S2K Enterprise can get it done
Use Cases and Deployment Scope
Pros
- WMS Inventory management
- Customer website integration
- Mobile Order Entry on tablets
Cons
- Payments options on customer orders. i.e. cancel a payment, update a payment to fix a typo, select which payment to refund on a return.
- Consistent naming of fields. i.e. "Order Total" and "Balance Due" are sometimes used interchangeably but those are two different values that can in some cases be the same value.
- Address fields - it would be nice if they were updated to support longer lengths as they are often too short. Also to integrate address verification tools to help make sure addresses are valid.
Return on Investment
- Suggested Purchasing and Forecasting helped us reduce our inventory overhead by over a million dollars. That frees up cash to make general operations smoother.
- Warehouse management (WMS) was a great cost savings. It has helped make the warehouse team more productive and reduced picking/shipping errors. I believe our estimate was the ROI for adding WMS was going to be within 24 months. It turned out to be under 12 months.
- S2K Mobile Order Entry - when we travel to trade shows there were times we needed to process hundreds of customer orders in short windows of time. Our old system would average 8-10 minutes for entry of an order. The customer lines were long. We had 2 or 3 stations at a trade show and were considering adding more. When we switched to S2K Mobile Order Entry the average entry time dropped to 2-3 minutes, the entire process was better. Before customers would leave because of the lines, they didn't have time to wait. With S2K Mobile there was rarely a line.
- Before we started with S2K we had many disconnected systems and it required us to rekey data many times. One of our first goals was to integrate customer orders, inventory, purchasing, payables, and fulfillment into one system. S2K was a wonderful fit for this and allowed us to reduce the redundant work that was prone to errors. Saved us both time and money.



