Business Agenda Issue: 39

Page 90

BUSINESSAgenda BUSINESS UPDATE

THE COMPLETE ERP SOLUTION FOR A MULTI-BRAND DISTRIBUTION BUSINESS Direct Store Delivery (DSD) refers to an essential distribution method that includes route and truck load planning, route sales and delivery, mobile intelligence, inventory control, and route accounting. DSD is essential for companies that distribute Fast Moving Consumer Goods (FMCG) to other businesses. The key to growth and sustainability for distributors is to provide better customer satisfaction through rapid and effective route management, without increasing costs. They need to optimise resources, improve their invoice-to-cash cycle, and at the same time reduce operating costs per route. Expected benefits include increased revenue, larger orders, faster and more accurate delivery, accelerated cash flow, smarter inventory management, improved customer loyalty, better performing sales and delivery reps, and reduced administrative costs. Managing the quote-to-cash cycle Distributors of any size face many of the same challenges, including

rapidly changing customer demands, complex product inventories, and fluctuations in the supply chain. To overcome these issues, companies are implementing ERP solutions that integrate and automate the entire quote-to-cash cycle. A modern ERP system for distributors provides tools to help manage sales ordering, pricing, shipping, sourcing and billing – letting you streamline your business processes, so all your information is in one secure location. With accurate, real-time information available, situations requiring attention can be identified early and addressed quickly. Drive competitive advantage with a flexible field sales platform Integrate your field sales, distribution logistics, inventory management, invoicing, and payment collection. Enable your sales reps with access to relevant information quickly and efficiently – eliminate the errors that come with legacy software. Provide your field staff with mobile access to critical information while

on the road. Allow your field reps to use any mobile device with offline functionality, so that they can access data and information from any location. Drive sales by providing your sales reps with account-specific pricing for customers, based on what you know about customer preferences and order history. Provide discounts for customers and cross-sell and up-sell promotions for different customers. For more information on how Computime Software can help you optimise your distribution operation visit www.computimesoftware.com/ acumatica-erp or email info@computimesoftware.com

LEADERSHIP FOR A NEW ERA BY DEBORAH SCHEMBRI COVID-19 has created a massive humanitarian challenge: millions ill and hundreds of thousands of lives lost; soaring unemployment rates in the world’s most robust economies; food banks stretched beyond capacity; governments straining to deliver critical services. The pandemic is also a challenge for businesses – and their CEOs – and it is a challenge unlike any they have ever faced, forcing an abrupt dislocation of how employees work, how customers behave, how supply chains function, and even what ultimately constitutes business performance. Confronting this unique moment, CEOs have shifted how they lead in expedient and ingenious ways. The changes may have been birthed out of necessity, but they have great potential beyond this crisis. If they become permanent, these shifts hold the potential to thoroughly recalibrate organisations and how they operate, the companies’ performance potential, and their relationships to critical constituents. Only CEOs can decide whether to continue leading in these new ways, 90 | WINTER ISSUE

and, in so doing, seize a once-in-ageneration opportunity to consciously evolve the very nature and impact of their role. Part of the role of the CEO is to serve as a chief calibrator – deciding the extent and degree of change needed. As part of this, CEOs must have a thesis of transformation that works in their company context. A good CEO is always scanning for signals and helping the organisation deliver fine-tuned responses. A great CEO will see that this moment is a unique opportunity for self-calibration, with profound implications for the organisation. CEOs sense an opportunity to lead in a new, more positive and impactful way. COVID-19 has brought with it a pressurised operating environment the likes of which few of today’s CEOs have ever experienced. It has necessitated a reappraisal of how much is possible and in what timeframes. It has forced personal disclosure at levels previously considered uncomfortable and, in doing so, has increased awareness of the importance of how leaders show up personally. It has shone a light on the interconnectivity of stakeholder concerns. It has prompted a level of substance-based, peer-to-peer

CEO interaction that has elevated all involved. Ultimately, it has “unfrozen” many aspects of the CEO role, making possible a re-fusing of new and existing elements that could define the CEO role of the future. Deborah Schembri is the CEO and Managing Director of STM Malta Pension Services Ltd.