Tool of the Month

Daylight Saving Time: How to Patch Your Network Today
By All Covered

Follow these guidelines to keep your business running smoothly.

The U.S. Energy Policy Act of 2005, passed by the U.S. Congress July, 2005, extended Daylight Saving Time (DST) in the U.S. by approximately four weeks, starting in 2007. As such, Daylight Saving Time in the United States and Canada will start three weeks earlier (2:00 A.M. on the second Sunday in March) and will end one week later (2:00 A.M. on the first Sunday in November). All computer systems and electronics will have to be updated to reflect this change; otherwise their time will not be accurate. Daylight Saving Time (DST) starts March 11th this year.

For operating systems, updating Daylight Saving Time is not always an automatic process.

Microsoft:
The new DST rules will be released as an Automatic Update for Windows XP SP2 and Vista systems
Updates will NOT be released for Windows 2000 SP4, XP SP1 and earlier systems. There are patches available for these applications, but they are “unsupported” from Microsoft.

For additional information, refer to: http://support.microsoft.com/gp/cp_dst

Novell:
A patch for Novell systems is available: http://support.novell.com/cgi-bin/search/searchtid.cgi?/2974702.htm

Macintosh:
OS 10.4 updates can be found at:

http://www.apple.com/support/downloads/macosx1048comboupdateppc.html
http://www.apple.com/support/downloads/macosx1048comboupdateintel.html
http://www.apple.com/support/downloads/macosxserver1048comboupdateppc.html
http://www.apple.com/support/downloads/macosxserver1048updateuniversal.html

OS 10.3 and earlier: No official patch out yet

Linux:
Updates are available for all of the major platforms, either as a patch or as a manual process http://www.bloomingtonlinux.org/wiki/DST_Time_Change_Issues
http://kbase.redhat.com/faq/FAQ_80_7909.shtm

When you begin patching systems for the changes to Daylight Saving Time, please patch systems in the following order

  1. Patch the workstations first
  2. Patch your Front End systems (OWA, IIS, Webservers)
  3. Patch your Back End systems (Mail, SQL, GP)
    1. If you have it clustered, patch the passive node first, then failover
  4. If you have Bridgehead Servers, patch them also to keep everything in line
  5. For Blackberry, Goodlink, Treo, Palm or other mobile solutions, talk with the vendor, but these solutions will also require that your local mail server be patched properly

This article was provided by All Covered, the leading Technology Services Partner for Small Business. For more information on All Covered’s services, please call 888-309-3999, or go to www.allcovered.com.

Posted in February 2007, Newsletter | Tagged | Leave a comment

HAPPY NEW YEAR!

Welcome to a new year full of hope and high expectations. Our focus at AXIS is to continue to introduce solutions that enhance the use and functionality of your Sage Accpac ERP& Sage Pro business management applications. Our goal is to assist you and your organizations to be more productive, efficient, competitive and profitable. We are committed to finding better methods to educate, automate and integrate business processes and recommend solutions that help solve your business challenges. We look forward to the continued opportunity to add value to your organizations.

Posted in January 2007, Newsletter | Tagged , , , , , | Leave a comment

The Paperless Company – Background on Document Management Systems

Most organizations do not consider themselves to be in the document business. Nevertheless, documents are really a second venture
for nearly all organizations. Everyday, documents drive the business functions that make any company run. Marketing, accounting, human resources,
manufacturing, shipping, facilities, customer service, research and development, sales—these are just a few essential business functions that
depend on documents as crucial components of the process. Imagine your organization without documents . . . how would you survive?

How well we manage our documents has a lot to do with how well we manage our businesses. Did you ever have a document that you knew you had somewhere;
you needed it right now, but couldn’t find it? Do you have documents overflowing in your storeroom, scattered around people’s desks,
or filed in an off-site location?

If you answered yes to any of these questions, now is the time to examine how digital document management (DM) can make your organization more
efficient and effective.

The Convergence of Paper and Digital Documents
We use a variety of documents every day. Over thirty billion original documents are used each year in the United States, yet, despite the onset
of paperless technology, many key documents are still produced and used in paper form. For most organizations computer printouts, photocopies, and
fax transmissions are still a predominant part of many core business functions.

The disparity between paper and digital documents continues to become less distinct. For corporate workers, the much-ballyhooed convergence of
paper and digital documents is now a reality; one that is experienced by everyone who has ever struggled to find an important document or a set
of related documents, and was not quite sure where any of them were located.

