How to modify an existing Crystal report in SageX3?

The steps below are for modifying an already existing report in Sage X3 Cloud. Please adhere to your organization’s backup policy before you proceed with any step mentioned here. If you are just starting out developing a backup strategy for your organization, you might like this article where we cover the basics of a robust backup protocol.

Sage X3 Cloud is premium business management software from Sage. The de facto choice for organizations across the world who are seeking to bring down their costs and boot their efficiency. You can read our in-depth review of Sage X3 here.

This is a brief and users are strongly advised not to use this information as a replacement of the detailed steps and screenshots in the PDF attachment below:

  1. At the time of the last date updated of this article, only Firefox is supported for the Sage X3 Crystal Report Connector. Other Web browsers may result in unexpected behavior.
  2. You must already have Crystal Reports 2013 installed on the computer you are using the Sage X3 Crystal Report Connector (used for making a copy of an existing report already inside of Sage X3 Cloud).
  3. The Sage X3 Crystal Report Connector has to be installed on the local computer in order to download and upload the reports in question. To install the connector, launch X3, and go to Administration, Utilities, Installation, Crystal Report Connector.
  4. Click the Transfer button (see attached PDF for detailed instructions and screenshots) and the report will be downloaded to:
    1. C:\Users\<user profile>\AppData\Local\Sage Crystal Report Connector\
    2. If need to replace a report with something you’ve already modified, change the newest modified report filename to match the filename that gets downloaded to this location. Once you click Commit (see attached PDF for detailed instructions), it’ll grab this report, upload it to the X3 server (cloud) and delete the copy on the local computer.

      The attached PDF document references the X3 cloud version, but the logic and steps remain the same for on-premise version of X3 for users who do not have access directly to the X3 server to obtain the actual Crystal Report file.

Detailed Steps PDF

Information credit, Sage PLC

Inventory Management Vs Warehouse Management

In today’s fast-paced globally connected markets material and cargo move across locations and boundaries all the time. Global markets also mean that companies have to a tight ship in terms of operations to be competitive and profitable. Supply chain management deals in the processes, systems, and protocols that enable companies with automation with logistics.

In this landscape of enterprise software resources, two terms are thrown around a lot ie, inventory management (IM) and warehouse management (WM).

IM and WM are similar concepts in the space of materials management but have vastly different applications. This post discusses the different aspects of IM and WM that set them apart. This post will help you ascertain which of these systems are more suited for your organization.

Inventory Management

Inventory management encompasses elements of demand forecasting, inventory control, and elements of reverse logistics (reuse of products and materials).IMs traditionally don’t concern themselves with the functional hardware,machinery as they deal more with data such as information about SKU availability at a particular location, the financial value of the inventory along with details metrics that give critical information to management about profitability, like batch wise margins, projected demands, supplier details, auto-reordering, etc. IM is more to do with the high-level, operational/financial overview. Think of an IM as a top-level view of materials that you hold. Also, it’s important to note that IMs almost always deal with finished goods. Finished goods are sale ready goods that have crossed the process of manufacturing.

IMs job has more to do with the availability of the right amount of stock at the right place at the right time. IM software gives businesses the flexibility to use one of many delivery strategies like Lean manufacturing, ABC stocking Dropshipping and cross-docking. As much as I’d like to deliberate on these, these require their own posts and that is what we will do.

Warehouse Management

Warehouse Management (WM) as a system is all about the storage of stock. WM cover the storage of materials from all phases of the production cycle, this probably is one of the most glaring differences between an IM system and a WM system. WM deals with items such as:

  • Ready Components: Items used for the manufacture of the final finished product.
  • Raw materials: Unfinished components what will be processed to become the final product.
  • Under process material: Stuff that is under various phases of production towards becoming the final finished products.
  • Products: (Common with IMs) these are items that have gone through all phases of production and are now sales-ready.

From the above, it is clear that warehouses play an integral role in all aspects of the manufacturing cycle. Keeping the operational criticality in mind, WMs have to have complete and precise control on what is in the warehouse, what happens to it and the time frame within which it happens.

