The Best Way to Attend TUG Connects: ‘Travel as a Pack’

tug2015-666A long-time TUG Connects! participant and Special Interest Group leader has some important advice for anyone who’s planning a major ERP upgrade:

The best way to attend’s annual conference is to travel as a pack.

Judi Jardine, who’s leading the SX.e upgrade at St. Louis-based Huttig Building Products, won’t just be attending TUG Connects! 2017 by herself. She’s bringing her SX.e Upgrade Core Team Leaders, including order entry, operations, purchasing, production, and finance, some of them “people who’ve never been to a conference of any kind,” she says. “They’ve never had exposure to a bunch of SX.e users. They’ll be able to just sit around, talk about it, and see that people use the software differently. That’ll be fascinating for them, and it will help them see how they can step outside the box they’re in.”

So when you see a cluster of people from the same company making their way through the halls of the Marriott Orlando World Center February 22-25, you’ll want to remember Jardine’s words:

“We’ll be there, and we’ll be traveling as a pack, I’m sure.”

TUG: It’s (Still) About User-to-User Connections

The value Jardine attaches to a TUG conference hearkens back to the days when the annual gathering was titled U2U: User to User. While the organized sessions at TUG Connects! deliver as much information and insight as anyone could possibly take away in 40 to 60 minutes, she says she attends for the hallway conversations and networking opportunities.

“It’s having lunch with someone who’s in a similar business situation, who’s passionate about how you write cheques in SX.e, and they’re there,” she says. “It’s building those relationships and making up a list of people who want to talk to you, so you can feel comfortable putting things out on the forum and following up with your new contacts after you get home.”

That networking will be particularly important for members of the Huttig team who may not have seen process changes in a decade or more. Huttig relies heavily on the RBC module, and as that was never moved into the GUI version of SX.e, Huttig has never moved to GUI. The company is on a current release of SX.e, but remains on the CHUI interface.

“We haven’t seen many new features or functionality since 2004. We haven’t changed the way we do things in most areas since then, because our CHUI version hasn’t changed,” she says. So “the networking, just having the people they can ask questions of,” will deliver fantastic value back to the entire team.

Upgrading SX.e: It Takes a Village

Jardine is satisfied that SX.e is the ERP her company needs. But to get through an upgrade of this magnitude, it takes a village—or at least a knowledgeable, supportive community of people with similar business interests and software experience.

“SX.e is a good product for distributors,” Jardine says. “We’ve looked around, and it’s the best one out there.”

But the ERP as a whole hasn’t stopped evolving. “There’s all kinds of new functionality that has been released over the past 10-plus years in GUI that we have never seen. In addition to the WebUI upgrade, my team will be evaluating all of the features and functionality that has been previously released in GUI to see if it should be part of Huttig’s processes and procedures. It’s like putting in a whole new ERP system. We really are starting with a blank slate, and we aren’t opposed to changing any of the processes we have in place today.”

Jardine says the company has just started a transition that is expected to run through the fourth quarter of 2018. Which means the timing of TUG Connects! 2017 couldn’t be better for her purposes.

“I have our initial WebUI training scheduled for a week in January and a week in February, then a week later, we come to TUG,” she says. “So it will be perfect for the team to see what they’ve just learned in action.”

Don’t forget to keep an eye out for Jardine and her team while you’re travelling the halls with your own pack!

Register today for TUG Connects! 2017, February 22-25, 2017 in Orlando, Florida.

TUG veterans and first time participants both find solutions at TUG Connects.

Nem_160214_084851The rave reviews keep pouring in for TUG Connects 2016, with participants talking about the knowledge they took away from conference sessions and the tips and advice they picked up from their colleagues and peers.

From first-time participants to TUG veterans, we keep hearing how much value participants received from the conference—and how certain they are that they’ll be back next year.

Jumping In With Both Feet

Logan Smith of Alaska Industrial Hardware first heard of a couple of months before the conference. “That first day, I probably read hours’ worth of TUG posts,” he says. “I saw issues we didn’t even know were issues until then, so we were sold.”

The company initially decided to register two staff members for TUG Connects. “Then we started putting checkmarks to every class we wanted to go to, and realized there were more classes than there were enough of us to attend. By the end, we had four full-time employees there for the entire conference,” and “none of us were prepared for how much we learned in those four days.”

