Blog

Open Source Integrators Nominated for Best Odoo Partner in North America Award

ryan.warrick — Tue, 19 Sep 2023 23:20:31 +0000

Open Source Integrators Nominated for Best Odoo Partner in North America Award ryan.warrick Tue, 09/19/2023 - 16:20

ERP awards season is upon us

This esteemed award honors the recipient's outstanding contributions to the ERP ecosystem and consistent track record of successful Odoo implementations. Only the most trusted partners, companies seeking innovative ERP solutions that seamlessly align with their unique needs and goals, are nominated. Needless to say, we are honored.

OSI prides itself on building close-knit relationships with clients, understanding their challenges, and working collaboratively to design and deploy tailored Odoo solutions. This approach ensures that every client feels like a valued member of the OSI family, with ongoing support and attention long after the implementation is complete.

The Best Odoo Partner in North America award is presented at Odoo's annual conference, Odoo Experience, an event dedicated to ERP and spotlighting companies that exhibit outstanding innovation, expertise, and commitment to the Odoo ERP platform. The award ceremony will take place at the Brussels Expo, Belgium, on November 9th at 5:30 PM. We look forward to celebrating the achievements of the ERP industry's best and brightest.

Previous acknowledgements

As a leading member of the Odoo community, we strive to continue to demonstrate our deep Odoo expertise with every project we work on. Our relentless dedication to hard work has earned us achievements such as:

Top Odoo Accounting Solution Provider - 2021, 2022
3-time Odoo Partner of the Year - North America - 2013, 2019, 2020, 2022 (Nominated)
20 Most Promising ERP Solution Providers- 2021
20 Most Promising Field Service Management Solution Providers- 2021

How to Avoid a Failed ERP Project

justin.hough — Tue, 07 Mar 2023 20:51:09 +0000

How to Avoid a Failed ERP Project justin.hough Tue, 03/07/2023 - 13:51

Blog

There are a lot of ways an ERP project can go wrong, but the details are seldom talked about. In this blog, we review eight ways a potentially successful ERP implementation can come off the rails.

Circumvent failure by avoiding these mistakes

Failed ERP project . . . Troubled ERP project . . .

Google offers over 12 million responses to these keywords, so it seems like this might actually be a problem.

We know ERP projects fail, because we get a lot of calls to salvage projects that have hit the rocks. Let’s talk about a few of the reasons we have seen projects fail:

Trying to implement a system internally: This isn’t to say that internal staff aren’t necessary. But, in practice, most staff already have a number of responsibilities, and may lack some of the key skills or experience that a good implementation partner will bring to the project. Internal staff commitments are absolutely necessary for project success.

Poor implementation partner selection: It is important to choose a partner that has a track record of successful ERP implementations and can provide the necessary support and resources. Implementation vendors should be able to provide useful references, case studies and demonstrated expertise in your business.

Over customization: ERP systems are designed to be flexible and can be customized to fit the needs of different businesses. However, customizing the system can be costly and can add to the overall budget of the project. Due to Odoo’s unique, universal, flexibility, the temptation is greater to modify the software– In the right hands, this is an incredible strength- In the wrong hands, it is an invitation to unmanageable technical debt.

Lack of proper planning: ERP projects are complex and require careful planning to ensure that all business processes are captured and integrated into the new system. If proper planning is not done, it can lead to delays, budget overruns, and tears.

Poor communication: Effective communication is essential for the success of any project, and ERP projects are no exception. If there is poor communication between team members, stakeholders, and the vendor, it can lead to misunderstandings and delays, i.e. discombobulation.

Incomplete scope: ERP projects often involve the integration of multiple business processes, which can be complex. If the scope of the project is not properly defined or is incomplete, it can lead to misunderstandings and scope creep.

Unclear project goals: It is important to have clear, measurable project goals that are understood by all stakeholders. If these goals are not clearly defined or are not aligned with the overall business strategy, it can lead to pain and frustration.

Resistance to change: Many ERP projects involve significant changes to business processes, which can be difficult for employees to accept. Change Management is a real thing– Read our friend Bob Lewis’s book here for some best practices.

Protect Your Business with Odoo Security Best Practices

julian.sanchez — Tue, 21 Feb 2023 19:12:11 +0000

Protect Your Business with Odoo Security Best Practices julian.sanchez Tue, 02/21/2023 - 12:12

Blog

Your Odoo system is vital to running your business, which means it can’t afford to be compromised. Take the steps to protect your system and your business with these Odoo security best practices.

General best practices for a secure Odoo system

Your Odoo system is critical to the operation of your business–it provides a central platform for managing and integrating various business processes such as finance, accounting, procurement, and human resources. Ensuring the security of your Odoo system is crucial to protect sensitive business data and prevent unauthorized access or disruptions to business operations. Here are some best practices for securing an Odoo system:

1. Implement strong passwords: Use strong, unique passwords for all Odoo system accounts, and regularly update them. Use a password manager to store and generate secure passwords- Don’t write them down on a post it note, and stick it on your monitor!

