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Your ERP system contains large amounts of data. Inputting it is simple but pulling it back out in a specific way can sometimes be elusive. Have you ever wondered, 'How can I get this data out of my system?' If so, you are not alone. From sales tax audit preparation to sales forecasting and management, your system is full of information that can help you make informed decisions about your business.

Why and how do you put barcodes on your accounting forms. Which ones can help you the most? This question when addressed properly can save a lot of time and effort on your ERP system's users part as well as on your business partners. It is not difficult to add barcodes to forms such as checks, purchase orders, sales orders, etc. There are even free fonts available which make adding the barcodes as easy as adding any other text string to an ERP system form. Any process where the ERP user has to read a form and retype the information into a computer is a potential process which can be improved by a barcode on the form. Since errors cost an average of about $50 to find and correct, it is well worth it to try to reduce them. The careful thought comes in during the selection process. Logical things to barcode include:

Small and midsized companies are always looking for ways to streamline operations, improve efficiency and get the most out of their overhead dollars. One area where there are a couple of options worth researching is within the back office payroll function. Many owners and managers spend far too much time managing this process, when they could be focusing their efforts on more important things like setting goals and growing their business. Therefore we thought we would help you along by providing some of the pros and cons of each option.

• Eliminate the need to pay extra for custom reports.
  A new customizable report option grid allows you to create custom filters and sort options for your reports and then save them for reuse.
  
• Access your favorite data drillers quickly and easily.
  A new data driller organization tool allows you to define Dataview Groups and associate default data drillers to each.
  
• Make sure preferred customers have priority on available inventory.
  A new check box in Sales Order lets you reserve inventory for a particular customer order, thus eliminating the risk of penalties due to low stock.
  
• Streamline your data import process with enhanced import options.
  • A new display indicating the current import status.
    
  • Quick Import no longer prompts you at each stage of the process, and now runs silently in the background.
    
  • New import options include Item at Location and Item Supplier. You can now also import line-level descriptions and import and export vendor cost levels.
    
• When importing payroll posting, there is an option to print the invalid posting report prior to completion.
  
• Enjoy enhanced flexibility in exporting data.
  You can now export from Data Center tables sending your tables and fields to several formats: Microsoft Excel, ASCII Delimited, XML, and CSV.
  
• Save money on payroll printing.
  The overflow check stub feature prints the overflow of check stubs to blank paper or a separate printer when a check has more than 12 advice lines.
  
• Set up multiple Inter-Company Transaction accounts for clearer audit trails.
  The Inter-Company Transaction (ICT) module now allows you to select any General Ledger account as the Inter-Company Clearing account.
  
• Easily access more details on Inter-Company Transactions through enhanced reports.
  You can run a summary report for Inter-Company Transactions that were distributed in the source company, received from other companies, or consolidated, distributed, or received.
  
• Enjoy expanded compatibility options.
  Sage Pro ERP is now compatible with Microsoft Office® 2007 and Microsoft SQL Server® 2008.
  
• Edit partially-released work orders.
  You can now edit the required quantities of released component lines of a work order keeping work orders more up to date.
  
• Change the order quantity of Sales Order finished good line items.
  Edit the order quantity of finished good line items easily. And when the quantity of that line is changed, reconfiguration of components takes place automatically.
  
• Improved performance in a multiuser environment.
  Sage Pro 2010 technology facilitates storing the screen positions in a local table instead of the system table SYUFSPR if preferred.
  
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Empower Employees and Strengthen Customer Relationships

SageCRM for Sage Pro ERP  is an easy to use, fast to deploy, feature-rich CRM solution providing enterprise-wide access to vital customer information -- anytime, anywhere. SageCRM integrates with Sage Pro  to provide centralized access to key information like order statuses, pricing discounts, inventory counts, credit records, and purchase histories: precisely the type of rich knowledge sales and service professionals need to work more strategically.

A strong accounts payable (A/P) system does more than pay bills—it supports accuracy, cash flow, and internal accountability. When we track the right process metrics, we gain clarity on how efficiently our A/P department is running and where improvements can make the biggest impact. Below are essential metrics every business should monitor to maintain a reliable and well-managed workflow.

How Invoice Volume Influences A/P Productivity

One of the most telling indicators of A/P workload is the number of invoices processed. Tracking this allows us to understand team capacity and identify patterns such as seasonal spikes or departmental delays. Alongside invoices, the number of check requests processed helps measure additional tasks that may require different handling and approval steps.

Another meaningful metric is the number of lines of data entered into the system. This gives insight into manual workload, potential bottlenecks, and opportunities for automation. More data lines often mean more time spent and higher chances of human error.

Why Payment Activity Metrics Matter

Monitoring the number of A/P checks issued and the number of recurring payments helps evaluate payment frequency and predictability. Recurring payments typically support automated processes, while frequent manual checks may be a sign that our system needs more streamlining.

We should also look at the number of manually processed A/P checks, the number of voided checks, and the number of checks requiring a manual signature. These metrics highlight inefficiencies, internal control risks, or workflow gaps that could be improved through better technology or policy updates.

Spotting Errors Before They Slow You Down

Errors in incoming vouchers can create delays and require additional rework. Tracking the number of incoming voucher errors—such as missing or incorrect account coding, missing documentation, or lacking proper approvals—helps identify where training or communication may be needed. When these issues decrease, efficiency and accuracy naturally increase.

Another key metric is the number of invoices requiring adjustment after being input into the system. Frequent adjustments typically point to issues in data entry, unclear vendor communication, or inadequate initial review.

Cycle Time Metrics That Reveal True Efficiency

Cycle time tells us how smoothly information moves from one stage to the next. Useful metrics include:

• Invoice date to approval date
• Approval date to receipt by A/P
• Receipt by A/P of payment

Tracking these time spans in days allows us to identify slow points, whether they occur during approval, internal handoffs, or payment scheduling. Shorter cycle times usually mean healthier vendor relationships and fewer late-payment issues.