The Cost of Document Miss-Management
Organizations must adopt a DM strategy if for no other reason than the current exponential growth of information. More information has been produced
in the last 30 years than in the previous five thousand—the entire history of civilization. What’s more, that body of information is
expected to double in less than five years. With over 90 percent of corporate information contained in documents, it is clear that whatever the
medium—pixels or paper, bytes or birch bark—documents are costing corporations more than ever before. Consider the following statistics:

– The cost of documents to corporate America is estimated to reach as much as 15 percent of annual corporate revenue.

– Documents claim up to 60 percent of office workers’ time and account for up to 45 percent of labor costs.

– For every dollar that a company spends for a final document, ten dollars are spent to manage the process.

Most people think of DM they tend to think only in terms of output costs. However, this is only part of the total cost equation. Expenses for ink,
paper, toner, maintenance, etc. comprise only about 10 percent of the total document-related costs for most organizations. The other 90 percent
is quietly spent by workers looking for documents, updating documents, filing documents, recreating lost documents, reusing documents, etc. Expense
associated with the physical warehousing, distribution, and obsolescence of documents is often a given, while the corporate risk associated with
records archive, regulatory compliance, and litigation discovery can be exorbitantly costly yet mostly unrecognized. Customer satisfaction can suffer
if your agents can’t find customer documents quickly and completely.

The Rising Tide of Paper and Digital Documents
But, what about the unpromising notion of the paperless office? The fact is that the Information Age is actually powering a boom in paper. Since
1984—the dawn of the personal computer—the number of pages printed by American companies has grown by 500 percent to over 1.5 trillion
pages per year. This equates to a mountain of paper 6,500 times taller than Mount Everest.

In 1995, only about 10 percent of documents were presented in digital form. Analysts indicate a trend toward an eventual decline in paper documents
to about 30 percent of total by the end of next year. It is important to note that the predicted growth of information rises considerably over the
same time period. As a result, the number of printed pages will actually double by 2005 . . . and double again by 2010.

Key Aspects of DM
There are five key aspects to consider when designing a DM strategy: Integration, Input, Central Management, Output and Archiving. It is important
to understand these functions and how their interaction can affect the value and benefits found using DM.

Integration
Installation refers to what it takes to deploy the DM system in terms of technology and services (i.e.) days vs. week, and is the document management
solution integrated to Sage Accpac ERP?

Input
The DM must have the ability to receive data through various means:

  • Documents and images can be transferred directly, without user intervention, from Sage Accpac ERP
  • Inbound faxes can be transferred into the system
  • Documents and images can be transferred through the system by scanning and imaging
  • Emails can be transferred into the system

Central Management
The document management solution will determine were your document needs to be routed and in what form it needs to be delivered. Image giving your
customers/vendors their document the way they want them

  • Email their contact
  • Fax their P.O.
  • Mail their check
  • Or post their invoice online

Output
The output and distribution process allows intelligent distribution via printing faxing emailing and electronic document transfer.

Archiving
In order to quickly search for and easily retrieve documents no matter where they are stored or how they have been named, capturing data about each
document is essential. Key bits of information, like customer name, account number, date or amount paid, are found on most documents. Using data
capture, you can automatically glean this information at the time you scan a document and retain the captured data as index fields, also known as
metadata. This metadata is then married to your scanned image and will enable a variety of searches, or queries. For example, a company can find
all training documents by date range, every invoice for a specific part number, or shipping slips for a specific carrier.

This query function provides immediate access to your documents electronically, and is a much better approach than pawing through forgotten boxes
in the basement. The key is to minimize the cost of capturing data and maximize the access to your documents. Simply scanning documents to a file
folder, then manually entering the metadata into fields on a PC can actually result in an increase in labor and expense. Using data capture to automate
this process by reading pre-set areas on a page (via Optical Character Recognition) and auto-populating the index fields can dramatically reduce
the cost of capturing this valuable metadata.

Lack of a Document Strategy Costs You
Metadata and data capture can seem esoteric. To better understand the real-world implications, consider a recent Price Waterhouse study that conducted
a search of over 10,000 documents looking for a specific topic, author, and data range. A manual search of paper files performed by a staff of paralegals
took 67 hours and found 15 documents. The same search, performed using a digital DM system, required 4.5 seconds and found 20 documents. The time
differential between 67 hours and 4.5 seconds is compelling, but many corporate managers will be more concerned about the five documents that were
missed in the manual search. Consider the following statistics:

– 90 percent of documents handled daily in the workplace are still on paper

– 15 percent of documents are misplaced

– 30 percent of the workday is spent searching for information

If firms are not competitive in using the information they have within their enterprise, they will be less able to face the competitive pressures
of changing markets, shrinking margins, and increasing competition. Companies must have information agility in order to effectively react to dynamic
changes in their marketplace. DM provides just such agility by enabling users to search for and retrieve information when they need it to process
work, satisfy customers, or to make critical business decisions.