Solutions That Work

Before the conference, Smith was looking for a solution to a problem with substitute items coming in from vendors. A simple process in Alaska Industrial’s legacy ERP system seemed to require manual entry in SX.e—until Smith and his team began talking to their colleagues at TUG.

“The first day there, we met someone from another IT department who had the same issue,” Smith recalls. “Not only did he offer to help. He showed us the solution he’d come up with. That was our first impression—two hours into TUG, we had met a group of users who all had the same issue, and one person who was able to share his solution with everyone.”

Another discussion brought an unexpected solution for stock orders in a distribution center running under TWL. Smith says a simple process change will save his company five to 10 minutes per order on a volume of 300 orders per day.

“We were wasting hours of staff time just trying to get orders shipped,” instead of using the counter sales system that already worked well for AIH’s eight retail outlets. “We didn’t know our process was broken,” he says. “We would have just continued on the way it was.”

21 Years of Content and Networking

For Jeff Focke of Shealy Electrical Wholesalers, it’s no news that TUG Connects! is the place to be to get the most out of his distribution software. He’s been attending the conference for 21 years and has no plans to stop.

“What keeps me coming back is the excellent content, and the networking with my fellow users and peers that I’ve worked with over the years,” he says.

Someone recently asked Focke what he gets out of the conference when he’s a regular presenter each year. “I answered by quoting Confucius,” he recalls. “’Only the wisest men and the stupidest men have nothing to learn.’ I always have something to learn and people to share ideas with, to hear about things we may not have considered. It’s just a first-rate forum.”

‘The Business is Always Changing’

TUG Connects! 2016 focused on the transition to the Web UI, but Focke says every year’s conference features state-of-the-art content on the latest industry issues.

“The distribution business model is nothing new, but the business is always changing and evolving,” he says. “So there’s always something new to do, a new way to do it, a new feature set. It’s always something we haven’t thought about before, something new on the horizon that’s going to challenge us and push the limits of what we know, or of what we think we know.”

Adding Value Means Defining Customers’ Needs and Priorities

ValueAddedDistributors have always known that their success would rise or fall on their ability to add value for customers.

But as the definition of added-value extends beyond familiar standbys like local or consignment stocks, next- or same-day delivery, off-hours service, or specialized expertise, TUG Board member Mark Law is urging companies to adopt a three-step approach to making added-value more than a “sound bite”.

“We need to have a process in place to identify the added-value and document it,” says Law, Group IT Manager with the Hayley Group in Doncaster, UK. That makes it essential for distributors to:

  • Understand what customers see as added-value and get their sign-off on the definition
  • Identify opportunities to add value that benefit the distributor’s business, as well as the customer’s
  • Document the savings in time and dollars, so that customers can readily see the value you’ve added.

“It’s not necessarily about picking out specific issues,” Law stresses. “There’s no rule that applies to every business. So we have to have a process in place” to identify the issues that matter most to each customer.

Avoiding the Commoditization Trap

In an era of fast production and mass automation, individualizing a distributor’s service offering sounds like something new. But Law says distributors do it all the time—or if they don’t, they should.

“It’s always been there,” he explains. “Otherwise, we end up just being the cheapest vendor, which is a game none of us should want to get into.”

But as the business environment gets tougher and customers become more discerning, it takes more to make the offer stick.

“In the past, we could just say we had the best service in our area. Now, customers want us to prove it.” That begins with understanding what changes or improvements will matter to them most—even if it means getting a different story from each major account, and responding accordingly.

“You have to have that conversation with the customer before you start doing anything,” Law stresses. “If the customer needs help reducing stocks, you have to ask what it’s worth to them.” With the details clarified and the customer signed on, “you can start keeping a record and reporting back on what you’ve achieved for them.”

Learning to Be the Best

So how does a systematic strategy for adding value help build your business? Law says a customer-centered approach positions the distributor as a trusted advisor, not just a supplier of a particular product line. And those in-depth conversations about what constitutes value will bring you ideas and insights that you can generalize to other customers.

When adding value works, it can cover many different aspects of a customer’s business, from revenue to asset management, from administrative savings to training and technical support. The focus can range so widely, in fact, that Law stresses the need to set priorities.

Register today for an open forum on Value-Add functionality in SXe, August 8, 2016 at 11:00 AM EDT. Whether you modify product internally or send material out for fabrication, coating, assembly, etc, this discussion will prove fruitful!

TUG Chairman Don Green: It’s All About Adoption

2016_DGreen-300x400With Don Green starting his two-year term as Chairman of, watch for continuing emphasis on helping members get the most out of their information technology systems—and the business systems behind them.

