Well…..you screwed up….you graduated. Now you have to deal with the “real world.” Remember, I warned you. However, before you go my sincerest congratulations and a few last words of questionable wisdom:

No one owes you anything. You must make your way in life. The easiest way to get ahead is to show up early, stay late and ask “What else can I do to help out?” Those are the people who stay employed. You don’t have to be the smartest to accomplish this–just put forth the effort.

1. Life is a game of everlasting learning. Even though you graduated, there are never ending learning opportunities. Embrace the opportunities as knowledge and wisdom are geometrically cumulative. However, once you stop learning, it is ‘game-over.’
2. You will make mistakes. We all do. All that matters is how you deal with them. A mistake is only a problem if you fail to learn from it.
3. There will be many short term hurdles. Deal with them logically—but focus on the long term. Set short term goals as well as long term goals and review them once a year.
4. Be disciplined, knowing what you want to accomplish. Assess where you want your life to be ten years out. Track your goals accomplished and set new goals. Give yourself something to reach for.
5. Reply to people within 24 hours—if not sooner. The biggest problems in the world occur from poor communication.
6. Live below your means. Society repeatedly tells us we need to drive a certain car, live in a high dollar neighborhood, etc. Material things will never love you, but they can put immense pressure upon you. This can harm a marriage, challenge our ethics and bring about a variety of health issues. Money provides flexibility but not happiness. Living below your means gives you options when unanticipated things happen.
7. Be flexible—things will change. I have famously said “I will never…(insert Dave’s stupid statement of the day)”. Be careful of things you say you will never do. Life will throw you many curveballs. It is up to you to rationally assess them and find opportunity in unexpected places.
8. Most of us will work in a relatively safe environment. The biggest risk I have most days is a paper cut. This will be true for most of us. As we get upset, remember that things are rarely life threatening. As such, think logically and stay disciplined. However, if something is truly life threatening….act quickly.
9. Life is short–find your passion. You have a fantastic gift in your brain and your ability. Use it in an endeavor that motivates you to get out of bed and push hard every day. Do not do something merely for the money.
10. Have fun. Laughter is wonderful medicine for a variety of ailments.
11. Make the world a better place. You have the distinct ability to make a bad world a much better place. The evening news has non-stop stories of what is wrong with the world. You, on the other hand, have the ability to make a positive change in the world around you.
12. If you place the needs of others first, you will find you avoid ethical problems and sleep with a smile on your face. You will also find that immense rewards trickle down to you. Life is boring if it only benefits you—so rise to this challenge.
13. Stay in contact with your classmates as they can be a needed source of support, encouragement and opportunity.

Best of luck to the class of 2013.

As a senior operating executive I have been leading companies through transitions for 20 plus years.Sometimes it’s because they have hit a major bump in the business road. A sudden drop in sales resulted in a lack of cash for instance brought on a crisis. But for more companies it was the fact they couldn’t transition past the middle market obstacles that Doug Tatum in his best selling book so aptly described, as the place where growing companies fail.

Let’s explore the 5 steps to survive “No Man’s Land”.

Habit 1

Become insanely objective about the business and “Embrace the brutal facts”, as author Jim Collins states. Great companies ask tough questions to get an accurate picture of the extent of the team misalignment and each issue’s degree of urgency.

Habit 2

Set a clear direction by focusing on a handful of priorities. More then 5 priorities usually results in no priority. The approach is straightforward. Teams can focus when they are responsible for a handful of actionable priorities and deadlines.

Habit 3

Align the team through routine communication. My partners at Newport have observed that over 98% of teams are out of sync on “No Man’s Land” issues. On the other hand, companies experience at least a 20% increase in performance when teams are aligned and focused on the right priorities. Aligned teams can stay in sync with a routine review of priorities and key performance indicators.

Habit 4

Keep score to hold each other accountable. Team accountability is attainable. A simple dashboard that includes priorities, assigned action points with deadlines, and metrics will provide the catalyst for the top team interaction to focus on what matters most… Offering the team an opportunity to vote on the priorities and action points can also fuel accountability. Businesses are not democracies, but if you want buy in you have to be prepared to listen to what your top team is saying and change course accordingly.

