Attieh Medico ERP Requirements

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Attieh Medico ERP Requirements by Mind Map: Attieh Medico ERP Requirements

1. Inventory Module

1.1. A. Warehouse, Item Master Inventory Accounting

1.1.1. 1. Warehouse Structure

1.1.1.1. Warehouse based on resposiblity

1.1.1.1.1. Main warehouse in Jeddah

1.1.1.1.2. Riyadh secondary warehouse (smaller)

1.1.1.1.3. wh manager is questionable for his own wh

1.1.1.1.4. Spare parts (handled by service team)

1.1.1.1.5. Sites are locations

1.1.1.1.6. In transit warehouse in branches - for delivery staging

1.1.1.1.7. Biggest portion is equipment

1.1.1.1.8. Bin tracking for consumables

1.1.2. 2. Items Its Information

1.1.2.1. Supplier

1.1.2.2. Business Unit, Line Product

1.1.2.3. Gov Regulation Related Info

1.1.2.3.1. SFDA

1.1.2.3.2. MDMA

1.1.2.3.3. Document Expiry Dates

1.1.2.4. Batch, Serial Number, Expiry Date

1.1.2.4.1. Consumables are batch Tracked and expiry date

1.1.2.4.2. Equipment are more serialized

1.1.2.4.3. Adding possiblity for narative for the batch and Serial (as nice to have)

1.1.2.5. Multi UoM (Split and Merge; Box and Pieces)

1.1.2.5.1. mainly in consumables item pack of 1000 (not 500)

1.1.2.5.2. receive from Vendor as packs but custmer order per units

1.1.2.5.3. simple Conversion factor

1.1.2.6. Multi Categories for Reporting Purpose

1.1.2.7. Taxable/Non-taxable Tax Rate

1.1.2.8. Technical Details with Picture and Videos

1.1.2.9. Equipment and Accessories (Kits)

1.1.2.9.1. Kit comes pre-assembled

1.1.2.9.2. Kit to be assembled at time of sales

1.1.2.10. 30K SKU - 15K consumables

1.1.2.11. Consumable

1.1.2.11.1. 15K SKU

1.1.2.11.2. Batch(Lot) tracking at 90%

1.1.2.12. Equipments

1.1.2.12.1. 10K SKUs

1.1.2.12.2. Serial tracking at 100%

1.1.3. 3. Inventory Costing

1.1.3.1. Weighted Average and Specific Item Costing

1.1.3.1.1. Specific costing for serialized equipment

1.1.3.1.2. w Avg costing for everything else

1.1.3.2. Landing Cost Application of Issued Items

1.1.3.2.1. ENCOTERM: Exworks, FOB, CIF,...

1.1.3.2.2. Shipping cost, insurrance, clearance

1.1.3.2.3. 50% late costs (shipping, misc,...)

1.1.3.2.4. Landed cost can be allocated to mutliple GRN from multiple PO this can happen as they group all the items in the yeard of the freight forwarder to be shipped at once

1.1.3.2.5. Allocation is based on value (custom duty) Freight charges too for the time being

1.1.3.3. Costing of Returned Items

1.1.3.4. Inventory Revaluation

1.1.3.4.1. real time update of the costing

1.1.3.4.2. Possiblity to adjust the cost anytime

1.1.4. 4. QR/Bar Code Scan

1.1.4.1. How it can help in Consumables/Small Items

1.1.4.1.1. consider the compatibility issue with QR code/composite barcode with inbound shipment

