Sage has announced that 56 of their Extended Solution catalog will be incorporated into version 4.4+ of Sage MAS 90 and MAS 200 (EES would receive them as well). The remaining catalog is available to all developers in good standing with Sage. They may upgrade these items and offer them to their customers – or to the general public.

Preferred Development Partners are a firm that has gone through the application process and have 15 positive references on their Providex programming work. They must have 5 partner and 10 client references that Sage checks. If the development partner is already a Gold or Endorsed Partner they get to skip the reference check and are considered a preferred development partner.

90Minds member DSD Business Systems is one of the Preferred Developers on this list. The contact is Jon Reiter – jonr@dsdinc.com.

Here’s a list of the current Sage Preferred Developers who can update your Extended Solutions (for a fee).

Via: Schulz Consulting

Sage MAS 90 and 200 Development Partners are an important member of the Sage partner community, providing valued specialized solutions for Sage MAS 90 and 200 ERP customers.

The library of over 1000 Sage MAS 90 and 200 Extended Solutions titles have been made available to Sage Development Partners so that they can apply their expertise and provide Sage MAS 90 and 200 customers the specialized solutions that they need. The Sage MAS 90 and 200 Development Partners shown below have expressed interest in the Extended Solutions business, and have made a commitment to provide Extended Solutions customers with a high standard of service.

If you are not already working with a Sage Development Partner, please consider one of these Development Partners.

This announcement is related to Sage’s decision to incorporate some Extended Solutions into the future releases of MAS 90 and MAS 200 (version 4.4+).

The remainder that users wish to continue using will need to be independently upgraded by the developer community (of which the Preferred Development Partners are the chosen).

Click the image below for contact information.

90Minds founding member DSD Business Systems is one of the Preferred Development Partners and can be contacted via their web site – DSD Business Systems Preferred Development Partner for Extended Solutions

Here is a sneak peek overview of Purchase Agent by JobOps which has just been released as a standalone component of the popular Job Ops manufacturing suite for MAS 90 and MAS 200:

Purchase Agent automates the purchasing process by analyzing your supply and demand for inventory. Based on this information it creates a filterable grid to allow the purchase agent order review the demand, modify the information and automatically create purchase orders from it.

In the past, this program was called “Component Exception Manager” and was a major part of the ordering process for Job Ops program.

But now Job Ops has pulled  this functionality out of JobOps and reengineered it to work without JobOps in base MAS90.

Here are some screen shots.

Main Purchase Agent Generation Screen.

With this information it creates a work file of on all the inventory demand based on Sales Order and MRP forecasts, EOQ or by max stock.

And allow you to filter by any of the following items

This is by Vendor

It also will allow you to scroll to additional info

It also allow you to drill down on the item inquiry screen or see the demand generated for the item.

It will also allow you to review purchase history by item

Once you decide you can actually change the Vendor, price or quantity right on the screen

Once you decide to order it will create the Purchase orders

You can either a New PO, add to a PO that has not been printed or create an on hold PO

Once the PO is generated the demand is removed from the grid.

Normally the Job Ops Program costs between 5K to 20K based on modules and users.

This Program is available standalone without JobOps and retails for about $1500. The demo does a pretty good job of reviewing the product. Let me know if you are interested in seeing it.

What is the Purchases Clearing Account? 

The Purchases Clearing Account is a holding account that appears on your balance sheet as a liability.  It is intended to show the amount of inventory that has been received but not yet invoiced, or invoiced and not yet received.  More simply, it shows the value of goods that were received with Receipt Of Goods, which are still waiting for the bill from the vendor to arrive.

How and When are posting made to the Purchases Clearing Account?

Action
Effect

Receipt of Goods without an Invoice
Credit to Purchases Clearing

Receipt of Invoice
Debit to Purchases Clearing

Return of Goods without an Invoice
Debit to Purchases Clearing

Receipt of Negative Invoice for Goods Returned
Credit to Purchases Clearing

Receipt of Inventory in Inventory Transaction Entry
Credit to Purchases Clearing

Receipt of Goods and Invoice at the same time
No Posting to Purchases Clearing

Return of Goods and Negative Invoice at the same time
No Posting to Purchases Clearing

Theoretically, the amount that appears on the Purchases Clearing by Items Only Report  (located on the Purchase Order Period End Menu in Purchases Clearing Reports) should match the amount that is in the General Ledger Purchases Clearing Account. 

