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<title><![CDATA[What's New: Application Changes for Microsoft Dynamics NAV 2013]]></title>
<link>http://robyscar.wordpress.com/2012/10/14/whats-new-application-changes-for-microsoft-dynamics-nav-2013/</link>
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<description><![CDATA[Microsoft Dynamics NAV is a complete enterprise resource planning (ERP) software solution for mid-si]]></description>
<content:encoded><![CDATA[<p><strong>Microsoft Dynamics NAV is a complete enterprise resource planning (ERP) software solution for mid-sized organizations that is fast to implement, easy to configure, and simple to use. Right from the start, simplicity has guided—and continues to guide—innovations in product design, development, implementation, and usability.</strong></p>
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<p>This document details new features and functionality that are available in Microsoft Dynamics NAV 2013 and have been added to the product since Microsoft Dynamics NAV 2009 R2.</p>
<div>
<div>
<div>
<p><a title="Collapse" href="http://msdn.microsoft.com/en-us/library/hh173994(v=nav.70).aspx">What’s New for Application Users</a></p>
<div>
<hr />
</div>
</div>
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<div>
<p><a id="sectionToggle0"></a>The following features and functionality for application users have been introduced since Microsoft Dynamics NAV 2009 R2.</p>
<h4>RapidStart Services for Microsoft Dynamics NAV</h4>
<div>
<p>Microsoft Dynamics NAV 2013 delivers a new way for partners and customers to speed implementations.</p>
<p><strong>Support for Setting Up a Company</strong></p>
<p>RapidStart Services for Microsoft Dynamics NAV gives partners control and overview of all the stages of the company setup process. Customers can configure their companies faster using the out-of-the-box configurations, provided by Microsoft and Microsoft partners. By using RapidStart Services, partners and customers can process a set of configuration tables in a few simple steps, respecting and validating internal relations between tables. Microsoft Dynamics NAV 2013 also allows streamlined importing of opening balances into journals and active documents with dimensions. These enhancements help partners implement their solutions faster, with fewer resources by preserving customer legacy data. Customers can be up and running fast with little disruption to their business.</p>
<p>After you create a new company in the Microsoft Dynamics NAV Development Environment, you can perform all other tasks needed for company creation and setup in the RoleTailored client. In addition, support has been added to help you quickly set up accounts in the chart of accounts. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh179428(v=nav.70).aspx">Set Up a Company With RapidStart Services for Microsoft Dynamics NAV</a>.</p>
</div>
<h4>Financial Management</h4>
<div>
<p>In Microsoft Dynamics NAV 2013, several enhancements have been added to financial management features.</p>
<p><strong>G/L Entry Table Locking Redesign</strong></p>
<p>The <strong>G/L Entry</strong> table is not locked at the start of sales, purchase, and service posting. The table remains unlocked until a lock is needed. This can improve performance in multiuser environments.</p>
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh171562(v=nav.70).aspx">Use Legacy G/L Entry Locking</a>.</p>
<p><strong>Dimension Entry Storing and Posting Redesign</strong></p>
<p>A new <strong>Dimension Set Entry</strong> table has been added. Instead of explicitly storing each dimension value in the database, a dimension set ID is assigned to the journal line, document header, or document line to specify the dimension set. Dimension sets are stored in the table as dimension set entries with the same dimension set ID. By storing dimension sets once in the database, database space is preserved, and overall performance is improved.</p>
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh169155(v=nav.70).aspx">Dimension Set Entries Overview</a>.</p>
<p><strong>Cash Flow</strong></p>
<p>Understanding cash inflows and outflows is the key to running a successful business. Measurement of cash flow is not always easy. However, Microsoft Dynamics NAV 2013 provides tools to make this easier. You create a periodic calculation of the forecasted operational revenues and expenses to calculate the cash surplus or the cash deficit. According to these results, the company can take adjustment measures, such as credit reduction for a surplus, or borrowing if there is a deficit.</p>
<p>In your forecast, you can incorporate values from the General Ledger, Sales and Marketing, Purchasing, and Service.</p>
<ul>
<li>You set up your own chart of cash flow accounts.</li>
<li>From the General Ledger, you get information about the liquid funds and the budgeted values of your company.</li>
<li>From Purchasing, you get information about the current payables and any forecasted debts from open purchase orders.</li>
<li>From Sales, you get information about the current receivables and any forecasted receipts from open customer orders.</li>
<li>From Service, you get information about open service invoices.</li>
<li>From Fixed Assets, if the planned capital expenditures are budgeted and future asset purchases are recorded, then you incorporate these values into the cash flow forecast.</li>
<li>In addition, you can manage manual revenues and expenses and integrate them in the cash flow forecast.</li>
<li>You can use various windows and reports to analyze and see the cash flow statistics that relate to availability and timeline overviews.</li>
</ul>
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh168953(v=nav.70).aspx">Cash Flow Overview</a>.</p>
<p><strong>Cost Accounting</strong></p>
<p>In cost accounting, you allocate budgeted and actual costs of operations, departments, products, and projects to analyze the profitability of your company.</p>
<p>Cost accounting has the following main components:</p>
<ul>
<li>You define cost types, cost centers, and cost objects to analyze what the costs are, where the costs come from, and who should bear the costs. You define chart of cost types with a structure and functionality that resemble the general ledger chart of accounts. You can transfer the general ledger income statement accounts or create your own chart of cost types. Cost centers are departments and profit centers that are responsible for costs and income. Cost objects are products, product groups, or services that carry the costs in the end. You often link cost centers to departments and cost objects to projects in your company. However, you can link cost centers and cost objects to any dimensions in the general ledger and supplement them with subtotals and titles.</li>
<li>You can transfer the general ledger entries to cost entries with each posting or use a batch job to transfer the general ledger entries based on daily or monthly summary posting. In the cost journal, you can post entries that do not come from the general ledger or are not generated by allocations. For example, you can post cost entries, internal charges, and corrective entries between cost types, cost centers, and cost objects.</li>
<li>Cost budgets work similarly as general ledger budgets. You can transfer the general ledger budgets, import and export budgets to and from Excel, or create your own cost budgets.</li>
<li>Allocations move costs and revenues between cost types, cost centers, and cost objects. Each allocation consists of an allocation source and one or more allocation targets. You can allocate actual values or budgeted values by using the static allocation method based on a definite value, such as square footage, or an established allocation ratio of 5:2:4. You can also allocate actual values or budgeted values by using the dynamic allocation method with nine predefined allocation bases and 12 dynamic date ranges.</li>
<li>Most reports and statistics are based on the posted cost entries. You can set the sorting of the results and define with filters which data must be displayed. You can create reports for cost distribution analysis. In addition, you can use the standard account schedule to define how your reports for the chart of cost types are displayed.</li>
</ul>
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh169036(v=nav.70).aspx">About Cost Accounting</a>.</p>
<p><strong>VAT Rate Change Tool</strong></p>
