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MAPICS Moving On Pragmatically - Part 4: Competition and User Recommendations
11/22/2002 12:00:00 AM
MAPICS Moving On PragmaticallyPart 4: Competition and User Recommendationsby P.J. JakovljevicProduction management remains MAPICS’ strongest spot, and, therefore, it has often been implemented only in manufacturing divisions of large global organizations that use a Tier 1 ERP product for corporate financials and/or HR applications. Therefore, executing the ambitious initiatives with its modest albeit solid resources compared to the above competitors will be a notable challenge.

Read MAPICS Moving On Pragmatically - Part 4: Competition and User Recommendations

MAPICS Moving On Pragmatically - Part 3: Challenges
11/21/2002 12:00:00 AM
MAPICS Moving On PragmaticallyPart 3: Challengesby P.J. JakovljevicMAPICS remains at a critical point in time, where immaculate execution without much space for missteps will determine its future. Despite notable functional and technological initiatives, the biggest challenge for MAPICS and its affiliate channel remains the management of still dual flagship ERP product lines.

Read MAPICS Moving On Pragmatically - Part 3: Challenges

MAPICS Moving On Pragmatically - Part 2: Market Impact
11/20/2002 12:00:00 AM
MAPICS Moving On PragmaticallyPart 2: Market Impactby P.J. JakovljevicFor the last several months, MAPICS, Inc. (NASDAQ: MAPX), a global provider of extended ERP applications for world-class mid-sized manufacturers, has embarked on a painstaking process of producing a strategy going forward that would pragmatically blend the company’s traditional values and success factors with new approaches to stay in tune with market trends.

Read MAPICS Moving On Pragmatically - Part 2: Market Impact

MAPICS Moving On Pragmatically
11/19/2002 12:00:00 AM
While the existing loyal client base and seasoned affiliate channel remains MAPICS’ trump card in these difficult times, the recent moves of a unified product branding combined with addressing issues of its world-class aspiring manufacturing customers should be the way to more effectively sell to and beyond the current prevailing IBM iSeries client base, which is the must for the long-term viability.

Read MAPICS Moving On Pragmatically

Who's Who? Sorting Out the e-Logistics Players - Part 3: New Solutions
11/16/2002 12:00:00 AM
Who's Who? Sorting Out the e-Logistics PlayersPart 3: New Solutionsby Scott A. ElliffThere is a wide range of new 'e-gistics' players emerging to address today’s transportation and logistics challenges, and different solutions will be appropriate for different kinds of situations.

Read Who's Who? Sorting Out the e-Logistics Players - Part 3: New Solutions

Logistics.com Becomes The Newest Of Manhattan Associates - Part 2: Strengths, Challenges, and User Recommendations
11/15/2002 12:00:00 AM
Logistics.com Becomes The Newest Of Manhattan AssociatesPart 2: Strengths, Challenges, and User Recommendationsby P.J. JakovljevicLogistics.com needs to tie its execution modules into the plant/warehouse-level applications in order to give a customer a full solution. Manhattan cannot deliver the full fulfillment job without the transportation part. Tying their products together is what it will take to make this acquisition work.

Read Logistics.com Becomes The Newest Of Manhattan Associates - Part 2: Strengths, Challenges, and User Recommendations

Logistics.com Becomes The Newest Of Manhattan Associates
11/14/2002 12:00:00 AM
Will the acquisition of Logistics.com help outstanding Manhattan Associates round out what might not have been accomplished with its earlier acquisitions?

Read Logistics.com Becomes The Newest Of Manhattan Associates

Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions - Part 3: Conclusion
11/13/2002 12:00:00 AM
Increasing the Value of Your Enterprise Through Improved Supply Chain DecisionsPart 3: Conclusionby Mark WellsThere remains no shortage of experts and solutions that purport to have the keys to improving your supply chain. However, executives who bear bottom line responsibility for the performance of the enterprise would do well to evaluate every potential new program from the perspective outlined here.

Read Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions - Part 3: Conclusion

Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions - Part 2: Financial Metrics
11/12/2002 12:00:00 AM
Increasing the Value of Your Enterprise Through Improved Supply Chain DecisionsPart 2: Financial Metricsby Mark WellsIf the key financial metrics for creating corporate value relate to costs, capital charges and consumption, and profitability, then the corporate capabilities or competencies required to drive those metrics must include controlling supply chain costs, managing supply chain cycle time, and optimizing responsiveness to the marketplace.

Read Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions - Part 2: Financial Metrics

Increasing the Value of Your Enterprise - Through Improved Supply Chain Decisions
11/11/2002 12:00:00 AM
Increasing the Value of Your Enterprise Through Improved Supply Chain Decisionsby Mark WellsImproving the decision process around inventory and supply chain flexibility will drive sustainable, measurable benefits in the near term that are disproportionate to the effort required.

Read Increasing the Value of Your Enterprise - Through Improved Supply Chain Decisions

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