Habit 5

Adapt and learn quickly. Our nation’s special forces utilize the same strategic decision process on every battlefield around the world. The foundation of their strategy is based on the team’s ability to make a decision and quickly learn from their unfolding circumstances, outside information, and then evolving interaction with their environment. By using this process the team adapts and learns in order to choose the next move. Not all moves are successful.Take a look at the best selling book “ Lone Survivor” written by Marcus Luttrell a Texan hero, for how many counter moves are required  before he achieves a successful outcome in dire circumstances.

Now with the five habits intact lets review the four categories of No Mans Land written by Doug Tatum referred to as four M’s.

No Man’s Land book and images related are the copyright of Newport Board Group.

In a later article we will review specific company case studies and where one of the M’s above halted the progress of the company and had to be thoroughly addressed before the company could continue on its journey through “No Man’s land”.

I welcome questions and observations on both the book and transitions in general.

Peter Duff, Partner Newport Board Group. Peter.Duff@NewportBoardGroup.com

I’m about to present a Marketing for Growth workshop. When you get beyond the basics of marketing techniques, it’s all about the numbers. That’s what I will be talking about at my session to get owners thinking about more than FaceBook and Twitter or blog posts. Sales efforts with no numbers to back up the time and costs incurred is no sales efforts in my book.

I happen to have a marketing and sales background, ran a full service advertising firm with Jan Triplett, and taught the marketing workshop for the SBA for years. But, even if you’re strictly all about dollars and sense, the marketing and sales department needs you.

Here’s what you bring:

1. A No Nonsense look at the sales figures.
2. A need and vital use for tracking costs and results.
3. No love for any particular sales technique or system. Social media or traditional media , it doesn’t matter as long as the sales projections you were given to go on for planning or budgeting turn out to be reasonably accurate.
4. No tolerance for excuses or wishful thinking. That may sound harsh but excuses and wishes don’t pay the bills.

Here’s what you want:

1. Accurate reports on sales status for analysis including aging time of the prospect and number of contacts needed to get the sale or to cull the lead.
2. Consistency for planning purposes
3. Replicability for growth and profitability purposes

Your Sales Role is to make sure:

1. Staff is using assets appropriately.  That means leveraging existing and previous customers to find additional sales, upselling, re-selling, and referrals.
2. There is a written system for tracking results that everyone uses. Salespeople like to be hip shooters and creative. But there are some “MUST” questions that need to be answered on every suspect, prospect, former and existing customer. You can’t (nor can the head of sales) waste time tracking information down to determine what the monthly and quarterly sales dollars are going to be.
3. There is a written system for getting business intelligence out of the heads of sales, customer service and others who interact with customers. This is often an overlooked asset that is frequently downplayed or ignored when the focus is only on making the numbers. That information can be used for planning and budget purposes for adding or deleting products and services, expansion potential, funding etc.

These can make you unpopular but someone has to do it. If there’s a director of sales, they’ll be glad to have you play an important sales role.

Don’t make the excuse that you know nothing about sales. You do. You may just never have thought about it that

In Austin there are a few small pockets of industrial and warehouse space here and there however the majority of it is located in North Central, Northeast, and Southeast Austin.  See map below.

With office space a lot of companies choose the location based on the proximity to their homes however when dealing with industrial space you must consider a number of other things such as distribution (pickups and deliveries), proximity to the airport, customer base, proximity to major highways, etc.

Areas in Austin to Consider When Leasing Industrial Space

North Central Austin is now considered the center of the Austin Metro area.  Located along Hwy 183 between Mopac and I-35 this area is ideal for those companies that need easy access to major highways and who receive and deliver goods to North and South Austin.  It’s also more convenient for those business owners live on the West side of town.

Northeast Austin is located around the intersection of I-35, Hwy 290, and Hwy 183.  A lot of companies receive and deliver goods to other cities (e.g. Dallas, Houston, San Antonio) so this location makes it easy for 18 wheelers to make a quick stop and go.  The proximity to the Airport is nice also.

Southeast Austin is considered to be around I-35 and Hwy 71.  There are a lot of big industrial parks in this area and it’s ideal for those who need close proximity to the airport as well as easy ingress and egress for delivery trucks to pick up and deliver your products.

How Much Does it Cost to Lease Industrial and Warehouse Space in Austin?