Where an IMs keep track of what item is in which location, the WMs goes into the details of not only what item is in which location but also where it is physically inside the warehouse precisely. Having all this information means that item retrievals are optimally timed. You can well imagine from here on how critical this is for lean processes. Owing to special temporal and spatial attribute to their performance, WMs keep track of the layout (mostly tightly packed aisles) and the equipment (like forklifts/crane) that operate inside a warehouse to facilitate accessibility to stored items.

So which of these two systems is the right fit for your organization?

Simply put, Inventory systems on their own are enough for small/medium enterprises, ie for businesses that do not have a huge SKU list and are limited to local delivery operations. Warehouse management system, on the other hand, are more complex in nature due to the features and capabilities that come with it and hence fit organizations with large SKUs and multi-located operations.

Selecting a software suite for your organization is a process that requires due diligence and proper planning. It is like a coordinated dance that has to be choreographed keeping in mind the various other departments involved, other systems deployed in the organization and the end goals that are being targeted.

Evomatiq Business Solutions LLC is a boutique software solutions advisory based out of Dubai, UAE. Evomatiq excels in helping businesses understand the emergent requirements and match them with long term and scalable solutions.

Improve your CRM adoption rate

This is a question which occupies a lot of bandwidth for the management after a CRM app has been deployed company-wide, and the worry is not completely unfounded too, CRMs carry a whopping, 63% failure in adoption rate!

So you ask, first the fight to get the CRM deployed after the entire procedure of selection of the right CRM product and then getting the right implementation partner on board and even after all this the success rate is less than 50%, why even have a CRM in the first place?

The answer is simple, its a fact that organizations with proper adoption of CRM outperform those without a CRM by a ginormous margin.

Surprising as it is, that a platform as productive as a CRM can have such a high rate of failure, this situation of despair can be avoided altogether.

The following are some of the most virulent reasons that are most often at the core of abysmally low CRM adoption:

  • Super low adoption rate by users
  • Absence of internal power user committee to lay down, oversee and steer the adoption process
  • Underwhelming CRM adoption mandate by the upper echelon of the management.

So you ask, how to go about boosting the CRM adoption at your organization?

“Unless commitment is made, there are only promises and hopes; but no plans.”

― Peter F. Drucker

Just like everything else, there must be a conscious mandate and a plan in place to achieving the levels of adoption that are being targeted. Organizations must expand the focus of their looking glass and see more than just the temporal and budgetary aspect of the CRM implementation project.

It is absolutely important to understand right from the beginning that CRM adoption is a stand-alone project. The skill sets required to drive this project to success are different than the ones necessary for successful CRM implementation and deployment. Simply put, unless your system integration partners have dedicated team for managing CRM adoption, they may not be a fit for leading this project.

That being said, here are steps to ensure that the CRM at your organisation functions to its fullest extent.

Early Engagement

Know your users. The process of CRM implementation must account for the users who are to work on it. CRMs tend to change the way businesses processes are followed and change is something that humans don’t take to easily. This situation is best-taken care off by involving the users right from the beginning of the project. As a part of the CRM mandate, the users must be given clear and precise information on the value that the CRM is going to bring to them, the ways in which the pre CRM processes will be changed to take the CRM in the fold. The shock of embracing a new system can only be dampened by clear and concise information. Close cooperation with users creates a valuable feedback channel which results in the creation and implementation of processes that work for the users and not vice versa.

Power Users   

From within the ranks of user representing different departments, select a group of users based on roles and propensity towards technology. These users are to be drilled/trained more extensively compared to the general population. These power users are the hub around which you will build the wheel of solid CRM users. The power users work with the general users and help prepare processes and protocols which will be followed after the CRM implementation. These powers users are always available and are much more approachable internally to handle queries and questions.


The cornerstone of CRM adoption is the CRM Adoption Manual. In simpler terms, this document contains all the processes handled and the steps to achieve each process along with do’s and don’ts associated with the process. This manual is a fall backreference which is readily available for all users. Proper documentation ensures continuity of information in the organization and as such must be kept updated with the CRM updates.

Proper Implementation

While all the above is being done to ensure proper CRM adoption, it is important to make sure that the implementation part is being done properly. Processes must be created to suit the CRM users and not the other way round. The system needs to work for the people and not the other way around. This point is directly connected with the point of “Early Engagement”. The CRM system must have clear navigation through the processes and should be forgiving for easy recovery from errors.

