B2BGateway EDI Solutions for the Omni-Channel

B2BGateway CEO, Kevin Hoyle, named as a Supply and Demand Chain Executive ‘Pro to Know’ 2015

The leading supply chain publication and industry expert, Supply & Demand Chain Executive Magazine, has named B2BGateway CEO, Kevin Hoyle as a Supply Chain ‘Pro to Know’ for 2015.  

 

Supply & Demand Chain Executive Magazine recognizes Provider and Practitioner Professionals in the supply chain marketplace. The ‘Pro’s to Know’ is a listing of individuals from software firms and service providers who have helped their supply chain clients or the supply chain community at large prepare to meet the significant challenges in the year ahead.

 

Kevin Hoyle founded B2BGateway as a software development organization, Shannon Systems, LLC in Boston in 1999. B2BGateway was the name given to a cloud/SaaS based EDI solution developed by Shannon Systems in the year 2000 that became so popular and synonymous within the industry that the organization now trades as Shannon Systems, LLC dba B2BGateway.

 

Over the past 15 years EDI (Electronic Data Interchange) has become a standard business requirement in the Wholesale Distribution, Retail, Healthcare, Manufacturing, Government, Third Party Logistics (3PL) and automotive industries. B2BGateway is a natural fit for organizations in these industries that require an efficient, cost-effective, cloud based EDI solution to communicate seamlessly with their trading partners.

 

By fully integrating the EDI solution to the users Accounting Software/ ERP through cloud based technology, B2BGateway removes the need for the end user to re-key data into their system, thus greatly improving accuracy, increasing labor efficiencies and expediting the ‘order-to-payment’ cycle.

 

In addition to supporting the North American EDI standard of ANSI X12, B2BGateway also supports all international EDI standards and communication protocols such as EDIFACT, Tradacoms, oioUBL, Odette, XML, VAN, FTPs, AS2, etc..

 

“It is an honor and a privilege to be recognized as a supply chain ‘Pro to Know’ by industry peers such as Supply & Demand Chain Executive Magazine”, states Kevin Hoyle, CEO B2BGateway, “When I founded the firm in 1999 I had no idea that it would grow so rapidly and now we have clients in over 30 countries operating in 17 different time zones. 2015 is a going to be a great year for B2BGateway as we introduce many great improvements and are currently constructing a new world headquarters in Rhode Island, USA”.

MYOB launches cloud based ERP system MYOB Advanced Down Under.

MYOB has leaped into cloud-based ERP with the launch of MYOB Advanced, a powerful business suite for mid to large sized companies.

MYOB Advanced is based on the US ERP Acumatica for which MYOB obtained an exclusive Asia Pacific license about a year and a half ago. In the meantime a team of developers in Auckland has localised the software’s tax module for GST and changing spelling to Australian English throughout.

MYOB Advanced sits above the AccountRight range and is intended as a cloud alternative to MYOB Exo. These two products are suited to companies with 30-250+ employees, according to the MYOB product chart.

MYOB Advanced is relatively affordable given the number of features at A$99 per user per month (NZ$109) for the entry-level Standard edition.

The Standard edition gives users access to all functions, while Plus (A$139) and Enterprise (A$179) add greater numbers of workflows and more licence types such as sales, warehouse, projects and finance.

Unlike cloud accounting software in the small business end of the spectrum, the Acumatica program makes no sacrifices in function. It has complex inventory management including multiple warehouses, sales and purchasing, accounting and general ledger and a CRM.

The platform is also highly customisable, best demonstrated by its mobile app which MYOB describes as a “player”. A company can decide which data from the ERP it wants to display in the mobile app and can tailor it to its own needs.

As with Acumatica, B2BGateway is a MYOB Advanced partner, offering users cloud based, fully integrated EDI and automated supply chain solutions. B2BGateway’s MYOB Advanced solutions allow users to communicate electronically with their trading partners and remove the need to key data, in turn reducing errors and hastening the ‘order to payment’ cash cycle. To find out more about B2BGateway’s EDI solutions for MYOB Advanced please email Sales@B2BGateway.Net

B2BGateway EDI Matters Newsletter

Multi-Channel Vs. Omni-Channel Explained

I recently came across a great article by Linda Bustos of Get Elastic who describes the differences between “mutli-channel” and “omni-channel”. Linda also expands on these terms and predicts what the store of the future will look like.

