a management cockpit, which highlights problem areas. The management cockpit presents the top suggested value-adding activities to the user on a daily basis, with graphical profiles being used to monitor the daily progress to realign inventories against the optimal policy. The profiles display a graphical view of the risk profile for each individual item, as well as the minimum and maximum levels in graphical and numeric formats.
Keeping Planners, Buyers, Executives, and Suppliers on the Same Page:The other side of inventory is the supply side, and the unpredictability of supply is often as large a contributor to excess inventory as difficulties in forecasting demand. Any attempt to reduce inventory must also focus on managing the supply chain, and key to managing the supply chain is the ability to manage suppliers and their lead times. Most good ERP packages record supplier performance data, but few include pre-built supplier performance analysis. Often this is limited to a few reports, and to make most effective use of the data, expensive custom reporting suites have to be built around BI reporting tools. But using the Optimus supplier evaluation module, the buyer is able to quickly identify if a supplier is not performing to the quoted lead time. Even more, the product will not only identify problems, but also suggests what the lead time should be, using line item delivery information displayed numerically and graphically. Again, anomalous deliveries (outliers) can be excluded from the lead time calculation for more accurate results, and lead-time outliers can be excluded from the automatic supplier lead-time update. The result should not only be better predictions for lead time, but also more optimal safety stock—set to take account of actual delivery performance.

The common theme running through the challenge of optimizing inventory levels is identifying the real causes of inventory, whereby treating only the symptoms can often hide the root cause of excess stock or shortages. Organizations holding stock at multiple locations have the additional challenge of not only setting the optimum stockholding, but also deciding where to hold the inventory within the supply chain network's nodes. Again, historical transactions can provide misleading information, as stock movements between locations can indicate artificial demand and supply, whereas the real demand exists at only one location. To that end, distributed demand management (DDM) is a key component of the Optimiza suite, whereby the forecasts can be run across remote sites and aggregated with projected replenishment quantities back to a central warehouse level. The module takes into account all inbound orders from suppliers, existing customer orders, internal lead times, and forecasted branch sales, with the result being stocking to external demand, rather than according to historical branch transfers.

The DDM module is driven by strategic policy decisions regarding the company's inventory investment. These policy decisions, which essentially dictate the way the company wants to respond to the demands placed on it, can be far-reaching. The fair share logic algorithms ensure that the inventory is optimally apportioned across locations where there is insufficient inventory to supply their needs from the central warehouse. In addition, various reports allow the user to see where inventory can be re-distributed across locations, rather than placing new orders on suppliers. Inter-location orders can be automatically generated and uploaded into the host system—reducing workload and automatically producing picking slips for inventory transfer. This should reduce the overall inventory level, and create a more balanced inventory across the supply chain.

Still, the best inventory optimization methodology can become worthless unless it is applied coonstantly: a once-off exercise might make a difference, but without constant adjustments, fine-tuning, and warning of impending shortages or inventory build-up, the same problems typically recur.
Sure, a customized inventory manager's dashboard can be built using BI or report generator tools, but it can be costly and time-consuming. However, Optimiza contains a suite of reports to provide the focused information needed to manage the inventory process effectively, including forecasting, product management, order management, and supplier performance. Furthermore, the product continuously monitors and compares all inventory-related transactions against policies, flags any sub-optimal transactions, and alerts the inventory controller on a daily basis with built-in automatic e-mail facilities. A task bar presents the recommended top value-adding activities to the inventory controller, also on a daily basis. Graphical profiles are used to monitor the daily progress on realigning inventories against the optimal inventory profiles. An overview shows each action category as a relative percentage of the total inventory value, and detailed information can be obtained by drilling down into each category to identify the relevant line items contributing to the profile. The landscape graph details how the current inventory is invested by showing the monetary value of inventories associated with the various months of inventory holding.

Graphs are printed at regular intervals to provide an indication of progressive improvement of the way in which the inventories are managed. Based on still outstanding and forecasted sales, current stock levels, existing orders, and supplier performance data, the Optimus toolset calculates ideal levels of safety-stock value inventory for every line item. The "cockpit" view, which appears upon starting the tool, shows the value of orders which might be lost through stockouts, the current value of excess stock, the service level being achieved at the moment, and the value of outstanding purchase orders deemed unnecessary by the system.

In a nutshell, as long-term forecasts are inevitably wrong, users can now move more towards short lead-time planning within the more immediate horizon, which should enable their suppliers to see the real demand rather than the forecasted demand. The inventory optimization modeling has been the key for some enterprises that have been able to use the Optimiza tool to run "what-if" scenarios, and then refine their plans accordingly. The system is also often used to identify changes in the sales trends data—helping management to identify which items are gaining or losing popularity, whereas staff can consequently focus more on monitoring what has been ordered versus what is actually required.