<p>You use the VAT Rate Change Tool to perform VAT and general posting group conversions. You can easily change VAT rates to maintain accurate VAT reporting.</p>
<p>You perform the VAT rate conversion process with the following steps.</p>
<ul>
<li>Set up the tool and corresponding new posting groups.</li>
<li>Run a batch job without converting VAT to view a validation summary.</li>
<li>Convert VAT and, depending on your setup, the following occurs:
<ul>
<li>VAT and general posting groups are converted.</li>
<li>Changes are implemented in general ledger accounts, customers, vendors, open documents, journal lines, and so on.</li>
</ul>
</li>
</ul>
<p><strong>VAT Reports</strong></p>
<p>In addition to the periodic VAT statements that you submit in order to settle VAT, the tax authorities can require that you submit periodic reports of transactions that include VAT. In Microsoft Dynamics NAV, in the <strong>VAT Report</strong> window, you can define these reports just like you create documents such as orders, invoices, and credit memos. You can fill in the lines based on VAT entries, and then export the VAT report to the appropriate authorities. Depending on your country/region and the type of VAT report that you have set up, the report can be exported in different formats.</p>
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh167881(v=nav.70).aspx">VAT and VIES Report Setup</a>.</p>
</div>
<h4>Assembly Management</h4>
<div>
<p>To support companies that supply products to their customers by combining components in simple processes without the need of manufacturing functionality, Microsoft Dynamics NAV 2013 now includes a complete feature set to manage assemblies in integration with Sales, Planning, and Warehousing.</p>
<p>You can use Assembly Management in variations of the following business types:</p>
<ul>
<li>Light manufacturing: To move or postpone light operations from shop floors to warehouses or distribution centers.</li>
<li>Kitting: To pick and pack sellable items together as a kit, such as a gift basket.</li>
</ul>
<p><strong>Assembly Items</strong></p>
<p>An assembly item is defined as a sellable item that contains an assembly BOM. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh168201(v=nav.70).aspx">How to: Create Assembly BOMs</a>. You can set up assembly items to be assembled to order or assembled to stock, which typically depends on the amount of customization that is required to fulfill a customer’s order for the item. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh168122(v=nav.70).aspx">Assemble to Order versus Assemble to Stock</a>.</p>
<p><strong>Assembly Orders</strong></p>
<p>Like production orders, assembly orders are internal orders that are used to manage the assembly process and to connect the sales requirements with the involved warehouse activities. Assembly orders differ from other order types because they involve both output and consumption when you post. The assembly order header behaves similarly to a sales order line, and the assembly order lines behave similarly to consumption journal lines. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh173942(v=nav.70).aspx">Assembly Order</a>.</p>
<p><strong>Assemble to Order</strong></p>
<p>To support a just-in-time inventory strategy and the ability to customize products to customer requests, assembly orders may be automatically created and linked as soon as the sales order line is created. The link between the sales demand and the assembly supply enables sales order processors to customize the assembly item on the fly, promise delivery dates according to component availability, and to post output and shipment of the assembled item directly from their sales order interface. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh173266(v=nav.70).aspx">How to: Sell Items Assembled to Order</a>.</p>
<p>If an assembly order was posted incorrectly, then you can open the posted assembly order and undo the posting. This restores the assembly order so that you can reprocess it. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh178619(v=nav.70).aspx">How to: Undo Assembly Posting</a>.</p>
<p><strong>Warehouse Handling</strong></p>
<p>On one sales order line, you can sell a quantity that is available and must be picked from stock together with a quantity that must be assembled to the order. Certain rules exist to govern the distribution of such quantities to ensure that assemble-to-order quantities take priority over inventory quantities in partial shipping. For more information, see the “Combination Scenarios” section in <a href="http://msdn.microsoft.com/en-us/library/hh168122(v=nav.70).aspx">Assemble to Order or Assemble to Stock</a>. When an assemble-to-order quantity is ready to be shipped in basic warehouse installations, the warehouse worker in charge posts an inventory pick for the sales order line or lines in question. This creates an inventory movement for the components and posts the assembly output and the sales order shipment. For more information, see the “Handling Assemble-to-Order Items in Inventory Picks” section in <a href="http://msdn.microsoft.com/en-us/library/hh174557(v=nav.70).aspx">Inventory Pick</a>.</p>
<p>For more information about the same process in advanced warehouse installations, see the “Handling Assemble-to-Order Items in Warehouse Shipments” section in <a href="http://msdn.microsoft.com/en-us/library/hh896832(v=nav.70).aspx">Warehouse Shipment</a>.</p>
<p><strong>Posting Structure</strong></p>
<p>Assembly order posting is based on the same principles as when you post the similar activities of sales orders and production consumption/output. However, the principles are combined in that assembly orders have their own posting UI, such as that for sales orders, while the actual entry posting occurs in the background as direct item and resource journal postings, such as that for production consumption, output, and capacity. For more information about posting structures, see <a href="http://msdn.microsoft.com/en-us/library/hh997377(v=nav.70).aspx">Design Details: Assembly Order Posting</a>.</p>
</div>
<h4>Warehouse Management</h4>
<div>
<p>In Microsoft Dynamics NAV 2013, several enhancements have been added to warehouse management features.</p>
<p><strong>Inventory Movements</strong></p>
<p>Inventory movement is a new warehouse activity document that is used to move items to and from internal departments, such as production and service departments, where posting of the items occurs as consumption, shipment, or other.</p>
<p>Inventory movements resemble existing inventory picks and inventory put-aways, but they differ in the following ways:</p>
<ul>
<li>Each inventory movement includes both a pick and a put-away, which are represented by a take line and a place line.</li>
<li>Inventory movements cannot be posted. They can only be registered as warehouse entries. However, the related source document is updated when an inventory movement is registered.</li>
<li>Inventory movements can be made without a source document through an internal movement.</li>
</ul>
<p>When you assemble an item to a sales order right before shipping it in basic warehouse installations, then an inventory movement is automatically created to move the components to the assembly area. This occurs when the inventory pick for the assemble-to-order item is posted as sold, assembled, and shipped. For more information, see the “Handling Assemble-to-Order Items in Inventory Picks” section in <a href="http://msdn.microsoft.com/en-us/library/hh174557(v=nav.70).aspx">Inventory Pick</a>. For information about the same process in advanced warehouse installations, see the “Handling Assemble-to-Order Items in Warehouse Shipments” section in <a href="http://msdn.microsoft.com/en-us/library/hh896832(v=nav.70).aspx">Warehouse Shipment</a>.</p>
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh895445(v=nav.70).aspx">Inventory Movement</a> and <a href="http://msdn.microsoft.com/en-us/library/hh895639(v=nav.70).aspx">Internal Movement</a>.</p>
<p><strong>Dedicated Bins</strong></p>
<p>To manage the flow of items in and out of an internal operation area, you can set up locations or machine and work centers with a default bin structure that communicates to warehouse workers where to place components for a particular operation.</p>
<p>Although the items are placed in bins in internal operation areas, they are still part of availability until consumed. To secure bin content for the particular machine center where they have been placed, such as avoiding that they are consumed by another internal resource, you can set the bin to<strong>Dedicated</strong>, which makes it unavailable to other resources.</p>