In the early days of e-Commerce, traditional brick-and-mortar and catalog retailers added transactional websites, becoming “multi-channel” retailers. For many, the online “channel” functioned as its own entity with its own systems, even with its own P&L competing against the box store or mail catalog retail division. Some even outsourced e-Commerce – notably Target and Borders, who let Amazon run their online stores for years before taking control in-house. Regardless of the model, online and in-store customer experiences were completely separate.

In recent years, the “multi-channel” concept has morphed into “omni-channel,” these buzzwords often used interchangeably – but they’re not exactly the same concept. If you want to get etymological, multi means “more than two” and omni means “every.” You can operate in as many “channels” as you want, but you’re not an omni-channel business unless there is interconnectedness between every touch point you offer from the perspective of the consumer.

Omni-channel isn’t about pushing in-store customers to buy more online. There’s a myth of the uber-profitable “multi-channel customer” that splurges wherever you accept a credit card. It is about supporting the customer’s shopping needs and preferences, with the online channel as much of a customer service tool as it is an option to purchase from.

Accenture found 73% of North American consumers have show-roomed at least once in the last 6 months, and 49% think integrating stores with online and mobile touch points is where retailers need to improve the shopping experience most.

Today, having a website with transactional capabilities isn’t an option for retailers – it’s an expectation. And having a mobile-friendly site is now table-stakes too, not just as a complementary touch point to the ecommerce site, but as an in-store shopping aid. You can read Linda’s full article here including her predictions on what stores of the future will operate.

If you would like to know more about how B2BGateway can help support your omni-channel requirements and improve your supply chain call +1 401-491-9595 (North America) / +353 61 708533 (EU) or email Sales@B2BGateway.Net



Stop, Collaborate and Listen!………..The 7 approaches to Supply Chain Collaboration.

 

The many benefits of supply chain collaboration by strategic partners has been well documented over countless articles and press releases. According to a recent post by Pascal Fernandez in Supply and Demand Chain Executive Magazine, there are seven approaches to developing a Supply Chain Collaboration with your trading partners:

1.Accidental: Accidentally engaging with a partner whose culture and appetite for collaboration matches yours is the business version of love at first sight. Provided the value proposition is relevant, this may be a historical milestone for your business.

2.Erratic: When frequent exchanges and sufficient time are not devoted to collaboration, the long-term value can’t be seen beyond the short-term issues. Collaboration at this level can identify great ideas and opportunities for improvement, but may lack the time commitment needed to realize their true value. The risk is losing track of the other party’s strategic interests and not realizing they changed before it’s too late

3.Reactive: Reacting to information requests, but not seeing the bigger picture of the value that ongoing collaborative practices may hold can result in a false sense of security. You may feel as though you are performing to expectations, but often you may find yourself losing the customer to the competition. Being reactive is not good enough in supply chain management. One needs to always be on the front foot—over perform to expectations, take the extra step to better cover a potential shortage risk and answer the questions that were not asked.

4.Complacent: When you stop looking for incremental improvements in the working relationship, you miss opportunities and fail to identify risks. These common behaviors also often lead to lost customers and decreased supply chain competitiveness. Remember, it is much more expensive to win a new customer than to retain an existing one. Customer retention is imperative at this point. Let paranoia be your best friend. If you think everything is running smoothly, think again.

5.Tactical: Partners may share tactical information on a regular basis through established electronic data interchange (EDI) and business-to-business (B2B) processes, but the horizon for collaborative planning is limited. This is perfectly acceptable when all parties realized the limits of their partnership and defined their involvement in the relationship with regard to the return on investment (ROI) they receive. It is important to validate mutual expectations regularly and adapt accordingly.

6.Forced/Unbalanced: Collaboration is not a unilateral declaration; rather it’s the acceptance that the interests of both sides are equally important. Examples of forced cooperation can include imposing inefficient processes on the other party, utilizing non-standard B2B protocols or an excessive cost transparency requirement. These kinds of actions can drive one of the parties to disinvest, disengage or die. There needs to be a frequent validation of the benefit for everyone involved.

