The implementation went very smoothly, and there was a pleasant exchange between both parties. <\/p>\nKris Moorees, CFO<\/cite><\/blockquote>\n\n\n\n When Kris Moorees joined INNOCOM in 2008, he immediately saw that there were still some major areas for improvement in terms of computerization.<\/p>\n\n\n\n \u201cIn Belgium, separate systems were used for accounting and time tracking, and the figures from those systems sometimes contradicted each other. In the Netherlands, a different accounting software package was used, and the data we received from it wasn\u2019t transparent enough. There was a real lack of overarching, strategic management information,\u201d explains Kris Moorees, adding: \u201cINNOCOM has big ambitions. To continue growing, we needed to streamline our internal organization and equip the executive team and board of directors with the right tools. In other words, we needed a robust ERP system.\u201d<\/p>\n\n\n\n In late 2008, INNOCOM launched a market study. Following that, several vendors were contacted in January 2009. INNOCOM attended multiple demos, conducted several reference visits, and concluded the search with a performance report.<\/p>\n\n\n\n \u201cWe chose the GMI Group (then part of Alistar) and its Professional Services solution based on Microsoft Dynamics NAV (now Dynamics 365 Business Central). Their planning tool was excellent, and the system made it easy to create projects. The Professional Services solution offers both structure and the flexibility to make changes quickly. Continuity was the deciding factor: Microsoft\u2019s comprehensive support network provides significant peace of mind.\u201d.<\/p>\n\n\n\n As a service provider, INNOCOM has three key processes: accounting, planning, and time tracking. For the latter, Alistar developed a user-friendly web application that allows employees to enter their work hours remotely. At INNOCOM\u2019s request, Alistar expanded the web application to include the ability to approve work hours.<\/p>\n\n\n\n Alistar began with a thorough analysis, followed by the development and implementation of the complete solution. In October, the new system ran in parallel with the old one to make it easier to detect errors. This process was repeated in December, and on January 1, 2010, INNOCOM was fully and successfully running on the Dynamics-based Professional Services solution.<\/p>\n\n\n\n \u201cThe implementation went very smoothly, and there was a pleasant exchange between both parties. On our end, the employees in the relevant departments were highly motivated to implement this change, and we had appointed a very capable internal project manager. Alistar, for its part, contributed valuable input and fulfilled the agreements made at every stage of the process.<\/p>\n\n\n\n The Professional Services solution has brought about a major change in INNOCOM\u2019s accounting. From now on, the Dutch accounting is also being handled in Belgium, and this has led to several benefits: \u201cThe monthly closing process is much faster. Data is more transparent and available within 8 business days, whereas it used to take a month. The quality of the data has also improved significantly thanks to several built-in control mechanisms during the approval of work performed,\u201d says Kris Moorees.<\/p>\n\n\n\n The strength of ERP is that the right data is in the right place and can be entered or accessed by the right people<\/p>\n<\/blockquote>\n\n\n\n By this, he is referring, among other things, to the logical and structured project workflow, in which, for example, the customer service department must first enter all billing data, after which it is the turn of the project data, and so on. This structure requires a certain degree of discipline on the part of employees, but it prevents major problems from arising later on.<\/p>\n\n\n\n As far as scheduling is concerned, little has changed for employees: a few minor additions have been made, such as leave periods. However, the way the schedule is structured plays a significant role in project tracking. For example, the status of each project is announced in a timely manner, making it impossible to accidentally book time on a project that has already ended.<\/p>\n\n\n\n \u201cThe planning model gives us a longer-term perspective. We can monitor contracts more proactively, and we have a clear picture of which resources will become available soon. We still need to fully explore all the possibilities, but it will certainly help us steer our business,\u201d says Kris Moorees.<\/p>\n\n\n\n Kris Moorees: \u201cThe integration of time tracking, accounting, and scheduling in Dynamics is a major improvement for us. Inconsistencies are now a thing of the past. Invoices are prepared faster and provide accurate, transparent overviews. In addition, the system provides a wealth of analytical information\u2014by customer, project, or supplier\u2014to help us optimize our operations. These are all things that used to be time-consuming or impossible.\u201d<\/p>\n\n\n\n INNOCOM may invest further in expanding Dynamics in the future, but has deliberately opted for a phased approach. CRM, document management, and other features can be added as inno.com\u2019s needs evolve.<\/p>\n\n\n\n \u201cThe implementation went very smoothly, and there was a positive exchange between both parties. On our end, the employees in the relevant departments were highly motivated to implement this change, and we had appointed a very competent internal project manager,\u201d concludes Kris Moorees. <\/p>\n\n\n\n Alistar, for its part, was very proactive in contributing ideas and fulfilled the agreements made at every stage of the process.<\/p>\n<\/blockquote>\n\n\n\nThoroughly Automate In-House Kitchen Operations<\/h2>\n\n\n\n
Smooth implementation<\/h2>\n\n\n\n
Consolidated Financial Statements<\/h2>\n\n\n\n
Logical Project Structure<\/h2>\n\n\n\n
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Long-Term Planning<\/h2>\n\n\n\n
A Major Advantage for INNOCOM<\/h2>\n\n\n\n
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