You may have noticed that when you are setting up mileage rates via the Worker in Human Resources that no vehicles are listed in the dropdown for Vehicle type. This form is accessed via Human Resources > Common > Workers > Workers. Once in the Worker list select a Worker, select the Expense management tab and then click on Mileage.

Your further analysis via looking through multiple areas in AX indicates that there is no setup in AX for Vehicle types and you are correct. In order to have selections for Vehicle type in the Worker mileage form you first need to enter these on the Mileage rate tiers form that is accessed through an Expense category.

 
The following example will walk through creating a shared category, an expense category, setting up mileage rate tiers with vehicle types and finally completing the mileage rate form for the Worker.

Create a Shared Mileage Category

1. Go to Travel and Expense > Setup > Travel and expense entry > Shared Categories
2. Click New to create a new shared category
3. Enter a Category ID and Category name.
4. Mark the check box next to Can be used in Expense
5. In the Expense type field select Mileage

Create an Expense Category

1. Go to Travel and Expense > Setup > Travel and expense entry > Expense Categories
2. Click New to create a new expense category
3. In the Category ID select the shared expense that was created previously
4. Select the default payment method
5. Use Ctrl+S or File > Save to save the record

Create Mileage Rate Tiers

1. Within the Expense category select Mileage rate tiers from the menu bar
2. Click New
3. Enter a description
4. Enter you vehicle type in the Vehicle type field (In my example below I have entered 6 types)
   **Note** In a production environment you would typically have from and to dates as well as the quantity that activates the rate

Enter Mileage Rates for a Worker

1. Go to Human Resources > Common > Workers > Workers
2. Select your Worker
3. Click the Expense Management tab
4. Click Mileage
5. Click New
6. Enter the Year that the mileage is accumulated for
7. Enter the Mileage rate and Mileage to indicate the miles traveled for that year
8. Select the Vehicle type dropdown

You will now see that the dropdown is populated with the vehicle types that were entered on the mileage rate tiers form and can be selected.

Dave B

This blog post assumes the readers are familiar with the new
Warehouse Management (WMS) and Transportation Management Module (TMS) in
Microsoft Dynamics AX 2012 R3.

The creation of loads for sales orders, transfer orders and
purchase orders is a process that can be completed manually or automatically
upon the creation of a document. In both cases a user is require to manually
assign a Load Template ID to the load so that key information from the template
can be referenced throughout the processing of the load. Manually assigning the
Load Template ID may not be a sustainable process for many customers. With a
little setup the system will automatically assign the Load Template ID to a
load based on Item Group.

To configure a particular Item Group to use a
specific Load Template follow these steps:

1) Navigate to Warehouse management | Setup | Load
| Item load mapping

2) In the Item load mapping form click New

     a. Item group = Audio (select and item group)

     b. Load template ID = Stnd Load Template

With the mapping in place new loads that are created for items that belong to the “Audio” item group will

automatically have the "Stnd Load Template" template.

1. Stop all AOS instances
2. Delete all files on the AOS server under C:\Program Files\Microsoft Dynamics AX\60\Server\<aos instance name>\bin\XppIL
3. Connect to the model db via SQL Management studio
4. Truncate the table SYSXPPASSEMBLY which lists all of the files found in step 2

1. You can do this via the command: TRUNCATE TABLE SYSXPPASSEMBLY

• Start 1 AOS instance
• Run Full CIL
• Start remaining AOS instances

An organization conducts a thorough analysis of current states and identifies desirable future states to improve how it functions. Now how to get from one to the other?

Change management.

There are two components involved in successfully moving to future states: changing infrastructure and workstreams and changing how people interact and accept those changes. Without both, the change initiative will most likely fail. Therefore, an effective change management strategy is vital to gaining a significant return on investment on efforts made to create a leaner organization.

In today’s business world, an organization’s technological infrastructure is vital to getting things done effectively and efficiently, and a change to processes will often include a change in underlying infrastructure. Problems arise, however, when people jump to infrastructure without defining future states. You must know what value you’ll gain before you start throwing technology at it. First define future values, and then focus on enabling technologies.