2. Enable two-factor authentication (2FA): 2FA adds an extra layer of security by requiring users to provide a second form of authentication, such as a code sent to a phone or a security token, in addition to their password.

3. Implement Single Sign-on: Use a single-sign on (LDAP, Auth.net, SSO, etc.) to eliminate user management and policy enforcement in a fragmented manner on multiple systems.

4. Implement a strong security policy based on zero-trust: Need to know, need to have bases and regular audits are a must to prevent threats against the most critical asset—“data.”

5. Implement regulatory controls: Safeguard business interests against regulatory threats / guidelines by verifying compliance and upkeep (GDPR, California Privacty Act, PCI, SOX) of the same.

Consider OpenAuth (OATH)

OAuth is an open standard for authorization that enables users to securely access resources on behalf of a resource owner, such as a user’s account on a third-party website or application.

In the context of an Odoo system, OAuth can be used to allow users to authenticate with the Odoo system using their credentials from a third-party identity provider, such as Google or Microsoft. This allows users to use a single set of credentials to access multiple systems and simplifies the login process.

To implement OAuth with an Odoo system, you would need to set up an OAuth server and configure the Odoo system to use OAuth for authentication. You would also need to configure the third-party identity provider to trust the Odoo system and allow users to authenticate using their credentials.

It is important to ensure that the OAuth implementation is secure and that all communication between the Odoo system and the OAuth server is encrypted to protect sensitive data.

3. Regularly update software: Keep all Odoo software and security protocols up to date with the latest patches and updates to fix vulnerabilities and protect against new threats.

4. Use encryption: Encrypt sensitive data, such as financial information and personal data, to protect it from being accessed by unauthorized parties.

5. Implement role-based access control: Assign different levels of access to different users based on their job roles and responsibilities. This helps to prevent unauthorized access to sensitive data and ensures that only authorized users can perform certain actions.

6. Monitor and log system activity: Monitor and log system activity to detect and respond to suspicious activity, such as attempted unauthorized access or data breaches.

7. Implement security controls: Use firewalls, intrusion detection systems, and other security controls to protect the Odoo system from external threats.

8. Conduct regular security assessments: Regularly conduct security assessments to identify and address vulnerabilities in the Odoo system.

Using an ERP System for Product Development

julian.sanchez — Fri, 17 Feb 2023 23:39:16 +0000

Using an ERP System for Product Development julian.sanchez Fri, 02/17/2023 - 16:39

Blog

Everybody thinks of ERP systems as production management tools . . . But did you know ERP platforms like Odoo can also help you model new products? In this article, you’ll explore two different product development scenarios from start to finish, both of which are structured to help you to put your own development and decision-making strategies into practice when getting started on a new product design.

ERPs are all about production management, right? They can’t help with Product Development, or if they do, it is only to provide sale and product management information.

Wrong—ERP systems can model new products, and help you get to the bottom of some important decisions.

Let’s try the first point—We can produce a new product virtually, prior to purchasing machinery, hiring staff, or investing in new space.

Here are some notes on our new product—A kid’s balsa glider

We need to stop for a moment, and think about how we make a glider. We need—

5 parts- a canopy, a wing, a fuselage, a rudder, and a stabilizer.
A location (desk) where you will assemble it.
A few minutes to put it together.
A location (down the hallway) where you will test fly it
And a few minutes of time to test fly it.
These factors seem a bit like a recipe. In Manufacturing, this list of materials and how they are assembled are referred to as a “Bill of Materials”, or BOM.

Also, the glider parts cost a few dollars to buy, and perhaps, you can sell it to an office mate for a few dollars more. You may need to order the parts, and you want to know how long it will take for new components to show up at your door. You will also want to keep track of how many parts you ordered, where you store the parts, and how many you have on hand. You also may want to reorder parts when your inventory gets below a certain level, so that you can always keep up with demand.

These factors translate to

Cost price and Sales price,
Suppliers and lead times,
Inventory and locations,
Stockage rules.

We will use all of these factors to define a product. The final road map of the product looks like this:

We will create this definition for the final product, as well as all the component products that go into making the final product. Here, you can see the components that go into making a glider.

For each product, the definition includes the name of the product, whether it is produced or purchased, the cost and sale price, the parts that make it up ( Bill of Material again), how many in inventory, and when we should reorder it, and the accounting information for purchasing or selling it.

To define the Bill of Material, we will describe the components that are used to make it.

The labor or machine stations where your product is assembled are known as “Work Centers.” In this case, we have defined two different work centers. At the first, you are putting together your glider, and at the second location, you have a space where you can test fly it.

Now, we can add time to assemble your glider at these stations, and define the order in which you will do the work. In building a “Routing” of your work, you are defining the location, time or machine effort, and the order of your assembly. Here, we have defined a “Cycle” of work to take 60 minutes.

