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In this final feature from a recent white paper we published in partnership with Exel Computer Systems, we shall take a look at consideration for ensuring the platform you select is one you can have faith in.

In the second feature from a recent white paper we published in partnership with Exel, we outline how an API works and why service organisations should invest in a series of best-of-breed solutions and combine them all in a technology stack.

In the first feature from a recent white paper we published in partnership with Exel, we look at some of the critical components within such platforms and outline how the flow of data from each component is vital for modern service delivery.

The world of spare parts has been woefully neglected for too long within the field service conversation. Fortunately, that is beginning to change dramatically as companies start to face up to the importance of having excellent visibility into service-related stocks and assets. But this is just the first step?

The world of field service has always been a complicated industry to optimize. There are so many moving parts, both literally and figuratively. Ours is a sector which sits against a backdrop of constant rapid change and innovation. Often the critical question is how do we ensure that the elements we introduce to improve our service operations today are also solutions that can be future-proofed to ensure that they will continue to allow us to thrive tomorrow?

Yet in 2020 that question is ever more critical than ever.

We are now focused on building a new-normal after months of severe restrictions due to COVID lockdowns. As we do so, a real spotlight has been placed above the inadequacies that many field service organizations have when it comes to their spare parts and inventory management.

While the world is still reeling from the impact of COVID, and while uncertainties of a second wave loom large over our head, we could be forgiven for hunkering down and getting by as best we can. The reality though is that now is the time to take stock. Now is the time to assess the holes in our service operations that lead to inefficiencies. And for many field service organizations that means that now is the time to establish the right processes and implement the tools that allow us to banish the headache of poor-parts management forever.

 

"The key to planning for a robust future impervious to a future scenario that may supply chains being effected, as we saw earlier this year, is to leverage the tools that are already available that critically can provide visibility into an organization's spare parts inventory..."

 

One approach that has been at the heart of digital transformation for many organizations in the manufacturing sector is to ensure their field service management solutions are deeply embedded within an Enterprise Resource Planning (ERP) tool. One such solution is Eagle Field Service, which is part of Exel Computing's broader ERP solution.

As Carl Cridland, Senior Marketing Executive, Exel, Computing Systems explains. "Eagle Field Service is unique, in that it is an element of a larger suite of ERP software, the functionality of this larger suite of ERP can be included in your Eagle Field Service installation as a single, comprehensive solution – extending the functionality of your Field Service Management (FSM) solution to meet the wider needs of your business."

The more extensive suite of ERP software that Exel provide, EFACS E/8 – was developed to meet the needs of manufacturers across a wide range of industries, including Aerospace & Automotive. These are industries that require accurate and comprehensive stock management functionality, down to the level of complete traceability. With the Aerospace industry being particularly hard hit, such granular levels of visibility have been crucial as major organizations have had to get a firm grip on what is and what isn't going to be possible in terms of plotting their path to recovery.

In the automotive industry, another that was cruelly impacted by the pandemic, such visibility into spare parts inventory has possibly been even more crucial. For many of the major automotive manufacturers, at the peak of the lockdown, the only aspects of their business that remained fully operational were the lucrative and always in demand spare parts and maintenance operations.

 

"The final part of the equation is to take visibility from the back office and into the hands of the engineer..."

 

"These industries also work on 'LEAN' and 'Just in Time' principals," Cridland explains. "They must keep stock levels low in order to maintain cashflow and save cost on storage but must also manage supply chains accurately to ensure customer expectations are met, or even exceeded. It is for these reasons Exel can provide the functionality to easily meet the needs of Field Service providers whether they be in Aerospace, Automotive or any other industry with similar requirements."

The key to planning for a robust future impervious to a future scenario that may supply chains being effected, as we saw earlier this year, is to leverage the tools that are already available that critically can provide visibility into an organization's spare parts inventory.