No matter how efficient proposed workstreams are and how well IT infrastructure supports those new processes, no business environment will be successful without engaged people. A company must be able to predict how its workforce will react to change, both operational and technological. It is a natural tendency to resist change. We get used to doing things a certain way. To overcome this resistance, an effective change management process gives employees the big picture but also gets down to the nitty-gritty of how their efforts will help make things better. The goal of change management is to get everyone on board to achieve the desired future state.

So what happens without change management?

Without buy-in, executive stakeholders may even pull the plug on a great change before its return on investment is realized. Just a few disgruntled employees can infect those around them and, if they interact with customers, damage the organization’s good will and bottom line. Another problem of ineffective change management is that employees create workarounds trying to complete their tasks the old way within the new system.

The resulting non-standard data can drastically affect the organization’s ability to capitalize on BI reports. In addition, rogue workstreams makes things unpredictable, which brings problems down the road when additional innovation demands knowing the current state.

I recently had this issue and the solution is very simple...with a twist. In this instance - the fiscal period was "On Hold" and I had to change it to "Open".

To address this, do the following:

General Ledger >  Setup > Ledger ...then select the "Ledger Calendar" button at the top of that form. When you do that...the "Ledger Calendar" form open up:

To get the fiscal periods to show... select the "+" sign next to the Calendar (Fiscal - Fiscal Year)...and then select a year...:

...but wait! Where is the setting for the "Period Status"? It is hidden.

By default...when this window opens...it is not sized to show the "Period Status" field...which is located to the right of the comments field. Really.

Suggestions: Resize the window...it will keep for you next time you open that form. Also...move the "Period Status" field to the left of the comments field (click and drag) and then it is easier to locate like this:

Now you can select the "Period Status" field and set it to "Open". (Note: The "Opening" period is always closed and does not allow manual entry of transactions. It is only populated via the year end close process.)

Recently I have to generate a ER-diagram for specific list of tables in Dynamics Ax.  Dynamics Ax has built in feature.

Prerequisite of this article has Microsoft Visio.

Create a project for all tables which require in ER-diagram.

For this article I  created a new project with Name customer Address and drop CustTable and DirpartyTable in it.

In AOT or development workspace. Click on tools and reverse engineer menu .

Following form will open, Select location where file with ERX will be generated. Select your private or public projects.

Click ok to generate it.

When file is generated, go on windows start up menu and open MS visio. Select database modeling Diagram Template.

When Database Model diagram is open, From database menu=> Import=> Import Erwin ERX file…

load erx file generated in previous step. This menu is only available when you select Database diagram as template in Visio.

click on Browse.. button and load erx file.

Click ok

A small dialog shows the import status

Next step you have to enable view for Tables, So you can select tables for ER-Diagram

Database=>View=> Tables and views

You will found following pane at left side of screen.

Click on required table to add it on page and it will show required tables with relationship.

You can re-size these diagrams.

As Convergence 2015 wrapped, we learned that the next two events are on the calendar: Convergence 2015 EMEA, November 30 – December 3 and Convergence 2016, April 4 – 7, 2016  in New Orleans. We also understood that our attendance plans may shift to adapt to the evolution of Convergence. Microsoft’s go-forward strategy will position the event for business with a broad view of Microsoft product in the context of larger trends in technology, business and economics.

Microsoft North America President Judson Althoff’s focus on the evolving Convergence strategy accompanied his recommendation to Dynamics users that they attend future Dynamic Communities’ User Group Summit events. I sat down with Andy Hafer, Dynamic Communities CEO, to get his viewpoints on the scenarios and specifically, what the impact this evolution may have on ISVs.

“With Convergence evolving to showcase Dynamics in addition to a range of other products like Office 365 and Azure, Dynamic Communities is also updating its outlook on the future of its Summit events,” stated Hafer. “While we will continue to count on Microsoft to offer Dynamics-specific content during Convergence, given the broadening of the scope, we can certainly anticipate that the ratio of content will go down.”