When should the Purchases Clearing Account be Reconciled?

Prior to period end processing, it is recommended you balance the Purchase Order module to the General Ledger Purchases Clearing  accounts.  Use the Purchases Clearing Report by Item Only report, found on the Purchase Order Period End menu, Purchases Clearing Reports, and reconcile to your General Ledger Trial Balance report.

Purchases Clearing by Item Only – Prints all inventory items with quantities on purchase orders included in the purchases clearing amount.  Use the total of this report to reconcile your Purchases Clearing account balance with the G/L Purchases Clearing account.

Purchases Clearing by Product Line – prints the same information as the Purchases Clearing by Item Only report, but sorted by Product Line.

Purchases Clearing Items, Special and Misc – Prints all inventory items, special (*) items and miscellaneous (/) items with quantities on purchase orders included in the purchases clearing amount.  This report will not balance to the General Ledger Purchases Clearing account because the Special and Misc items are not posted to Purchases Clearing.

Purchases Clearing Special and Misc Only – Prints only special and miscellaneous items with quantities on purchase order.  The total on this report is not included in the G/L purchases clearing accounts.

Purchases Clearing in Open PO Format – Prints the total purchases clearing amount and the total purchases clearing plus special and miscellaneous items amount.  If printed for all orders, the total purchases clearing amount should agree with the Purchases Clearing account balance.

What if the G/L account and Purchases Clearing by Item Only do not match?

If the two amounts do not balance, try the following steps to reconcile Purchases Clearing:

1. Review the Purchases Clearing by Item Only report, and identify any items you know have been received and invoiced, but are not reflected as such on the report.

2. If an invoice has been entered, but not reflected on the report, it may have been entered directly in Accounts payable, rather than in the Purchase order.  The invoiced needs to be entered in Purchase Order to affect Purchases Clearing.

3. If you have returned items, but not invoiced for that return in the purchase order module, you need to enter a Receipt of Invoice with a negative quantity invoiced.

4. If items have been received for the wrong purchase order, you will need to process a return of goods for the incorrect purchase order.  If the items were have been invoiced for the wrong purchase order, a negative quantity invoice through Receipt of Invoice.

5. If the items have been received twice for the same purchase order, the second receipt of goods must be reversed using Return of Goods Entry.  If the items were invoiced twice, then reverse the invoice using Receipt of Invoice Entry.

What Causes the General Ledger Purchases Clearing Account and Purchases Clearing by Items Report to be out of balance?

Typically the out of balance situation occurs when one transaction (the receipt of goods) was made in the Purchase Order Module, but the other transaction (the receipt of invoice) was made in another module such as Accounts Payable.   For example:

1. If you received the goods with Receipt of Goods, but you entered the Invoice in Accounts Payable Invoice Data Entry rather than with Purchase Order Receipt of Invoice you may cause an out of balance situation.  Invoices entered in Accounts Payable typically post to the inventory account – so the amount that was credited to the Purchases Clearing Account when Receipt of Goods was run will not have been reversed.  To correct this situation, enter the invoice in Purchase Order Receipt of Invoice.  Then do an invoice adjustment in Accounts Payable to adjust the duplicate invoice down to $0.00.
2. If your have returned goods but not invoiced them in the Purchase Order Module, you may be out of balance.  In the Purchase Order module, do a Receipt of Invoice, show the quantity invoiced as a negative quantity.
3. If you received goods in the Inventory Module using Inventory Transaction Entry, and you used Accounts Payable Invoice Data Entry, you may be out of balance. 

How can I make reconciling the Purchases Clearing Account easier?

If you use Receipt of Invoice you post to the same G/L date that was used when you did the Receipt of Goods, rather than using the date that the invoice was received, you will see the credit and the debit to the Purchases Clearing account occurring on the same day.  This may make it easier for you to reconcile the account.

If you have never reconciled your Purchases Clearing Account, it may be difficult to get it in balance.  However, if reconciled regularly at each month end, it will be easier to manage.

Posted by Mark Chinsky

Thanks to DSD Inc. for this post.