7.Strategic: The Holy Grail of collaboration. This includes sharing long-term visions, plans, collaborating on new systems, products, etc. Strategic collaboration always starts with leaders on both sides being smart enough to recognize that, in the give-and-take relationship, giving is what matters most. At the same time, this is also about understanding and respecting the other party’s limits and constraints as being your own. A classic example is on-time delivery to a customer request. If an unreasonable market demand were part of day-to-day reality, in a strategic collaborative mode, the supplier would be part of an advanced/extended sales and operations planning (S&OP) process, receiving the very latest demand patterns and market trends, and in return, sharing the existing possibilities and limitations. It does not weaken commitments made, it just makes the energy spent much more efficient. The real stress test for strategic collaboration is not sharing profit, but sharing losses when things go wrong.

Pascal’s full article on the approached to Supply Chain Collaboration can be read here.Seven Approaches to Supply Chain Collaboration

1.Accidental: Accidentally engaging with a partner whose culture and appetite for collaboration matches yours is the business version of love at first sight. Provided the value proposition is relevant, this may be a historical milestone for your business. For example, one of our suppliers came to me five years ago looking for help in supporting one of their largest accounts in the Shenzhen area. At that point, we hadn’t had any real collaboration. This request enabled us to develop contracts, processes and set the stage for a collaborative, mutually beneficial relationship. Lesson learned? Don’t take established business relationships for granted and pay attention to every opportunity.

2.Erratic: When frequent exchanges and sufficient time are not devoted to collaboration, the long-term value can’t be seen beyond the short-term issues. Collaboration at this level can identify great ideas and opportunities for improvement, but may lack the time commitment needed to realize their true value. The risk is losing track of the other party’s strategic interests and not realizing they changed before it’s too late. I found over the years that collaboration is like a potluck dinner—everybody contributes something to the party, and the overall success is directly related to the quality of your contribution.

3.Reactive: Reacting to information requests, but not seeing the bigger picture of the value that ongoing collaborative practices may hold can result in a false sense of security. You may feel as though you are performing to expectations, but often you may find yourself losing the customer to the competition. Being reactive is not good enough in supply chain management. One needs to always be on the front foot—overperform to expectations, take the extra step to better cover a potential shortage risk and answer the questions that were not asked.

4.Complacent: When you stop looking for incremental improvements in the working relationship, you miss opportunities and fail to identify risks. These common behaviors also often lead to lost customers and decreased supply chain competitiveness. Remember, it is much more expensive to win a new customer than to retain an existing one. Customer retention is imperative at this point. Let paranoia be your best friend. If you think everything is running smoothly, think again.

5.Tactical: Partners may share tactical information on a regular basis through established electronic data interchange (EDI) and business-to-business (B2B) processes, but the horizon for collaborative planning is limited. This is perfectly acceptable when all parties realized the limits of their partnership and defined their involvement in the relationship with regard to the return on investment (ROI) they receive. It is important to validate mutual expectations regularly and adapt accordingly.

6.Forced/Unbalanced: In the mid-1980s, when computer companies were still manufacturing their own products, I remember a leading French computer manufacturer who posted a gigantic sign in the purchasing department that read: “Good Morning, Partner.” This appeared to deliver the promise that a balanced partnership was in the offing. Rather, at the first meeting, I was given 24 hours to confirm a 20 percent cost reduction, extended payment terms and … oh yes, free freight! Collaboration is not a unilateral declaration; rather it’s the acceptance that the interests of both sides are equally important. Examples of forced cooperation can include imposing inefficient processes on the other party, utilizing non-standard B2B protocols or an excessive cost transparency requirement. These kinds of actions can drive one of the parties to disinvest, disengage or die. There needs to be a frequent validation of the benefit for everyone involved. This, clearly, is not really a form of collaboration, but I include it to make a point—if this scenario sounds familiar, you are not in a collaborative relationship.