The User Groups have always emphasized Dynamics-driven content applicable to all roles within Dynamics customers, including end users and middle managers, and the Summit events are no exception. Hafer commented that the Summits will continue to operate as a peer-to-peer conference that welcomes Microsoft’s continued support of their customers through the Summits.

“The evolution of Microsoft’s event strategy puts newfound opportunity and responsibility on the User Groups for their Summits and other programs to fill in a key element of the landscape,” continued Hafer. And this responsibility not only falls on Dynamic Communities, but ISVs supporting the User Groups will take on a larger role as well.

ISVs that leverage Convergence as a key marketing program each year will experience more decision-makers roaming the Convergence expo hall relative to before. And as the density of Dynamics customer traffic goes down, ISVs will face a greater battle for mind share and visibility at the event. To regain their position within the user community, ISVs will find that the value in supporting and sponsoring the user group Summit events will intensify.

“Summit has always relied on key members of the partner and ISV community to deliver solid content. As we anticipate Summit attendance increasing, the value for sponsorship and participation in general, will be much more rewarding for ISVs committed to engaging the Dynamics user community,” added Hafer.

ISVs will also benefit from the connection with Microsoft leadership that will be in attendance at the Summits. Dynamic Communities is currently engaged with Microsoft to discuss the creation of key “real estate areas” at the Summit events where Microsoft will have dedicated time for announcements, product launches, road map discussions, etc. Overall, Dynamic Communities expects a larger Microsoft presence, specifically from the support and product teams, given the Summit events will serve as one of the primary points of contact with their Dynamics customers.

AXUG, CRMUG, GPUG and NAVUG Summits are scheduled for October 12-16, 2015 in Reno-Tahoe, NV. These events mark a pivotal point in the relationship and role that ISVs play within the Dynamics user community as we navigate the evolution of both the Convergence and User Group Summit events.

Register Today to Attend a User Group Summit!

The post Microsoft’s Convergence Evolution Opens the Door of Opportunity for ISV’s at Dynamic Communities’ Summit Events appeared first on EDI Integration with Microsoft Dynamics | Data Masons EDI Software Blog.

Omnichannel retail solutions and strategies are the top priority among CIOs in the retail industry, as mobility and cloud computing open up new ways for consumers to interact with the business.

Creating an omnichannel retail environment combines eCommerce, mobile, social, catalogs, stores, corporate offices and warehouses into a single consistent IT experience and it is a top priority among retail IT departments, according to a recent report from Forrester.

“To win, serve, and retain customers, retail CIOs are looking to deliver a seamless experience across touchpoints, citing omnichannel initiatives as the second of three key business priorities for IT,” said the report.

About 76-percent of retail executive said integrating selling channels is the number 2 priority in retail IT after data security.

“Today’s retailers must manage an extended range of merchandise to woo customers who are spoiled by vast choices from online specialist retailers,” said George Lawrie, Forrester’s research vice president and principal analyst, in a recent statement. “They also must manage more vendors and merchandise across multiple channels and support frequent price changes to compete with the automated pricing of Internet specialists.”

Few industries have experienced the dramatic shifts in the past ten years that the retail industry has seen, as buying habits have changed and customers have grown savvier with new technology like cloud computing and mobility.  Keeping up with these changes is a challenge all retailers face.

Microsoft Dynamics AX is an ideal platform for creating an omnichannel retail solution with the power, adaptability, scalability and simple integration to third party ISV platforms.

About goERPcloud

goERPcloud is the first on-demand Microsoft Dynamics Cloud Marketplace that allows you to test drive different flavors of Microsoft Dynamics AX, GP, NAV and CRM with preconfigured 3rd party applications.  goERPcloud boasts a robust ecosystem of Microsoft Dynamics Partners, helping businesses find the cloud-based software solutions that best fit their current and future business needs.  Since 2000 RoseASP.com, the power behind goERPcloud, has provided hosted Microsoft Dynamics ERP and CRM applications to businesses around the world. For more information about goERPcloud, visit www.goERPcloud.com.

