How to transfer the stocks from Sage 300 ERP to Tally Shoper POS through Shopper Integration?

We have a provision of integrating Tally Shoper POS with Sage ACCPAC ERP recently branded as Sage 300 ERP in simple terms we have a bridge that connects the Tally Shoper POS with Sage Accpac ERP; we call this concept “ Tally Shoper Integration (http://greytrix.in/Tally-Shoper-Integration)”.

Consider a case where you have a Shoper POS installed at your various retail stores/branches s and the Sage 300ERP at your head office. The main warehouse stocks are maintained in Sage Accpac ERP and as per the requirements you transfer the stock from your main warehouse to your retail outlets/branches. 

Store locations would have to be created in Sage ACCPAC ERP as well, but in this case you will transferring the stock from Sage ACCPAC ERP to  Shoper POS installed at the retail outlets.

For the same, we carry out the purchase phase of shopper integration where in we can transfer the goods from Sage Accpac ERP to Shopper. 

In this case our first task will be to make a transit transfer from Sage Accpac ERP. In this step we transfer the goods from our main warehouse to the GIT locations. At the same time we create a CSV file which will be imported in the Shoper POS, the retail outlet user has to just take an inward of the same so that the stock gets affected at the Shopper POS level. And once we take an inward in the Shoper POS, a transit receipt is being created in Sage Accpac ERP automatically. Thus there is parallel stock is updated at all the three locations i.e. Sage Accpac ERP (Main Warehouse), Sage Accpac branch Location and Shopper POS location).

Adding Additional Costs to Inventory When They Are Not Known At Time of Receipt in Accpac:

It is often identified that custom clearing agents or freight and insurance handlers do not bill the charges at the time of delivery of goods but send an accumulated bill on a monthly basis and then it becomes a headache for company to prorate it to inventory that is already shipped or consumed.

Then the company is left with following alternatives:

1.       To not to prorate the cost to inventory and directly add it to Cost of Sales at the end of year, hence compromising the costing effect.

2.       Wait for making the stock receipt till the time we receive a bill from vendor, which is not very practical.  To struggle and convince the vendor to send bills at the time of delivery, which your vendor might not agree to do.

Another alternative is to create a provisional vendor in Accpac Accounts Payable module for the purpose of prorating an approximation of additional costs on Inventory and then adjust the costs when the actual ones are known.

Let’s see in detail how this is accomplished:

Firstly we need to create a Provisional Cost Vendor Group and Account Set and Vendor in Accounts Payable module where the account set will link it to an account in General Ledger for Provisional Cost Vendor. Now go ahead and create the receipt selecting Provisional Cost Vendor (Let’s name him PR01) PR01 and put in the approximation of additional costs which is generally known to Accounts Team by experience. Then the respective Invoices against Material vendor and Provisional Cost Vendor shall be made.

	Dr	Cr
Inventory	100
Material Vendor		100
Inventory	30
Provisional Cost Vendor (PR01)		30

Next, when the actual invoice is received from your Additional Cost vendor, book it on the name of vendor (Let’s name him AD01) AD01 in Accounts Payable Module as a summary type invoice, and select the GL created as ‘Provisional Cost Clearing A/c’ under Income Statement.

	Dr	Cr
Provisional Cost Clearing A/C	40
Additional Cost Vendor (AD01)		40

Now to reduce the payable for Provisional Cost Vendor and increase the same for Additional Cost Vendor, pass a Credit Note/ Adjustment entry in Accounts Payable module while selecting the invoice created through PO Module and selecting the same ‘Provisional Cost Clearing’ account to be credited.

	Dr	Cr
Provisional Cost Vendor (PR01)	30
Provisional Cost Clearing A/C		30

Finally to adjust the difference between approximate and actual additional cost, create a GL-JE debiting Provisional Cost Clearing and Crediting COGS or Cost Variance account.

	Dr	Cr
COGS/ Cost Variance	10
Provisional Cost Clearing A/C		10

This way the inventory costs for each delivery can be identified and then added to COGS at the end of year.

Hope this helps ease your work.

Manufacturing made easy with Autosimply.

One of the major area where every manufacturing concern focus is on production optimization because almost 70 to 80% of cost in COGS is incurred during production. Industry is working on this subject since few decades, as a result we could see many theories and principles being evolved and practiced. But still there is a something missing, every time you achieve a targeted perfection we can gage a small percentage of error. Reason for such error may be external or internal factors, some are within our control and some are beyond our control.

Now let’s think of something which is within our control, internal operation. Planning, scheduling, executing and reviewing internal operation is very much necessary to narrow down the variances between standards and actual. Advance planning is the general trend in manufacturing. But today, manufacturers prefer demand based manufacturing to reduce business risk.

“Demand driven approach to production gives 92% perfect order against 81% of those who do not” - AMR Research

Demand based manufacturing is a complex process because while planning in such scenarios
management has to consider many factors other than Man, Material and Money. Such complexity can be handled by using a comprehensive solution like Sage Auto-Simply, which is
exclusively developed with an objective to handle complex calculations and probabilities while forecasting and planning. Greytrix, in its implementation practices had always leveraged the
power of simplicity in Auto Simply and over a period of time this had delivered tremendous result to their clients.

We could see that most of them had:
• Reduced their inventory by 15%.
• Improved their POP (Perfect Order Performance) by 17%.
• Reduced CtC (Cash to Cash) cycle by 35%.

This had helped them to reduce working capital, increase capital utilization, inventory
optimization and mainly maintained a flexibility to change over between SKUs as per trend. Auto-simply modules like Production Planning & Manufacturing Order can help you to get summarized Availability Report, Order Projection Report, Production Schedules, ability to check on implication of changing scenarios on profitability, CoP (Cost of Production) & COGS (Cost Of Goods Sold).

In long run a manufacturer can expect business benefits like, Increased Customer
Service with on time delivery, optimal Capacity Utilization, Reduced Wastage,
Reduced Transportation & Warehousing Cost if opts for automation of the end to end production process.