Business Process Consulting

Utilizing our knowledge of best practices, we leverage CloudSuite (Syteline) ERP for manufacturing and distribution companies.  We can roll-out/implement Syteline enabled functions (e.g. Advanced Planning and Scheduling, Lot Traceability, Engineering Change Notices, etc.).  We can provide functional flowcharts that show process flow and their linkage across Syteline modules and functional areas (e.g. purchasing, production, finance, etc.)

Application Consulting

We are expert in driving technology innovation within major companies to enhance operations, streamline processes, and accelerate revenue growth. We provide training on all Syteline modules.    We lead projects through all phases of the implementation including Scope definition, As-is process analysis, To-be process development, software training, process walk-throughs (Pilots), issue resolution, data conversion, cut over and go-live.

Technical Consulting & Managed Services

We will install, configure and administer your ERP software on premise, on cloud or any other hosted environment. Additionally, we can also manage and monitor your environment so you can focus on running your business. Patches, Service Packs, Upgrades are all things that we can take care of end-to-end.

Application Development

Drawing on our intimate knowledge of the CloudSuite application, we drive design and development projects in the areas of ERP Implementations, data warehousing, enterprise analytics and Business Intelligence. We take a strategic approach to building and implementing new ERP solutions in line with aggressive business requirements and have expertise in SQL Server development, the Mongoose toolset, Crystal Reports and SSRS and SSAS.

Software Integration

We can provide integration with CloudSuite at any level of complexity – from multi-platform software implementation projects for global organizations to integration with your shipping carrier and everything in between. We can integrate partner products designed for CloudSuite such as Doc-Trak and Labr-Trak to standalone eCommerce websites running on a totally separate platform. 

Data Conversion

We can assist with data conversion – Extract, Transform and Load of data from another package to ERP and from ERP to other applications for E Commerce, Reporting, workflows and event handlers etc.

Staff Augmentation

With our knowledge of your business and dedication you would expect from your own people, we are an extension of your IT team. We can answer end user questions, address training issues, assist with patches, service packs and assist with all aspects of the ERP application.  We have the flexibility to scale up or draw down based on the needs of the client.

Staff Augmentation

We have a customer that had lost key employees that were responsible for the day-to-day support of CloudSuite.   We stepped in while this customer was attempting to rehire for the position.  During the interview process, the customer went from needing to replace the employees that had exited as quickly as possible to one that could hold out to wait for the perfect employees to emerge.

Customer Story

One of our manufacturing client acquired a manufacturer, operating with several small sites across the US, running on Fourth Shift. The acquisition demanded the data transfer from Fourth Shift to Syteline. A data conversion plan was developed and executed using SSIS (SQL Server Integration Services) for ETL jobs.

  1. An exercise was conducted to validate part numbers for homogenization.
  2. Routing data did not exist and were programmatically created based on rules developed by the operations team.
  3. All Bills of material (BOM) were migrated over with respective supporting data.
  4. Customer and Vendor master data were scrubbed and only active customers and vendors were imported.
  5. All Purchase Orders (PO) were closed in Fourth Shift and new POs were created in Syteline.
  6. Historical Sales Orders were migrated from Fourth Shift to Syteline.
  7. All transactional data (Customer Orders, Purchase Orders & Inventory) were converted at the change over time after preliminary testing and validation.
  8. Production work orders were manually created prior to change over time and the paperwork was pre-printed and staged to commence production the day of the changeover.

Customer Story

We have a customer that was migrating from their existing B2C platform to one based on Shopify.  This customer was very unhappy with the number of steps the users needed to follow in order to fulfill and transact the large number of small orders flowing in from their old website and decided to fulfill with ShipStation.

We designed and implemented a three-way integration between Shopify, ShipStation and Cloudsuite. 

  • When orders flowed from Shopify to ShipStation for fulfillment, we move the inventory to a dedicated non-nettable location to prevent it from being consumed by other demand
  • Nightly, the prior days orders are exported from Shopify and imported into CloudSuite as a single order in the Point of Sale module
  • With the press of a single button, the quantities held in the non-nettable location are moved to a nettable location for shipping, the lines are shipped, invoiced, posted and cash is applied.
  • All movement of inventory includes the web order number to allow full transparency on the transactions
  • This customer to a transactional process that potentially to over an hour, to one that is accomplished in under a minute

Customer Story

A client was interested in creating a robust Physical Inventory process that would  mitigate some of the shortcomings of the CloudSuite Physical Inventory process.  The client wanted to use pre-printed tags and had items in multiple places in the same location (ready stock and overstock).  They wanted a Physical Inventory process that did not force them to consolidate all the inventory for a given item before counting it.

We built a Physical Inventory process that extends the functionality within CloudSuite.  They can count and record the inventory where it sits without consolidating like items.  We provide detailed variance reporting to allow them to ensure that everything has been counted and facilitates recounts when the variance from perpetual falls outside of their desired threshold.  We help them account for all their tickets to ensure nothing was missed.  At the end of the cycle, we consolidate and feed the inventory back into the CloudSuite table so the standard functionality handles the reposting of inventory and impact on the General Ledger. 

After having taken the first inventory in CloudSuite, the second inventory was completed with much less manpower and greater accuracy due to the processes we put in place.

Customer Story

We have a manufacturing client who is live on a hosted cloud.  We completely manage the ERP installation for them — including configuration changes, licensing, installing/testing any patches, the periodic refreshing of the Development environment from production and any minor customization that is needed. We handle critical system issues which could result in down time, and in this instance, the hosted cloud infrastructure is managed by a third party Service Provider, but we manage the rest.

Customer Story

We were leading a Quality Assurance implementation using the Quality Control System (QCS). It quickly became evident that scrap tracking was a big pain point. Below mentioned were the major challenges,

  1. When an operator finds a non-conforming purchased part what should he do?  What transaction should be recorded in the system?
  2. How will the vendor know that the product supplied by him was not in conformance?
  3. How to differentiate product that was supplied?

Working with the operations team and the quality team we came up with a process so the operator would just tag everything that was scrapped. Scrap will be tagged as mentioned below,

Vendor Defect – The item was non-conforming to spec.

In Process Damage – Damage at operation due to poor setup, process failure etc.

Process Defect – In house process failure.

Additionally, we created a process where the items were further segregated by value of scrap and when the value exceeded a certain amount they were moved to a scrap location. Material Rejection Reviews (MRR) were created for the high-value scrap and vendors were notified.

Over a period of time this process brought better visibility to scrap and an effective way of communicating about non-conforming products with vendors, thereby improving product quality and reducing costs.

Customer Story

One of our clients had a requirement from their customers that prior to shipment, their product needed to be inspected and approved .  Further, all final paperwork needed to be provided (packing slip, bill of lading) prior at the time of the customer inspection.  They also had the issue that invoices were occasionally generated prior to this acceptance.

After studying the current process and reviewing it with  operations managment and analyzing the impact on the shipping and receiving personnel, the model mentioned below was proposed & implemented,

  • All customers would be flagged as having “Shipment Approval Required”
  • Following their current process, they would ship and generate packing slips for the product and hold it for the customer inspection
  • Once inspected and accepted by the customer, the shipping department would approve the shipment quantities for that order and physically ship it to the customer.
  • Then when Finance generates the invoices the next day, it will only include those orders that had been accepted by the customers.