7.Strategic: The Holy Grail of collaboration. This includes sharing long-term visions, plans, collaborating on new systems, products, etc. Strategic collaboration always starts with leaders on both sides being smart enough to recognize that, in the give-and-take relationship, giving is what matters most. At the same time, this is also about understanding and respecting the other party’s limits and constraints as being your own. A classic example is on-time delivery to a customer request. If an unreasonable market demand were part of day-to-day reality, in a strategic collaborative mode, the supplier would be part of an advanced/extended sales and operations planning (S&OP) process, receiving the very latest demand patterns and market trends, and in return, sharing the existing possibilities and limitations. It does not weaken commitments made, it just makes the energy spent much more efficient. The real stress test for strategic collaboration is not sharing profit, but sharing losses when things go wrong.

Seven Approaches to Supply Chain Collaboration

1.Accidental: Accidentally engaging with a partner whose culture and appetite for collaboration matches yours is the business version of love at first sight. Provided the value proposition is relevant, this may be a historical milestone for your business. For example, one of our suppliers came to me five years ago looking for help in supporting one of their largest accounts in the Shenzhen area. At that point, we hadn’t had any real collaboration. This request enabled us to develop contracts, processes and set the stage for a collaborative, mutually beneficial relationship. Lesson learned? Don’t take established business relationships for granted and pay attention to every opportunity.

2.Erratic: When frequent exchanges and sufficient time are not devoted to collaboration, the long-term value can’t be seen beyond the short-term issues. Collaboration at this level can identify great ideas and opportunities for improvement, but may lack the time commitment needed to realize their true value. The risk is losing track of the other party’s strategic interests and not realizing they changed before it’s too late. I found over the years that collaboration is like a potluck dinner—everybody contributes something to the party, and the overall success is directly related to the quality of your contribution.

3.Reactive: Reacting to information requests, but not seeing the bigger picture of the value that ongoing collaborative practices may hold can result in a false sense of security. You may feel as though you are performing to expectations, but often you may find yourself losing the customer to the competition. Being reactive is not good enough in supply chain management. One needs to always be on the front foot—overperform to expectations, take the extra step to better cover a potential shortage risk and answer the questions that were not asked.

4.Complacent: When you stop looking for incremental improvements in the working relationship, you miss opportunities and fail to identify risks. These common behaviors also often lead to lost customers and decreased supply chain competitiveness. Remember, it is much more expensive to win a new customer than to retain an existing one. Customer retention is imperative at this point. Let paranoia be your best friend. If you think everything is running smoothly, think again.

5.Tactical: Partners may share tactical information on a regular basis through established electronic data interchange (EDI) and business-to-business (B2B) processes, but the horizon for collaborative planning is limited. This is perfectly acceptable when all parties realized the limits of their partnership and defined their involvement in the relationship with regard to the return on investment (ROI) they receive. It is important to validate mutual expectations regularly and adapt accordingly.

6.Forced/Unbalanced: In the mid-1980s, when computer companies were still manufacturing their own products, I remember a leading French computer manufacturer who posted a gigantic sign in the purchasing department that read: “Good Morning, Partner.” This appeared to deliver the promise that a balanced partnership was in the offing. Rather, at the first meeting, I was given 24 hours to confirm a 20 percent cost reduction, extended payment terms and … oh yes, free freight! Collaboration is not a unilateral declaration; rather it’s the acceptance that the interests of both sides are equally important. Examples of forced cooperation can include imposing inefficient processes on the other party, utilizing non-standard B2B protocols or an excessive cost transparency requirement. These kinds of actions can drive one of the parties to disinvest, disengage or die. There needs to be a frequent validation of the benefit for everyone involved. This, clearly, is not really a form of collaboration, but I include it to make a point—if this scenario sounds familiar, you are not in a collaborative relationship.

7.Strategic: The Holy Grail of collaboration. This includes sharing long-term visions, plans, collaborating on new systems, products, etc. Strategic collaboration always starts with leaders on both sides being smart enough to recognize that, in the give-and-take relationship, giving is what matters most. At the same time, this is also about understanding and respecting the other party’s limits and constraints as being your own. A classic example is on-time delivery to a customer request. If an unreasonable market demand were part of day-to-day reality, in a strategic collaborative mode, the supplier would be part of an advanced/extended sales and operations planning (S&OP) process, receiving the very latest demand patterns and market trends, and in return, sharing the existing possibilities and limitations. It does not weaken commitments made, it just makes the energy spent much more efficient. The real stress test for strategic collaboration is not sharing profit, but sharing losses when things go wrong.