As Michael Blumberg, Chief Marketing Officer, Mize explains, "Durable Equipment Manufacturers can future proof against poor parts management by ensuring that parts are readily available, easy to find, and easy to order or purchase when they are needed."

"Applications such as inventory tracking, parts locators, customer portals, and electronic parts catalogs facilitate this outcome," Blumberg adds. "By implementing these solutions, manufacturers can minimize equipment downtime, ensure a high first-time fix rate, and increase aftermarket service revenue."

Indeed, once implemented, a vast amount of the pain of inventory management can be removed via automation.

As Cridland explains "Functionality, such as automatic reorder limits – whereby parameters are set that when items reach their minimum threshold an order is placed. That order can be placed without human intervention if necessary, via a workflow which has the potential to weigh the benefits of purchasing from supplier A, B or C dependant on, say - cost, supplier reliability and due date. Should senior management want visibility on orders placed over, say £1000, the workflow would email or text the required staff and await sign-off before purchase."

The final part of the equation is to take visibility from the back office and into the hands of the engineer. Indeed, placing the tools into the hands of the engineer so that they can check availability and even order parts while on-site with the customer is critical.

 

"Such levels of engineer autonomy were what defined best-in-class service operations throughout the height of the lockdowns, and this is likely to continue as we look forward to the new normal..."

 

Of course, the primary aim of any field service call is always the first-time-fix. However, when this is not possible, the ability for the engineer to take proactive action that allows the customer to see that everything possible is being done to get them back operational as soon as possible is an essential aspect of ensuring strong on-going customer relationships.

The Eagle Field Service mobile solution, for example, provides engineers with the capability to manage their stock inventories along with placing purchase order requests and the ability to move stock to another engineer. Stock deliveries can be routed to the engineer's address, a dropbox, the customers' site or an ad-hoc address. Engineers can also have the option of purchasing locally.

This flexibility can empower an engineer to make the best decision for the customer while out in the field. It should also be noted that such levels of engineer autonomy were what defined best-in-class service operations throughout the height of the lockdowns, and this is likely to continue as we look forward to the new normal.

"The primary objective of Eagle Field Service is to get the right engineer to the right place, at the right time with the right kit," Cridland adds. "Spare parts management is absolutely integral to the success of any field service operation."

We look at how power generation manufacturer Dale Power Solutions have improved their service delivery operations by using Eagle Field Service by Exel Computer Systems...

Company Profile:

Dale Power Solutions, based in Scarborough, employ around 300 people and have been manufacturing and providing maintenance services for generators and UPS systems since 1935.

The Challenge:

Dale Power Solutions had planned for increased efficiency throughout the business as a whole, but specifically targeted the service division for increased revenue growth.

The Solution:

A single ERP solution for manufacturing and service, with the flexibility to tune the solution to changing needs

The Benefits:

Increased efficiency through greater automation, as well as improved reporting, has supported a 40% increase in revenue

The Detail:

Is bespoke or off-the-shelf better?

Thanks to Exel's EFACS E/8, the best of both worlds is available. Following a business process review, Dale Power Solutions has found EFACS has improved its management reporting, enabled business process automation and supported strong business growth.

Founded in 1935, Dale Power Solutions is a leading provider of secure power solutions for situations requiring uninterrupted power. The company manufactures generators and UPS systems as well as providing maintenance services. Based in Scarborough, Dale Power Solutions employs around 300 people.

The company used to rely on multiple applications for its manufacturing and field service divisions. The software had limited functionality, so EFACS E/8 was selected and implemented in early 2014 as a single solution to cover both areas of the business, with 100 back office users and 75 remote engineer users.

While the manufacturing side of the system worked well, the initial deployment of the field service element had been to a basic level, without a great deal of tailoringWhen IT and Communications Manager Az Yasin joined the company in late 2014, he recognised that the system hadn't yet achieved its full potential.

"EFACS E/8 had been deployed with all the modules," says Az. "It was an off-the-shelf package along with one or two customisations."