Overall Industrial lease rates in Austin average $6 to $13 sf (this includes base and nnn) however that depends on the location and condition and security of the property.  If you just need a basic old metal building you can typically find deals on the lower side, however If you want to be in a nicer more secure industrial or flex building than expect to pay $11 to $13 sf.  Some landlords quote monthly rental rates while others quote rates yearly.  For example one landlord might quote a rate of $0.65 + $0.25 sf per month or $0.90 sf per month.  With 10,000 sf that would equate to $9,000 per month (10,000 sf x $0.90 sf).  Another landlord might quote a yearly rate such as $10.80 sf per year or $9,000 per month (10,000 sf x $10.80 / 12).

Finding the right industrial location in Austin can take some time if you are not familiar with the area and don’t know what amenities are available in each location.  To make the search process easier consider hiring a commercial realtor who can guide you through the process and save you time.

1. What are your financial needs?  The first step is figuring out what you need to get out of your business when you sell it. What are your retirement needs? What are your lifestyle objectives? What will you do once you sell your business?

 

2. What is your business worth?  Business owners frequently think their business is worth more than it really is.  Have your business valued. The general economic outlook and the growth projections for your industry affect both the sales price and the time it will take to sell your business.

 

3. When will you sell?  Once you understand what you need from your business, you are in a position to target the time when you will exit your business. If you have a partner, its essential to have a succession plan or buy sell agreement in place so the business or the other owners can reacquire the ownership interests if one of the owners leaves the business.

 

4. Who will buy your business?  Most potential buyers are competitors, a third parties, employees, or family members. Oftentimes a competitor knows the market and understands the business, so he may better appreciate the value of your business. He may see the acquisition of your business as an opportunity to expand and offer you the best price for it.

 

5. How will you market your business?  You will need to develop a “story” for selling your business covering the business’s financials, sales, business plan, industry projections, recent improvements and other important aspects of the business. This story may be adjusted somewhat depending on who you target as your potential buyer.

 

6. How will the transaction be structured?   Buyers generally prefer an asset purchase rather than an entity purchase, when the buyer purchases the ownership interests of the business. There may be important reasons why an entity purchase makes sense, such as to keep exiting contracts, permits or licenses in place.

 

7. How will payment be structured?  Sellers are frequently required to provide some amount of seller financing. A buyer may also insist on other financial arrangements, such as earn-outs, revenue sharing agreements and holdbacks, in an effort to make sure the business will perform at its existing level.

 

8. What are the tax consequences when you sell?  Be sure you understand the tax consequences of the sale of your business.

 

9. What are your obligations after the sale?  Generally sellers must provide a certain level of training to buyers helping them transition into the business. It’s in your best interest that your buyer is successful and will be able to pay you the sales price. It is also very common for the buyer to require that the seller agree not to compete against the business for a certain period of time.

It happened so fast; unless you were staring right at it you never saw it. However, one of our clients, Ted, had been watching.

He called our office in a matter of minutes trying to determine if he was imagining things—or, had the market truly dropped 140 points and then recovered all in a matter of 7 minutes?

Ted’s observation was accurate. As we discussed the odd trading behavior, news stories about a fake Twitter post surfaced reporting a bombing at the White House with the president being injured.

Although it was a hoax, the moves in the financial markets were real.

Ted was inquisitive. How could this happen so quickly? What were the implications to his portfolio and how do we protect ourselves from an incident of this nature?

Computer algorithms constantly search the internet for news stories focusing in on keywords. It could be something as broad as the economy or as focused as manufacturing operations at one specific company.

These data bits are then scored with that information feeding into trading programs. The fully automated trading programs then kick in placing buy or sell orders (or both). All of this happens in a matter of milliseconds.

As I told Ted that this happens in a blink of an eye, he asked how can anyone possibly ‘out-trade the robots?’

Ted’s observation was a good one. There will always be a faster computer and there are physical limitations to how quickly you can receive, process and act upon information. Additionally, it helps to remember that markets are made up of emotion driven speculators as well as logical investors. Just because someone makes an irrational or emotion based decision does not mean a logical investor must chase after them—or even react at all.

Furthermore, the volatility from immaterial news or irrational speculators does nothing to change the long term value of a company. This bombing hoax has no impact on sales from HEB, Budweiser or Wal-Mart.

Knowing this, a logical investor will recognize this for what it is and either sit tight or take advantage of the emotion driven irrationality of others.

As Ted began to see my point, I added that people who function in the financial markets need to know whether they are “traders” or “long term investors.”