Building a good DM strategy can increase the value of your other infrastructure investments like printers, copiers, scanners, and networks. Spending
on information technology now accounts for over one-half of the United States’ gross investment in equipment. It has been estimated that U.S.
businesses spend more than 100 billion dollars on hardware alone. Documents are a vehicle that can turn the expense of information technology into
an asset. They represent one aspect of information processing that can be quantifiably measured and improved.

Regardless of your industry, there are no doubt critical documents that you must use and access each day. The essential question is…can you find
them when you need them?

Stay tuned for follow-up articles that provide specific examples on the benefits of a DM solution that is integrated with your Sage Accpac ERP.
For more information on how a DM solution can work for you, please visit NowDocs Solution.

Posted in January 2007, Newsletter | Tagged , , , , , , , , , , , , , , , , , | Leave a comment

Increasing Sales Through Knowledge Management – Part 2 January 2007 By Dr. Nancy Rauseo

In our last article, we addressed the question of what a salesperson can do to become an exceptional knowledge professional and
increase revenues. Our focus was on becoming a sales knowledge professional. In this article, we will focus on how this professional can generate
increased revenues.

When was the last time you made a decision using little or no data or research? What was the outcome of that decision? In most cases, when we don’t
prepare and take the time to analyze a situation, we end up making a decision we regret in the long run. This holds true in sales. If the information
salespeople have about a prospect or customer is inaccurate or incomplete, business problems and proper solutions are difficult to clearly define.
Wrong or poor customer information results in a poor relationship with little or no sales. It’s as simple as that.

Or what about the last time a salesperson tried to sell you something with information that wasn’t even relevant to you and your situation?
How did that make you feel? What was your experience like? If you think back on your personal or business relationships, you will find that the
best ones are those where relevant and accurate knowledge is shared and used to build the relationship. The bottom line is that a great customer
experience is usually accompanied with a strong knowledge foundation. And you can’t increase sales if experiences are mediocre at best.

One way to generate more revenues is to incorporate knowledge management (KM) into the basic sales activities. Regardless of the industry
or customer, there are basic core processes for sales, some shown below:

  • Managing opportunities
  • Managing leads
  • Developing account relationships
  • Forecasting sales
  • Generating proposals

As you drill down into each of these processes, you will find that each industry and company tailors the activities to their situations. For example,
in a business-to-business market, the core process ‘managing opportunities’ can be expanded to include many tasks: 1) contact and time
management; 2) lead or opportunity generation; 3) market research; 4) price quoting and order configuration; 5) follow-up management; and 6) analysis
and reporting. So let’s take contact management and see how can KM be integrated into it?

Using CRM or sales force automation software, a salesperson captures information about a prospect. KM means that salespeople will need to record
the information in the software and share it with others. Most sales people are protective of their customers and will normally be reluctant to
share information with the whole company. In order to make customer experiences great, salespeople must facilitate access to customer knowledge
for employees that have interaction with customers. If everyone in the company is on the same page, the customer experience will be consistent –
conversations pick up where the last person left of.

Salespeople also need to expand their customer information to include knowledge from other sources, such market, competitive and consumer research.
Don’t just limit your knowledge sharing to data or information collected on the customer. Take it to the next level by including your insights
on the customer’s industry or market. If you are working with an existing customer and trying to upsell or cross-sell other products and services,
use analytical CRM to give you insights on previous product performance, response rates, operational issues, and other CRM metrics. Use what you
have available to you to become a proactive salesperson. Beat the customer to their needs and anticipate their requests.

So here are some general tips for increasing revenues using KM:

  • Start documenting the sales process. Sales people tend to do their own thing and resist formal sales processes. The objective, however,
    is to ensure that knowledge management processes are part of your every day sales activities. Be patient because it’ll take time to define
    current processes (which are going to be a little different for each sales person), design new ones, and define the associated business rules.
  • Include all types of knowledge in your KM processes. You’ll need to incorporate market, competitive and consumer research into
    the processes.
  • Get rid of knowledge hoarding. Salespeople tend to be are protective of their customers. But it’s their job to make sure that every person
    who will interact with customers has the right information at the right time.
  • Become a problem solver, not just a salesperson. You need to hone in on your analytical skills and become a resource for your customers
    and prospects. KM can help you build that reputation.
  • Leverage the use of technology to share knowledge. Whenever new knowledge is created, be sure to capture it right away and provide it
    to those that need it. Recording it into CRM software two weeks later may not do any good. It has to be real-time, online.