1.2. B. Reports

1.2.1. 1. Inventory Aging

1.2.1.1. BU, BL, Products

1.2.1.2. Multiple Categories

1.2.1.3. Near Expiries

1.2.1.4. Linked SO Lines

1.2.1.5. Supplier

1.2.1.6. Warehouse

1.2.2. 2. Other Reports

1.2.2.1. Forecast Required Quantity Value

1.2.2.2. Age of Item Stationing in a Warehouse

1.2.2.3. Loaning Item to Customer

2. Budgeting and Controls

2.1. A. Order/Quotation

2.1.1. Revenue as per quotation

2.1.2. Cost

2.1.2.1. From the last PO and changeable based on negotiation with supplier

2.1.2.2. 6% or changeable for Duties and freight

2.1.2.3. Based on estimate/ manual input for other costs

2.2. B. Financial Budget

2.2.1. PnL cost center and division wise

2.2.2. BS

2.3. C. Control

2.3.1. Material

2.3.1.1. Prompt at new PR/PO creation if the total booked and reserved cost exceeding the budget

2.3.2. Direct expenses & Manpower

2.3.2.1. Prompt at new PR/PO creation if the total booked and reserved cost exceeding the budget

2.4. D. Reports

2.4.1. Variance report

2.4.1.1. Order wise

2.4.1.2. Segment wise (BU,BL,branch)

2.4.1.3. GNA

3. Project Management

3.1. WIP

3.1.1. A. Material

3.1.2. B. Expenses

3.1.3. C. Manpower

3.1.4. Subcontracting (management only)

3.2. A. PMO

3.2.1. 6 months typical timeline

3.2.2. 10-20 projects

3.3. Ressources

3.3.1. Project engineer assigned to project to assess the site

3.3.1.1. Decide the best time to order the material (Date of the PO and its delivery)

3.3.1.2. Ensure the tasks of subcontractor are aligned with the general project delivery

3.3.1.3. Time line and tasks creation

3.3.1.4. Coordiante with the supplier on the delivery

3.4. Sales order lines drive the budget of the project

3.4.1. provision for warranties to be included in the project budget

4. Services and Maintenance

4.1. B. Equipment History

4.2. C. PPMs and Service Request Calls

4.3. D. Equipment Installation

4.4. E. Other Requirements

5. CRM and Sales

5.1. A. Sales Pipeline

5.1.1. 1. Stages and Progress

5.1.1.1. Open Lead

5.1.1.2. Prospection

5.1.1.3. Engaged

5.1.1.4. Shortlisted

5.1.1.5. Won Pending

5.1.1.6. Won

5.1.1.7. On-hold

5.1.1.8. Lost

5.1.2. 2. KPI

5.1.2.1. Creation: Number of New Leads per Stage with Values

5.1.2.2. Transfer: Progress from Stage to Stage

5.1.2.3. Activities: Daily Updates on Opportunities

5.1.3. 3. Activity Tracking

5.1.3.1. Full Change Log: Person, Date, Time, Activity

5.1.4. 4. Profit and Cost Centers

5.1.4.1. Follow Assigned Employee from Open Leads

5.1.5. 5. Price Quotations

5.1.5.1. Quotation Types/Category for Reporting

5.1.5.2. Separate Price List for Each Customer

5.1.5.2.1. exmaple: 15K SKU, negotiation of pricing with customer, expiry date of these SKUs impact the pricing offered

5.1.5.3. Maximum Discount Rates for Salespersons

5.1.5.3.1. for consumables hard limit is given, higher authority user need to intervene

5.1.5.3.2. Equipment and projects: approval based on target gross margin

5.1.5.4. Show Last PO Unit Cost

5.1.5.5. Calculate Warranty Cost

5.1.5.5.1. OIM has its own policy of warranty can give 2 years while Attieh gives 5 years - provision the warrty costs

5.1.5.6. Different Customer and Supplier Codes for Same Item

5.1.5.6.1. link customer code to own SKU code

5.1.5.7. Other Expenses and Manpower Estimated Cost

5.1.5.8. Show Estimated Gross Margin

5.1.5.9. Set Margin as Percentage of Selling or Cost Price

5.1.5.10. Types of Order: Equipment, Consumables, Projects, Maintenance

5.1.5.10.1. typically no overlapping

5.1.5.11. Credit Type: Credit Limit or Contract

5.1.5.11.1. credit limit

5.1.5.11.2. Contract:

5.1.5.12. Order Budget for Performance Measures

5.1.5.13. Different SO Types Based on Responsibilities

5.2. b.Order Management

5.2.1. Merging different quotation from different BL & Branches with same lines level information

5.2.1.1. coordinate with the branch within the same BL

5.2.1.2. Example of RFQ going accross BLs all team work on their respective BL then merge and consolidate it

5.2.2. Last date of delivery to the customer per line based on last date of order delivery and it can be changeable

5.2.2.1. Projects with mutliple sites where different teams are involved before the equipment arrives

5.2.2.2. Customer must provide the site in advance or hold the order and not back order from vendor yet

5.2.2.3. PMO coordinate with hospital for site readiness, plan the equipment delivery date based on site readiness

5.2.3. Advance payment request in advance as a tax invoice

5.2.4. Blanket orders (credit customers)

5.2.4.1. ordered 150 baloons with 1 size, but they ask the exact size when they need it when delivered a different product, the invoice should be as per the PO and not per the delivered product