While the manufacturing side of the system worked well, the initial deployment of the field service element had been to a basic level, without a great deal of tailoring. The company’s plan for 2015 was to rely on the flexibility of the solution in order to increase service operations from 30% to 50% of its turnover

"The key problem for us was that we were trying to grow our services. There were processes that needed to be fixed through EFACS E/8."

Although the original implementation had delivered improvements, with some business processes changed to fit. Not everything had been automated, including service engineer scheduling, and some spreadsheets remained in use. The reason? Insufficient business process mapping to identify the data required.

Gap Analysis:

A project team was formed in 2015 to improve the use of EFACS E/8 for increased business efficiency.

"We decided to do a gap analysis of the whole organisation," says Az. "We identified the key issues and listed about 100."

This list was divided into areas that could be fixed in-house and those that depended upon Exel's consultancy services. The idea was to streamline data and process flow.

"The key was giving end users improvements to meet their needs."

An improvement programme began with an Exel consultant spending 10 days on-site. As refresher training for the project team, the consultant also demonstrated the field service capability and then advised on the changes. These covered everything from quotation and contract management, through to service delivery and documentation.

"Exel know their product very well. They were able to guide us through."

Supported by temporary contractors and Exel's consultancy services, the project team set to work. New reports were written in-house making use of new custom fields for business data.

There were improvements for service, engineering projects, manufacturing amendments and the supply chain. The strength of the Customisation Toolkit provided a useful way to enhance standard functionality.

One task was a set of electronic forms for service engineers to record details, such as defects found. Used on mobile phones, this enabled data to be captured, processed and uploaded into EFACS E/8. Other highlights included new buttons to 'push' service data into other areas, such as new quotations.

Exel also delivered some of the required changes in a new software release.

"Exel performed well in making the changes. We managed to quickly achieve about 75% of what we set out to do."

New Efficiencies:

The company has seen a £10 million growth in turnover in three years to £35 million. Greater automation, backed by improved business reporting, has supported that 40% increase. For example, higher efficiencies in purchasing have benefitted manufacturing and service operations, including vehicle stock replenishment.

"EFACS E/8 has enabled us to grow quite rapidly," says Az. "The service division is using the system more thoroughly than ever."

Service engineers have new Samsung mobile phones. These run the field service application and support completion of the electronic forms. Service engineers have new Samsung mobile phones. These run the field service application and support completion of the electronic forms. Mobile usage is now better and quicker than before.

The inherent integration within EFACS E/8 allows the separate business divisions to feel joined up. There is now commonality between the business divisions, as it offers easy access to, and use of, shared information.

"We are looking to be clever with the Customisation Toolkit on some key processes in order to improve them further," says Az. "EFACS E/8 is very customisable and I think that is one of its biggest strengths for Dale Power."

 

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Competition in the Field Service Management Solution sector is fiercer than ever and new technology is constantly emerging. So we asked a series of industry experts what we should expect of our FSM solution today and what should we look for in a provider?

Features as Standard?

With the amount of functionality in standard FSM applications constantly improving, new innovations quickly become standard features. With this in mind what is the baseline level of functionality we should expect from an FSM solution? I.e. Should a solution include a mobile piece, scheduling, parts management?

Rue Dilhe – Managing Director, Exel Computer Systems explains their solution as being predominantly aimed at “established SME’s within the service industry, these companies are, generally speaking, well aware of the benefits available from a full breadth system.”

“The baseline functionality the majority of our prospective clients look for encompass pretty much all of the technologies and functionality offered. If we are able to show them functionality they weren’t aware of, such as configurable user dashboards displaying pertinent KPIs and reports, then these soon make it onto their requirements list, ” he adds.

“We expect the following to make it onto the majority’s ‘must have’ list: fully integrated solution, a dynamic/assisted scheduler, real-time information, remote engineer application, management reporting, user pertinent reporting, document management, call/case centre management, service oriented CRM, job information and technical documents pushed to engineer device, customisation tools, workflow tools, financial management and the ability to invoice on-site. Not to mention, the preference to partner with a well-established solution provider.”