What are the payoffs of KM in sales? Even though you may initially experience a slightly longer sales cycle, the results will exceed any delays
through improved customer retention, better customer experiences and more word of mouth referrals, better solutions and consequently higher profit
margins, and stronger reputation and relationships.

Dr. Nancy Rauseo is on the faculty of Florida International University’s College of Business Administration where she teaches marketing
and CRM. Nancy holds a Bachelor of Science in Industrial Engineering from Purdue University and an M.B.A and Ph.D. from Nova Southeastern University.
Prior to her teaching career, she held various senior management positions for over 20 years in the areas of sales, marketing and technology implementation.

Posted in January 2007, Newsletter | Tagged , , , , , , , , , , , , , , , , , , , | Leave a comment

Efficient Warehousing – Introduction

During the course of the year, we will be writing a series of articles to address how companies can improve their warehouse efficiencies.
These articles are based on “real world” experiences our consultants have gained performing numerous implementations and from the publishers
of the warehouse management solutions we implement.

These articles will provide you with a warehouse technology and process selection roadmap, giving SMB (Small & Medium Business) distributors
insight into initial investments that are affordable. Additionally, it outlines an upgrade path with incremental investments that result in greater
operational sophistication and savings.
Why Now?
Analysts predicted double-digit growth in the SMB warehouse management software market-space through 2005. Not only has the growth rate been sustained
but even more growth has been fostered by FDA compliance (cradle to grave lot tracking) introduced in June 2006. The growth rate is forecasted to
continue on the upswing in 2007. SMB warehouses who do not offer automation software, ASN compliance, and instant perpetual inventory reporting
are being forced to look at software solutions to stay competitive in the market place.

This growth can be attributed to several market driving catalysts:

  • Tier-one market saturation
  • The commoditization of wireless technologies and PDA devices
  • The .NET evolution and the development of open inter-software communications standards
  • The availability of low-cost reliable database software
  • Major retail’s pursuit of RFID to replace the barcode in warehousing, distribution and stores
  • Lower total cost of ownership

Tier-one Market Saturation – The Fortune 1000 have all purchased WMS applications. Technology vendors are now focusing on delivering scaled
down solutions to the mid-market.

Commoditization of Wireless and PDA devices – Consumer adoption of the wireless 802.11b/g standard has shifted the industrial market for wireless
technologies into the mainstream. The same holds true with PDA devices. Many companies are currently using wireless PDA type devices connected to
their local area networks to bring real-time computing and increased productivity to the workplace. Industrial wireless PDA devices for warehousing
and distribution differ from their consumer grade counterparts to accommodate requirements for improved battery management, integrated barcode scanners,
durability and easy keyboard input.

The .NET Evolution – Installing “bolt-on” warehouse solutions to standard business applications is now cost-effective, more
user friendly and is a common occurrence due to the evolution of interface standards. They have allowed developers to focus more energy and time
on developing complementary features and functions.

Reliable Database Software – Mission critical applications like warehouse software can now be implemented on cost effective, “safe”
database platforms. Applications like Microsoft SQL have outpaced rivals DB2 and Oracle in the SMB market because of low cost of ownership, robustness
of architecture, low-cost hardware platform, security and up-time. Microsoft SQL can now be installed with Small Business Server in under twenty
minutes and runs effectively without a database administrator.

The Wal-Mart effect – Major retail is driving vendors to comply with technologies like barcode and RFID to reduce supply chain costs. Barcodes
allowed Wal-Mart to eliminate accuracy problems and to streamline processes while minimizing human interaction with the data collection process.
In constant pursuit of additional savings from their supply chain, Wal-Mart settled on RFID technology to further shave precious seconds per transaction.
Products can be automatically identified anywhere within the supply chain without pallets being broken down or being stopped for scanning.

While saving Wal-Mart many millions of dollars in supply chain costs, barcode and RFID technologies represent an additional cost burden to manufacturers
and distributors unless leveraged to their own advantage. The same product codes that are required by Wal-Mart can be used to automatically and
accurately identify products within the vendor’s distribution center.

Lower total cost of ownership – In addition to the aforementioned technologies and market conditions, software value has increased substantially
over the past decade. The cost per feature is at an all-time low. Many warehouse automation technologies have matured enough to offer robust, out-of-the-box
software providing quick implementation methodologies at a reasonable price.