For Green, Director of Operations at Choctaw-Kaul Distribution, it’s all about adopting change.

“We’re going to continue to help members realize a return on their technology investment, whether it’s on the current version of their software or on any upgrade they’re considering,” Green says. “It’s our job to help them continually drive the value of their overall investment.”

The other big takeaway is that adoption is not about IT alone. For Green, the ah-ha moment came from a breakout session at TUG Connects! 2016.

Technology and More

“What was amazing was how the group came to the conclusion that the greatest potential related to non-technical dimensions,” he recalls. “In the end, it was simple. How do we get our employees to adopt change? How do we address factors that really don’t have anything specific to do with software and technology? It was more on the human side to drive change all the way through an organization.”

He cites the executive track at TUG Connects! as another example of a non-technical discussion that brings a broader, more mature focus for the organization. “It used to be a group of users, a bunch of techno-geeks who got together to talk about software solutions,” he says. “TUG still does that, and it’s an important part of who we are. But in today’s TUG, there’s a much broader vision of the strategic planning we can offer impacting the whole organization, beyond just the technology group.”

Members Helping Members

The term “user-to-user”, or U2U, is almost as old as TUG itself. Green cites the transition to cloud computing as an area where the concept is as important as ever.

“So many people are embracing the concept that cloud is a bona fide business solution, and at TUG, you’ll find many members who are already making the transition,” he notes. “The ‘pay it forward’ sentiment is so essential to the TUG community, so you know people are going to share their experience and best practices.” Whether a user has a question about their Infor software, or about other cloud products, “TUG members are there to help each other out.”

Building the Community

Green says his priority as TUG Chairman will be to encourage more members find their own reasons to get involved with the organization. And he says the Board as a whole is in a strong position to carry on the growth and development TUG has seen over the last two years.

“I’m honored to be in a position where I can serve the membership in this way,” he says. “We have a strong board, we have a really strong membership, and I very much look forward to continuing to serve such a dynamic member group.”

White’s Legacy: TUG Emerges as Distribution Thought Leader

David White

David White, President of Kyana Packaging and Industrial Supply stepped down as Chairman of the TUG Board in June of 2016

The last couple of years have left with a stronger relationship with Infor, a higher profile as a distribution thought leader, and several Special Interest Groups that are shifting their day-to-day to work to a broader, more strategic focus.

My term as TUG Chairman has gone by in a blur, but as I look back over the last 24 months, I’m incredibly proud of what we’ve all achieved together.

Infor Partnership Delivers New Enhancement Request System

All relationships take work, and the partnership between TUG and Infor is no exception. We’ve been paying a lot of attention, Infor has, too, and I really think the relationship is stronger now than at any other time since I became involved with TUG about a decade ago.

We communicate clearly, honestly, and frequently. Infor executives are very responsive to our needs. And TUG is fulfilling its role as a vehicle for the user community to speak to Infor as one, rather than 450 disparate voices belonging to different companies.

The new Enhancement Request System that Infor released at TUG Connects 2016 gives our Special Interest Groups a direct conduit to Product Management, enabling us to make the case for the features we need to move our businesses forward. It’s taken a lot of time and effort to get this done, and it’s a huge milestone! Until now, it’s been very difficult to track enhancement requests once they were submitted. Now, anyone can log in and get a clear picture of a request’s status, who thinks it’s a good or bad idea, and whether it’s getting any traction at all.

That’s just one example of what happens when a user group like TUG and a company like Infor can build open, transparent lines of communication.

Thought Leadership: Focusing on What’s Next

It’s been very important to me to build TUG’s standing as a distribution thought leader. TUG members all operate in different industries, but at the core, we have a lot in common as distributors, particularly as distributors of a certain size. Our executive track at TUG Connects has helped our members focus on what’s next. As a result, I think many of us are running better companies than we may have been two or three years ago.

The executive track covers a mix of different topics, but succession planning is a great example of a big, looming issue that many of our members haven’t had time—or made the time—to properly address. All of our employees want to know their jobs will still be there when the owner decides to retire, so we should all be trying to train our replacements. The reality is that none of us is indispensable, and it’s up to us to make sure our companies continue to thrive when we pass the torch to the next generation.

In addition to the executive track, we’ve held some useful webinars on how to set up training plans and mentor tomorrow’s leaders. And we’ve been practicing what we preach, working with our SIG leaders to improve their presentation skills. Leadership development has been a major theme for us across the board, and I would expect to see that continue.