For Kony, the focus is perhaps more understandably on mobile, as Steve Luong, Sr. Director of Product Marketing, explains.

“Although there are many FSM solutions in the market that address different needs, back-office capabilities such as scheduling, parts & inventory management and team allocation are commoditised features now.”

“Mobile is now a critical functionality in modern solutions, with native apps providing a better user experience and performance over others, allowing leading service organisations to differentiate themselves. Customer-centric solutions that even include the end user into the business process will soon be the new must-have functionality.”

 

Tesseract’s Kevin McNally, comments “In our experience, customers are looking for a best of breed service solution.”

“This includes service contract and asset management, service call taking and scheduling, planned maintenance control, stock & logistics management, quoting, job costing/invoicing and Engineer mobile communication. We are also seeing the requirement to control internal workshop / repair centres as a growth area requiring a different solution to that of field processes.”

“One of the often-forgotten areas of a solution is reporting,” he continues.

“The ability to report on any piece of data is crucial and a reason many companies are looking for change. Our customer’s clients have also become more demanding, and the ability to communicate externally also needs thought, whether that is a web portal, client reporting or direct data integration.”

Deb Geiger, VP Global Marketing, Astea International points out that there is not a 1 size fits all requirement for field service.

“I think that it all depends on the individual needs of the organisation in regards to baseline level of functionality. For example, if a company manages a mix of internal and external subcontractors then the base of functionality also needs to include third party vendor management capabilities,” she comments.

“But at a general level, the most basic elements of FSM solution should have the ability to manage service contract and entitlement information; asset/equipment information; scheduling, parts management, mobile (online & offline), customer self-service, and performance management/reporting as well as ability to configure solution without coding.”

For Mark Homer, Vice President Global Customer Transformation at ServiceMax, a GE Digital company “Any field service management solution worth its weight should handle work planning and scheduling; give technicians all they need to complete a job and close out a work order from a mobile device (on or offline); manage entitlements while technicians are onsite and handle service supply chain logistics”

 

However, he goes on to add that “as field service management evolves to become more integrated in other aspects of the industrial economy and proves a necessary lynch pin of optimising the performance of industrial equipment, these basic functionalities will progress to include more advanced features.”

Again scheduling and mobility are tow key components that are expected by ClickSoftware’s Paul Whitelam, Group VP of Product Marketing “Baseline capabilities for FSM consist of scheduling and mobility (specifically communication with the field and task execution support). Beyond that there are certainly additional aspects such as planning, forecasting, customer engagement, analytics and so forth, but as Field Service Management software becomes increasingly sophisticated, thinking in terms of feature sets can be something of a red herring,” he explains.

“In particular, there are non-functional aspects such as open APIs and extensibility, as well as the deployment model that can have a huge impact.

For example, software delivered via multi-tenant SaaS can offer a significant advantage in terms of agility and speed of deployment. More so than a feature list, it’s the way in which technology is combined with processes and people that delivers business advantage.”

Buying for the future...

So, whilst there is of course a variety of different elements that different experts think of as standard requirements, there are indeed some universal core functionalities that should now be embedded within any FSM solution, with these primarily being some scheduling automation, a mobile tool for engineers in the field and dashboard or similar reporting tools for monitoring what is of course a mission critical part of the business.

But one thing that is certain in our industry is that technological innovation is never far away. Whether it be connected devices, quantum annealing, or augmented reality every where we look there are technologies being intrinsically linked with field service that could change the way we approach service delivery entirely.

So given the constant development of technologies within field service management solutions, what steps should field service companies take to ensure that the solution they opt for is future proof?