Traders are constantly moving in and out. Not only does this increase commissions, but it decreases tax efficiency. With automated trading volatility can irrationally spike in an instant. Unfortunately, the long term rates of return do not reflect wisdom in this practice. Knowing this, we focus on long term investing.

Whether we buy one share or one million shares, we behave as if we own the whole company. We own a company because of the long term value created from its operations and profitability.

As I said this to Ted, I asked him if he owned all of Exxon, Coca-Cola or Wal-Mart—would he day trade them for fractions of a penny? Ted laughed and said “Obviously not.”

From our perspective, the thought that you can out-trade the market is simply a casino type mentality. It does not work.

It is so much easier to focus on understanding the financial statements of companies and invest in good quality companies for very long periods of time.

Warren Buffett has often said you should only choose investments you’d be happy holding if you were stranded on a desert island for the next 10 years. Adopting that philosophy helps to focus investors on the long term—and ignore the “noise.” Combining a long term focus with discipline and logic allows successful investors to focus on the issues that matter most.

External Conditions

First, there are external conditions. These are things that are going on around you and your business such as macroeconomic or political factors. If any of these exist (and they likely do) then it will be taken into consideration. Is there any pending legislation that could impair your operations or the operations of your suppliers or customers? What about the prospect of inflation or taxation issues? Are there lifestyle changes or technology changes that could impact your particular product or service? All of these have the potential to affect the conditions of your loan.

It has been said that the only constant is change. While your business probably won’t be in a position to affect the larger conditions that can affect the economy or political, it can make plans on how to handle upcoming changes.

Understanding the competitive landscape is important as well. Do you know who your competition is? How do you differentiate your business from the competition? Do you spend time evaluating your customers and what their needs and wants are? What can you do to improve relationships with your customer base? Are there perhaps risks on the horizon with major suppliers? What’s important is not the larger trends that you can’t control, but rather what you are doing in your business to anticipate and counteract those changes.

Internal Conditions

Second, there are internal conditions. These are the things that define your business and how it operates. Do you have defined goals and is your business structured and operating in a way to attain those goals? Are your employees engaged and do they feel that they are a part of the team? Are schedules and operating procedures efficient and productive? Does your company track specific metrics to know whether it’s achieving its goals?

A lender is not only interested in your current balance sheet and profit and loss, but also if you are aware of the surrounding conditions (potential risks if you will), both external and internal, that will certainly affect your business. Being aware of potential risks and how you have formulated a game plan to mitigate these risks will instill confidence in you from others.

Sometimes, lending conditions also refers to those loan requirements or covenants that may be a part of a loan agreement. Financial reports, performance ratios, borrowing base requirements, and key man life insurance are some of the loan conditions that you will need to be aware of and adhere to when necessary.

As a business owner or manager, you should be familiar with all of the five C’s of lending. Depending on what type of business you are in or what type of loan you are seeking, one “C” may be more important than another. Whether you are applying for a business loan or not, it will be a very helpful exercise to look at your business in the context of each “C” and more than likely you will find ways to improve your business and increase your chances to be successful.

Interested in learning more about borrowing? Download our Checklist to see what you need to be prepared to borrow.

It doesn’t take long to see that Marvin Rush is a man with a plan. The founder and chairman of Rush Enterprises actually has many plans. Knowing this, I thought it would be beneficial for my Texas Lutheran University students to spend time with the Texas native.

One of the first things Rush shared was his five major goals. He wanted to own a GM dealership, a Cadillac dealership, a bank, do $1 billion a year in revenues and take a company public.

As he shared those goals with my TLU students, Rush had their attention. Indeed, these were lofty goals. However, what is truly amazing is that these goals were set at age 20—in 1958! Furthermore, he has accomplished every one of those goals.

In the process, Rush Enterprises, headquartered in New Braunfels, has become the largest medium and heavy duty truck dealer in the world. The firm is considered the premier service solutions provider in the commercial vehicle industry. Furthermore, Rush is the first person ever to take a motor vehicle dealership public and despite the well chronicled disaster in the auto business in 2008 and 2009, Rush Enterprises remained highly profitable.

Rush has always been a goal setter, telling his audience that if you don’t set goals you have nothing to reach for. Additionally, he has never shied away from work.

Rush’s first job began at age 6 when he swept out the bus station in inner city Houston. By age 10, a young entrepreneur was created when Rush bought three soda vending machines. One venture led to another and at age 14 Rush started a business to repair, sell and finance TV’s. A short two years later Rush was selling and financing used cars at his own dealership–at age 16.

