Oh, well, very much so - there is a host of potential E D ten T errors out there - which is why I had the caveat about "EDI, once in place and running, runs fairly smoothly.... Once the company (whether a large retailer or a small supplier) sets up the EDI system - the translator, the maps, the communications, the data sync and transfer, the trading partner relationships - the only time that EDI falls back on the radar is when something goes wrong OR we have a new vendor/supplier to set up trading with. Once up and running - it's a fairly stable process and often frees up the EDI Coordinator (or team!) to take on additional tasks." But, again, once it's properly running - the process - the systems - run fairly smoothly..... Yes, through an IDtenT user (or the PBCAK), then you have issues. And I agree that EDI is so much more than just maps and the like - it's monitoring and researching and creating and discussing and all the other things we do. Not any trained monkey could do EDI - it does take a certain ability to be able to process it all and make it work. But, again, I still say that once everything is in place - it's a smooth and easy process running.... and I may have other duties to follow up in EDI - such as tracking documents and missing FAs and ASNs and all - but those should be relatively simple things....
Craig E. Dunham EDI Coordinator EYE Analyst Big 5 Sporting Goods ________________________________ From: Leah Halpin [mailto:[EMAIL PROTECTED] Sent: Thursday, November 15, 2007 9:56 AM To: Dunham Craig E. Subject: Re: [EDI-L] Re: [Update] EDI Coordinator Job Description Craig, Having seen the results of EDI outsourcing, I have to disagree with you on that point. EDI is so much more than writing a map or setting up a communication script and letting them go. Also, while retail may run smoothly, other industries have major daily EDI duties, many of which are due to either intransigent trading partners and the traditional PBCAK (problem between chair and keyboard). Leah ----- Original Message ---- From: Craig Dunham <[EMAIL PROTECTED]> To: [email protected] Sent: Thursday, November 15, 2007 12:08:18 PM Subject: [EDI-L] Re: [Update] EDI Coordinator Job Description Srini makes an EXCELLENT point in the first statement - about "EDI Operations once setup run so smoothly that senior management doesn't recognize the importance of the existence of the team".... That is very true of My current EDI set up - and it's just like that old saying about "when I do right, nobody remembers; when I do wrong, nobody forgets".... . EDI, once in place and running, runs fairly smoothly.... Once the company (whether a large retailer or a small supplier) sets up the EDI system - the translator, the maps, the communications, the data sync and transfer, the trading partner relationships - the only time that EDI falls back on the radar is when something goes wrong OR we have a new vendor/supplier to set up trading with. Once up and running - it's a fairly stable process and often frees up the EDI Coordinator (or team!) to take on additional tasks. In My position, I have a few different hats that hang on My wall. I wear the EDI Coordinator title, but I also help the buying department set up "trending" and auto PO replenishments and also take on the adminstration and maintenance of a reporting tool that many users - from buying to accounting to the CEO - all use. And even these tools all run fairly smoothly, leaving Me time to tackle other things, post on this group (and others) and still create and push for the next steps in our EDI programs (namely, the 810 invoice and more use of the catalog program and collaboration of POS data to suppliers).. .. What had been posted above - someplace (I lost track of it) - is that often times, those salary benchmarks can be used as a way to trade you in on a cheaper model, and they often neglect the other functions you perform for the company and all the balls you keep flying in the air and the pots you keep from boiling over and the fires you extinguish (often quickly) or even prevent before they start. And, as EDI Coordinators, Specialists, Managers, ________ (insert title of choice) - we need to be sure that, while our EDI job can be done by somebody cheaper or even outsourced and handled by a CSR, it's the other aspects of who we are and what we do that make us valuable to whatever organization that we are employed by. Additionally, one other thing Srini mentions is "If we could build tools around our infrastructure to give the senior management more visibility (preferably Graphical way)..." - and many of these tools may already exist - either with our existing EDI software, service providers or VANs - and may only need to be pulled together and presented - graphically or otherwise - in a simplified format that senior management can understand and use. Craig Dunham EDI Coordinator (AND MORE!) Big 5 Sporting Goods --- In [EMAIL PROTECTED] com <mailto:EDI-L%40yahoogroups.com> , "learning24x7" <learning24x7@ ...> wrote: > > Quite often EDI Operations once setup run so smoothly that senior > management doesn't recognize the importance of the existence of the > team. For one of my clients in the past, we had done educational > sessions on EDI and all the aspects of the business that our > department impacts. > Also, the senior management is always confronted with the fact that > they don't have enough visibility of the data and statistics. If we > could build tools around our infrastructure to give the senior > management more visibility (preferably Graphical way), they tend to > like that and back you up on all the future initiatives. > I always look for opportunities for improvement even in the best > process that I have ever built so I could show a reduction in cycle > times and cost the company is saving anually as a result. > > Regards > Srini > ________________________________ Never miss a thing. Make Yahoo your homepage. <http://us.rd.yahoo.com/evt=51438/*http://www.yahoo.com/r/hs> [Non-text portions of this message have been removed] ... 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