The cost of outfitting a warehouse employee with a solution that includes wireless PDA devices represents between 2.5% and 25% of employee burdened
costs in the first year, not including the asset value of the infrastructure and the tax implications of asset depreciation. Technology-based tax
incentives may be available in countries looking to affect workforce productivity.

Companies implementing warehouse automation solutions can expect productivity increases in the first year that result in a return on investment
(ROI) in as little as 6 months. Of course, the rate of ROI depends on the size and scope of a technology purchase and how it is put to use.

Hopefully this article has provided some insight on why now more and more business are moving to improve their warehouse operations to gain efficiencies.
Future articles include:

  • Feb 2007 – Warehouse Efficiency Strategies Pyramid and introduction to Level 1 – Current Process Automation
  • Mar 2007 – Warehouse Efficiency Strategies Pyramid and introduction to Level 2 – Business Process Re-engineering
  • Apr 2007 – Warehouse Efficiency Strategies Pyramid and introduction to Level 3 – Infrastructure & Business Process Re-engineering
  • May 2007 – Warehouse Efficiency Strategies Pyramid and introduction to Level 4 – Integrating Warehouse Automation Equipment into Business
    Processes
  • June 2007 – How to Choose a Warehousing System
  • July 2007 – Essential Warehouse Management System Features
  • Aug 2007 – Warehouse Management System Key Feature Check List
  • Sept 2007 – Picking a Software Vendor and Solution Provider to implement a Warehousing System
  • Oct 2007 – Planning a Warehouse Management System Implementation
  • Nov 2007 – Implementing a Warehouse Management System
  • Dec 2007 – Utilizing your Warehouse Management System to increase efficiencies.

If you need assistance or if you have any questions relating to how a warehouse management solution can help your organization reduce costs, increase
productivity and be more competitive, contact us at info@axisglobalpartners.com.

1 Four Ways To Efficient Warehousing, Version 1.3, Radio Beacon Inc., Copyright © 2004 Radio Beacon Inc.

Posted in January 2007, Newsletter | Tagged , , , , , , , , , , , , | Leave a comment

Downtime Happens

Regardless of how outages happen (human error, viruses, malicious activity, hardware or software failures, major catastrophes, or
other unexpected consequences) they mean impact and expense to your business. The bullets below are a compilation of third-party research that begins
to give you a feel for the bottom-line impact that downtime can have in your environment.

  • A typical large network experiences 1.76 outages per month with each lasting more than 90 minutes (Thierry Lammers, Wireless Network Administration,
    E-office).
  • According to an Oracle survey of 400 large companies, the average downtime cost is $1,400 per minute (HP web-site).
  • The average network downtime cost for large companies is $84,000 per hour (or $1,400 per minute), according to an International Data Corporation
    study (SearchStorage.com, February 16, 2005).
  • Large companies lose 3.6 percent of annual revenue to network downtime (Thierry Lammers, Wireless Network Administration, E-office).
  • The leading cause of application downtime is software failure (36 percent of cost on average), followed by human error (22 percent) (Thierry
    Lammers, Wireless Network Administration, E-office).
  • Losses average $6.5 million per hour in the retail-brokerage industry, $90,000 in airline-reservation centers, $28,000 in package-shipping
    services, $27,000 in manufacturing and $17,000 in banking (CIO Today, October 7, 2004).
  • For a 400 person company, outages cost $13,170 per hour according to Digital V6 Corp web-site.
  • For a 200 person company, the cost is $5,300 per hour according to Performance Technologies (Thierry Lammers, Wireless Network Administration,
    E-office).

Let’s take the above research numbers and get to a practical view:

OUTAGE EXPENSE AT LARGE COMPANIES
1.76 Number of outages per month (Thierry Lammers/Infotechs)
90 Average outage in minutes (Thierry Lammers/Infotechs)
158.4 Average minutes of outage per month
$1,400 Average cost of downtime per minute (Oracle Survey/IDC Study)
$221,760 Average cost of downtime per month
$2,661,120 Average cost of downtime per YEAR

OUTAGE EXPENSE AT SMALL COMPANIES
2 Assumed number of outages per month
60 Assumed number outages in minutes
120 Average minutes of outage per month
$13,170 Average cost of downtime per hour (Digital V6 Corp.)
$26,340 Average cost of downtime per month
$316,080 Average cost of downtime per YEAR

Many companies will find themselves somewhere between the two charts above. Despite where that might be, you can quickly see that downtime is expensive,
the expenses accrue rapidly, and the impact increases as the business grows. When companies lose access to their critical business data for 2 weeks,
93% go out of business (National Archives & Records Administration in Washington).