<p>Making a bin dedicated provides similar functionality to using bin types, which is only available in advanced warehousing.</p>
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh896876(v=nav.70).aspx">Dedicated</a>, <a href="http://msdn.microsoft.com/en-us/library/hh176499(v=nav.70).aspx">To-Production Bin Code</a>, and <a href="http://msdn.microsoft.com/en-us/library/hh178119(v=nav.70).aspx">Bin Code</a>.</p>
<p><strong>Integration to Service Orders</strong></p>
<p>Service lines, just like other outbound document lines, can function as source document lines for picking to shipment. After a service line is released to shipment, the warehouse handling involved in picking and then shipment posting the service order follows the same flow as for other source documents. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh177614(v=nav.70).aspx">How to: Prepare Service Line Items for Warehouse Handling</a>.</p>
</div>
<h4>Inventory</h4>
<div>
<p>In Microsoft Dynamics NAV 2013, several enhancements have been added to inventory features.</p>
<p><strong>Item Availability Views</strong></p>
<p>To supplement the existing views of item availability, three new availability windows have been added:</p>
<ul>
<li><strong>Item Availability by Event</strong></li>
<li><strong>Item Availability by Timeline</strong></li>
<li><strong>Item Availability by BOM Level</strong></li>
</ul>
<p>The <strong>Item Availability by Event</strong> window shows projected inventory figures by demand or supply event. The window only has information about the dates when figures change because of an event. You can filter the <strong>Item Availability by Event</strong> window to also include forecasted figures and planning suggestions. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh893228(v=nav.70).aspx">Item Availability by Event</a>.</p>
<p>The <strong>Item Availability by Timeline</strong> window provides a graphical view of an item’s projected inventory based on future supply and demand events, including planning suggestions. The result is a graphical representation of the inventory profile. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh894159(v=nav.70).aspx">Item Availability by Timeline</a>.</p>
<p>You can change the quantity and due date of suggested supply orders by using drag-and-drop editing in the graphical view and then save the changes to the planning worksheet. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh168196(v=nav.70).aspx">How to: Modify Planning Suggestions in a Graphical View</a>.</p>
<p>The <strong>Item Availability by BOM Level</strong> window provides availability figures for bills of material that tell you how many units of a parent you can make based on the availability of child items at lower levels. Any item that has a BOM structure, assembly BOM, or production BOM, is shown in the window as a collapsible line, which you can expand to see the underlying components and any lower-level subassemblies with their own collapsed BOM structure. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh178402(v=nav.70).aspx">Item Availability by BOM Level</a>.</p>
<p>With the three new overview windows, you now have a total of six different ways to analyze an item’s availability. You can access all six from item cards and from document lines and worksheet lines for the item by choosing <strong>Item Availability By</strong>, and then selecting the option.</p>
</div>
<h4>Supply Planning</h4>
<div>
<p>In Microsoft Dynamics NAV 2013, several enhancements have been added to supply planning features.</p>
<p><strong>Planning Parameters</strong></p>
<p>To obtain a rational supply plan, a planner adjusts planning parameters to limit rescheduling suggestions, to accumulate demand (dynamic reorder quantity), and to avoid insignificant planning actions.</p>
<p>Five new reorder period fields have been added to the item card planning parameters to help optimize when and how much to reorder.</p>
<p>For more information, see the following field topics:</p>
<ul>
<li><a href="http://msdn.microsoft.com/en-us/library/hh177429(v=nav.70).aspx">Time Bucket</a></li>
<li><a href="http://msdn.microsoft.com/en-us/library/hh175939(v=nav.70).aspx">Rescheduling Period</a></li>
<li><a href="http://msdn.microsoft.com/en-us/library/hh177952(v=nav.70).aspx">Lot Accumulation Period</a></li>
<li><a href="http://msdn.microsoft.com/en-us/library/hh174144(v=nav.70).aspx">Dampener Period</a></li>
<li><a href="http://msdn.microsoft.com/en-us/library/hh179229(v=nav.70).aspx">Overflow Level</a></li>
</ul>
<p>One new reorder quantity field has been added to the item card planning parameters to help optimize how much to reorder. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh174408(v=nav.70).aspx">Dampener Quantity</a>.</p>
<p>Two new global setup fields have been added to the <strong>Manufacturing Setup</strong> window to determine how to reorder when item cards do not have a specific planning parameter.</p>
<p>For more information, see the following field topics:</p>
<ul>
<li><a href="http://msdn.microsoft.com/en-us/library/hh173936(v=nav.70).aspx">Default Dampener Quantity</a></li>
<li><a href="http://msdn.microsoft.com/en-us/library/hh172345(v=nav.70).aspx">($ T_99000765_43 Blank Overflow Level $ )</a></li>
</ul>
<p><strong>Calculate and Carry Out</strong></p>
<p>Items on planning lines with warnings typically do not respect the planning parameters. Now, you can define on the <strong>Calculate Plan</strong> request pages on the planning worksheet and the requisition worksheet that you want certain planning parameters to apply even though the planning line has an exception warning. For more information, see the new option descriptions in <a href="http://msdn.microsoft.com/en-us/library/hh173147(v=nav.70).aspx">Calculate Plan &#8211; Plan. Wksh.</a> and <a href="http://msdn.microsoft.com/en-us/library/hh174806(v=nav.70).aspx">Calculate Plan &#8211; Req. Wksh.</a>, respectively.</p>
<p>When you perform multiple transfer orders from the <strong>Planning Worksheet</strong> window that have the same transfer-from and transfer-to codes, then you can select the <strong>Combine Transfer Orders</strong> option to create only one transfer order. The result is the same as the default behavior when you create transfer orders planned in the <strong>Req. Worksheet</strong> window.</p>
<p><strong>Demand Overview</strong></p>
<p>Information from the planning engine is now available in the following areas:</p>
<ul>
<li>Jobs</li>
<li>Service Management</li>
<li>Sales</li>
<li>Production</li>
</ul>
<p>The calculations are performed only on a specific item and not all items, so that calculation performance is responsive. In the <strong>Demand Overview</strong>window, you can see whether an item that you want to fulfill an order is in stock and available for your use. If it is not in stock, then you can use the window to see all supply and demand that is associated with the item. For example, you can determine when the item will be available for you to meet the needs of your customers. Finally, if you want to make sure that an item is linked to your order, then you can reserve it.</p>
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh178492(v=nav.70).aspx">Demand Overview</a>, <a href="http://msdn.microsoft.com/en-us/library/hh178100(v=nav.70).aspx">How to: Check Item Availability for Service Orders</a>, and <a href="http://msdn.microsoft.com/en-us/library/hh172365(v=nav.70).aspx">How to: Check Item Availability for a Job</a>.</p>
</div>
<h4>Jobs</h4>
<div>
<p>In Microsoft Dynamics NAV 2013, several enhancements have been added to jobs and project management features.</p>
<p><strong>Work in Process</strong></p>
<p>Tracking work in process (WIP) is a critical aspect of jobs and project management. To make monitoring this process easier and to improve the interaction with financial reporting, Microsoft Dynamics NAV has the following enhancements:</p>
<ul>
<li>You can create and define a job WIP method, to supplement the five system-defined choices. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh172391(v=nav.70).aspx">How to: Define WIP for a Job</a>.</li>
<li>Jobs setup has been expanded to include options to control the treatment of WIP in all jobs. For example, you can specify that a WIP method that you have defined be the default for your organization. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh172466(v=nav.70).aspx">Jobs Setup</a>.</li>