The post Omnichannel retail solutions a top priority among retail CIOs appeared first on goERPcloud.

"By eliminating the graphics, we have made the interface lighting fast, even on slow cell networks!"

• Eliminate the need for change management on new implementations
• Optimized for tablet and phone users who do not have access to a mouse
• Same interface on PC, Phone, Tablet and Web
• Saves you money by reducing bandwidth requirements

Recently on doing a multinational implementation I came across the following error message:

In Mexico - all companies have an 18 digit # called a "Clave". It is a number that contains within it's format a bank reference # (similar to an ABA)  and the bank account number. There are some instances where you may need to generate an electronic banking file ...without...a clave.

The reason that you get this message is that the bank's address defined for a vendor or customer is specified with the country MEX. The vendor or customer can have the address as Mexico ...but when you put the country on the customer or vendors bank account as MEX...it forces the format to 18 characters.

Solution: Do not specify the country as MEX. For an ACH file you do not need the country defined for the bank account. You can always have a long bank account # of 18 characters if you want and shorter if you need.

The FDA has recently issued guidance regarding the risk of device accessories. They will no longer be considered as part of one big happy family included in the risk of the parent device. This new proposal states that the classification for a medical device accessory should be based on the risk they bring when used with the parent and not based on the parent’s risk. This applies to many items including apps and other connectivity technologies. This will require additional work for the manufacturer to assess the risk of perhaps multiple additions to a device.

The guidance definitions are as follows:

Accessory:  A device that is intended to support, supplement and/or augment the performance of one or more parent devices.

Parent Device: A finished device whose performance is supported, supplemented and/or augmented by one or more accessories.

The FDA will use the labelling and promotional materials to understand the intended use of the accessory with the parent. They will review the risk of accessories when used with the parent device.

Although it is a good thing that accessories may not need to be regulated at the same level as the parent, trying to separate the risks and requirements from those of the parent may be more challenging. This distinction should be presented in the initial submission and thus must be planned early in the process. If there is not sufficient information, it may slow the clearance of parent. The manufacturer has to review the risks based on the relationship to the parent device and determine the controls necessary to mitigate the risk. This will contribute to the regulatory classification for that accessory.

The FDA presently, through the 501(k) or PMA process, finds device accessories equivalent to the parent device. They may also issue a separate classification if the accessory has a unique function separate from the parent. However, some accessories may pose a lower risk than the associated parent device and so should be classified appropriately. This acknowledgement was the driving factor for the guidance.

In the instance where companies wish to market an accessory that is not already classified or not approved by a PMA, the FDA suggests using the de novo process. However, this process can be expensive with the first company to file their data bearing the load.

Lingering Questions

It is still not clear how the FDA will define accessories when it is integrated into a larger system. Some items may be overregulated by this process and the burden is on the manufacturer to determine the risk categories.

Additionally, the extent to which there is interoperability and its impact on the classification as an accessory and how it will differentiate between an accessory and a non-regulated component still needs further discussion.

Initially, industry hoped that the FDA would create categories of accessories that would be unregulated. As this is absent from the new guidance, it appears that the FDA expects industry to create these categories through the de novo process.

Although it is helpful to finally have clarity on the definition of an accessory and recognition that an accessory may not carry the same risk profile as the parent, the means to assess the risk, classify the item and get clearance may not always be practical.

By Scott Hamilton, Consultant and Author

Editor's Note: The following represents the second of a 3-part article, and is drawn from Dr. Hamilton's new book about Warehouse Management using Microsoft Dynamics AX 2012 R3. The book covers the major approaches to warehouse management and their integration with the broader contexts of supply chain management, quality management and transportation management.  The continuation of the first article is reflected in numbering of sections and case studies. 