The first step to implementing a new accounting system is evaluating your company’s readiness for change. Before you begin looking at new features and setting fast­track timelines, take time to set realistic goals and build momen­tum. Pre­production planning is the key to success.
Additionally, people who buy accounting software usually spend most of their time evaluating features. The fact is, however, you should spend most of your time evaluating your own business. The more you know about the problems you expect the new system to solve, the better informed your final choice will be. Know where in your accounting cycle you experience the biggest productivity losses and highest error rates. Determine how inaccuracies are affect­ing your business. Understand which tasks require automa­tion. Begin by identifying the problems you experienced this year because your existing system wasn’t adequate.

1. Change before you have to. By the time you are certain that your current systems are inadequate, you’re probably already losing money to re­duced productivity, lost opportunities and inferior data. Don’t wait until that happens. If you’re receiving warning signs that your system can’t keep up (data frustration, slow turn around, time­consuming or manual processes), begin your needs analysis now. Many professional systems analysts use the steps below. Keep them in mind as you evaluate your system needs.
2. Accept the fact that improvements cost money. Implementing new accounting software will require an in­vestment of time and money. But the hidden costs of anti­quated systems are sapping your productivity and softening your competitive edge. Remember that the right system will pay for itself with process improvements and better data for decision making. Many businesses are choosing more mod­ern, automated systems for faster processing of accounting information and better formatting of accounting reports. Keep these benefits in mind when considering return on your investment.
3. Don’t ignore hard to quantify benefits. A new system will deliver broad improvements whose over­all impact may be difficult to calculate with precision. Con­sider all the benefits of more reliable and faster access to data. Think about how much it is worth to your company to improve strategic planning. How much will it cost you if your next audit doesn’t stand up to scrutiny? How will your com­pany’s reputation improve if your new system gives your customers better, faster and more professional service.
4. Compromise is a good thing. Your final choice of software probably won’t satisfy everyone, but through clear communication and patient education, most people will recognize that the decisions being made are fair and reasonable. Plan to spend more time than you’d like handling objections, especially in the early stages of the project. Plus, have a strategy for fine tuning the system once it’s installed. Count on a new system to satisfy about 90 per­cent of your needs and wants, and figure out how you are go­ing to deal with the remaining 10 percent. You may need to consider some staffing changes or revising your policies and procedures.
5. Create a task force. Financial software affects many departments within your or­ganization. One of the easiest ways to insure cooperation is to involve representatives from other departments right from the beginning­including not­so­obvious groups like Sales and Hu­man Resources. It may slow down your process and frustrate you, especially if your old system is failing and you need to hurry the new project along. But in the long run, a task force saves time and hassles, and guarantees that other depart­ments will cooperate during the implementation.
6. Aim high. Many people don’t aim high enough when they implement a new system. Just about any product can deliver financial state­ments. You should be looking for so much more. Think back to last year’s planning sessions with your peers. What informa­tion could have boosted productivity and profitability? This might include current gross profit by product, customer or salesperson, or trends on how customers and products are growing or declining. You may want to use financial ratios to measure your company’s performance against your competi­tors.
7. Know what’s special or unusual about your company. Your company probably has some unique requirements that can’t be changed. Perhaps you need to track products by lot number or serial number. Maybe you need multicurrency ca­pabilities. Do you need to price product by warehouse loca­tion? Does your industry have special reporting techniques? Make a list of requirements unique to your industry and organi­zation.
8. Know which features you can’t live without. When you survey your task force, you’ll uncover a few system capabilities that are critical to your company such as particular reports or tracking methodologies. Once you discover that they are absolutes, put them on your “must have” feature list.
9. Think globally. International businesses are expanding rapidly. Consider global issues such as multicurrency capabilities, availability of the software in other languages, compliance with foreign reporting requirements and international support.
10. Look for solutions that can easily adapt to your busi­ness needs. In order for a solution to meet your business needs, it should mesh with your existing business practices and adapt to technological innovations. Again, ideally you want a solution that’s simple, intuitive and closely matched to how you al­ready do business. Be sure the system can:
    • ­Embrace industry­ standard technology quickly and easily.
    • ­Customize easily to fit the special needs of your busi­ness.
    • ­Deploy flexibility to new IT paradigms such as Application
    • Hosting.
    • ­Scale to the changing size of your business.
11. Make integration a high priority. Tightly integrating your financial accounting software with your other business management solutions can significantly improve your bottom line. Linking all functions internally, and linking to customers, suppliers and other business part­ners externally can dramatically reduce lead times and waste through supply chain. You’ll streamline operations and gain a competitive edge by integrating your Web store, customer relationship management, supply chain and hu­man resource management applications. When evaluating accounting systems, check to see how seamlessly they inte­grate with other solutions. Tight integration will save you time, promote greater efficiencies and add value to your business.