In hindsight, there are plenty of successes highlighting progress in his life. However, Rush is the first to call attention to his mistakes. One of his biggest mistakes was not taking a bigger interest in accounting. He learned the hard way, as he had a controller who had been embezzling, which left Rush on the verge of bankruptcy. As Rush shared this he told my students, “I did the only thing I could do—I put my head down and got to work. It took eighteen hour days, seven days a week for months to reconcile our financials—but I learned accounting!”

As Rush is apt to quickly get bored, he was presented with an opportunity to buy a string of tire shops. He bought them in 1980 and the economy soon entered a significant recession. Worse yet, Rush had borrowed as much as possible to finance the acquisition. When the economy sank, revenues plunged and banks would not lend additional funds. Rush had to dump the tire stores. Although he avoided bankruptcy, he was a broke man.

Rush admitted he was mad at the world for ten years after this. However, he fully repaid his creditors and finally realized he had no one to blame but himself.

Rush then told the audience, “You will make mistakes—but mistakes won’t kill you if you are not over-leveraged.”

If you ask Marvin Rush why he has been successful he will tell you it is because of his people. His father told him to hire great people, give them ownership and if you make money—make sure your people make money too. These strategies appear to resonate with his staff as average employee tenure is 27 years.

Rush also tells his people “No matter what their position—they need to enjoy what they do—so make sure you’re having fun.”

Today, nearing age 75, Marvin Rush is on the prowl for more acquisitions, saying you have to look at many deals to find the one you want. Since he has blown through all of his goals set in 1958, he has a new goal—to do $5 billion in revenues by 2015–a sixty percent increase over last year’s record figure. I certainly wouldn’t bet against the man. Not surprisingly, the highly independent entrepreneur says he never plans on retiring.

As Rush concluded his lecture, I was impressed with his long term vision and desire to think about, and create, opportunities. If anything, it was quite obvious that as long as Marvin Rush is around capitalism, and the American Dream, are alive and well.

Sales projections are wrong because…

1. Sales projections are not supposed to be right.

They’re a snapshot of what to expect each month based on relevant criteria and are defensible. Projections accepted without question are useless.

Questions to ask:

• Why will this sale go through?
• Why will they buy now?
• What marketing or sales efforts contributed to this?  We recommend a Platinum Profile Customer™ 7-step sales process.
• What do we need to do to close the deal? Does it set a precedent? Is this going to be a policy?

2. Sales people hate to do sales projections.

They may be able to withstand a lot of “No’s” but they don’t want even to guess and be wrong. When you ask them to choose what sales will close, they always hedge their bets. No one ever seems to go back and see if they were right or if the percentage of their guesses were acceptable. That would tell a Sales Manager or Director a lot. Of course, you can build in a “fudge factor”. That means basically taking their prediction and cutting it in half or more.

Questions to Ask:

• Were the sales people right?
• Were they half right? Is half enough? Maybe not.

3. Sales projections are usually isolated from overhead costs.

When you do that, you can’t really determine if the predicted income is enough, too low, or dangerous.

Questions to Ask:

• Should salespeople be allowed to know about the business’ fixed and variable costs? At least generally they should. A $50,000 deal sounds really good until you know that it barely pays the manufacturer’s rent for a month.
• Are they spending their time wisely? You need to get salespeople to stop going after any deal and focus on the Platinum Profile™ ones, even if they take longer to close. At least they’ll be worth the effort.

4.  Sales projections are done once and forgotten.

They’re usually not compared to similar sales situations from previous years or similar customers. They can’t be set in stone and they can’t be just based on “feelings” and “intuition”.

Questions to Ask:

• How is this prospect like other customers?
• How is this situation like previous ones?
• Can we use the same strategy? What’s different or needs to be adjusted?
• Did “ghost competitors™” get in the way?
• Can we plan on getting referrals to additional prospects from the customers we sell (either inside the group or outside in terms of colleagues, friends, and family)? These can strengthen the value of each sale and up the sales projections for upcoming months because warm leads are always stronger than cold ones.

5. Sales projections don’t deal with “Cost of Goods” or “Cost of Services”.

They don’t usually even mention costs to find, attract, deliver, support and retain customers.

