Cathy Duncan, DTN senior product manager — Refined Fuels, DTN
Smarter Fuel Processing Part III
This is the final installment of a three-part series in which Cathy Duncan provides a realistic look at what marketers can expect from the process of integrating supplier data into their back-office systems. This series shares details on what it really takes to experience all the benefits of smarter fuel processing.
Smarter Fuel Processing - Part I
Smarter Fuel Processing - Part II
Steps toward automation
If you've ever been or known a boy scout, you're probably familiar with their trusty motto "be prepared." Any good implementation project will only be as good as the quality of preparation you've put into it. The road to fuel automation paradise is never completely smooth, but with good planning and project management you'll reach your goals with success.
In installments one and two of our series, we covered the steps toward successfully automating data to get more from your staff and technology investments:
- Getting buy-in from employees
- Proper needs evaluation
- Exploring your options and return on investment
- Determine reasonable, reachable timelines for the projects
- Ensure you have resources available
Now you're ready to start the implementation process, you need to be prepared to:
- Hit some speed bumps along the way
- Get proper training and assistance from your software provider
- Have a backup plan
Step One: Be prepared to hit some speed bumps
What kind of speed bumps can you expect? First, the automation process may not process transactions exactly the same way your company manually processes them today. For example, credit card transactions may post electronically in detail, but you normally post them in a summary transaction or vice-versa. Be prepared to adjust to new ways of doing things. Is your "old way" really the only way? Being flexible is going to be a big key toward your eventual success.
Second, the automation process may require that you change the way things are set up in your software. You may need to address changes in the way products are defined. For example, many companies use generic codes, such as "unleaded,” to describe similar types of products: 86 or 87 octane, conventional gas and reformulated, etc. Automating your processes typically requires more precise product setup. When making these changes to product definitions, remember that it's worth taking extra time up front to avoid having to make additional changes in the future. Carefully consider your current project, and also any other projects you may already be considering implementing in the future. If making all these setup changes seems daunting, remember what your end results will be and your overall project justifications.
Step Two: Be prepared to work with your software provider
Early on, take time to clarify your expectations of the project with your vendor. Clearly discuss which side will take responsibility for each of the required tasks. Proper management of both the project and the scheduled task list will prevent potential frustration on both sides. Remember too, that most software implementation consultants become time-challenged if a project runs beyond the original scope — even when you're paying for their extra time. Having these discussions early helps them to plan accordingly.
Depending on your expertise and the ease of use of your software, you may need to work with your provider to:
- Define any cross-references needed in your setup process
- Test the implementation results by running parallel systems
- Ensure that all your employees are well-trained on how the new process works
Although the process will be automated, your staff still needs to understand it and learn steps for basic trouble-shooting. Proper training will guarantee the process runs smoothly upon startup and well into the future.
Remember to stay involved in the process and do as much of the work in-house as you can. Letting someone else complete all of the setup work may initially sound attractive, but it will quickly consume project dollars and, if there is a glitch in the future, will require costly outside assistance.
Step Three: Be prepared to have a backup plan
You may be asking yourself, “If this new process is going to change the way I do business, then why do I need a backup plan?” The answer is simple — just in case. Whenever you take a manual process and automate it, your staff will quickly become accustomed to the "new way." Even when things are running smoothly, there may be a rare problem that causes you to operate manually again for a day or two. Be sure to document the new way that transactions process, as well as outline the basic steps for processing manually. If you write down steps for both ways while it's fresh in your mind, you'll save yourself, as well as your staff, from future headaches if and when those glitches occur.
Step Four: Be prepared to enjoy your efforts
According to IT Manager Jason Keiss of Crawford Oil, a Shell operator and distributor in Las Vegas, the efforts are well worth it. "We've proven that getting rid of manual processes has had a huge impact on man-hours and has improved the effectiveness of our staff," said Keiss. "We've also improved communications to our dealers. The benefits of automated data trickle down to providing better customer service to our dealers and to customers at our stores. We have more time to spend on the important tasks that kept getting put on the back burner. We can focus on bigger things now."
Good luck and happy automating!
With more than 20 years of accounting and business process experience in the energy sector, Cathy Duncan, a DTN senior product manager in wholesaler services, has helped more than 350 marketers integrate prices, invoices, credit cards and EFT draft notices into their back-office systems — helping companies lower costs, improve operations management and shorten order-to-cash cycles. You can contact Cathy Duncan at cathy.duncan@dtn.com or (281) 370-8278. For more information on DTN, please go to www.dtn.com.