Regardless of how downtime happens, organizations need to be prepared and have a plan of action. Think of it as home owners’ insurance. No
one expects their home to catch fire and destroy their belongings or have their possessions stolen, yet nearly all of us have insurance to help
us survive such a calamity. Banks refuse to give loans without proof of home insurance for fear and risk of losing their investment. Considering
the numbers and impact above, how can you consider a disaster recovery plan that does not allow for a rapid recovery solution?

In addition, how can access to your critical business data be a part of your recovery from an outage? How can your employees get access to the
data remotely or recover your data to an alternate location if the main location is inaccessible? Taking small steps to ensure your employees have
a bullet proof way to continue delivering your product or service is vital to your business and does not have to be an expensive or time consuming
project.

Making sure your data is backed up to a secure, off-site location is one part of the process. The most important part is having the ability to
retrieve the data when you need it. And, if you can’t work from your facility, you’ll need to restore that data to an alternate location.
With the CoreVault solution, any business can restore their data to a computer located at home, remote office or data center provider via a high-speed
Internet connection and be back in business – probably before your competitors.

If you are interested in protecting your data and your business, then CoreVault has an industry-leading, “no excuses” solution that’s
automated, offsite, and affordable, both today and in the future.

To learn more about how CoreVault can help in protecting and accessing your data, please email Nathan Flow of CoreVault at nathan.flow@corevault.net to attend a FREE online meeting on February 7th 2007 at 2:00 pm ET.

For more information on CoreVault solutions, visit www.axisglobalpartners.com/solutions/secure_corevault.asp or call 305.418.9440.

Posted in January 2007, Newsletter | Tagged , , , , , , , , , | Leave a comment

Automating the Approval Process for Purchasing, Sales Orders, and RMA’s in Sage Pro ERP 7.4

The new release of SAGE PRO ERP version 7.4 now includes Purchase Order routing and approval. This feature is normally found only
in Enterprise Solutions.

Here is a brief look at this beneficial enhancement.

Sage Pro ERP, now automates the routings and approvals for Sales Orders, Purchase Orders, and Return Material Authorization (RMA).

The routing and approval provides various levels of dollar amount limitations. Additionally, users can send the requests up the approval route
either automatically or manually, depending on how the route is set up. This gives users complete control over the approval of the documents at
different levels in the approval process.

The first step is to set up Approval Codes in the System Manager. Select Maintain > Routing/Approval > Approval Codes.

1. The Approval Code Maintenance screen sets up the maximum dollar amount that the level of user can approve. Note: Sage Pro ERP 7.4 comes with
some approval codes already entered.

2. The approval code is simply a way to identify the maximum approval amount. It is very easy to add a new approval code. Click on the Select
button; enter the approval code, the maximum dollar amount, and a description.

Now that the approval codes are set up, the next step is to set up the approval tree. In System Manager, select Maintain > Routing/Approval
> Approval Tree.

3. The documents and processes on the left hand side of the screen are available for the routing and approval process. These include: printing
a purchase order, receiving a purchase order, printing a sales order, shipping a sales order, and the RMA module processes of refunding, repairing,
and replacing RMAs.

Each document and process can have up to three users that have approval authority. The following examples illustrate three users with different
levels of authority to approve a purchase order receipt.

4a. The user with the highest limit is ADMN. With ADMN, there are no backup approvers, and no one is going to be notified if the receipt is completed
or rejected. Additionally, this user can “Self Approve”, meaning that they can approve a new document without needing additional approval.
This user has the approval amount of $20,000 per purchase order receipt.

4b. User SUPE has a lower approval limit than user ADMN. Notice, as illustrated below, that if SUPE rejects a receipt, notification is sent to
user APPO. Notifications can be sent via email or the message center that comes standard in Sage Pro ERP 7.4.

4c. User APPO has a very limited approval limit compared to SUPE and ADMN. User APPO has an approver, a backup, and a notifier.

The approval process itself is quite simple. From any application, the user selects File > Routing and Approval > My In-Tray.

5. The user can then select items for approval, and within approval they can choose to see documents and processes that are pending, waiting for
approval, rejected, cancelled, or all.

6. The user can also see what notifications they have, such as rejections or completions, depending on how they have been set up in the approval
process.

If you have any questions or need additional assistance, please contact your AXIS consultant or email us at info@axisglobalpartners.com for more information

Posted in January 2007, Newsletter | Tagged , , , | Leave a comment

Banking Made Easy With Remote Deposit Capture!