5.2.4.2. More complication to anticipate

5.2.5. Retail outlet (ENT) end users division

5.2.5.1. B2B business with hospitals

5.2.5.2. implants accessories for hear loss

5.2.5.3. maintenance or replace accessory for patient this is B2C

5.2.5.4. No POS system in place

5.3. Sales reps and regions

5.3.1. Engineers as supporting

5.3.1.1. Intervention 6-7 ppl based on area size and need and products

5.3.2. Sales representative per territory

5.3.2.1. reps are assigned per teritory adnd business line and product itself (take multiple products)

5.3.3. Sales Quota per business lines (BL Manager has target that is assigned to sales team)

5.4. Marketing and lead generation

5.4.1. Trade shows

5.4.2. Bidding Govt Tenders

5.4.3. Social media presence

6. Supply Chain

6.1. A. Purchase

6.1.1. 1. Purchase Requisition (PR)

6.1.1.1. PR to SO

6.1.1.1.1. due to timing issue

6.1.1.2. Back to back purcahsing for equipments 90% of time

6.1.1.3. Vendor is known at the time of adding a new PR

6.1.1.4. Sales (sonsumables and small equipment) and project bigger equipment)

6.1.2. 2. Purchase Order (PO)

6.1.2.1. Multiple PR can be or not combined into one PO based on the choice of the Procurement team

6.1.2.2. Assignment to employee based on criteria

6.1.2.3. Different purchase coordinators based on BL

6.2. B. Warehouse

6.2.1. GRN auto generate serial number based on vendor configuration (enter the sequence and quantity and system to increment)

6.2.2. Bar code scanning

6.3. C. Shipping and Logistics

6.4. D. Reports

6.5. RFQ is good to have

7. Revenue, Cost Billing, AR

7.1. A. Revenue Cost

7.1.1. Cost

7.1.1.1. for big equipment for projects should avoid the gap time between accounting for cost and revenue (up to 1 year)

7.1.1.2. Small equipment cost on shipping

7.1.2. Revenue

7.1.2.1. Recognise on spot for small comp and cons

7.1.2.2. Big Equipment as per agreement on timed approach,

7.1.2.2.1. Can bill when certificate is sgined by customer even if delivered

7.1.2.2.2. Unbilled revenue on deliverying material to customer to be recongnized

7.1.2.3. sometimes, revenue wihtout delivering yet, bill the product prior to delivery - need to allow billing

7.1.2.3.1. recongnnise the revenue upon delivery

7.2. B. Billing

7.2.1. Project related billing

7.2.1.1. can be on milestone like sites

7.3. C. Invoice Request

7.3.1. HOC

7.3.2. Plug and play

7.4. D. Accounts Receivables

7.4.1. claim request - track stage of collection for govt customer where multiple stages are needed to get the collection (collection forecasting)

7.4.2. Payment order another stage

7.5. E. Reports

7.6. Sales Comission

7.6.1. Sales Team

7.6.2. Units

7.6.3. Lines

7.6.4. Collection and sales per sales person

8. Company strcuture

8.1. 1 legal entity operating in KSA

8.2. BU (consumables)

8.2.1. BL (intervention, laprospcopies, orthopedicts)

8.2.1.1. Products (baloons, nails, ...)

8.3. Branches

8.3.1. can be related to BL

8.3.2. 5 branches

8.3.2.1. Jeddah

8.3.2.2. Riyadh

8.3.2.3. Madinah

8.3.2.4. Abha

8.3.2.5. Khobar

8.4. Profit Centers

8.5. Cost Centers

8.5.1. IT

8.5.2. HR

8.5.3. Finance