Seven Approaches to Supply Chain Collaboration

1.Accidental: Accidentally engaging with a partner whose culture and appetite for collaboration matches yours is the business version of love at first sight. Provided the value proposition is relevant, this may be a historical milestone for your business. For example, one of our suppliers came to me five years ago looking for help in supporting one of their largest accounts in the Shenzhen area. At that point, we hadn’t had any real collaboration. This request enabled us to develop contracts, processes and set the stage for a collaborative, mutually beneficial relationship. Lesson learned? Don’t take established business relationships for granted and pay attention to every opportunity.

2.Erratic: When frequent exchanges and sufficient time are not devoted to collaboration, the long-term value can’t be seen beyond the short-term issues. Collaboration at this level can identify great ideas and opportunities for improvement, but may lack the time commitment needed to realize their true value. The risk is losing track of the other party’s strategic interests and not realizing they changed before it’s too late. I found over the years that collaboration is like a potluck dinner—everybody contributes something to the party, and the overall success is directly related to the quality of your contribution.

3.Reactive: Reacting to information requests, but not seeing the bigger picture of the value that ongoing collaborative practices may hold can result in a false sense of security. You may feel as though you are performing to expectations, but often you may find yourself losing the customer to the competition. Being reactive is not good enough in supply chain management. One needs to always be on the front foot—overperform to expectations, take the extra step to better cover a potential shortage risk and answer the questions that were not asked.

4.Complacent: When you stop looking for incremental improvements in the working relationship, you miss opportunities and fail to identify risks. These common behaviors also often lead to lost customers and decreased supply chain competitiveness. Remember, it is much more expensive to win a new customer than to retain an existing one. Customer retention is imperative at this point. Let paranoia be your best friend. If you think everything is running smoothly, think again.

5.Tactical: Partners may share tactical information on a regular basis through established electronic data interchange (EDI) and business-to-business (B2B) processes, but the horizon for collaborative planning is limited. This is perfectly acceptable when all parties realized the limits of their partnership and defined their involvement in the relationship with regard to the return on investment (ROI) they receive. It is important to validate mutual expectations regularly and adapt accordingly.

6.Forced/Unbalanced: In the mid-1980s, when computer companies were still manufacturing their own products, I remember a leading French computer manufacturer who posted a gigantic sign in the purchasing department that read: “Good Morning, Partner.” This appeared to deliver the promise that a balanced partnership was in the offing. Rather, at the first meeting, I was given 24 hours to confirm a 20 percent cost reduction, extended payment terms and … oh yes, free freight! Collaboration is not a unilateral declaration; rather it’s the acceptance that the interests of both sides are equally important. Examples of forced cooperation can include imposing inefficient processes on the other party, utilizing non-standard B2B protocols or an excessive cost transparency requirement. These kinds of actions can drive one of the parties to disinvest, disengage or die. There needs to be a frequent validation of the benefit for everyone involved. This, clearly, is not really a form of collaboration, but I include it to make a point—if this scenario sounds familiar, you are not in a collaborative relationship.

7.Strategic: The Holy Grail of collaboration. This includes sharing long-term visions, plans, collaborating on new systems, products, etc. Strategic collaboration always starts with leaders on both sides being smart enough to recognize that, in the give-and-take relationship, giving is what matters most. At the same time, this is also about understanding and respecting the other party’s limits and constraints as being your own. A classic example is on-time delivery to a customer request. If an unreasonable market demand were part of day-to-day reality, in a strategic collaborative mode, the supplier would be part of an advanced/extended sales and operations planning (S&OP) process, receiving the very latest demand patterns and market trends, and in return, sharing the existing possibilities and limitations. It does not weaken commitments made, it just makes the energy spent much more efficient. The real stress test for strategic collaboration is not sharing profit, but sharing losses when things go wrong.

Top 5 Advantages of EDI