Exel’s Dilhe explains that from their experience “from the outset, prospective clients are usually pretty confident they want a common, ‘out-of-the-box’ solution, and this is true for maybe 90% of the implemented solution, the remaining 10% however, the client can usually see a benefit in configuring the solution to the way they work now, whilst having the ability to adapt to how they may work in the future. It is for this reason that within the Eagle Field Service solution Exel provide a customisation tool-kit.”

“Customisations can range from the introduction of simple validation on fields to new panels and scrolling data sets for data entry and data display. Clients are able to extend any table by adding any number of columns for storing additional information, these can be managed from within the software without the need to make any manual database changes.”

Of course customisation sits at the very heart of the Kony offering also however, it is the pedigree of the platform and the provider themselves that offer the best glimpse of how future proof a solution is in the eyes of Luong.

He comments: “To ensure solutions they opt for are future proof, field service companies should look at solutions that have a strong technology stack supported by an underlying platform and cloud. These characteristics will allow for rapid implementation but more importantly, enable simple and fast updates to adapt to a quickly changing marketplace.”

“Additionally, understanding the solution provider’s roadmap and view of the market will ensure alignment between the field service company and provider into the future."

For McNally the responsibility should be shared by the providers and their customers.

“It is difficult to foresee future technologies in the fast-moving modern world, but customers should try to understand the impact of these within their own markets,” he begins.

 

“As an example, the “Internet of Things” may be viewed by some verticals as a distant reality but equipment such as coffee machines, compressors and many other products viewed as “unconnected” are today providing useful data. This information is allowing providers to be both reactive and proactive in their service delivery. It is vital that companies understand the data and use this as a competitive edge.”

“It can seem unfathomable for small and medium size service providers to understand the complexities of new technologies but suppliers should be assisting their customers on their future requirements and helping them understand the benefits, as these may already be “out of the box” based on previous implementations within that vertical market.”

This sentiment is echoed somewhat by Geiger who explains that when selecting technology we can’t just think of today.

“What is right for companies at the moment, might not suit as their business grows and evolves. It’s important for businesses to not only to understand their immediate need but to get the full picture of their objectives so that companies can find a solution that will support them today but also in the future. Even if an organisation may have very limited requirements today, it is much easier to start with a platform solution that has rich capabilities and a high level of configurability instead of a solution that just meets the requirements for today.”

“By leveraging a solution that offers a high-level of configurability, it is very easy for companies to remove fields or turn features “off” with a feature-rich solution, to get the base feature set to support their needs today. But as their business model changes, they have the tools to quickly adapt the solution without having to pay for customisations or having to wait until the software vendor adds specific features to a roadmap if they even decide to add those features at all.”

“You never know what is around the corner, so you need a solution that gives you the flexibility to add functionality as and when you need it.”

For ServiceMax’s Homer however, the answer is simple - the future belongs to the Cloud.

“Because field service organisations rely on remote workers for the majority of the information needed to run their business, flexible and constantly updated cloud-based software is a must – and a pre-requisite for mobile synchronisation and offline capabilities,” he asserts.

“And when it comes to enabling field personnel, companies need to seek out vendors with proven mobile capabilities. They need to find providers who continually invest in the latest mobile architectures for deployment ease and full functionality across all mobile platforms.”

“Lastly, and most importantly, customers need a platform that grows with them. They need a system that easily supports configuration with workflow management that organises standard operating procedures not only in the office, but also in the field. And it should all work together to keep service delivery consistent from the office to the field.”

Cloud-first is again echoed by ClickSoftware’s Whitelam, who also sees the need for field service companies to keep their finger on the pulse n terms of how emerging technology could impact their vertical markets.

“It is often much easier to predict new technology than it is to predict which of these innovations will be widely adopted, and in what manner. Field service companies have to be attentive to what their customers value the most and remain flexible in the face of new technology,” he comments.