By building this model of a proposed product’s assembly system, we can now modify it, and look for optimizations.

We can try variations such as faster machinery, pieces coming to you preassembled, or more staff. You can test your assumptions about production costs prior to ordering equipment or inventory. This alone can save you a lot of time and money.

Some deliverables that may be included might be:

Expected costs, revenue and throughput capability of the complete system.— See example #1

Example #1: Expected costs and revenue calculations.

Let us assume that the company has some data on the time between orders plac ed by customers. Using this data, we can generate an Emperical Distribution Function (EDF) based on the frequency of the data. Next, using tried and true regression techniques, we can fit a number of distributions to the EDF and determine the best fitting distribution.

In the figure below, the blue line represents the raw data and the red line is the best fitting distribution.

The best fitting distribution using the given data is an Exponential Distribution with the parameter λ = 0.2604. Using the properties of the Exponential Distribution, the mean of the distribution is equal to 1/λ = 3.84 days given that the data was days between order arrivals.

Now lets equate this to the expected cost and revenue. If the expected arrival time is 3.84 days between orders, and using a similar process, we determine the expected number of products in a given order is 25, then we can calculate the expected (E) revenue as:

E[Revenue] = (Revenue per Product)*E[Order Quantity]*(#Business Days/E[order arrival time])

Therefore, if the amount of revenue per product is $20.00 and there are 250 business days in a calendar year, then:

E[Revenue] = $20.00 * 25 * (250/3.84) = $32,55.08

Similar calculations can be used to determine expected costs as well.

Parameters with high sensitivity.

Example #2: Sensitivity Analysis (Variation in Net Cash Flow given changes to Unit Cost and Units Sold):

Optimized manufacturing configuration, and identify possible system constraints.

Example #3: Optimized manufacturing configuration, and identify possible system constraints:

Lets assume that we have a machining process that takes 2 minutes to complete a job from part arrival until completion. Also assume that orders arrive at a rate of 2 orders per minute based on an exponential distribution. The table below represents a simulation of 30 arrivals. Using the arrival data and machine processing time, we can determine valuabl e information that will help the client optimize their process based on certain criteria. For example, we were able to determine not only when the machine was busy, we were also able to calculate idle time. By summing the last column (Machine Idle Time), the machine was idle a total of 23.10 minutes. Given all orders were received and processed within 83.10 minutes, the machine was idle 28% of the time.

How good is this estimate of 28% you ask? Well, the beauty of simulation allows us to re-run this simulation multiple times and determine an average idle time and corresponding standard deviation. We re-ran this simulation 60 times and calculated the following:

Average Machine Idle Time = 13.78%

Standard Deviation of Idle Time = 8.44%

Lastly, we can use the simulation to determine location of possible constraints. Note that the column titled “Queue Length.” Here we can change certain parameters and see the impact on the size of the queue. Also, random breakage times can be introduced and analyzed for downstream impact.

Other things that can be tested for:

Optimized supply chain/vendor selection.

Optimized location ( if lead times differ greatly from place to place).

Reduced costs and risks prior to buying hardware, leasing spaces, or ordering inventory

Prediction of problems or critical issues prior to launch, with possible mitigations.

Confimation of the business plan, by simulating the first XX months or years.

Determine probability distribution functions to model future system performance.

Competitive Analysis

Now, let’s try this for some competitive analysis—Let’s change our scenario a bit.

We have a competitor that makes a small, quiet drone helicopter

We can use an ERP to simulate how much it costs to make, and how many systems our competitor can make during a day.

We would use the same process described above- We would create a product out of their bill of materials.

4 Fiberglass struts,
2 Aluminum Carrier platform
Power distribution board/Battery
Hardware kit
Wiring Harness
4 Motors
4 Propellers
3D Robotics Arduino board.

We are making an assumption that there are two major subcomponents in their manufacturing—We think they assemble the frame (all the hardware bits) separately from producing the “brains” as a Power and Nav assembly. We have these broken out as assemblies that will be mated together for the final product.

Next, we can simulate their assembly systems.

We can get information about their address, and then look them up on one of the popular web mapping sites. From here, we can start to get, we can make some assumptions about how big their building is, and how many people work in the office.

With a little bit of analysis, we can count approximately 20 cars in the parking lot, and 1 truck at a level ground door location. We can assume they have approximately 20 employees, and perhaps 10 people work in assembly.( the balance work may work in administration, sales, shipping/recieiving or other functions).

Doing a bit of measurement, we can guess the building is approximately 4700 square feet as well. Let’s assume ½ of this is availible for manufacturing, so 2350/square feet for assembly

We know that our competitor uses state of the art machine tools and robotic assembly tools that take up approximately 100 square feet. Assuming each machine has one person working with it, and some room between the machines, let’s round this up to 200 square feet each.

