RangerSST Support Center

There are five major considerations for implementing the accounting processes in Ranger:

1. What is the step-by-step plan for gradually increasing implementation scope, with the intent of validating results in Ranger at each step of the journey? For example:
   1. What is the appropriate starting position?
   2. One or two drivers?
      1. 10 or 20 key accounts? Mix of “Cash” vs. “Charge” accounts?
      2. Towing only? LD only?
   3. What is the approach for expanding the scope? How much? How fast?
      1. Validation and approvals to advance?
      2. Definition and sequencing of phases: more drivers, more accounts, more services?
2. What are the “process control” mechanisms that will be used to identify and resolve issues - variances between Ranger and current processes? For example
   1. Job pricing - Job tickets vs. Ranger Invoices? (which may be different if pricing has been enhanced in Ranger - i.e., there will be variances at the most atomic level of accounting)
   2. Payments - for “Cash” customers (e.g., cash, credit cards, checks) and for “Charge” customers (e.g., checks in the mail, fund transfers, credit cards)
      1. Driver reconciliation reports?
      2. Credit card processing reports?
      3. Daily receipts? Payment application?
   3. Balances due - timing differences between invoices and payments and off-invoice discounts, if any
3. What is the management process (flowchart) for identifying and resolving issues/variances?
   1. Individual roles and responsibilities; training needs
      1. “Project” team resources
      2. Operating staff
   2. Review process - who, what, when
      1. Format and content - what information is prepared, shared, and discussed
      2. Frequency and scheduling
      3. Issue tracking and resolution
4. How will current processes be maintained while outputs in Ranger are being validated and confirmed?
5. Should information start flowing to QuickBooks (If/when)? Into what structure?