 

Indeed Whitelam lists the following as the key to ensuring a future proof approach are:

• Move to cloud-first solutions which enable fast, seamless, and frequent updates to the latest feature sets and enhancements—something all but impossible with on-premises installations.
• Adopt systems with open APIs and extensibility so that new capabilities—be they IoT enabled devices or Augmented Reality goggles—can be easily adopted in a modular way.
• Ensure your FSM solution is highly configurable, and not limited to a particular data model. For example, IoT devices represent a new set of inputs or variables to be incorporated into your operations. Having a generalised approach to data management, coupled with the processing power of a cloud platform enables companies to translate this data into actionable—and automated—improvements.

Solution provider support?

It is interesting to note that many of the experts that we spoke to identified a shared responsibility between vendor and customer to understand the technology trends and establish a sensible roadmap of FSM technology to implement.

Of course in any industry where the product is as absolutely vital to business  operations one would expect a consultative approach from solution providers, but this willingness from many such providers to engage with and in many ways educate the market.

This leads us to question what other factors, aside from feature set and cost, should field service companies take into consideration when selecting a solution provider?

At Exel would prefer to see the selection process as the client choosing a business partner, instead of supplies,” replies Dilhe.

“The chosen solution will become an integral part of the business and a business tool used by most, if not all, employees. As such, it makes sense to ensure you choose a solution provider that can meet your company’s needs, both now and into the future.”

 

“With a 32 year history of implementing our solutions and supporting our clients, we feel our services far exceed those provided by a reseller,” he concludes.

McNally is certainly on the same page here also .

"The implementation of a system should be viewed as a partnership,” he opens, before adding “and partnering with an experienced provider who has a track record of delivering both technology and functionality is of key importance.”

“A strong vision and roadmap is also vital, because implementing a system  should be viewed as a long-term relationship. Speaking with reference customers can be a useful exercise. The software is only one part of the picture, implementation and support are also just as important as is the relationship between the two teams.”

Choosing a provider whose vision aligns with the field service company is key states Luong.

“Field service companies should understand how a provider plans to leverage new technologies and smart services such as IoT, sensors, beacons, image recognition capabilities, integration with cloud services or other public services such as maps, storage, identification,” he says.

“These technologies and services can totally transform existing business processes to make them more efficient, driving costs down while improving customer loyalty by providing a better overall experience.”

“As service continues to become a key differentiator, companies need a partner who understands service – a specialist who can help them get the very best from the software platform, and give them the tools to take service to the next level.” Geiger adds.

“Transitioning to a new solution is often seen as a risk by most organisations - posing potential challenges for business continuity, adoption and usage, and data security”

 

“Many solution providers therefore pride themselves on the speed on their on-boarding process – to get companies up and running on their solution in a matter of weeks. However, aiming for speed often comes at the expense of quality – things overlooked, staff not fully trained, and opportunities missed”

“A quick on-boarding process may potentially cause more problems than it solves. With something as mission critical as a company’s service business, it is worth the time and effort to ensure successful deployment and adoption.”

“Additionally it is important to look at service solutions holistically. There are many cool technologies and new capabilities are entering the market constantly. It is critical to look at all of these solutions in a holistic manner and the value that they will provide to the service business.”

“It is imperative that the solutions share data intelligently between applications, allowing operatives to make decisions and take action with full insight into the situation,” she concludes.

For Homer, another consideration is that “field service organisations need to consider time to market, as with any other investment in enterprise software.”

“Implementation time, employee adoption, and training all need to be looked at critically as they all impact the return on investment. Software vendors should have good options for buyers to evaluate these aspects of their products, as well as a very good understanding of the nuances of the service domain. Without service expertise, product development capabilities can stall and implementation projects can run over budget.”

Finally, Whitelam believes that besides features and costs, field services companies should strongly consider a number of other factors when selecting their FSM solutions including:

• Company viability and focus: Look for external proof points and proven implementations. To what extent is the company focused on FSM?
• Vision: What does the roadmap look like? Does this align to the way you think about your field service business going forward?
• Experience: Has the company worked with companies like you before?
• The Team: This is a long-term partnership, where a strong relationship can lead to great things. Is this the team you want to partner with?
• Support: What kind of ongoing support is available? 24/7? Global? Will this vendor be responsive and strive for your success?