These machine tools and robotic assembly stations are set up to each do one task. When we try to build one with the parts in the BOM, we notice it takes 10 steps to assemble and test. We can assume that it may take 10 work stations, one for each step. This also corresponds well to our workforce estimates.

If we have 10 work stations, each at 200 square feet, this calculates to roughly 2000 square feet, and we have figured out that our competitor has only one production line ( There isn’t room for two in this space).

Let’s build the routing of work—Here is the first one for the Power and Nav Assembly:

Now, let’s run this example

We will create a manufacturing order for 25 finished products. We are assuming that we have raw materials in stock. Based on the routings that are set up and the time budgeted for each step, we can get the following results:

We can sum up the total estimated costs for this manufacturing run and the capacity of the factory used:

We start analyzing the moves and quantities for each component needed to make up the order

And look for sensitivity based on component lead times, and the min and max ordering quantity for these components.

We will repeat this process, changing one thing at a time, and running the different systems in parallel. We will determine probability distribution functions to model future system performance, based on these variations.

By following this process, we can gain a lot of insights.

Expected costs, revenue and throughput capability of the complete system.
Parameters with high sensitivity.
Possible manufacturing configuration.
Possible supply chain/vendor model
Analysis of competitor’s advantages ( Supply chain, location, flexibility, costs)
Benchmarking—You can test your own innovation against this benchmark, and determine risk..
Examination of competitor to find inflexibility and gaps in the market, and exploit these gaps.

9 Steps to a Higher Quality ERP Implementation Outcome

bettina.acosta — Fri, 17 Feb 2023 23:22:00 +0000

9 Steps to a Higher Quality ERP Implementation Outcome bettina.acosta Fri, 02/17/2023 - 16:22

Blog

ERP implementations are a stressful time for your company, and for good reason. Without the right guidance and strategy, deciding to build a fully integrated ERP system often lead a lot of businesses into the dark. But there are more than a few ways to avoid this outcome. In this article, read about 9 different steps that can help your company implement with quality.

If you’re reading this, it’s likely that your organization is getting serious about implementing an ERP system. You might be doing this for a variety of reasons—scale, efficiency, drive processes and production, etc. and/or all of the above—but no matter what your reason, there is a whole constellation of details and steps to consider before initiating your implementation.

You have a long road ahead of you, and you’re going to need to look at the process from a variety of angles and perspectives that give way to strategies for a successful project. To help you in your journey, below we’ve listed 9 steps that our ERP experts consider before, during, and after your implementation. Each of which is its own journey in itself, and will require their own strategies and commitments in order to be successful.

But for now, we figure we’ll start here. OSI’s 9 steps toward a successful ERP implementation:

1. Conduct a thorough analysis of the organization’s needs: It is important to carefully assess the organization’s business processes and needs before selecting an ERP system. This can help ensure that the chosen system is a good fit and reduce the risk of implementation failure.

One way OSI analyzes organizations is by conducting a thorough and honest pre-implementation workshop, that way both parties know what we’re getting into before getting started on the challenging road to full integration.

2. Choose the right ERP system: Carefully evaluating different ERP systems and selecting the one that best meets the organization’s needs can help reduce the risk of implementation failure.

3. Proper project management: Proper project management is crucial to the success of an ERP implementation. This includes setting clear goals and objectives, establishing a timeline, and effectively communicating with all stakeholders.

4. Proper user training: Providing proper training to users can help ensure that they are able to effectively use the ERP system and reduce the risk of errors or issues.

5. Testing and quality assurance: Thoroughly testing the ERP system before and after implementation can help identify and fix any potential issues, reducing the risk of implementation failure.

6. Risk management plan: Developing a risk management plan can help identify and mitigate potential risks associated with the ERP implementation. This may include identifying potential risks, developing contingency plans, and regularly monitoring progress to identify any issues that may arise.

7. Establish a clear roll-out plan: Developing a clear roll-out plan can help ensure a smooth and successful implementation. This may include a phased approach, where the ERP system is rolled out to different departments or business units over time.

8. Implement strong security measures: Implementing strong security measures can help protect the ERP system and the sensitive data it handles, improving its overall quality and reliability.

9. Engage with a reputable vendor: Engaging with a reputable vendor can help ensure that you have access to high-quality support and resources to help improve the performance of the ERP system.

What is Business Process Re-engineering?

julian.sanchez — Fri, 17 Feb 2023 00:00:59 +0000

What is Business Process Re-engineering? julian.sanchez Thu, 02/16/2023 - 17:00

Blog

Business process reengineering (BPR) is a management can help your business find improvements in overall performance, such as cost, quality, service, and speed, and can be a useful tool for organizations seeking to implement enterprise resource planning (ERP) systems.

Business process reengineering (BPR) is a management approach that involves the radical redesign of business processes to achieve significant improvements in performance, such as cost, quality, service, and speed. It can be a useful tool for organizations seeking to implement enterprise resource planning (ERP) systems, as it can help to align business processes with the capabilities of the ERP system and ensure that the organization is getting the maximum value from the technology.