<li>Users can now track and perform WIP calculations in a new location. From here, you can calculate and post WIP to the general ledger and show any warnings if there are problems with a WIP calculation. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh172731(v=nav.70).aspx">Job WIP Cockpit</a>.</li>
</ul>
<p><strong>Service Usage Tracking</strong></p>
<p>There is improved alignment in how jobs and services track usage and consumption related to jobs and services. This makes it makes it easier for a project manager to have accurate insight into what work remains to be done to complete a service task or a job. A key update is adding a field that indicates whether you want to create and maintain a relationship in usage between job planning lines and the job ledger. For more information, see<a href="http://msdn.microsoft.com/en-us/library/hh174526(v=nav.70).aspx">Apply Usage Link</a>.</p>
</div>
<h4>Resources</h4>
<div>
<p>In Microsoft Dynamics NAV 2013, enhancements have been added to resource management features.</p>
<p><strong>Time Sheets</strong></p>
<p>Time sheets in Microsoft Dynamics NAV manage time collection in weekly increments of seven days. You use them to track the time that is used on a job, service order, or assembly order. In addition, you can use them to record simple resource time registration. In earlier versions of Microsoft Dynamics NAV, you could collect and post this information in journals, which you can still do, but the addition of time sheets makes it easier and simpler to collect this basic information. Resource managers and project managers can review and approve time allocation using time sheets and then follow up with posting with journals. In addition, you can expose your time sheets to users who work with Microsoft Dynamics NAV through SharePoint.</p>
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh175155(v=nav.70).aspx">How to: Set Up Time Sheets</a>, <a href="http://msdn.microsoft.com/en-us/library/hh167684(v=nav.70).aspx">How to: Set Up Time Sheets on a SharePoint Site</a>, and <a href="http://msdn.microsoft.com/en-us/library/hh175116(v=nav.70).aspx">How to: Create a Time Sheet</a>.</p>
</div>
<h4>Microsoft Dynamics CRM Integration</h4>
<div>
<p>If you have a customer relationship solution that is based on Microsoft Dynamics CRM, then you can integrate it with Microsoft Dynamics NAV with the Connector for Microsoft Dynamics. The Connector for Microsoft Dynamics enables simple integration and data synchronization between Microsoft Dynamics NAV and Microsoft Dynamics CRM. It supports:</p>
<ul>
<li>Microsoft Dynamics CRM 4.0</li>
<li>Microsoft Dynamics CRM 2011</li>
</ul>
<p>For each version, the On Premises and Online versions are supported.</p>
<p>You use the Connector for Microsoft Dynamics to synchronize the types of data that are common to both customer relationship and ERP software, such as customer, contact, and sales order information. As you work with this data, you can keep the information in both systems up to date.</p>
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/gg502460(v=nav.70).aspx">Integrating Microsoft Dynamics NAV with Microsoft Dynamics CRM</a>.</p>
</div>
<h4>Payment Services for Microsoft Dynamics ERP</h4>
<div>
<p>If you want to enable your customers to pay their sales orders with credit cards, then you can enable online credit card payments for Microsoft Dynamics NAV.</p>
<p>Receiving and processing online credit card payments for online and retail business provides flexibility and faster payments. The online credit card payment feature automates authorizing credit card amounts at the time of the order and processing the actual charge when the order is shipped and invoiced. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh167456(v=nav.70).aspx">Online Services for Microsoft Dynamics ERP</a>.</p>
</div>
<h4>Automated Data Capture System</h4>
<div>
<p>The implementation of Automated Data Capture System is now based on web services and is available in the RoleTailored client. The user experience remains the same. For more information about the simplified installation, setup, and configuration of ADCS, see <a href="http://msdn.microsoft.com/en-us/library/hh169047(v=nav.70).aspx" target="_blank">ADCS Overview</a>.</p>
</div>
<h4>Business Intelligence and KPIs</h4>
<div>
<p>In Microsoft Dynamics NAV 2013, enhancements have been added to augment your business intelligence toolset.</p>
<p><strong>Charts</strong></p>
<p>The following types of charts are offered in Microsoft Dynamics NAV.</p>
<h3></h3>
<table>
<tbody>
<tr>
<th>Chart type</th>
<th>Description</th>
</tr>
<tr>
<td>Generic chart</td>
<td>Can be based on any table or query, can be created by any user, and can be added to multiple UI types.</td>
</tr>
<tr>
<td>Specific chart</td>
<td>Is based on advanced data from a specific application area, can be edited by skilled users, and can be added to Role Centers.</td>
</tr>
</tbody>
</table>
<p>To view business data graphically, you can easily create or edit generic charts and then add them to Role Centers and FactBoxes with the <strong>Customize</strong>feature, or you can view data in list places as charts by choosing <strong>Show as Chart</strong>. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh179449(v=nav.70).aspx">How to: Add Charts to Role Centers and List Places</a>..</p>
<p>You can visualize data combinations in numerous ways by defining data and chart measures in the <strong>Generic Chart Setup</strong> window. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh179580(v=nav.70).aspx">How to: Create Generic Charts</a>..</p>
<p>In addition to generic charts, Microsoft Dynamics NAV offers a series of specific charts that you cannot create in the user interface, but that you can edit in multiple ways.</p>
<p>For some charts, such as the <strong>Finance Performance</strong> chart, you can edit existing charts or set up new variations by combining account schedule columns and rows in multiple ways and display them in different chart types to provide different financial performance indicators. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh879476(v=nav.70).aspx">How to: Edit Specific Charts</a>..</p>
<p><strong>Excel Integration</strong></p>
<p>You can now integrate with Microsoft Excel to produce Excel-based reports that use Microsoft Dynamics NAV pages as data sources. The data in Excel is provided in a data region format so that you can create PivotTables and reports. You can refresh the data in Excel to reflect updates that are made in Microsoft Dynamics NAV. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh167079(v=nav.70).aspx">Sending Data to Microsoft Excel</a>.</p>
<div>
<table>
<tbody>
<tr>
<th><img id="note" title="Hh173994.note(en-us,NAV.70).gif" alt="Hh173994.note(en-us,NAV.70).gif" src="http://msdn.microsoft.com/dynimg/IC101471.gif" />Note</th>
</tr>
<tr>
<td>If you change data in Excel, then it will not be reflected in Microsoft Dynamics NAV.</td>
</tr>
</tbody>
</table>
</div>
<p><strong>Find</strong></p>
<p>You can search in data by using Find in RoleTailored client. Find searches on all types of pages that have data, except in charts. Find is also available from action strips. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh879063(v=nav.70).aspx">How to: Use Find/Go to</a>..</p>
</div>
<h4>User Collaboration Tools</h4>
<div>
<p>In Microsoft Dynamics NAV 2013, enhancements have been added to improve opportunities for user collaboration.</p>
<p><strong>One Note Integration</strong></p>
<p>Microsoft Dynamics NAV includes integration with Microsoft OneNote. You can enable OneNote integration on a per-role basis in profiles. You can set up notes for records and pages. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh167030(v=nav.70).aspx">How to: Set up OneNote Integration</a>.</p>
<p><strong>Link Sharing</strong></p>
<p>You can share a link to any page with another user who has Microsoft Dynamics NAV installed. That user can open the link in Microsoft Word, Outlook, or OneNote. For example, on the <strong>Actions</strong> menu of a card or list, choose <strong>Copy Link to Page</strong>. Open an email message in Microsoft Outlook, and then paste the link in the body of the message. Send the email message that contains the link to another user. When the user chooses the link, the page opens in Microsoft Dynamics NAV.</p>
</div>
<h4>User Productivity</h4>
