6/15/07

Just speaking as an old general manager here....I always liked my P&L to 
show expenses as a percentages of sales.

Let's just look at one transaction set for now, the 850 Purchase order 
inbound.

Pre-EDI-cost =  total admin expense / total sales ==>  $expense per dollar 
of sales

Post EDI cost
   (total admin expense (non-EDI orders)  * NonEDI sales / Total Sales )  + 
(Additional EDI-specific expense * Total EDI sales / Total Sales)  ===> new 
$expense per dollar of sales.

If your post-EDI $expense per dollar of sales is not less than your pre-edi 
expense, EDI was a bad investment.

You can play around with the formulas, but conceptually I like the idea of 
"expense as a percentage of sales"

What this of course does NOT factor in is "where you count the sales to the 
Eight Hundred Pound Gorilla Corporation, who tells you your sales to them 
will be precisely ZERO unless you DO start using EDI."  Nor does it account 
for any sales *increase* at an existing (non-EDI) customer who buys more 
from you because "it's just so darned easy to buy from you because you (one 
of many possible vendors for this product) now have an EDI setup with us."

It's a lot like VMI (Vendor Managed Inventory) programs... sure the specific 
VMI item sales are nice, but getting locked in as a 'preferred' vendor often 
results in opportunities to sell OTHER items - opportunities you might never 
have had had you not started up the VMI program.

And  "EDI Capability" can be a great door-opener for marketing to NEW 
customers or customers where you could never get past the receptionist. "Why 
are you different?"  "Because we have an established computer-to-computer 
supply chain business system, which will of course be available to you; you 
can use it to reduce YOUR net expense of ordering!"

Michael C. Mattias
Tal Systems Inc.
Racine WI
[EMAIL PROTECTED]



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