If I could recommend you a solution that:

  • Significantly reduces your trips to the bank!
  • Eliminates float!
  • Eliminates photocopying of checks!
  • Eliminates the need of making deposit slips!
  • Eliminates the AR receipt data entry in Sage Accpac ERP!

Would this be of interest to you?

Here is how it works:

With recent changes in banking laws and advances in scanner technology, bank customers can now scan their check receipts and “deposit”
the resulting check images in the bank through the Internet. As long as the image transfer occurs by 6:30 pm Central time, customers receive next
day funds availability on all deposits. With Remote Deposit Capture, insufficient funds notification occurs much faster. And, our software automatically
creates a receipt batch in accounts receivable for application and posting. Remote Deposit Capture saves time and money by eliminating trips to
the bank, eliminating float, and eliminating accounting software receipt entry. For more information, please contact us at info@axisglobalpartners.com.

Posted in January 2007, Newsletter | Tagged , , , , , | Leave a comment

Frequently Asked Questions

Sage Accpac ERP

Q – Is it possible to copy an Order Entry Order from one customer to another customer?

A – Yes. In Sage Accpac ERP version 5.4 the new Copy Orders form lets you duplicate an order from one customer to another.

To create an order from an existing order (or orders)

  1. Choose the Copy Orders form from the O/E Transactions folder
  2. In the From Customer Number field, type the code for the customer you are copying the order from, or use the Finder or the navigation buttons
    to select it.
  3. In the To Customer Number field, type the code for the customer for whom you are creating the new order, or use the Finder or the navigation
    buttons to select it.
  4. Enter the order, or range of orders, you wish to copy in the From Order Number and To Order Number fields.
    Note: You may only select existing orders placed for the customer you are copying the orders from.
  5. If the customers are different and have different tax groups, enter or select the tax group for the To Customer.
  6. If the customers and the customer currencies are different, enter or select the price list for the To Customer. (If the From and To Customer
    is the same, the program copies the prices directly from the previous orders.)
  7. Click the Go button (button with the two right blue arrows) to add the details from the existing orders to the new order.
  8. In the Order Number field, type an order number if you wish to assign a number manually, or accept the ***New*** entry to let the program assign
    the next number in the order number sequence.
  9. In the Order Date field, enter or choose the date for the order. The program automatically displays the session date as the order date.
  10. If you need to put the order on hold for any reason, select the On Hold option.
  11. Enter a Description and a Reference for the order, if you choose.
  12. Use the detail grid on the Copy Orders form to edit the details as you require.
    To delete a detail line, you simply click the detail line, then press the Delete key on your keyboard.
  13. When you have finished entering information for the order, click the Create button to generate the order.

You can then view, edit, and post the order using the Order Entry form.

Q – What does it mean when I receive an error batch in Accounts Receivable or Accounts Payable and how do I correct it?

A – When an error batch is created, it simply means that one or more of the transactions in the batch you just tried to post had an error,
and Accpac created a new error batch and moved the transaction(s) with the error(s) to this new batch. The remaining transactions that did not have
any errors are posted successfully. This new error batch can be opened for review of the transactions, to correct them, and then post. The easiest
way to find the errors is to print the Posting Errors Report located under Transaction Reports for both Accounts Receivable and Accounts Payable.

When an error batch is created, the dialog box when posting the original batch notifies you that there was an error and that an error batch has
been created.

In this example, an Accounts Receivable Receipt error batch has been generated.

Print the Posting Errors Report located under Transaction Reports.

The Posting Errors Report gives you a description of what caused the error. In this example, the receipt was not applied to any invoices.

Open the error batch and change the batch description as well as correct the transaction by applying the receipt to an invoice or invoices, save
the transaction, and post the batch.

SageCRM

Q – Is there a way to change the Logo displayed on the standard reports? The default Panoply Technologies logo is currently
being displayed.

A – A customized company logo can be used to replace the Panoply Technologies logo.

Important
Before attempting the following steps, ensure all users are logged off from CRM.

  1. On the CRM server, browse to [drive]:\Inetpub\wwwroot\[install name]\Reports (for SageCRM 5.7) or [drive]:\Program Files\Sage\CRM\[CRM]\WWWRoot\Reports
    (for SageCRM 5.8) folder, where [drive] is the name of drive where CRM was installed and [install name] is the name of the instance at the time
    the product was installed.
  2. In the Reports folder, rename the PDFLOGO.JPG file to PDFLOGO_def.JPG by right-clicking PDFLOGO.JPG and clicking Rename.
  3. Place a copy of the customized logo in the in the Reports folder.
  4. Rename the customized logo to PDFLOGO.JPG

Important
The customized logo needs to be in JPG format and should have approximately the same dimensions as the original PDFLOGO.JPG file.