<div>
<p>In Microsoft Dynamics NAV 2013, enhancements have been added to improve user productivity.</p>
<p><strong>Ribbon</strong></p>
<p>The Action Pane has been redesigned and is now referred to as the <em>ribbon</em>. The redesign optimizes the use of the actions and commands by providing easier access to them. The ribbon is organized into tabs and groups and contains commands that are important to the user in a given context. Press Ctrl+F1 to toggle between collapsing and expanding the ribbon.</p>
<p>On pages in parts, such as FastTabs and FactBoxes, actions are now available from a toolbar that is located at the top of the part.</p>
<p><strong>Customizing the Ribbon</strong></p>
<p>With Microsoft Dynamics NAV, you can customize the ribbon to suit your needs. For example, you can add, remove, and rename actions, menus, and tabs. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh879067(v=nav.70).aspx">How to: Customize the Ribbon</a>.</p>
<p><strong>Additional Views on Ledger Entries</strong></p>
<p>All ledger entries are added to <strong>History</strong> on department pages to let you create custom views on role centers.</p>
<p><strong>Call-to Options</strong></p>
<p>Microsoft Dynamics NAV now uses the telephone client that is the default provider on the computer that is running the RoleTailored client. The call-to functionality is available from pages with phone number fields, such as the <strong>Contacts</strong> page or the <strong>Customer</strong> page.</p>
<p><strong>Filtering Enhancements</strong></p>
<p>You can use filters on lines of any page. For example, in a Sales Order document, on a sales line, press Shift+F3, or choose <strong>Add Filter</strong>, select the field that you want to filter, and then type a value to filter in the <strong>Type to filter</strong> box.</p>
<p><strong>Select All</strong></p>
<p>You can select all lines in a grid and use the options in the shortcut menu on all lines.</p>
<p><strong>Copy/Paste Rows</strong></p>
<p>You can copy and paste rows from Microsoft Dynamics NAV by using the shortcut menu. For example, you can copy lines from Microsoft Dynamics NAV and then paste the lines into Microsoft Excel. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh879056(v=nav.70).aspx">How to: Copy and Paste Rows</a>.</p>
<p><strong>Quick Entry</strong></p>
<p>Quick Entry allows for a faster and more efficient entry of data. Using the Enter key, the cursor jumps to the next field set to be a Quick Entry field. For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh179476(v=nav.70).aspx">How to: Customize FastTabs</a>.</p>
<p><strong>Message Bar on Top</strong></p>
<p>You will always find error messages and warnings at the top of a page that you are working on regardless of where on the page the error occurred. Select the message to go directly to the error.</p>
<p><strong>Setup Best Practices in Help</strong></p>
<p>Whether you use RapidStart Services for Microsoft Dynamics NAV to implement the setup values or you manually enter them in the new company, setup best practices topics in Microsoft Dynamics NAV Help can support your setup decisions with general recommendations for selected setup fields that are known to potentially cause the solution to be inefficient if defined incorrectly.</p>
<p>The following setup areas are covered:</p>
<ul>
<li>Supply Planning</li>
<li>Costing Method</li>
</ul>
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh179493(v=nav.70).aspx">Setup Best Practices</a>.</p>
<p><strong>Integration of Technical White Papers to Help</strong></p>
<p>The following technical white papers, published on PartnerSource, are now integrated into the product Help to provide detailed design information within Microsoft Dynamics NAV.</p>
<ul>
<li><strong>Warehouse Management Systems </strong>The content has been expanded with basic warehousing details and updates for Assembly Management.Links from existing warehouse topics to related sections of the white paper content can be identified by the &#8220;Design Details&#8221; prefix.
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh997363(v=nav.70).aspx">Design Details: Warehouse Management</a>.</li>
<li><strong>Inventory Costing </strong>The content has been restructured and updated with Assembly Management and various bug fixes.Links from existing costing topics, such as cost fields on item cards, to related sections of the white paper content can be identified by the &#8220;Design Details&#8221; prefix.
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh997389(v=nav.70).aspx">Design Details: Inventory Costing</a>.</li>
<li><strong>Supply Planning </strong>The content has been updated with Assembly Management and various bug fixes. In addition, the former “Reservation, Tracking, and Action Messaging” white paper is embedded as section 2.Links from existing planning topics, such as new planning parameter topics, to related sections of the white paper content can be identified by the &#8220;Design Details&#8221; prefix.
<p>For more information, see <a href="http://msdn.microsoft.com/en-us/library/hh997394(v=nav.70).aspx">Design Details: Supply Planning</a>.</li>
<li><strong>Item Tracking </strong>Links from existing item tracking topics to related sections of the white paper content can be identified by the &#8220;Design Details&#8221; prefix.For more information, see <a href="http://msdn.microsoft.com/en-us/library/jj552490(v=nav.70).aspx">Design Details: Item Tracking</a>.</li>
<li><strong>Dimension Set Entries </strong>Links from existing dimensions topics to related sections of the white paper content can be identified by the &#8220;Design Detail:&#8221; prefix.For more information, see <a href="http://msdn.microsoft.com/en-us/library/jj552498(v=nav.70).aspx">Design Details: Dimension Set Entries</a>.</li>
</ul>
</div>
<h4>New Keyboard Shortcuts</h4>
<div>
<p>With the introduction of the ribbon, some new keyboard shortcuts have been added.</p>
<h3></h3>
<table>
<tbody>
<tr>
<th>Keyboard shortcut</th>
<th>Functionality</th>
</tr>
<tr>
<td>Ctrl+F1</td>
<td>Toggle between collapsing and expanding the ribbon.</td>
</tr>
<tr>
<td>Alt</td>
<td>Display access keys in the ribbon.</td>
</tr>
<tr>
<td>Alt+F2</td>
<td>Toggle between hiding and displaying FactBoxes.</td>
</tr>
<tr>
<td>F12</td>
<td>Move to the main window.</td>
</tr>
<tr>
<td>Shift+F12</td>
<td>Move to the Role Center from a task page.</td>
</tr>
<tr>
<td>Alt+F12</td>
<td>Optimize space for the current page.</td>
</tr>
</tbody>
</table>
</div>
</div>
</div>
<div>
<div>
<div>
<p><a title="Collapse" href="http://msdn.microsoft.com/en-us/library/hh173994(v=nav.70).aspx">Deprecated Application Features in Microsoft Dynamics NAV</a></p>
<div>
<hr />
</div>
</div>
</div>
<div>
<p><a id="sectionToggle1"></a>The following table lists features that have been removed from Microsoft Dynamics NAV. In certain instances, a replacement technology is provided.</p>
<h3></h3>
<table>
<tbody>
<tr>
<th>Microsoft Dynamics NAV product area</th>
<th>Feature</th>
<th>Replacement</th>
</tr>
<tr>
<td>Application</td>
<td></td>
<td></td>
</tr>
<tr>
<td></td>
<td>Business Analytics</td>
<td></td>
</tr>
<tr>
<td></td>
<td>Business Notifications</td>
<td></td>
</tr>
<tr>
<td></td>
<td>Demand Planner</td>
<td></td>
</tr>
<tr>
<td></td>
<td>Production Schedule (Gantt Chart)</td>
<td></td>
</tr>
<tr>
<td></td>
<td>Microsoft Dynamics Mobile</td>
<td></td>
</tr>
<tr>
<td></td>
<td>Microsoft Dynamics NAV Employee Portal</td>
<td>Microsoft Dynamics NAV Portal Framework for Microsoft SharePoint 2010</td>
</tr>
<tr>
<td></td>
<td>Rapid Implementation Methodology Toolkit</td>
<td>RapidStart Services for Microsoft Dynamics NAV</td>
</tr>
</tbody>
</table>
</div>
</div>
<div>
<div>
<div><a title="Collapse" href="http://msdn.microsoft.com/en-us/library/hh173994(v=nav.70).aspx"> </a></div>
<pre><a title="MSDN" href="http://msdn.microsoft.com/en-us/library/hh173994(v=nav.70).aspx" target="_blank">MSDN</a></pre>
</div>
</div>
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<title><![CDATA[Senior Planner - Cosmetics Industry]]></title>
<link>http://talentfishers.wordpress.com/2012/06/05/senior-planner-cosmetics-industry/</link>
<pubDate>Tue, 05 Jun 2012 02:50:46 +0000</pubDate>
<dc:creator>teamtalentfishers</dc:creator>
<guid>http://talentfishers.wordpress.com/2012/06/05/senior-planner-cosmetics-industry/</guid>
<description><![CDATA[Talent Fishers is looking for a &#8220;Senior Planner&#8221; (based in Shanghai) for one of his pres]]></description>