Digital Activity Metrics That Support Modern A/P Processes

As more organizations shift to electronic transactions, it’s important to monitor how digital our workflow truly is. Metrics such as the number of invoices received electronically and the number of payments made electronically show our level of digital adoption. Higher electronic counts usually correlate with faster processing, fewer errors, and reduced manual labor.

We can also track the number of payment templates set up in the system, which helps evaluate standardization and ease of processing.

Vendor-Related Metrics Worth Watching

The number of vendors listed in the vendor master file provides insights into vendor management. A large or outdated vendor file may cause confusion, duplicate entries, or unnecessary administrative work. Regular monitoring supports cleaner records and stronger internal controls.

Bringing It All Together

Tracking A/P process metrics gives us a clearer view of how efficiently our financial operations run. By monitoring invoice activity, payment behavior, error rates, cycle times, digital adoption, and vendor data, we can make informed decisions that improve accuracy, strengthen controls, and support long-term financial stability.

A strong accounts payable function isn’t just about processing payments—it’s about building a reliable framework that supports the entire organization.

Accounts Payable

Every team depends on processes to stay organized, productive, and aligned. But over time, even the best processes can start working against the people using them. Bottlenecks show up. Work gets duplicated. Approvals slow everything down. Before you know it, a system that was meant to make life easier becomes the very thing holding your team back.

That’s why taking an honest walk-through of your workflows matters. By asking the right questions, we can identify what’s helping—and what’s hurting—our ability to move work forward. Below are some of the most important areas teams should evaluate to understand whether their processes still support their goals.

Start With the Basics: Do These Steps Even Need to Exist?

A good process begins with purpose. So the first question we should always ask is:

Why does this step exist? Is it necessary? Does it add value?

If the answer isn’t clear, the step may no longer serve its original purpose. Teams should also look at whether certain actions can be eliminated, automated, or simplified. If a task is labor-intensive but delivers little benefit, it’s a sign that the process needs refinement.

Check Accuracy and Efficiency: Are We Doing More Work Than Needed?

Data-related tasks often reveal hidden problems. Ask yourself:

• How accurate is the data?
• Is the same information being keyed into multiple places?
• Are we duplicating work? 

Re-entering data across multiple systems, spreadsheets, or databases drains time and increases the risk of errors. When accuracy is uncertain or effort is repeated, inefficiency becomes built into the process itself.

Look at Time and Participation: Who Is Involved and Why?

Another important area to review is how many people participate in a process and whether it takes excessive time to complete. If a workflow requires too many handoffs, it usually increases delays and miscommunication. 

Teams should also ask:

Are roles and responsibilities clearly defined and appropriate?

Unclear ownership often leads to missed deadlines, backlogs, and unnecessary slowdowns. When everyone touches a task but no one owns it, progress stalls.

Assess Outputs and Inputs: Are They Actually Being Used?

A surprising number of processes create outputs no one needs—or uses. So it’s important to ask:

• Is the output necessary?
• Who uses it?
• How often?

The same goes for inputs. If certain data or documents aren’t essential, they only add clutter and complexity. Sometimes removing one unnecessary input can streamline an entire workflow.

Identify What’s Causing Delays: Where Are Things Getting Stuck?

Every team faces moments when work piles up. To understand why, review questions such as:

• What is slowing down the process?
• Are there needless reviews or approvals?
• Does a backlog exist?
• How often are deadlines missed?

These answers help pinpoint patterns—like recurring “fire drills,” sudden rushes of activity, or frequent rework caused by inaccurate inputs or outputs. Knowing how these issues are initiated and who or what triggers them gives teams a clearer view of what needs fixing.

Review Tools and Materials: Are We Stuck in Old Habits?

Many organizations still rely on physical paper or manual tasks long after digital alternatives exist. So one simple but powerful question to ask is:

Is the physical piece of paper necessary?

If not, removing it can reduce delays, errors, and storage challenges. Likewise, spotting whether anyone is performing similar tasks can help consolidate work and reduce duplication.

Consider Timing: When Do Problems Occur Most Often?

Understanding the busiest times of the day, week, month, or quarter can reveal pressure points in a process. Peaks in activity may strain the system, causing recurring slowdowns or last-minute scrambling.

Key Takeaways

A process should support your team—not slow it down. By asking these thoughtful questions, we can identify inefficiencies, remove unnecessary steps, and build workflows that truly help us work better. Regular review keeps processes relevant, effective, and aligned with what the team actually needs.

Question Every Activity - Always Ask Why

Customer loyalty and retention can be attained through structured programs. There are distinct advantages to having a formal loyalty strategy in place, including having a means to maximize opportunities and to grow your business in a more strategic and viral way. Two key ingredients for small business success are encouraging customer loyalty and promoting purchase behavior. One way to accomplish these is by creating a loyalty program -- a tailored marketing plan that rewards customers for their participation. These programs can range from simple punch cards (i.e. buy six muffins, get a seventh free) to store-branded credit cards that reward redeemable points.

If your server suddenly crashed and ALL your data was erased, how long would it take before your business was back up and running as usual? 

There is no doubt that the economic situation experienced throughout the world in the last few years is changing the way companies do business, and that it will continue to do so for many years to come. A recent article by Dhiraj Rajaram, founder of Mu Sigma - an analytics services firm, discusses the future of business analytics and makes 10 predictions of possible trends to come.

Planning to get the most out of your current technology investments should be a part of your 2011 business plans. Do you have a list of the tasks and projects that you've been wanting to accomplish but have not had the time or resources to complete? Do you know where your software systems and processes are falling short causing your company to be less efficient?