Indeed it seems that whilst the features of field service management solutions are ever evolving, the selection of the right tool for your business should look far beyond a summary list of features on your wish list and ask what can the provider do to make this a partnership that works both as soon as possible after implementation and also in the future.

The right solution is there for you, just look with open eyes.

 

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This video takes a look at who Exel Computer Systems are and who they can help you improve your field service operations...

 

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Resource Type: White Paper
Published by:  Field Service News (sponsored by Exel Computer Systems)
Title: The helping hands of field service management
Download: Click here to download white paper

By downloading you agree to the T&Cs listed available here

Synopsis

How to stay ahead of the ever-changing suite of Field Service Management (FSM) tools, including a focus on exactly what is the latest development of Assisted Scheduling?

Overview

The need for companies to employ some form of scheduling engine is clear, the benefits of adopting such an approach are thoroughly documented and clearly tangible. Introducing some level of automation will certainly deliver improvement in field service efficiency and productivity.

Indeed, the introduction of any level of optimisation within the dispatch role will inevitably lead to the reduction of fuel consumption costs that can make a compelling argument for implementation, for even the most cautious of financial directors.

The pile of case studies available to read extolling the benefits of scheduling are stacked high and readily available – each of them stuffed with positive examples and statistics to back up the claims FSM providers make, including how quickly companies have seen a return on their investment.

And of course the benefits of improved scheduling go far beyond the elements that are so clearly identified on a P&L. Customer satisfaction levels are often dramatically increased with the introduction of such tools.

The field service manager’s mantra is to get the right engineer to the right place at the right time, when this is achieved the customer of course feels the benefit of minimal interruption to their own workflow.

 

With customer satisfaction becoming one of the key differentiators between you and your competition in this current age of information, the investment in a good scheduling engine that can empower your team to deliver top tier service could appear to be ever more vital.

Imagine if every person within your team could effectively schedule a service call...

This white paper takes a look at the on-going evolution of field service scheduling systems from manual solutions through to fully dynamic and automated optimised solutions, exploring some of the benefits and challenges of each.

It also then takes a closer look at the latest type of solution appearing 'assisted scheduling' and assesses whether this approach found in a number of next-gen solutions bridges the gap between those scheduling engines which are sometimes seen as prohibitively complex and expensive and those that offer little in the way of true optimisation.

Do assisted scheduling solutions offer a perfect balance for smaller and mid-sized organisation between the efficiency improvements of a high end solution and the human intuition of an expert dispatch agent? Finally the white paper touches on some of the other factors within a wider field service management system that can enable companies to truly take advantage of their scheduling system- be it manual, assisted or fully dynamic.

 

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For some time, it seems everywhere you look, companies in or close to the field service software sector are on the acquisition trail. Microsoft's acquisition of field service software company Field One in June was followed in July by the sale of ClickSoftware Technologies to a private investment group, preceded by Oracle’s acquisition of TOA in 2014.

Why the scramble to acquire field service expertise? Well, there seem to be a number of drivers for this round of vendor consolidation, including a seismic shift in the corporate mindset that is seeing service operations transformed from cost centres where the focus is on greater internal efficiencies to one where the KPIs are all about delivering top-in-class customer experience to grow recurring revenue streams. Field service is no longer a silo, but an important cog in the growth of next-generation customer-focused business processes.

Another driver is the relentless advance of cloud computing and cloud platforms for both traditional business activities and mobile operations. The cloud is a great enabler of real-time communications with field workers. Currently, acceptance may be more advanced in North America, but European service organisations are catching up. Service, after all, is now a global business, and Cloud platforms can deliver much of the technology required to lift customer service to that higher level.