<content:encoded><![CDATA[<p><a href="http://www.talent-fishers.com"><img class="aligncenter size-medium wp-image-5" title="Talent Fishers Asia" src="http://talentfishers.files.wordpress.com/2011/05/talent-fishers-asia1.jpg?w=300&#038;h=64" alt="The Recruitment specialist for Asia" width="300" height="64" /></a></p>
<p>Talent Fishers is looking for a &#8220;<strong>Senior Planner</strong>&#8221; (based in Shanghai) for one of his prestigious client!</p>
<p>Our client is a foreign company specialized in cosmetics and develops a wide range of products including skin care, hair care, hair color and make-up. The company has a long tradition of research and innovation and is expanding its production teams in Asia.</p>
<p>For this client, Talent Fishers is looking for a Senior Planner, to accompany the growth of the company in Asia.</p>
<p><strong>Job location: </strong>Shanghai</p>
<p><strong>Reporting to:</strong> Supply Flow Manager</p>
<p><strong>Professional Field:</strong> Supply Chain and Manufacturing</p>
<div>
<h1>Job description</h1>
</div>
<p>• Analyze, consolidate and dispatch to factories the monthly rolling needs of material<br />
• Analyze and monitor budget and three year forecast<br />
• Manage catalogue with zones, subsidiaries and factories<br />
• Manage and analyze slow moving and obsolete Stock Keeping Units<br />
• Anticipate and communicate low coverage, suggest solutions<br />
• Coordinate sub-contracting activities<br />
• Manage aging PLVs<br />
• Manage size of catalogue<br />
• Work closely with warehouse for all other logistic needs</p>
<div>
<h1>Job requirements</h1>
<p>• Degree in Supply Chain, Logistics or Business related<br />
• 5 years experience in supply planning and management<br />
• Experience with FMCG industry would be an advantage<br />
• Team player yet able to work individually<br />
• Proactive and Responsible<br />
• Fluent in Mandarin and English</p>
</div>
<p><strong>To apply for this position, click <a title="Talent Fishers jobs" href="http://www.talent-fishers.com/jobs.html" target="_blank">here</a></strong></p>
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<title><![CDATA[Now that's sustainable performance...]]></title>
<link>http://integrativeimprovementsystem.com/2012/04/03/now-thats-sustainable-performance/</link>
<pubDate>Tue, 03 Apr 2012 06:10:27 +0000</pubDate>
<dc:creator>Publications Editor</dc:creator>
<guid>http://integrativeimprovementsystem.com/2012/04/03/now-thats-sustainable-performance/</guid>
<description><![CDATA[By Intent Group Director — Tom Street, and CCI SVP Global Supply Chain — Roddy Martin. “&#8230;the s]]></description>
<content:encoded><![CDATA[By Intent Group Director — Tom Street, and CCI SVP Global Supply Chain — Roddy Martin. “&#8230;the s]]></content:encoded>
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<title><![CDATA[How Much To Buy And When?]]></title>
<link>http://blog.arnoldmarkwells.com/2011/12/02/friday-forethought-2-december-2011-another-practical-point-to-ponder-less-than-600-words/</link>
<pubDate>Sat, 03 Dec 2011 04:46:26 +0000</pubDate>
<dc:creator>Arnold Mark Wells</dc:creator>
<guid>http://blog.arnoldmarkwells.com/2011/12/02/friday-forethought-2-december-2011-another-practical-point-to-ponder-less-than-600-words/</guid>
<description><![CDATA[I want to bring your attention to an important basic and “best” practice that is often neglected. On]]></description>
<content:encoded><![CDATA[<p><strong><span style="color:#800000;">I want to bring your attention to an important basic and “best” practice that is often neglected.</span></strong></p>
<p>Once your supply planning or MRP system runs and creates recommendations for purchase or manufacture at lead time such that the right amount of material is supplied when it is needed in your time-phased plan, the recommendations are likely approved and executed.</p>
<p>While there may have been a batch or lot size calculation (or estimate) at some point in the past that was used to set a minimum lot size (or maybe even an incremental lot size) parameter in your item master, I suspect that <strong><span style="color:#800000;">there is no check</span> to see if you would be better off buying or making two, three or four or more periods of material, given the total cost of ordering, manufacturing, and receiving, etc., as well as the available quantity discounts balanced against the cost of holding any additionally purchased material. </strong></p>
<p>The counter argument is that you have used “lean thinking” to minimize setup and ordering costs and therefore, should only replenish what is immediately required by the next link in manufacturing or distribution.  Hopefully, it is even delivered “just-in-time” during that week.  That is a very worthy effort.</p>
<p>However, <strong><span style="color:#800000;">the ability to drive <em><span style="text-decoration:underline;">toward</span></em> a lot size of one and immediate changeovers can go farther in some industries than in others.</span></strong>  There are also other economic realities that need to be considered (i.e. quantity discounts, handling costs, fluctuating material costs, etc.) and which should never be ignored, not to mention the opportunity to intelligently hedge for any value network risks that may be spiking at any given point.</p>
<p>If you are able to put this into practice &#8211; the explicit consideration of <strong><span style="color:#800000;">this kind of “look ahead” calculation</span></strong> to optimize a purchase or work order by minimizing setup costs like ordering and handling and to take advantage of quantity discounts, but not to the point of incurring unnecessary carrying costs or obsolescence, keep in mind that your safety stock for the period in which the new material arrives should probably be much less than the calculated amount, if not actually zero.</p>
<p><strong><span style="color:#800000;">One way of dealing with this challenge lies through the path of collaboration.</span></strong>  If you can reliably share your requirements, costs and goals with your suppliers, they can then leverage the processes under their control in order to make sure you have what you need at the lowest total cost and risk.  This places the burden on the party who can most effectively address these considerations, but<strong><span style="color:#333333;"> it will only work if the collaborative arrangement provides for shared risks and rewards that drive both parties toward mutual benefit.</span></strong></p>
<p><strong><span style="color:#800000;">Some serious thought should go into the process of managing the collaboration, including what tools and metrics will enable efficient communication and management by exception</span>.</strong>  This approach obviously only works for qualified contract suppliers with whom you can develop a mutually vested relationship.</p>
<p><strong><span style="color:#800000;">You also need to quantify the potential benefit before entering into a collaborative arrangement.</span></strong></p>
<p>For those cases where a mutually vested partnership is not, or not yet, possible, <span style="color:#993300;"><strong><span style="color:#800000;">there are analytical approaches that your organization can take internally to address this challenge.  </span></strong></span></p>
<p><span style="color:#993300;"><span style="color:#800000;"><strong>These analytical approaches are likely outside of the core functionality of your planning system</strong></span><span style="color:#333333;">,</span> <span style="color:#333333;">but complimentary tools can be developed in Visual Basic/Excel that will add the necessary value.</span></span></p>
<p>Thanks for taking a moment to read <em>Supply Chain Action </em>this week.</p>
<p>Malcolm Forbes once said, “<strong><span style="color:#800000;">The best vision is insight.</span></strong>”  Let’s make sure we have done the analysis necessary to acquire the insight necessary for our vision.</p>
<p>Have a wonderful weekend!</p>
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<title><![CDATA[In Supply Chain Planning, One Size Does Not Fit All]]></title>
<link>http://blog.reanalyzeinc.com/2011/12/02/in-supply-chain-planning-one-size-does-not-fit-all/</link>
<pubDate>Fri, 02 Dec 2011 13:46:00 +0000</pubDate>
<dc:creator>Rob Ende</dc:creator>
<guid>http://blog.reanalyzeinc.com/2011/12/02/in-supply-chain-planning-one-size-does-not-fit-all/</guid>