User Specific Training Sessions

Training and knowledge sharing sessions must be segregated as per departments addressing processes and modules specific to the department. The power users (selected earlier) will be of great use to ensure compliance and query resolution. Sessions should be concentrated at the beginning of the adoption and should gradually taper down was the adoption progresses. Once the adoption process has achieved its goal these training sessions can be arranged on request, or on induction and/or one a quarter.


CRM implementations don’t have to be tough and fraught with risks. If you follow these guidelines, you are well on your way for successful implementation and adoption of a CRM system at your organization.

If you want to know more of CRM systems or other enterprise software solutions get in touch with us.

Evomatiq Business solutions is a lithe and boutique enterprise software solutions based in Dubai. We are extreme proponents of service with accountability.  

Project recovery & how to go about it

As a project manager, project recovery is one of the last things that you want to do. Unfortunately, it is sometimes pertinent and necessary to do. The “Project recovery” is associated with the process of getting an off-track delivery back under control and set it underway to successful completion.


“If you know the enemy and know yourself, you need not to fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.”

― Sun Tzu, The Art of War


Before we mull over the different approaches towards project recovery, it’s important to first understand the triggers which are the most usual suspects that throw the spanner into the gears.

Personal Personnel Issues

Conflict within the teams, lack of trust and clash of egos, these are the common factors that hinder effective communication. This is already tough if it happens within teams locally, imagine the havoc this phenomenon creates when it affects teams which are geographically distributed.

Inefficient communication

Lack of communication is perhaps the most rampant of triggers that successfully derail projects. Lack of communication can arise due to inefficient communication where the right information is not reaching the right person at the right time. Inefficient and ineffective communication creates a disconnect between the stakeholders and the team downstream resulting in delays and reworks.

Ineffective Planning

Simple. Clear. Concise. A project plant that does not live by these 3 words is doomed to fail from the beginning. The project plan must take into account the mission goals, objectives and major milestones in simple and clear form. All KRAs must have precise KPIs and the ad must be documented concisely for the team to understand and to refer to. If you consider the Agile ideology, the focus is on creating a minimum viable product with incremental improvements and value additions (in iterations) is a great way to eat the project in chunks and to improve the plan with each iteration.


A tight scope goes a long way towards ensuring that the teams know what needs to be done and what needs to be left out. The document sets out clear boundaries on cost, time and desired results for the team to refer to. The absence of a tight scope can result in work and energy on futile tasks.

Inconsistent Reporting

Proper reporting is at the core of an elite project manager. Reports need to be on time and must report the current status with clarity. Reports which are verbal, inaccessible and those which don’t have mission projections Vs Mission status can dangerously blow the mission off course.

Recovery Techniques

Now that we are a bit well versed with the triggers that can derail a project, here are some techniques that you can use to wrestle the project back on track.

Before we begin, it’s important to consider the possibility and the plausibility. What’s possible is not always plausible and what’s plausible is not always possible without extensive cost and time overruns. You must ask the benefits of trying to recovery over starting out afresh. If the answers you get are legit enough to warrant a recovery then read on.

Good old fashioned man power

Over time. Stout coffee and longer hours of keyboard mashing may be unavoidable to get the project timelines under control. As a project manager, if it does fall on you to steer your team through this, you must be prepared to do “controlled burns”, where your team does over time for a fixed period of time. Uncontrolled overtime saps energy and morale quickly and must be avoided at all costs.

Run parallel

Identify serial and parallel processes in your project. Try to tackle parts if not the whole of the serial processes parallel. Such partial overlapping will allow you to do more in lesser time.

Scope reductions & changes

Review the scope of the original project. It is not uncommon to discover over ambitions timelines at the core of derailed projects. If you do determine that the original scope was beefy, then you must rescope the project and reduce the scope wherever necessary to fit the goals. The new scope statement is holy and must not be altered or changed. As a project manager, it’s your duty to say no to changes in scope. A project that doesn’t have the scope in complete lockdown will inevitably fail. Iterative delivery is one of the techniques that you can utilise to manage a dynamic scope.