12. Manufacturers/Distributors: Evaluate automated shipping and distribution solutions. Inventory that sits in your warehouse is cash your business could otherwise be using. When considering accounting software, study what options are available to link the system with your warehouse management system. Tight integration will pay your organization huge dividends in the form of re­duced inventory cycles, more efficient warehouse opera­tions, less paperwork (and the corresponding reduction in input and other errors) and better order accuracy.
13. Don’t forget about your sales team. Study after study indicates that customer satisfaction and loyalty are crucial success factors. Customers are the life­blood of any organization. The better you are able to and satisfy customers, the more your business will prosper. Closely linked Customer Relationship Management (CRM) software will allow your organization to increase customer satisfaction. Your sales team will have a much better under­standing of customer purchasing habits, both in aggregate and individually. Research which customer management options are available with the accounting soft­ware you are considering, and how closely linked they are.
14. Take time to research human resource management systems. With any integrated solution, it takes time to research HR management systems. Evaluate it like you would accounting software; don’t just assume it will meet your needs. Look past compensation and benefits to be sure that it meets your com­pany’s specific requirements in other areas such as integration with federal and state agencies, and online filing of reports and documents. Be sure that it really does integrate and synchro­nize with payroll, eliminating the need for redundant data entry.
15. Be prepared to extend your business to the Web. Software optimized to leverage future e­business opportunities will deliver significant strategic advantage. Look for accounting software with strong e­business capabilities, even if e­business functionality is not one of your current requirements. Areas to consider include support for business­to­consumer and busi­ness­to­business buying and selling, the ability to empower employees through intranets and browser­based applications, and the capability to extend systems through mobile, wireless applications. Choosing a software manufacturer dedicated to e­business solutions will ensure your system can grow to match your organization’s evolving strategic goals.
16. Look for integrated Web store solutions. A Web store isn’t really a solution if it doesn’t integrate with your back office. When shopping for Web store creation and management software, look for one that will eliminate time­consuming manual re­entry of orders received via the Web. It should seamlessly integrate with your accounting system. Changes to customer and inventory information in your ac­counting system should automatically flow through the Web store. Furthermore, you should be able to process orders in either real­time or batch mode.
17. Explore Application Hosting. One of the challenges of implementing an integrated business management solution is that it requires a fairly large investment in hardware, software, and technical support. These can be purchased and maintained by your organization. Another op­tion often available with e­business software, however, is to utilize an Application Service Provider (ASP). This innovation allows you to reduce your initial costs by effectively “renting” hardware and software, which reside off site. An ASP option can deliver significant savings on both the initial investment and ongoing maintenance and upgrade costs. Don’t overlook the “lease vs. purchase” option if it is available.
18. Choose your software before your hardware. You’re probably going to need some additional hardware to implement the new system. But since system requirements are generally determined by software and not hardware, you should choose your software first, and then buy hardware rec­ommended by the software manufacturer or you consultant.
19. Start with the big picture. Don’t dive into details at the beginning of your selection proc­ess. First decide on what key characteristics the system must have. Eliminate any packages that don’t comply with your fundamental requirements and you’ll narrow the field. significantly. There is no point in having a 200 page request for proposal (RFP) if ten questions will shrink the field from 50 possible vendors to five.
20. Don’t underestimate the importance of system architecture. You’ll want your software to have the capability to grow and change as your organization changes. Most accounting software companies have various families of products geared toward specific sizes of customers. A key question to ask is whether or not the products are built on unified sys­tem architecture and if they have a built­in upgrade path from one product to the next. If the family of products has been developed on the same architecture, future upgrades from product to product and the subsequent data exchange can be managed much more smoothly.
21. Make sure your software can be customized. No one software package is right for everyone. And no ac­counting solution on the market will have every single fea­ture you’d like. Many packages give you useful modification features that let you change reports or screen formats. For even more control over your system, look for software that allows you to make more specific customization. This will ensure that your software will meet your needs no matter how your business changes.
22. Make sure the software can adapt to your needs. Finding a solution that can adapt to the specific needs of your company is essential. Some packages offer open archi­tecture, which allow you to easily add on additional features and adapt to new IT paradigms. Open architecture is espe­cially important if you expect your company to experience growth or change in the future. If you have a growing busi­ness, one of the most important characteristics of your sys­tem is its scalability. Open architecture scalability ensures your system can grow along with your company.
23. Look for software vendors that invest in research and development. A good company invests heavily in engineering and devel­ops new product features and enhancements regularly. These companies stay abreast of new technologies and make sure their customers do too. A good software manu­facturer will provide frequent upgrades at reasonable prices.