Several options for warehouse management are available within the most recent version of Microsoft Dynamics AX 2012 R3.  The two major options represent a basic approach and an advanced approach, as described in the first article within this 3-part series.  For some firms, the key question involves "which option is best for my operation"?  A related question involves the strategic options, especially those supporting an evolving strategy of starting simple and growing into more advanced usage.

The strategic options for warehouse management go beyond the choice of one approach or the other.  For example, the choice of an approach can be warehouse specific.  In addition, a key question often involves "what are the strategic options for starting with basic capabilities and evolving into more advanced capabilities"?  The flexibility to evolve can be considered within each of the two major approaches, and from one approach to the other.  

As an explanatory approach, it is easiest to consider the various strategic options in terms of illustrative case studies.  Illustrative case studies are summarized in Figure 2.2 and explained further in a subsequent section.  The numbered case studies are superimposed on the previous diagram about major options, and the arrows indicate the applicable option.  These do not necessarily reflect an exhaustive list of strategic options.

The flexibility to evolve can be considered within each of the two major approaches, and from one approach to the other.  As one example of an evolving strategy within the Advanced WMS approach, a given warehouse may start with the simplest use of mobile device transactions and the advanced functionality (Case 1) and then evolve to fully utilize them (Case 2) and to fully use the advanced transportation management capabilities (Case 3).  As an example for the Basic Inventory approach, a given warehouse may start without using the Inventory Status capabilities (Case 6) and then evolve to fully utilize the capabilities (Case 7).  A given warehouse may also start with the basic approach as an interim step to the advanced approach (Case 5).  Even when the primary warehouses employ the advanced approach, the basic approach is typically required for managing inventory at off-site warehouses such as subcontractors or remote locations (Case 4).  Finally, a firm with simplistic needs for warehouse management can start with out-of-the-box functionality in the basic approach (Case 8), then selectively develop custom solutions built on the basic approach (Case 9) and also support mobile device transactions via 3rd-party applications (Case 10).

Illustrative case studies about the strategic options for warehouse management were summarized in Figure 2.2.  This section provides more details about each case study.

The implementation project team at a manufacturer/distributor wanted to implement the Advanced WMS approach as simply as possible, and then evolve into more sophisticated usage as needed.  They considered several options for simplified usage at their main warehouses, including the following.

• Minimum scope for advanced functionality.  The minimum scope can start with just the basic inventory transactions and the basic processes for handling purchase receipts and the order-based picking for sales orders and transfer orders.  It does not need to include the many aspects of more advanced functionality, such as load planning, manual packing or replenishment of picking locations. 
• Minimum scope for using mobile device transactions.  The minimum scope can start with just the mobile device transactions for the above-mentioned basic inventory transactions and basic business processes.  The related putaway transactions for receipts of purchases and transfers can be user-directed.  The logic for suggested putaway locations can be added later.  The detailed design of interacting with the mobile devices can reflect simplistic out-of-the-box capabilities.   
• Minimal tracking of inventory by License Plate IDs.  The minimum scope can start with minimal tracking and use of license plate IDs.  Minimal tracking reflects the use of inventory locations designated as "not license plate controlled", and the related use of putaway transactions into these locations.  The minimal tracking can apply to selected locations (such as production floorstock) or to almost every location. 
• Minimum scope for advanced transportation capabilities.  The minimum scope can start without using the capabilities for advanced transportation management.  These capabilities can be phased in at a later date.    
• Single value for Inventory Status.  The minimum scope can start with a single value of Available as the default value for all possible transactions.  Additional values and their impact on business processes can be phased in at a later date.

The implementation project team was also considering some of simplifying ideas presented at one of the sessions during the 2015 AX Technical Conference.  Some of these ideas involved a combination of basic and advanced approaches.

A manufacturing/distribution company fully utilized the mobile device transactions and the functionality within the Advanced WMS approach.  The mobile device transactions were used at every possible step in each business process, and the detailed design of interacting with the mobile device was tailored to their operation and warehouse personnel.  They were not yet ready for any of the advanced transportation management capabilities.    