Special Interest Groups: Changing the Conversation

The last couple of years have seen a few of our Special Interest Groups shift their work and develop beyond a narrow niche, focused on a particular product. The Storefront SIG is a great example.

Storefront is still one of our most important groups, but we’ve also seen members form an e-Commerce SIG to look at the wider universe of platforms that interact with our back-end ERP systems. And it’s amazing to see how that has changed the conversation: Instead of talking about where a particular widget should be on a Storefront page, it’s all about how we move our businesses forward in an e-commerce world.

In much the same way, the EDI SIG has morphed into the Business Process Automation SIG, moving beyond its earlier, more narrow focus to talk about how we automate our business processes and minimize the number of touches on every transaction. Because fewer touches means driving costs out of our businesses and making them more profitable.

It all adds up to a pretty good return on your investment in a TUG membership.

Lots to Look Forward To

I’ll be staying on the TUG Board as Past Chairman, and I’m looking forward to contributing over the next two years. We’re very fortunate that Don Green is taking over as Chairman—he’s a high-energy guy, he’s just full of great ideas, and he’ll be backed up by a good, solid board filled with very bright people.

My company will still be heavily involved with TUG because it’s a great resource that brings value to the business and value to our people. Really, I struggle to picture where we would be today without the user community to support us.

David White is about to finish his two-year term as Chairman of He is President of Kyana Packaging Solutions in Louisville, Kentucky.

7 Things to Consider Before Replacing Your WMS


Contributed by Eric Allais, CEO, PathGuide Technologies

If you’re thinking about switching to a new WMS, you’re probably more than a little intimidated. That’s normal—it’s a vital business decision, and you want to be sure you’re making the right one. Replacing your WMS might pay off in the long run if the new system offers enough improvements over the old one to make the implementation process worthwhile.

When contemplating a better WMS, the most important question is how your current WMS is holding back productivity. Matching requirements to functionality will help you identify the areas where you need to improve warehouse operations, making it easier to know what features to look for in a new system.

The following points will help you navigate the selection process.

Does your WMS integrate with your ERP system? This is the most obvious question. Many smaller WMS providers now support major ERP systems, so you’re no longer locked into the WMS provided by your ERP vendor.

How experienced is your implementation team? Switching to a new WMS may involve changing warehouse processes, retraining employees, and adapting to the new system, but a well-planned and executed implementation makes this much easier. Ask how much experience the vendor’s implementation team has and how their past implementations have gone. This will give you perspective to help make the WMS migration as minimally disruptive as possible.

Is your WMS customizable, and how easy is that process? This question is vital. Every company has its own unique business processes and the WMS will usually have to be tweaked to fit them. How responsive is the vendor? Make sure to take the cost of enhancements into account when calculating the overall price of the upgrade. If it’s difficult to modify the WMS, how will that affect your workflow? On the other side, an easily customizable WMS can improve your warehouse in ways you might not realize. As examples, we have customers that have created unique will-call systems or customized modules for managing cut items, such as wire.

What kind of support do you offer? Will I get a live person on the phone when I call? Can I call 24 hours a day? What’s the average response time? Problems will come up with any new system, so be sure you can solve yours quickly. Find out as many details as you can about the training process ahead of time, because this will let you know how easy (or difficult) you can expect it to be. Being able to talk to a local product expert any day of the week is much different than getting a phone number for a help-desk call center in a foreign country.

Can your WMS integrate with carousels, vertical lists, and/or conveyors? Many small and medium-sized distributors find that these material handling systems are good ways to expand their operations without adding more floor space. If you’re a growing company, looking for a WMS that integrates with these can make it easier to expand a few years down the line.

Can your WMS extend to provide small parcel carrier shipments, including less-than-truckload? With the rise of ecommerce, single-item shipping is only going to increase, so make sure your new WMS can handle it.

Does your WMS automate the handling of inbound dock scheduling? We’ve seen a trend in the WMS industry toward modules that let you schedule incoming freight. Some WMS vendors also offer transportation management systems. This could be a good way to make your unloading and shipping processes more efficient, particularly if your company isn’t big enough for a full Yard Management System.

Upgrading your WMS doesn’t need to be complicated, as long as you plan for it. Armed with answers to these questions, you’ll be well prepared to make the right decision to create significant opportunities for your company. Best of luck in your search!