Enterprise resource planning (ERP) systems are designed to support and automate various business processes, such as financial management, supply chain management, human resource management, and customer relationship management. When an organization implements an ERP system, it typically involves significant changes to the way the organization conducts its business.

BPR is generally considered important during the preliminary phases of an ERP implementation.

If an organization’s business processes are already well-aligned with its goals and the capabilities of the ERP system, then BPR may not be necessary. On the other hand, if the organization’s business processes are not optimized or are not aligned with the ERP system, then BPR may be useful in helping to redesign those processes to achieve better performance.

Ultimately, the decision to pursue BPR in an ERP implementation should be based on a careful analysis of the organization’s needs and goals, as well as an assessment of the current state of its business processes and how well they are aligned with the ERP system. It may also be helpful to consult with ERP experts or conduct a pilot project to test the effectiveness of BPR in the organization’s specific context

For example, an organization might use BPR to redesign its financial management processes to better align with the capabilities of the ERP system. This might involve streamlining and automating processes, such as invoicing, billing, and accounts payable, to reduce errors and improve efficiency. Similarly, an organization might use BPR to redesign its supply chain management processes to better leverage the capabilities of the ERP system, such as by improving forecasting and inventory management.

Techniques for business process re-engineering

There are several techniques that organizations may use in business process reengineering (BPR) efforts to redesign their business processes and achieve significant improvements in performance. Some of the most popular BPR techniques include:

1. Process mapping: Process mapping involves creating a visual representation of a business process to better understand how it works and identify opportunities for improvement. This can be done using a variety of tools, such as flowcharts or process diagrams.

2. Lean: Lean is a management approach that emphasizes the elimination of waste and non-value-added activities in order to improve efficiency and effectiveness. It is often used in BPR efforts to streamline processes and eliminate unnecessary steps.

3. Six Sigma: Six Sigma is a data-driven approach to process improvement that aims to eliminate defects and variability in processes. It involves the use of statistical analysis and other tools to identify and eliminate root causes of problems in processes.

4. Agile: Agile is a project management approach that emphasizes flexibility and rapid iteration. It is often used in BPR efforts to allow organizations to quickly adapt to changing customer needs and market conditions.

5. Design thinking: Design thinking is a creative problem-solving approach that involves understanding users’ needs and developing solutions that meet those needs. It is often used in BPR efforts to design processes that are more user-friendly and effective.

Ultimately, the specific techniques that an organization chooses to use in its BPR efforts will depend on its specific needs and goals, as well as the current state of its business processes.

Using a "Digital Twin" to Optimize Your Company Data

julian.sanchez — Thu, 16 Feb 2023 23:35:01 +0000

Using a "Digital Twin" to Optimize Your Company Data julian.sanchez Thu, 02/16/2023 - 16:35

Blog

What is your data communicating to you? Does analyzing your data feel like trying to drink from a firehose? What is the TRUE value of your current data? In this article, learn about how adopting a “Digital Twin” can help your company optimize the way you use your data.

Move from drowning data to imagining the future of your products

Companies trying to find a competitive advantage are having to work harder than ever to keep up with their large datasets, and Research and Development and Product Engineering have never been more important in ensuring that a new product meets market demands and manufacturing realities.

A technique used by many top quartile companies is to simulate the manufacturing systems in their ERP system, prior to investing in space, equipment or materials. Sometimes called creating a “Digital Twin”, these simulated operations allow forward thinking companies to learn more quickly, and create evolved production systems that are more efficient and flexible.

The power of machine learning

Machine learning, tied to Big Data and Internet of Things (IOT) sensors powers many of these new approaches. Companies monitor real time manufacturing, sales, and supply chains of existing products, and use this information to create new products, as well as variants of existing products. Factors including machine speed, seasonal weather, and quality checks can be regrouped to provide meaningful information for current, and future products, instead of wasted data, or worse yet, noise. These advantages have been known about for some time, and are in use in leading companies in all industries.

Top performing organizations take this a step further - they use this abundance of data, and their ERP and other manufacturing systems to simulate production with enough accuracy to drive out mistakes and waste, and create optimized manufacturing operations, prior to embarking on large investments.

Mapping optimized operational conditions

Simulated operations use advanced analytics to map optimized operational conditions. These optimized conditions can be played out over one day, one month, one year, or over whatever time horizon is best. Supply chain or manufacturing bottlenecks can be identified proactively, and addressed quickly. Equipment breakdowns can be simulated to learn the effects, and with this information, predictive maintenance can be included, reducing glitches on the production floor. All of this can be done prior to investments in labor, space or equipment, reducing risks measurably.

