Our Services

ERP Implementations -SAS has performed more than 100 ERP implementations for businesses throughout the Western US.

Management Consulting - SAS offers  a range of IT and business consulting services to middle market companies.  

Business Process Improvement

Our consulting engagements involve some aspect of information systems:  system assessments, software acquisition, and/or implementation.  Our clients are generally working for fundamental improvements in their business by better leveraging information technology.  To be successful in these efforts, companies must realign their core business processes to take full advantage of functionality presented by new technology.

Business process improvement (BPI) involves the redesign one or more of these core business processes.  We use one of the following two separate, but related, approaches:

Continuous Improvement (TQM):   Raising the performance of existing business processes with a series of incremental improvements.

Process Re-Engineering:  The fundamental rethinking and radical redesign of business processes to achieve dramatic breakthroughs.

The specific needs and characteristics of each core business process will influence which approach is taken.  Our approach to BPI blends these two concepts to fit the needs of the specific client's environment.  We apply common tools to map both current and new processes and to establish the appropriate re-design approach for each core business process.

In either continuous improvement or process re-engineering approaches, it is critical that process improvement efforts drive information system needs, requirements definition, and subsequent system selection.  Teamwork is a key ingredient in our approach, and employee involvement is a critical element to successful teamwork.  We believe people who are responsible for performing work should have input in how work is done.  Our clients are encouraged to assign their key personnel to process improvement teams who will be trained in BPI concepts.

Generally we play a dual role in our BPI projects:  1) as team leader or facilitator until “process owners” are able to assume the responsibility, and 2) as a member of the team, identifying obstacles with current processes and offering ideas for system and process redesign.  This consensus building approach results in the redesign efforts of BPI teams becoming more than merely recommendations – they reflect the commitment of functional representatives who can become the key change agents in implementation efforts.


International Copier Company: SAS assisted this $60M service provider with business process re-engineering and the selection and implementation of new ERP System.  We worked with six process improvement teams representing the key business units in the organization relating to customer service and all customer contact.  After training each team on BPI concepts and techniques, we assisted in identifying key performance measures for each core process, mapping of “As-Is” processes, identifying obstacles to achieving performance improvements, brainstorming and prioritizing improvement strategies, mapping “To-Be” processes, and developing implementation plans for improvements approved by management.

Northwest Retailer:   To take advantage of new merchandising system, we assisted this retailer in moving from a manual-intensive inventory reorder system to electronic tools for dealing with its suppliers.  We facilitated process improvement meetings with a team of in-store purchasers.  The challenge wasn’t only to better realign business processes to information technology, but also to standardize merchandizing processes between all stores.

Northwest Food Processor: This manufacturing company was experiencing difficulty in managing inventory accuracy which lead to an increase in short shipments of customer orders.  The challenge was to shorten the customer order to ship cycle time, improve inventory accuracy, and minimize short shipments.  Working with a team of personnel from sales and the distribution warehouse, we assisted with mapping “As-Is” processes, identifying obstacles to timely and accurate order and inventory processing, and developing a list of continuous improvement ideas that would achieve team objectives.