A manufacturing/distribution company used the Advanced WMS approach at their key warehouses to identify and manage outbound loads (for sales orders and transfer orders) and inbound loads (for purchase orders), and used this load information for transportation management purposes.  This included the assignment of rates and routes to inbound and outbound loads, the scheduling and reporting of transportation appointments for inbound and outbound docks, and performing freight entry and reconciliation. 

A manufacturer/distributor employed the Advanced WMS functionality and mobile device transactions at their main warehouse.  However, they also needed to track inventory and report transactions at their off-site warehouses that represented subcontractors and remote locations.  They used simple inventory transactions for many situations, such as reporting purchase order receipts of supplied material at a subcontractor, or transfer order receipts at a remote warehouse.  In some situations, they selectively employed capabilities within the Basic Inventory approach, such as generating picking lists for all sales order shipments from a subcontractor or remote warehouse.

A manufacturer/distributor was implementing AX with a two-phased approach for warehouse management.  For Phase 1, they employed the simpler Basic Inventory approach, which would serve as an interim step before implementing the Advanced WMS approach.  More specifically, they defined items as WMS-enabled and initially defined non-WMS warehouses and their locations.  For Phase 2, they would define another set of WMS-enabled warehouses with the exact same location identifiers.  When cutting over to Phase 2, the inventory in their previous warehouses will be transferred to the corresponding WMS-enabled warehouse and location, and also assigned the relevant license plate ID.  In addition, the demands and supply orders would be updated to reflect the change to WMS-enabled warehouses.

A manufacturing/distribution company was implementing AX in a short time frame, and did not want any additional complexities that would delay the cutover.  In terms of using different values of an Inventory Status, they were not quite ready to think through the potential impacts on all business processes.  They defined a single value of Available and assigned it as the default for all possible transactions.  They planned to revisit the use of Inventory Status after the initial cutover.

A manufacturing/distribution company identified multiple values for the Inventory Status in order to support requirements for quality, warehousing and sales.  The use of Inventory Status was fully integrated into the business processes for receiving purchase orders and production output (especially the use of quality orders).  The values indicating needed action provided the basis for performing follow-up actions.  Different sales pricing was defined for off-spec material.

A manufacturing and distribution company had simplistic needs for warehouse transactions.  They implemented the Basic Inventory approach (without using Inventory Status) at the various warehouses, since they did not require the additional functionality within the Advanced WMS approach.  In addition, they were happy with screen-based approaches for entering warehouse transactions, and did not yet perceive a need for data collection via mobile devices.

A manufacturing and distribution company had simplistic needs for warehouse transactions, and were implementing the Basic Inventory approach because they did not require the additional functionality within the advanced approach.  For example, they employed order-based picking for sales orders and transfer orders, and used the Picking Workbench to support their wave picking requirements.  A few requirements were being addressed by customizations, such as a customization to support staging/loading steps prior to sales order shipment. 

A manufacturing and distribution company was implementing the Basic Inventory approach (and using Inventory Status) at the various warehouses, since they did not require the additional functionality within the Advanced WMS approach.  This meant they could not use the out-of-the-box mobile device transactions, so they employed a third-party solution for these data collection purposes.[1]  The solution supported all variations of transactions within the basic approach, and provided a simpler user interface for the mobile device transactions (relative to the out-of-the-box mobile device transactions).

A project-oriented business implemented the simpler Basic Inventory approach because they did not require the additional functionality within the Advanced WMS approach.  In addition, many of their project-related transactions (such as receipts for project purchase orders and reporting item usage for projects) were not supported by the mobile device transactions within the advanced approach.  They are considering a third-party application for supporting their mobile device transactions.

[1] The Columbus Mobility Solutions support mobile device transactions for the Basic Inventory approach, and include enhancements for using the mobile device transactions within the Advanced WMS approach.