Costs and the task ahead

All good things come with a start-up cost. When considering cost, isn’t it better to spend thousands now to save millions in the long term? Properly understanding the start-up costs of an improvement is essential for long-term, sustained growth. In order to set the framework for a robust digital twin approach to business growth, your organization’s processes and procedure must be accurately mapped and documented. The power of a digital twin is only realized when the source information is robust and accurate.

Implementing a digital twin is no small task. It requires each transaction from order to cash and procure to pay to be identified, investigated, and validated. Mapping these transactions in a process map is the first critical step. Once processes are mapped, they can then be quantified in terms of cost and value. Each step is now clearly understood, and each actor (machine or human) that is responsible is accounted for. The output of these transactions is always data, and the value of that data is more clearly understood when mapped at the organizational level. Do you know if the Open Orders report generated by Customer Service is actually of value to Production Planning? Is there another report that the planners use instead? A digital twin can help you quickly answer these questions in an efficient manner.

Once your business processes are digitized and quantified, you have a digital twin. This can be used to simulate change. One simple change can be proposed to the organization and all downstream and upstream impacts can be identified. Eliminating the Open Orders report may save Customer Service 10 hours per week, but it may also impact how Purchasing evaluates current raw material demand. A digital twin can quickly identify this unforeseen consequence and ensure that valuable data for one business unit is not deleted for the sake of optimizing another. The true power of running simulations, such as the simple one described here, is to not only identify opportunities for improvement but to also identify potential consequences.

When adding a new product line, your digital twin is essential to understanding ALL costs and consequences associated with the change. Can the new product be manufactured with the current configuration? Does the new process impact another process in an established product line? What are the potential operational and transactional costs of implementing or changing a product line? Do these costs align with those used to calculate the ROI? Once again, simulating these changes first can incur a small cost, but can also mitigate the risk of incurring much larger costs due to unforeseen consequences.

Companies that have implemented this approach positively have seen 5% or greater growth in productivity, lower costs, and measurably better quality. These insights have unlocked capacity in factories, eliminating the demand for more space or equipment.

Open Source Integrators’ experience in this is significant, dating back decades, using ERP and other associated tools to create intelligent simulations that drove key construction, utility, and manufacturing decisions. OSI’s decision support systems (DSS) have helped business and policy leaders avoid problems, and make better decisions, with more success.

On-shore Vs. Off-shore for ERP Implementations

julian.sanchez — Thu, 16 Feb 2023 19:18:03 +0000

On-shore Vs. Off-shore for ERP Implementations julian.sanchez Thu, 02/16/2023 - 12:18

Blog

The world is getting smaller, bringing in new opportunity to hire contractors overseas for your ERP implementation needs. However, there are certain pitfalls and risks that come with going off-shore - risks that aren’t quite as present with on-shore option. In this article, we pit on-shore and off-shore options head to head.

Offshore pitfalls

OSI is a global organization, with offices throughout the US, as well as affiliated companies internationally. We understand and appreciate how the world has become a lot smaller, and more interconnected.

At the same time, off-shore contractor ERP implementations have a difficult track record, and OSI is often asked to help mitigate project problems and address risks. Over the years, we have seen a few common problems, such as:

1. Communication challenges: Offshore staff may not be located in the same time zone or speak the same language as the rest of the implementation team, which can make communication and collaboration more difficult.

2. Cultural differences: Offshore staff may have different cultural backgrounds and work styles, which can lead to misunderstandings and conflicts.

3. Lack of local knowledge: Offshore staff may not be familiar with local laws, regulations, and business practices, which can lead to problems with compliance and operational efficiency.

4. Time zone differences: Working with offshore staff in different time zones can lead to delays and difficulties in coordinating meetings and project tasks.

5. Security concerns: There may be concerns about the security of sensitive data being transmitted to offshore staff, particularly if data protection laws and regulations are different in the country where the staff are located. This risk can arise if offshore staff are given access to sensitive data or systems without appropriate security measures.

To mitigate this risk, it is important to implement strong security controls, such as access controls, encryption, and regular security assessments, to protect against unauthorized access or data breaches. It is also advisable to have clear policies in place regarding the handling and transmission of sensitive data, and to provide training to offshore staff on how to handle and protect data.

In addition, it is important to ensure that offshore staff are subject to the same security standards and protocols as local staff, and to have a clear process in place for handling security incidents and breaches. By following these best practices, you can help to ensure the security of your ERP system and protect your business’s sensitive data and operations.

Why use on-shore?

On-shore companies are generally considered to be better for ERP implementations for a number of reasons.

Perhaps the biggest reason is that they are typically more familiar with local business practices, regulations, and cultural norms, which can make it easier for them to understand the specific needs and requirements of a company. This can be particularly important when it comes to ERP implementations, which often involve complex and highly customized systems that need to be tailored to the unique needs and processes of a particular organization.