24. Explore what support will be available to you. Find out what technical support each software manufacturer makes available to its customers. What days of the week and times during the day are telephone technical support specialists available? What costs, if any, are associated with various levels of support? Does the manufacturer provide classroom, self­study or Web­based training programs? How frequently does the manufacturer keep in contact with cus­tomers regarding product announcements, upgrades, etc.? You will need assistance getting the most out of your soft ware; the best manufacturers provide this assistance.
25. Documentation reflects software quality. You rarely find excellent documentation with poor software. Clear, accurate and useful documentation takes time to pro­duce and indicates a long­term commitment to users. You’ll save time hunting through manuals if the documentation is included electronically as help files within the application.
26. Check out the software publisher. Study the makers of the software. Find out how long the com­pany has been in business, what their long term prospects are, and what kind of customer support, upgrade protection and technical support they provide.
27. Popular products are popular for a reason. Just because a software product is popular doesn’t mean it’s right for you. But if a company has lots of users, they’re proba­bly doing something right. A large installed base is like an in­surance policy for users. Choose a product that has stood the test of time, satisfied companies similar to yours, and delivered good value.
28. Evaluate the software by what it can’t do. Software product limitations are often much more revealing than feature list comparisons. Find out the maximum number of customers, vendors and inventory items allowed, ask how many line items a single invoice or sales order can handle, and find out the maximum number of users that can work with a particular application at the same time.
29. Use mistakes as your acid test. People make mistakes. If the software handles errors intelli­gently, that’s a sign of good design. Some of the most widely promoted accounting systems do not allow you to correct an error in a purchase order without canceling the entire P.O. and re­entering it from scratch. Look for software that tests for er­rors, such as duplicate customers and vendors, incorrect item numbers and unreasonable amounts and dates. The system should also flag unusually high quantities or unit prices and offer valid alternatives.
30. Evaluate the learning curve. Intelligently designed software is easy to learn. An intuitive interface will shorten training times and facilitate the conver­sion. Look for input fields in consistent and expected locations, and screen design similarities among all modules. Be sure that the software comes with effective learning tools, classes and demonstrations to speed the learning process. Don’t compro­mise when it comes to end­user support.
31. Understand the difference between standard functions and “extras.” Some software organizations provide basic functions but then make you purchase the various “extras” that come standard in other organizations’ software. An extreme example would be to buy a car, and then discover that you must pay additional for the engine, steering wheel and tires. Confirm what is included in the core pricing and what must be purchased separately.
32. Go paperless. Today’s most effective software solutions utilize less paper­work. As you explore accounting and other software solu­tions, focus on how much paper you can eliminate during order entry, basic accounting input, shipping and handling efforts and other areas within your organization. The more paperwork and input you can eliminate, the more efficient and error­free your organization becomes. Consider sys­tems that support document attachments and have built­ in data backup and storage.
33. Conduct an interview. Arrange a meeting with the consultant and your task force. The focus of the interview should be how long the process will take, what applications the vendor can provide, and how he or she can help you benefit from them not on details of specific software or systems.
34. Ask for references. Has the consultant installed accounting software at compa­nies similar to yours? Ask about company size, number of employees and nature of the business. Ask for contact names and phone numbers, then call to learn as much as possible about the customers’ working relationship with the reseller.
35. Listening skills are as important as product skills. If the consultant doesn’t listen effectively, chances are you won’t be satisfied with the final outcome. During your first interaction, notice if the consultant seems more interested in “pushing” a particular product instead of analyzing your needs. Avoid people who try to impress you with jargon and who immediately start talking about features of equipment and programs.
36. Find a reseller you can work with. The consultant will be a virtual member of your company for weeks. You may even end up with a long­term relationship if the consultant helps change and extend your system as your company grows. Choose a consultant who comfortably fits your company’s philosophy and culture.
37. Avoid RFPs. Contrary to what your colleagues may tell you, creating and sending out an RFP is not the most effective or efficient way to find the best software solution. The process of creating an RFP, sending it out, waiting for proposals and reviewing them requires substantial internal time and therefore, ex­pense. You can achieve the same results in days by simply making a list of the ten to fifteen features you must have, calling potential vendors on the phone and asking if their system can provide them. You can narrow your list down to the three finalists you plan to interview just by spending a few hours on the phone.
38. Don’t sit for product demos too early. Salespeople sometimes urge you sit through a product demon­stration before you’re ready; it’s easy to get caught up in bells and whistles and forget about your objectives and the “must have” list. Don’t watch a demo unless you’re armed with your list of requirements and can control the process. Help your team understand the need for clear objectives and priorities before they spend their time looking at demos. Also, it’s your demo—have the consultant present their features in the order of your choosing, not theirs. This gives you the ability to ensure that the features you need are consistently presented by each vender you review.
39. Require cost forecast revisions. Obviously, you’ll need to forecast the cost of implementation as accurately as possible. Avoid surprises—get a detailed break­down of costs and fees before and during the requirements phase. As objectives change, make sure you request revised cost estimates.