<description><![CDATA[Supply Chain leaders recognize that their planning processes need to be tailored to the attributes o]]></description>
<content:encoded><![CDATA[<div style="font-family:inherit;">Supply Chain leaders recognize that their planning processes need to be tailored to the attributes or characteristics of specific items.&#160; However, many manufacturing and distribution companies still use&#8221;one-size-fits-all&#8221; approaches to Demand and Supply Planning.&#160; This often results in too much inventory on some items, and not enough inventory on others which can cause shortages and stock-outs.</div>
<div style="font-family:inherit;"></div>
<div style="font-family:inherit;">A number of years ago, at Arrow Electronics, we implemented a Categorization approach that applied different forecasting and inventory policies to each item based on the item&#8217;s demand characteristics, e.g., sales volume, variability of demand and risk profile (mainly, how much of the demand was concentrated with one or a few customers).&#160; This allowed planners to focus on the right items to ensure we had the right amount of inventory in the right place at the right time.&#160; It was a key element of an inventory strategy that improved inventory turns from 3.5 to 6 while improving customer service levels.</div>
<div style="font-family:inherit;"></div>
<div style="font-family:inherit;">Ask yourself these questions:</div>
<ul style="font-family:inherit;">
<li>Do you use the same forecasting process for all items?&#160; Or do you vary the process based on an item&#8217;s demand characteristics such as volume, variability or risk?&#160; How about life-cycle stage, i.e., do you forecast new items differently from mature or end-of-life items? </li>
</ul>
<ul style="font-family:inherit;">
<li>Do you set your inventory targets or reorder points based on consistent rules-of-thumb, e.g., 30 days coverage ?&#160; Or do you set them based on each item&#8217;s demand variability, lead time and variability of lead time? </li>
</ul>
<ul style="font-family:inherit;">
<li>Do you set lot sizes or MOQ&#8217;s for production or purchasing based on &#8220;gut feel&#8221;?&#160; Or do you employ some sort of Economic Order Quantity or Total Cost of Ownership approach to minimize total supply chain costs?</li>
</ul>
<div style="font-family:inherit;">For a good example of what I&#8217;m talking about, check out this video from SupplyChainBrain, featuring Tim Conrad of Gates Corporation.&#160; Gates implemented a process called &#8220;Plan for Every Part&#8221; or PFEP, which tailors Supply Chain and inventory strategies based on each item&#8217;s unique DNA. &#160; <a href="http://www.supplychainbrain.com/content/videos/2011-videos/scope-west-2011/why-you-should-plan-for-every-part/" target="_blank">Click here to watch the video.</a> </div>
<div style="font-family:inherit;"></div>
<div style="font-family:inherit;"><i>How well does your company align its Supply Chain Planning processes with the unique characteristics of each item?&#160; Have you thought about the inventory, service and cost benefits of a more tailored approach?</i></p>
<div class="MsoNormal">Until next time…</div>
<div class="MsoNormal"></div>
<div class="MsoNormal">Rob</div>
<div class="MsoNormal"> _________________________________________________________________</div>
<div class="MsoNormal"> </div>
<div class="MsoNormal"><i>Rob Ende is Founder and President of <a href="http://www.reanalyzeinc.com/" style="color:blue;">REanalyze Inc.</a>,  a Supply Chain, Inventory Management and Analytics consultancy based on  Long Island, New York.&#160; Rob can be reached at 631-807-2339 or <a href="mailto:rende@reanalyzeinc.com" style="color:blue;">rende@reanalyzeinc.com</a>.</i></div>
<div class="MsoNormal" style="line-height:normal;margin-bottom:0;"></div>
<div style="text-align:center;"><span style="font-size:xx-small;"><span style="color:#376092;">© 2011 REanalyze.Inc.. All Rights Reserved.</span></span></div>
</div>
<div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/6580377850508085978-2258474094882396872?l=reanalyzeinc.blogspot.com' alt='' /></div>
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<title><![CDATA[Two Thoughts on Safety Stock]]></title>
<link>http://blog.arnoldmarkwells.com/2011/11/18/friday-forethought-18-november-2011-two-thoughts-on-safety-stock/</link>
<pubDate>Fri, 18 Nov 2011 22:26:07 +0000</pubDate>
<dc:creator>Arnold Mark Wells</dc:creator>
<guid>http://blog.arnoldmarkwells.com/2011/11/18/friday-forethought-18-november-2011-two-thoughts-on-safety-stock/</guid>
<description><![CDATA[Jean-François Baril, Senior Vice President, Sourcing and Procurement for Nokia Corporation, based in]]></description>
<content:encoded><![CDATA[<p>Jean-François Baril, Senior Vice President, Sourcing and Procurement for Nokia Corporation, based in Espoo Finland, commented this week in a panel discussion hosted by SCM World and moderated by Kevin O’Marah, that “risk management is embedded in everything we do,” pointing out that supply chain managers not only have to manage what they see, but also what they do not see. </p>
<p>As we move into a shortened work week that launches the holiday season, managers of value networks face multiple risks including currency fluctuations, money supply, uncertainties about the future of sluggish economic growth, the directions of regulatory efforts, and lagging consumer confidence, to name a few.  Just as the management of information cannot be the sole purview of the IT department, so the management of risk in the value network must go beyond an executive or department that is designated by that name.  Management of risk in the value network will always remain a cross-functional endeavor. </p>
<p>More exotic risk management approaches such as those I have touched on previously (<em><a title="Supply Chai nMatters" href="http://www.theferrarigroup.com/supply-chain-matters/2011/10/31/supply-chain-matters-guest-posting-more-on-the-supply-chain-impacts-from-the-thailand-floods/" target="_blank">Supply Chain Matters</a> </em><em>and </em><a href="http://wp.me/p1NcfT-2K"><em>Supply Chain Action </em>7 October</a><em>) </em>will be much more effective if some of the less exotic “blocking and tackling” is in place to deal with more regular volatility in your business.</p>
<p>Inventory decisions and decisions regarding supply chain flexibility rank among the most important that your company will make and are significant drivers of enterprise value or lack thereof (<em><a href="http://www.apics.org.au/Default.asp?page=363">Journal of Enterprise Resource Management</a></em>).  One the inventory side, safety stock or buffer inventories are key decisions to help deal with volatility in demand (and hopefully supply).  On this Friday, here are two ideas to consider in this regard:</p>
<p>1)      Since safety stock is calculated and intended to compensate for historical variability in demand and supply, you probably should not update it every time you rerun your supply plan (e.g. Oracle ASCP or SAP APO) unless there is reason to believe that there will be a step change one way or the other in that variability in the future over lead time (plus the review period).  Updating safety stock too often can create additional noise in your supply plan that will only cause excess expediting costs.</p>
<p>2)      I tend to be a purest when it comes to getting a mathematically rigorous answer for safety stock, even in a multi-stage, stochastic environment (<a href="http://wp.me/p1NcfT-2w"><em>Supply Chain Action </em>29 September</a>), because I don’t want to leave any money on the table.  However, you can sometimes reach unanticipated diminishing returns if planners do not use the “rigorous” answer because they do not understand it.  So, consider the need for planners to understand and interact with the safety stock calculation and its result when you decide how “pure” the calculation needs to be.</p>
<p>Thanks for stopping by this Friday.  I won’t be making a post (or at least a full one) next Friday since we will be celebrating Thanksgiving in the US, so as you go into short week ahead, remember the words of one, W.T. Purkiser, who said, “It’s not what we say about our blessings, but how we use them, that is the true meaning of our thanksgiving. “</p>
<p>Have a wonderful weekend and a terrific Thanksgiving.</p>
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<title><![CDATA[Quota Arrangements in CTM ]]></title>
<link>http://alento.wordpress.com/2011/09/17/quota-arrangements-in-ctm/</link>