Another reason why on-shore companies may be preferred for ERP implementations is that they are generally easier to communicate with and work with on a day-to-day basis. This can be especially important when it comes to working through any issues or challenges that may arise during the implementation process. On-shore companies are also typically more accessible, which can make it easier to get the support and assistance you need during the implementation process. The importance of language and cultural familiarity cannot be overstated- Onshore companies may have a better understanding of the local language and culture, which can be beneficial when implementing an ERP system that will be used by employees in the same region.

On-shore based companies generally are less expensive and more likely to be delivered on time than offshore companies in ERP implementations– This may seem counterintuitive– However, Offshore companies are more likely to over customize the solution. This is a result of taking a “Software development” approach instead of “Solving a business problem” approach in the project. Scope creep, training and change management risks are more likely outcomes, due to the incentives inherent in offshore company operations.

8 Steps to Selecting an ERP Implementation Partner

bettina.acosta — Mon, 13 Feb 2023 22:34:07 +0000

8 Steps to Selecting an ERP Implementation Partner bettina.acosta Mon, 02/13/2023 - 15:34

Blog

From expertise, to costs, to whether or not you connect with their culture, there are many aspects to consider when choosing your ERP implementation partner. In this article, take 8 steps to choosing the right people for your upcoming ERP project.

ERP Implementation Partner Selection Criteria

A wild guess–you are in the process of selecting an implementation partner to help you with your Odoo project. We thought about what it would be like to be in your situation, and what kind of advice we would want. In thinking about this quite a bit, we feel there are some important criteria that you can use to help you find the implementation partner that will be the best fit for you.

1. Expertise and experience: Look for a consultant or integrator who has significant experience working with Odoo, and a proven track record of successful Odoo implementations.

2. Communication and collaboration skills: It is important to work with a consultant or integrator who can effectively communicate with your team and collaborate with you to identify and address any issues that may arise during the implementation process.

3. Industry knowledge and expertise: Consider a consultant or integrator who has experience working in your industry and understands the unique challenges and requirements of your business. Ask them about certifications in Supply Chain, Accounting, Security, as well as their approach to Business Process optimization for your industry.

4. Flexibility and adaptability: The best consultants and integrators are able to adapt to changes and challenges that may arise during the implementation process and work with you to find solutions.

5. Consider their approach: Pay attention to the approach the consultant or integrator takes to ERP implementations. Do they take a more consultative approach, working closely with your team to understand your business needs and customizing the solution accordingly? Or do they take a more hands-off approach, simply installing the software and leaving you to figure out how to use it?

6. Reputation and references: Ask the consultant or integrator for references and case studies of their previous work. This will give you a sense of their experience and the types of projects they have successfully completed.

7. Culture fit: It’s important to work with a team that shares your organization’s values and culture, as the implementation process can be a collaborative effort that requires close communication and teamwork. It is also important to meet the team that will be working on your ERP implementation, as you’ll be working closely with them for an extended period of time. Make sure you feel comfortable with the team and confident in their ability to deliver the results you need.

8. Costs: This is important, but needs its own space to be unpacked more–as we will, in our next article.

The Value of a Workshop: Starting on the Right Foot

julian.sanchez — Mon, 13 Feb 2023 20:11:21 +0000

The Value of a Workshop: Starting on the Right Foot julian.sanchez Mon, 02/13/2023 - 13:11

Blog

ERP system implementations are vital for any growing business, which is why every project we work on starts with a pre-implementation workshop built with success in the end in mind. In this article, get insights into your upcoming ERP implementation workshop with OSI.

If you don’t know where you are going, any road will get you there.

Lewis Carroll

Combating negative industry trends with a highly collaborative approach

Lewis Carroll might have meant the above quote in a whimsical and witty way–but at OSI, we like to take it literally.

Through our many years of experience, we learned that ERP implementations don’t fail because of the technology–they fail because of the lack of planning, leadership alignment, or business process inefficiencies. Industry data on ERP implementations states that 50% fail the first time around, cost much more than was initially budgeted, and can take 30% longer than anticipated.

OSI combats these negative industry trends by initiating a collaborative workshop environment as the very first step to any engagement. Our team allots a full week to meeting your team and identifying all business processes that will be impacted by the ERP implementation. We analyze your situation, goals, and timeline, and then advance and simplify future phases of work by optimizing the more critical parts of your business system.

At the end of the workshop, we provide our clients with a fully comprehensive ERP Implementation Plan that includes several options–budgets and time commitments included–which all parties will need to adhere to in order to achieve our identified outcomes. Our approach allows clients to have a high degree of confidence in the solution selected. Through our workshop deepdive, we hope to help you feel assured that your desired digital transformation will be achieved–planned, and on time.

What is our Bridge to Integration Workshop?

ERP implementations are a huge step for your organization, which is why every project we work on starts with a pre-implementation workshop built with success in the end in mind. Should you decide to go with OSI as your ERP implementation partner, our workshop is specifically designed to help us determining the scope of the potential project, optimize your processes, choose the tech stacks, establish your integration and implementation plan, discuss system training options, and iron out an all-inclusive budget for the specific timeline we’ve agreed upon.

