Enterprise resource planning (ERP) provider Jesta I.S. has launched what it calls a “major” upgrade to one of its “four foundational software pillars.”
According to a Thursday (Aug. 25) news release, Vision S&D 22.0 comes with new features, functionalities and integrations designed to optimize product journeys, material resource planning and product data and lifecycle management.
“Compressing the design-to-delivery time of new products and directly connecting wholesalers and retailers with overseas manufacturers through Jesta’s global, cloud collaboration platform will transform product journeys, minimize supply chain challenges, and offer brand manufacturers and wholesalers the agility needed to optimize time to market in order to meet rapidly changing consumer demand,” said Arvind Gupta, president of Jesta I.S.
Read more: How ERP Can Aid B2B Payment Operations
The update features product development tools such as the ability to mass manage attributes for new and current products and to assign images and extended text to multiple products for web stores, the Montreal-based company said.
“The tools boost efficiency helping manufacturers get new catalogs and products to sales channels faster. The new catalogs make it easy for manufacturers to include experiential product details to help consumers with purchasing decisions,” the release said.
New procurement tools include ones that make it easier to create and manage draw-down raw material purchase orders for faster turnaround of procurement and distribution of raw materials to factories and suppliers.
PYMNTS spoke recently with a group of supply chain professionals who spoke about the need to “overhaul the entire post-load segment of the supply chain.”
The pandemic has highlighted the trouble truckers face in making deliveries. But shippers face their own pressures, especially when it comes to sourcing goods, said Mark Baxa, president and CEO of Council of Supply Chain Management Professionals.
Cash preservation has become part of their business model, Baxa stressed, where the sourcing team represents anywhere from 40% to 60% of the total top line. Unsurprisingly, the standard practice has been to collect payment early, and to pay out late — to extend payment terms. That leaves carriers paying for operating costs out of pocket as they wait for payment from the shipper, with carrier payment terms sometimes exceeding 120 or more days.
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