Finally, as their existing customer base matures, the large ERP vendors are seeking new revenue opportunities. “Larger ERP vendors are waking up to the vast potential of the global field service market. There are over 20 million field engineers deployed worldwide - that's a significant market opportunity,” points out Neil Lewis, EMEA Sales Consulting Director, ServiceMax.

 

Lewis likens consolidation in the field service marketplace to a few years ago when ERP vendors acquired companies with expertise in marketing and social media. "Now they are looking for companies with expertise in field service.”

For Rue Dilhe, Managing Director of Exel Computer Systems, consolidation in field service is inevitable. “There are restricted  opportunities for the large ERP vendors to sell new systems in manufacturing. The maturing market has already led to consolidation among ERP vendors. Those that are left are now looking at integrating field service into their systems, a process Exel's development team achieved back in 2008. ”

Neither of these field service specialists view the entry of the large ERP vendors into field service as a threat, more of a recognition that the sector is both maturing and set for a period of high growth. Both are also confident that their experience and understanding of service organisations' processes and requirements and ability to offer end-to-end solutions is what matters to their customers.

Integration issues

For service operations to be a revenue earner requires easy integration between systems, points out Dilhe. “Having been in business for 30 years, first in ERP then in field service, at Exel we know how important integration of processes and the latest technology is if our customers are going to deliver the best possible service to their customers.”

Companies which have a manufacturing division and a service arm want them to work together in future, acknowledges Dilhe. “However, while the need for removal of data silos and real-time connection with field workers are driving demand for greater integration between ERP and field service systems, it is not necessarily as straightforward as might first appear for those vendors looking to integrate products through consolidation."

For Exel, ERP and field service can be provided as a truly "fully integrated" single solution as both have been developed together in-house," he points out. "Those looking to integrated two previously disparate solutions will certainly have their work cut out for them. It’s one reason some companies have run field service software outside of their ERP system, he points out. “Updating and integrating field service software into ERP may not be easy, and implementing on-premise ERP into a mobile field service environment can also be a fraught process. You have to a clear understanding of processes, data flows and so on.”

While large ERP vendors do have some mobility solutions, they may not have a solution that meets the demands of field service organisations or one that can be deployed on a global scale,” says Lewis. “Some will build mobility platforms on ERP software. However this may not deliver the end-to-end solution offered by vendors such as ServiceMax, a pure play company focused on cloud-based, end-to-end field service management solutions since 2007."

 

"Large vendors have to manage multiple products and technical stacks,” points out Lewis, which may make them slower to respond to changing customer requirements, new technical developments and changing business landscapes and demands.

What next

The latest consolidation is the acquisition by Microsoft of FieldOne. Some field service companies will already be familiar with Microsoft Dynamics CRM, but until now it has had little integrated field service support: software has had to be acquired from a Microsoft software partner, one of which was Field One.

Analysts at Gartner believe the deal as a shrewd acquisition choice, and will add add a strong set of integrated field service capabilities to Dynamics CRM, including work order management, scheduling and contract management. FieldOne’s Sky solution is already built on the Dynamics platform, it points out, easing potential integration issues.

Concerns flagged up by Gartner include whether Microsoft will continue to support multiple device OS including Android and iOS and potential channel conflict with independent field service software vendors who are already in the Microsoft ecosystem.

For Oracle, the appeal of its acquisition of TOA Technologies, the US-based provider of cloud-based field service solutions, would seem to be that it  expands the ability to provide end-to-end customer service solutions into field service operations, providing visibility throughout the customer relationship lifecycle. TOA's field service suite has been incorporated in the Oracle’s Service Cloud online platform.

The future for ClickSoftware  is also seen as part of a larger business suite, following  its acquisition by Francisco Partners Management in July when it became a private company. Gartner believes that once is cloud platform is fully developed, ClickSoftware will be sold on  to a company with a business application suite with weaknesses in field service management.  "The business application suite vendor that ends up without a leading field service optimization capability will be the eventual loser in this scenario, as it will need to buy a second-tier product or develop its own."

 

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