Questions to Ask:

• Are your costs reflective of all your costs?
• Can you reduce those costs with help from strategic allies who share the costs or by getting a special deal by “stocking up”?
• Are you subtracting these costs to know what really stays in your pocket and not what you make gross?
• Are salespeople considering those costs when they are out there making deals? They should!

6. Sales projections don’t break down sales into SBUs, strategic business units, in enough detail.

Salespeople need to know what to suggestive sale or they will leave money on the table. Without discussing ways to make the solution stronger, the customer is cheated. They won’t feel that they’re getting a total solution that’s been thought through with enough attention to their needs.

Questions to Ask:

• What can management and sales learn from looking at what SBUs have the most value? A lot. Seasonality. Stock up rates. All kinds of things that can help upsell or resell customers. They can also tell your salespeople what to drop or at least not push.
• Are salespeople using good suggestive sales techniques or are they not even doing it at all? Research shows people like ideas to make their purchases better (even if they don’t always use them or say anything.)

What else can you do?

Business Success Center CFO Daniel Diener developed a unique sales and financial projections spreadsheet. It brings all the information about costs and revenue together on one sheet. If you don’t have something that brings these key parts together, you need to get one or make one.

We’ve used ours with businesses of all sizes and all industries. It works and it’s easy to get a 40,000 foot owners view of what’s going on. If you’d like to know more, please contact Daniel.

Then you need to look at it and change it each month to reflect last month’s realities. How far off were you? What do you need to change to make this snapshot more realistic in the future and more useful? This effort makes sense especially if you have salespeople who hate numbers and being pinned down.

Adjusting Inventory and reporting

When you use QuickBooks to enter your inventory items onto Sales Orders, Sales Receipts, or Invoices, it will automatically deduct those items from your inventory. Inventory Reports can show you at a glance how many items are on hand, on Sales Orders, on Purchase Orders, or on Pending Build. In addition to cost, sales price, unit of measure and preferred vendor, you can also set inventory items to include a re-order point, so that you are alerted when quantities are running low.

All QuickBooks versions include the Physical Worksheet for performing physical inventory counts and the ability to then adjust it. You can adjust the Quantity, the Value, or both at the same time.  You tell QuickBooks which adjustment account (ex: over/short, spoilage, damaged, stolen) to adjust, then select the items to be adjusted.  Once the items are selected, you enter the new quantity and or new value, and QB will adjust the inventory, and calculate its new value.

QuickBooks Premier and higher includes an Inventory Center. This dashboard-like screen with the handy filterable grid provides even more information with inventory transactions as well as links to reports like:

• Stock Status – includes quantities on hand, quantities on Sales Orders, quantities on Purchase Orders, your next delivery date and more.
• Inventory Valuation Summary – includes quantities on hand, average cost, asset value, sales price, retail value, etc.
• Physical Inventory Worksheet – a print out of every inventory item with its description and quantity on hand for performing a physical inventory count.

In the Manufacturing and Wholesale Edition (available through QuickBooks Premier), inventory capabilities expand to include a Customer Return Materials Authorization Form, Non-conforming Material Report and a Damaged Goods Log and inventory item set up expands to include a Manufacturer’s Part Number as well as shelf and bin numbers.

Keeping up with inventory is challenging, particularly when assemblies are involved. But with QuickBooks’s different versions and specialty editions, like Manufacturing and Wholesale, it is easy to find just the right QuickBooks product to fulfill all of your inventory needs.

Here is a quick overview of the versions mentioned in this article and which functionality is included:

QuickBooks Pro:

• New Item
• Adjust Quantity/Values on Hand
• Physical  Worksheet (count sheet)

QuickBooks Premier:

• All of QuickBooks Pro features listed above, plus
• Inventory Center

Quick Report

Physical Inventory Worksheet

Stock Status

Inventory Valuation Summary

• Inventory assembly – Bill of Materials – Build Assemblies

QuickBooks Premier Manufacturing and Wholesale Edition (included in QB Premier):

• All of QuickBooks Premier features listed above, plus
• Change Item Prices
• Price Level List
• Customer Return Materials Authorization Form
• Non-conforming Material Report
• Damaged Goods Log

QuickBooks Enterprise

• All of the features above, plus
• Inventory Assembly – Edit Build / Variable Builds
• Item picture
• Auto create Purchase Order based on reorder point

See QuickBooks Enterprise Inventory Center Example below:

For more information regarding inventory management, visit www.basi-usa.com .