Thanks to DSD Inc. for this fair and objective advise!

Year end also brings one time consuming task – namely Electronic Reporting for payroll tax filing.

Many states allow you to manually key in your payroll tax data – and this works well so long as you don’t cross the threshold (50 employees in CT) or have hundreds of companies to report.

The Magnetic Media Module for Sage MAS 90 and 200 will transmit federal data magnetically as well as most states. However many states have additional reporting requirements that the standard MAS 90 magnetic media doesn’t handle.

Electronic Reporting for MAS 90 and MAS 200

One of the 90Minds members, DSD Business Systems, have developed a huge collection of magnetic media reporting tools for the following states:

* APIC – A/P DE-542 Reporting for Calif.
* MRAL – Alabama
* MRAR – Arkansas
* MRAZ – Arizona
* MRCA – California
* MRCL – North Carolina
* MRCO – Colorado
* MRCT – Connecticut
* MRFL – Florida
* MRGA – Georgia
* MRHI – Hawaii
* MRIL – Illinois
* MRIN – Indiana
* MRKS – Kansas
* MRKY – Kentucky
* MRLA – Louisiana
* MRMA – Massachusetts
* MRMD – Maryland
* MRME – Maine
* MRMI – Michigan
* MRMN – Minnesota
* MRMO – Missouri
* MRMS – Mississippi
* MRNJ – New Jersey
* MRNM – New Mexico
* MRNY – New York
* MROH – Ohio
* MROK – Oklahoma
* MROR – Oregon
* MRPA – Pennsylvania
* MRRI – Rhode Island
* MRSC – South Carolina
* MRTN – Tennessee
* MRTX – Texas
* MRUT – Utah
* MRVA – Virginia
* MRWI – Wisconsin
* MRWV – West Virginia

Standard MAS 90 and MAS 200 Electronic Filing only submits files in a generic (yet widely accepted format. In order to submit to the states listed above – you either need to manually enter the information to review one of DSD Business System’s add-ons for Electronic Filing.

If you’re required to submit magnetically (consult your tax advisor as we are not in the business of providing tax advise and nothing on our site should be taken as such) – then you should head to the DSD site and review their extensive list of Electronic Reporting for MAS90 and MAS200.

via: Wayne Schulz - Schulz Consulting a Sage MAS90 Business Partner providing support, training and consulting on all versions of Sage MAS90 and MAS 200