Specifically, your organization can expect the workshop evaluation to be comprised of:

Needed requirements gathering: Aligning the group on implementation requirements with your key decision makers present
Focusing the attention of all involved in the implementation on a concise review of the end-to-end process.
OSI will level-set understandings of your ERP requirements within your organization.

Why do we consider workshops so important?

As goes with any partnership, underlining the terms and setting expectations is key to ensuring success. Decision makers on both ends of the partnership need to be sure they’re aligned on all aspects of the process to come. Otherwise, when it comes to projects as large as a full-scope ERP implementation, things can get messy. A workshop builds good communication into the project from the start.

A successful workshop will:

Determine your organizational readiness for a new ERP system
Help you understand the scope required for your implementation
Allow us to more accurately estimate the scope of the engagement
Prevent massive budget and time overruns
Provide decision makers to act based on realistic budget expectations
Identify goals of implementation and roadmap to complete these goals
Create prioritization of goals and possible phases to rollout deliverables
Help you understand your organization need for an ERP system
Help promote change readiness throughout your entire organization
Allow us to become familiar with your organization and how best to shape your ERP implementation to facilitate your requirements.

Where will the workshop take place?

At OSI, we offer full flexibility. We want you to be comfortable during the workshop, with convenience and time acting as our top priorities. That said, workshops can be performed:

In person at your organization
In person at one of OSI’s regional offices
Virtually

Who exactly is involved in the workshop?

As noted above, meeting either virtually or in person allows you to meet the OSI team and determine if you’d like to select us as your ERP Implementation team. Given that the success of the vast majority of ERP implementations has to do with the ERP team, not the software solution, it is important to make sure that your ERP integration team understands your organization before investing in a project, and to ensure your chosen integrator owns the proper competency in assisting you in your end goals.

As for our integration team, our approach has always been to hire business professionals with differing areas of expertise. Our team is composed of CPAs, CMAs, MBAs, as well as Warehouse, Manufacturing, Engineering, and Field Service experts, whose skill sets we’ll match to your industry’s specific needs.

How will the workshop flow?

Our approach is to guide you through each of your functional areas required in your ERP implementation. In general, this will include following a scheduled outline that keeps meetings on track and on schedule, as well as ensuring we don’t miss gathering any valuable requirements.

In the interest of gathering all requirements, we’ll take it upon ourselves to lead these workshops and ask all necessary questions. Of course, we ultimately view our projects as a kind of collaboration, but will take the reins and point your project due North in an effort to assure your organization that all is in good hands.

Deliverables: What can you expect as a result of a workshop?

Concluding an integration workshop, you’ll receive documentation of all information gathered at the workshop in an organized format. This includes but is not limited to:

Documentation of your Order to Cash and Procurement to Pay workflows
Key requirements/takeaways
KPI’s to assist your organization with your ERP decision making process and ROI’s that you can expect from these deliverables
Your organization’s pain points
Proposed schedule to fit your required go-live dates
Risks that we’ve identified
Requirements by functional area
Scope of Integrations required
Gaps in the software and options to fill these gaps, including proposed applications already developed or configuring the software to your needs.

Steering clear of a piecemeal approach

In the event of any kind of software implementation, requirements will need to be gathered eventually. Which is to say that if these requirements are gathered piecemeal throughout the implementation itself, then this will be billed at our hourly rate. Not only is this the more expensive approach, but can also lead to a muddier execution of the implementation process throughout. The ultimate value of a workshop is to conduct vital requirements gathering for a more efficient, more successful, implementation.

Blog

Open Source Integrators Nominated for Best Odoo Partner in North America Award

ERP awards season is upon us

Previous acknowledgements

How to Avoid a Failed ERP Project

Circumvent failure by avoiding these mistakes

Protect Your Business with Odoo Security Best Practices

General best practices for a secure Odoo system

Consider OpenAuth (OATH)

Using an ERP System for Product Development

Competitive Analysis

9 Steps to a Higher Quality ERP Implementation Outcome

What is Business Process Re-engineering?

Techniques for business process re-engineering

Using a "Digital Twin" to Optimize Your Company Data

Move from drowning data to imagining the future of your products

The power of machine learning

Mapping optimized operational conditions

Costs and the task ahead

On-shore Vs. Off-shore for ERP Implementations

Offshore pitfalls

Why use on-shore?

8 Steps to Selecting an ERP Implementation Partner

ERP Implementation Partner Selection Criteria​

The Value of a Workshop: Starting on the Right Foot

Combating negative industry trends with a highly collaborative approach

What is our Bridge to Integration Workshop?

Why do we consider workshops so important?

Where will the workshop take place?

Who exactly is involved in the workshop?

How will the workshop flow?

Deliverables: What can you expect as a result of a workshop?

Steering clear of a piecemeal approach

ERP Implementation Partner Selection Criteria