<pubDate>Sat, 17 Sep 2011 06:47:09 +0000</pubDate>
<dc:creator>alento</dc:creator>
<guid>http://alento.wordpress.com/2011/09/17/quota-arrangements-in-ctm/</guid>
<description><![CDATA[CTM considers only inbound quota arrangements. Inbound quota arrangements determine which proportion]]></description>
<content:encoded><![CDATA[CTM considers only inbound quota arrangements. Inbound quota arrangements determine which proportion]]></content:encoded>
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<title><![CDATA[Account Payables in Microsoft Dynamics NAV 2009]]></title>
<link>http://icepts.wordpress.com/2010/10/27/account-payables-in-microsoft-dynamics-nav-2009/</link>
<pubDate>Wed, 27 Oct 2010 17:56:49 +0000</pubDate>
<dc:creator>icepts</dc:creator>
<guid>http://icepts.wordpress.com/2010/10/27/account-payables-in-microsoft-dynamics-nav-2009/</guid>
<description><![CDATA[View this document on Scribd]]></description>
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<title><![CDATA[The iCepts' Advantage]]></title>
<link>http://icepts.wordpress.com/2010/10/22/the-icepts-advantage-3/</link>
<pubDate>Fri, 22 Oct 2010 19:20:21 +0000</pubDate>
<dc:creator>icepts</dc:creator>
<guid>http://icepts.wordpress.com/2010/10/22/the-icepts-advantage-3/</guid>
<description><![CDATA[Since 1980, iCepts Technology Group has been offering the &#8220;Best-of-Class&#8221; technology sol]]></description>
<content:encoded><![CDATA[<p>Since 1980, iCepts Technology Group has been offering the &#8220;Best-of-Class&#8221; technology solutions to help companies streamline their specialized business departments more efficiently and therefore become more profitable. We have implemented more than 350 systems and can help your company determine the appropriate technology fit.</p>
<p>Discover why customers have been with iCepts for so long; our vast industry knowledge, friendly personnel and superior customer service!</p>
<p>Whether it is Microsoft Dynamics NAV 2009 Enterprise Resource Planning Software (ERP), Accellos Warehouse Management Systems (WMS), E-Commerce Solutions, or just custom programming, let us use our industry expertise to work for you!  We provide start to finish services for all the solutions we represent. We provide services that cover process analysis, implementation, training, security and networking, as well as custom application development. Naturally, we also provide full ongoing support for years after implementation to help our clients succeed. We are your one stop shop for your business technology needs. Find out more at <a href="http://www.icepts.com" rel="nofollow">http://www.icepts.com</a></p>
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<title><![CDATA[Manufacturing in Microsoft Dynamics NAV 2009]]></title>
<link>http://icepts.wordpress.com/2010/10/08/manufacturing-in-microsoft-dynamics-nav-2009/</link>
<pubDate>Fri, 08 Oct 2010 15:21:51 +0000</pubDate>
<dc:creator>icepts</dc:creator>
<guid>http://icepts.wordpress.com/2010/10/08/manufacturing-in-microsoft-dynamics-nav-2009/</guid>
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<title><![CDATA[Question on Demand Planning &amp; Forecasting]]></title>
<link>http://blog.edhayes.us/2009/01/26/question-on-demand-planning-forecasting/</link>
<pubDate>Mon, 26 Jan 2009 22:03:24 +0000</pubDate>
<dc:creator>Ed Hayes</dc:creator>
<guid>http://blog.edhayes.us/2009/01/26/question-on-demand-planning-forecasting/</guid>
<description><![CDATA[I was sent a message on LinkedIn from a gentleman requesting my input on their planning methods. As]]></description>
<content:encoded><![CDATA[<p><img class="aligncenter size-full wp-image-100" title="linkedin_logo" src="http://edhayes3.files.wordpress.com/2009/04/linkedin_logo.png?w=119&#038;h=32" alt="linkedin_logo" width="119" height="32" /></p>
<p>I was sent a message on LinkedIn from a gentleman requesting my input on their planning methods. As I was writing my response, I thought that it would be of benefit to other people, so I am posting the question and response here. Click “read more” below to read the entire question and response.</p>
<p>Question:</p>
<blockquote><p>We both share the Supply Chain group on linkedin.I understand you have experience in Demand Planning &#38; Forecasting. We at the IBF &#8211; Institute of Business Forecasting &#38; Planning are currently researching what companies are doing to manage their inventory, reduce operating costs, improve customer retention &#38; fulfillment in this volatile market? Especially, when history can no longer be an indication of future outcome. It would be great if you could share some thoughts on what your company is doing to remain competitive and preserve cash. Furthermore, do you feel executives are recognizing the important of demand planning &#38; forecasting, more so now than ever before? And if so, are they only looking for technology as the quick fix, or improving processes from your viewpoint? Of course, we see pursuing technology without having proper processes in place to be dangerous.</p>
<p>So far, we’re seeing companies paying more attention to forecasting for items with higher value only, and doing it at shorter interval. We’re also seeing companies truly leveraging their S&#38;OP processes, as well as their POS and Syndicated data to make better planning decisions from having a clearer picture of consumer behavior at any given time.</p></blockquote>
<p><!--more-->Response:</p>
<blockquote><p>Thanks for the message. I was unfortunately laid off in December. However, I can tell you that we had a similar problem, and when I left we were working on reducing working capital. The problem we had was that the production planners at the plants were all trying to fill their production schedule so that the production line was utilized when there were crews there to staff it. As a result, inventory was extremely high and all of our plants.</p>
<p>We did a few things to try to solve this. First, I created a tool to analyze safety stocks using data from our order history and item level fixed days supply. Second, we would discuss the new safety stock recommendations, by item, with the plants before adding the new data to our Oracle Item setups. Finally, there was a push to drive production solely off of our manufacturing plan recommendations. Recommendations were driven off of daily customer orders, forecast, and safety stock demand.</p>
<p>Oracle adoption was pushed from very high up in the company. The one pending item that we were working on when I left was our legacy way of thinking of inventory targets. Prior to our Oracle implementation, we had inventory targets as a metric. These targets were Monday Morning levels of inventory. We assuming production seven days a week and shipping five days a week. So these levels were historically the highest point of our inventory and were the metric at which plants were gauged.</p>
<p>Post oracle, this economy, and staffing changes all impacted changes to actual inventories at plants, and it was apparent that a heuristic or best judgment way of creating these targets would not work. It was also apparent, in my mind, that it was a poor metric to use. Plants should not be graded on their levels of inventory as compared to one target: temporary order surges or lulls could make a plant look poor, when in fact it was producing perfectly against the manufacturing plan.</p>
<p>As I was leaving, I was in the process of creating a method of calculating inventory targets using the fore mentioned safety stocks, fixed days supply, and average daily shipments. Where the total volume of safety stock would be a “minimum” inventory, and a calculation based on fixed days supply and average daily shipments added to the safety stock would be the peak of inventory. Of coarse the peak may or may not land on a Monday like our prior metrics assumed; that was a change management issue that had yet to be discussed or resolved.</p>
<p>When it comes to forecasting, we were in the process of upgrading to Oracle Demantra when I left. Oracle Demantra would greatly improve our forecasting methods, and accuracy. And yes, It was apparent that accurate forecasts were an important part of our planning process. But, an accurate forecast is meaningless if you do not produce exactly what you are recommended to based off all of the data inputs including, but limited to, forecasts, safety stocks, and orders.</p>
<p>Hope that helps.</p></blockquote>
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