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August 2014

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August 2014 | Construction Equipment Distribution | www.cedmag.com | 51 A Closer Look Service Vendors (GISVs). This designation qualifies XAPT to be the single source of all licenses. Other companies might require a license from Microsoft as well as a license from a developer that adds on to the product. "We're in lock step with Microsoft," said Kohart. All code is written in-house by XAPT and reviewed by Microsoft to ensure compliance with Microsoft development standards. XAPT employs more than 70 developers and 400 staff worldwide in support of its equipment dealer customers. "Everything is done by a direct employee, so no matter where the issue may be, XAPT stands up and supports it," said Kohart. What It Does The product itself is a fully integrated ERP that replaces a dealer management system and a myriad of auxiliary systems. It includes everything you need to run a dealer- ship including functions for human resources; IT manage- ment; purchasing; equipment management; parts and inventory management; service management, sales, marketing and CRM management; financial manage- ment; workflow management; business intelligence; equipment rental; power systems; all combined one tightly integrated program. Built into the system are both customer and vendor portals and more than 150 interfaces. Among a multi- tude of tasks, customers can schedule service requests, while service and sales can access their relevant applica- tions from smart phones. If you need a mechanic on a mining site that is certified in Tier-4 engines as well as MSHA certified, the system will tell you which field technician is available. The parts module of the program supports an automated pick-and-put-away system for a dealership warehouse. Reporting is quite different because all information is available in real time, and users can generate reports on demand. The Process With hundreds of macro and micro processes already mapped, XAPT can quickly configure a base solution with minor modifications for dealers. Kohart estimates they have a 98 percent fit for any dealer across the globe. "We offer a proven solution. We have built that profi- ciency that makes for a smoother process." Once the system is configured, extensive testing takes place. For the Milton CAT launch more than 5,000 test cases were run on the system, and before the actual "Go-Live" event there were two mock migrations simulat- ing all activities required. The goal is to make the 'go-live" event, as much of a "non-event" as possible. Training is critical to building employee acceptance for a new system. XAPT employs a "train the trainer" methodology. "We train super users who train their normal users," explained Kohart. "It's a superior method." At Milton CAT, training of 1,000-plus users was a three-month process and took place at each of their facil- ities. Subject matter experts completed the training with local management accountable for ensuring their people were ready. "It made them feel part of the project," said Ford. The XAPT solution is targeted to dealerships with at least 50 users. There is a base cost for licensing, as well as a fee to set up and configure the system. An annual enhancement charge covers the cost of system upgrades every two to three years as well as integrations. According to Ford, the system launched by Milton CAT is actually the result of the combined efforts of multiple Caterpillar dealers. The functionality they designed and developed did increase the time needed to deploy the system but didn't dampen the dealership's excitement about the future. "This is just the start," said Ford. "The biggest thing is we are now on a technology platform we can grow with." When support is needed, XAPT is available 24/7 through its operations around the globe. Its Miami, Fla., center will quadruple in size this September to meet growing needs, while a new support center is due to open soon in Brisbane, Australia. The company head- quarters is located in Budapest, Hungary. At Milton CAT, the switch to a new ERP was just a continuation of the company's ongoing strategic plan- ning and process improvement that began 10 years ago. "I think it is very important that organizations do organizational and process work before launching an ERP project," said Ford. "We want the technology solutions to enable our process rather than dictate our process. Most every process that we have has been enabled by this solution." And isn't that what a partnership is about? Five Tips for Switching 1) Develop your processes and make organizational changes before installing a new ERP. 2) Make sure the software is up and running at actual dealerships, not something just being developed and a promise. 3) Choose a system that can adapt and change along with your dealership. 4) Prepare your organization for change. The entire organization needs to be committed and involved in making the new system work. 5) Look for a long-term partner that really understands your business.

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