Tim Earnest


Technical Services Reorganization Print E-mail

In order to position E&A for future growth and to meet the challenges of supporting a large Infor ERP customer base, E&A has taken decisive action to reconfigure its technical support organization.

4GL Business Unit

The TakeStock and SX.enterprise organizations have been merged into the 4GL Business Unit headed by Tom Cangelosi. 

The 4GL Business unit has a total of three departments.  The TakeStock business unit remains the same as before; however, it was decided that the former SX.enterprise business unit should be divided into two departments in order to better manage the large number of new SX.enterprise implementations that E&A processes each year.

1. TakeStock Professional Services is directed by Jennifer Jones.  Jennifer is eminently qualified for this role, having extensive experience in all facets of TakeStock including a key role in the original design team of TakeStock at the former Software Solutions.

2. SX.enterprise Implementation Services is directed by Jon Woodrum (see the story about Jon on page 4).  Jon has over 30 years of experience implementing software for wholesale distributors and was formerly a senior member of a prominent Infor channel partner based in St. Louis, Missouri.

3. SX.enterprise Programming Services is directed by Scott Fisher. Over the years, Scott has delivered many dozens of demanding customizations built around the SX.enterprise product, including E&A’s Pro Service & Repair module.

FACTS Business Unit

The FACTS Business Unit remains as a single unit headed by Stan Mrazeck who manages two departments, as follows:

1. FACTS Implementation Services is directed by Bill Briggs.  Bill has gained extensive industry knowledge managing FACTS projects for many years and is highly regarded for his professionalism and technical expertise.

2. FACTS Programming Services is directed by Paul Morrow.  Paul has worked with FACTS since 1990 where he has worked closely with many dozens of distributors on FACTS customizations.  Paul continues to have responsibilities with managing the E&A Network Services Department, as well.

I firmly believe this reorganization will enable E&A to maintain its industry leadership and deliver the best possible level of service to you, our valued customers.  If you want to talk, give me a call anytime at 410.766.6076.

 
2010 User Group Series Wrap-Up Print E-mail

I want to thank everyone who participated in E&A's User Group series held from January to May, 2010. The meetings in Florida, Georgia, South Carolina, North Carolina, Virginia, Maryland, New Jersey, Illinois and Ohio attracted hundreds of E&A customers and invited guests who sought greater insight into how they might use information technology (IT) to support their business objectives.

E&A believes it has a responsibility to work with our customers to stay abreast of the latest and greatest technologies and services. That's why the user groups are so important!  It's also why your participation and feedback is key to helping us deliver the content that is best suited to you and your company's needs.

If you attended, won't you please take a moment to share your thoughts? You can use the Add Comment feature below to communicate your ideas. If you did not attend, tell us what E&A can do make next year's user group a 'must' for you and your company.

Thanks in advance for sharing!  

 
Our Relationship with Technology Print E-mail

Isn’t it remarkable how advances in technology have touched nearly every aspect of our lives?  For example, those who have gone through the process of building a new home know that a lot of time is spent reviewing options and making myriad choices about wiring, floor coverings, window treatments, etc.  Comparing my personal experiences going through this process when I built my first home many years ago and then again just six years ago to build my current home, I was impressed with how much homebuilding technologies had improved and changed over the years.

Now, my son and his wife are building their new home and technology marches on. One innovation that I found particularly interesting was in the area of home security. When a visitor rings your door bell, a camera streams an image to a monitor inside the home so that the occupants can see who the visitor might be. While this kind of technology has been around in various forms for a number of years, the new twist is that the picture can also be streamed to an Internet-connected mobile device. This means that if you’re away from home you can not only see who’s there; but if, say, your child had forgotten the key, you can unlock the door remotely. Amazing!

Of course, we continue to see how changes in “IT” can help us control our costs and, more importantly, grow a more profitable business. With the current rapid pace of innovation, failure to take advantage of this progress can put our companies at a big disadvantage.

However, in the mist of all these changes, there is one thing that has not and will not change: the value of relationships.  What do I mean?  As human beings, we cannot build relationships from afar. If we want to succeed with our families, friends, and business associates, we need to spend time with them. We need to understand their needs and how we can help make their lives better. This is what relationships are all about.

For E&A to provide the best value to your company, we need to engage in a mutually supportive relationship. That’s why the PSA (Professional Services Agreement) was developed. E&A needs to understand the goals and challenges you face so that we can make sound recommendations  about how technology can help you. With the PSA, you can budget the time necessary for E&A to work with you and help implement the improvements to your operation that will keep you ahead of the competition.

Like all relationships, significant time and effort has to be invested to get the best results. E&A values its customer relationships and is pledging to invest the time. It is my hope that you will be willing to do the same with E&A.  Together, we can find uses for some of the amazing technologies that are available today to help you grow a more profitable business.

 
E&A University's Executive School Print E-mail

In keeping with our goal of providing easy, accessible education for all our customers, E&A is in the process of developing E&A University's Executive School.

The format will be similar to the E&A University classes for the Infor ERP applications you've become accustomed. However, the Executive School will address high-level topics of interest to business owners and managers such as courses on strategic planning, lean distribution, and current economics. The content will be presented by a team of consultants and professionals who are affiliated both within and without E&A.

I anticipate the curriculum will be available in the second quarter of 2010. While we are in process of developing topics for the Executive School, I encourage you to become part of the process. Write to us and let us know how we can design a program that offers the greatest benefit to your company, including the specific subject areas you'd like to explore with us.

I am very excited about E&A's new service and look forward to presenting a rich learning experience to you!

 
How to Keep the "IT" Gap Closed Print E-mail

A recent study, Why IT Matters in Midsized Firms by The Harvard Business School with Keystone Strategy found that companies with superior “IT” grow faster and achieve greater levels of profitability and competitveness relative to their peers. Continuing with our analysis, there is one very important point from the study that deserves our attention.

The authors emphasize that business insight and control is dependent upon a strong operations environment that is supported by “IT” management best practices. This statement says a lot but to get to the heart of the matter, let’s discuss how this applies to your business.

Those who have attended E&A user groups or read our newsletters might be familiar with the “IT” Gap Theory. To simplify the theory: if we can assume that business changes over time, then your information systems must keep pace with changes in your operations if you wish to retain control and, further, to gain deep insight into how these changes might be impacting your business. This is how forward-thinking businesses seek to adapt to change and gain competitive advantage. 

On the other hand, if your IT systems do not keep pace with change then a gap will develop – and that gap will continue to grow as long as business conditions change and your “IT” systems do not. As the gap becomes wider and the time frame grows longer, the more costly it becomes to close the gap. This is true for two reasons: one, your IT systems become compromised by desk top efforts to monitor business changes; and two, your decisions are made based upon data from multiple systems or manual attempts to assemble this information.

So, how do we gain the advantages that are identified in the Harvard study? The answer is to put ourselves on a path of continuous improvement.  We need to upgrade our systems every two to three years and in between the upgrades we must continuously review our business processes and implement software with an eye towards maximizing its potential benefit. 

When continuous improvement is ignored in favor of the status quo, your business will not achieve the levels of growth and profitability when compared with competitors who do use this approach; worse, your cost to close the gap will become staggering. This is what Harvard study is clearly telling us, and what is meant by the researchers when they define good “IT” management practices.

 
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