Q – Is Microsoft Office 2007 Compatible with SageCRM?

A – SageCRM version 6.x, to be released later this year, will be compatible with Microsoft Office 2007. The current versions of Sage Accpac
CRM are not compatible with Microsoft Office 2007.

Q – Is there a way to prevent the Sage Accpac ERP address from being modified in SageCRM?

A – The way to prevent the address from being modified is to disable the "ACCPAC AR Address" option.

If you are interested, please contact your AXIS Solution Provider or see your CRM administrator for further information.

Sage Pro ERP

Q – Are Sage Accpac and Sage Pro Compatible with Microsoft Small Business Server 2003?

A – A letter was sent by Sage to the partner channel in the summer of 2004 to clarify the support of SBS 2003 server with Sage products. Generally,
the SBS 2003 server will function correctly with Sage Pro and Sage Accpac; however, the Sage Business Partner or Certified Consultant and customer
should determine the user levels and services to avoid possible performance issues. Review the list below for some key points from the letter:

  • For adequate performance of applications and services, ensure that only necessary services on the server are used. A single server cannot provide
    satisfactory performance when it acts as the domain controller, Microsoft SQL Server database server, SharePoint server, Exchange mail server,
    Web server and continue to provide file and print services in all but the smallest of client installation sites.
  • Additional Random Access Memory (RAM) and processor speed may not improve the performance of the server applications.

Q – What is the Recommended Procedure for Closing General Ledger?

A – To Perform the Closing Procedure for General Ledger, please refer to the checklist below:

Important
These are only guidelines to follow before closing GL. Each company should develop, with the help of a certified consultant, their own procedures
to follow before closing.

  • Release all information from linked applications to GL.
  • Post all batches for the period being closed.
  • Create a full and verified backup of the data files prior to closing. This backup is separate from the daily backups.
  • Verify that all users are out of the system.
  • Clear all flags from System Manager (SM).
  • Reindex all application files in SM.
  • Reindex all system files in SM.
  • Close period or year for each module in the following order:
    • PO, OE, AP, AR, IC, JC, PR and GL.
    • Payroll should be closed at the end of every quarter.
    • GL should always be closed last.
  • Print the following reports from GL:
    • General Journal – period to date detail
    • Trial Balance – Total Company
    • Balance Sheet – Total Company
    • Income Statement – Total Company
    • Print all other relevant financial reports after consulting with an accountant.
  • Save all reports and registers for the audit trail.

Related Reading
For more information, please refer to the GL and SM documentation.

Q – How Can Payroll and Accounts Payable be Linked?

A – PR can be linked to AP from the PR Change Setup Information screen. Once linked, both modules share checking account information and the same
check and payment numbering sequence. Also, all transactions originating from PR can be viewed and reconciled in the AP Bank Reconciliation.

Important
Once PR is linked to AP it cannot unlinked. If the link needs to be changed, create a new PR company must and copy the information over from the
old company. For more information, please review "Linking to ACCPAC Accounts Payable" in the PR manual

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Posted in January 2007, Newsletter | Tagged , , , , , , , , , , , , , , | Leave a comment

What a Year! Could Not Have Done it Without YOU!

Axis Global Partners Named “Technology Pacesetter”

SourceMedia, the publisher of Accounting Technology, Accounting Today, and Practical Accountant, issued their annual list of technology “Pacesetters,” their “Select 100,” as chosen primarily by Accounting Technology Editor-in-Chief Bob Scott. The 2006 Pacesetters are chosen as follows: “Pacesetters distinguish themselves through their performance. Factors that went into this selection include awards won by the organizations, leadership, industry reputation, sales per employee and growth.

“AXIS Integrated Solutions, formed by a trio of veteran reselling executives, started life with a bang in 2006 as it made Sage’s President’s Circle as US reseller in combined sales of Accpac and Sage Pro” said Bob Scott.

On behalf of the partners, Kelly Hummel, Tony Chiodo and Manny Buigas, we want to extend our thanks for the opportunity to serve you as your business partner and look forward to adding value to your organization’s long into the future. We would also like to take this opportunity to thank our dedicated group of consultants whose commitment and dedication to their profession is second to none in the industry.

The AXIS family would like to extend our warmest wishes for a Joyous Holiday Season and for a healthy and prosperous New Year.

Posted in December 2006, Newsletter | Tagged , , , , , , | Leave a comment