As someone responsible for project recovery, you must be intelligent enough to recognise when you need help and level headed enough to seek that help. Outsourcing can help immensely in project recovery scenarios as contractors bring with them independent objectivity and expertise which can be of immense help in getting the project back in order.

In our experience as a leading enterprise software service integrators in Dubai, we can tell you with complete surety that the only policy to avoid costly project derailments is proper planning and due diligence.

Projects are most vulnerable at the beginning when the scope is being set, reporting channels are being established and teams are being doped with information. With this understanding, we at Evomatiq Business Solutions use the best project management practices and project management platform in the industry to ensure smooth project deliveries.

Learn more about what we do, click here.  

Just in Time; manufacturing the lean way

With increasing worldwide competition and option to source from far corners of the world manufacturing units today are under constant pressure to outperform the competition and to provide customers with superior service and products. The Darwinian rule of survival of the fittest comes into play and only those companies who successfully reduce costs while maintaining a high level of customer satisfaction survive.

Lean manufacturing is also known by its aliases of Just In Time (JIT) manufacturing and more famously as Toyota Production System (TPS) is a production ideology pioneered by Toyota. It’s interesting to learn that TPS was rechristened as Lean manufacturing only in the 90s when Toyota become the largest automobile manufacturer of the world. Toyota started to work on the JIT, at-least the earliest versions of it, in the 1930s. This was around the same time when Toyota was transitioning from textiles to automobiles. Fast Forward to today, Lean manufacturing is the most widely embraced manufacturing ideology in the world today.

Core tenants of the Lean Manufacturing

“Muda”; Waste minimization

“Muri”; Overburden

“Mura”; Uneven workloads

Muda; Japanese term for “futility; uselessness; wastefulness”

Muda or Waste can be surmised as the following 7 types:

  1. Transport: Moving products that don’t need moving
  2. Inventory: Unoptimised inventory where components of the finished product are not processed in time.
  3. Motion: Resources, both human and equipment, moving more than necessary to achieve processing.
  4. Waiting: In the queue for the next production step to happen.
  5. Overproduction: Demand disconnect leading to production more than the current demand
  6. Overprocessing: Unnecessary process steps due to poor design or logic
  7. Defects: The efforts related to work/rework due to a direct result of QA/QC activities.

Muri; Japanese word meaning “unreasonableness; impossible; beyond one’s power”

This waste comes into effect because of ineffective processes that give rise to rise to non-standardized work. Ineffective processes give rise to confusion and production clashes which have severe effects on the efficiency of the production line and adverse effects on the morale of the workforce.

Mura; Japanese word meaning “unevenness; irregularity; lack of uniformity; nonuniformity; inequality”

Lean manufacturing works best when all processes work in sync with the right “pull” from the right subprocess. This means the production workload is spread out evenly across all processes, as intended, assuring a smooth production line

Incentives to go the lean way

Lean manufacturing is the chosen way to go for the majority of manufacturers today because it has real and clear advantages for the organization

  1. Enhanced and effective customer service: Customers get what they want when they want it. Garner higher customer satisfaction and customer retention rates across your sales channels
  2. Clear/purposeful management structure: With the maximum emphasis on working with optimized resources efficiency, lean manufacturing gives rise to small yet elite management teams and specialized workforce.
  3. Less/waste: This comes as a no brainer, as the entire focus is on eliminating waste as much as possible. This saves you vital financial resources boosting your profitability.
  4. Superior Quality Finished Product: Focused optimization of all processes results in products with higher quality

The enterprise software sector too has grown substantially to support Lean Manufacturing. A robust software is one of the cornerstones towards successful execution of the lean manufacturing ideology.

Sage Enterprise Management and Sage 300 ERP are world-class ERP software which helps operate some of the world’s most advanced production lines across the globe. Get in touch with us to know more about how together, we can take your manufacturing process lean.

Evomatiq Business Solutions LLC is one of GCC’s leading enterprise software integrators. Our core focus is to provide exceptional service, especially post-sales technical customer service. Our specialty lies in matching business specific business needs to the right software. To know more about us and the services that we can provide for you, please contact us today.