| 1. |
The Blessing and Curse of Global Sourcing and Supplier Management (3 Pages)
by P.J. Jakovljevic
Aug 6, 2007
Abstract : The appeal of global sourcing is understandable given the benefits of seemingly lower costs. But without discerning hidden challenges and eliminating potential shortcomings, the process may be more costly than anticipated—a situation especially true for companies using inadequate, out-of-date enterprise information technology infrastructures.
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| 2. |
Profitable-to-promise: A New Exciting Era (4 Pages)
by Ashfaque Ahmed
Nov 24, 2005
Abstract : Any manufacturing business is faced with promising accurate delivery dates for customer orders. At the same time, the manufacturer has to ensure that every order taken, is profitable. This article focuses on the issues related to order delivery date promising in view of profitability of orders to the manufacturer.
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| 3. |
19 Steps to Maintain an Accurate Inventory What You Must Know About Your Inventory (6 Pages)
by René Jones
May 19, 2005
Abstract : It takes $2,500 in new sales to make up $100 in lost inventory, assuming a 4 percent return. Keeping an orderly warehouse with up-to-date processes and informed pickers and receivers to stop loss and identify and solve problems faster.
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| 4. |
The Third Paradigm (5 Pages)
by Ann Grackin
Jan 28, 2005
Abstract : Supply chain systems to date have represented the back-end of that process of servicing markets and have taken us a long way in replacing assets with information. But the fact is, building products still takes a long time. Contrastingly, markets require short response times--days. For the last few years, we have begun the process of trying to understand the unplanned event. The first and second paradigm systems deal in knowns--this is what I think I need and therefore this is what I will buy. The Third Paradigm focuses on the uncertainty elements to understand risk. This is the key. Isolate, understand and organize the chaos—creating an operational and financial model.
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| 5. |
Profitable-to-promise: A New Exciting Era (4 Pages)
by Ashfaque Ahmed
Dec 7, 2004
Abstract : Any manufacturing business is faced with promising accurate delivery dates for customer orders. At the same time, the manufacturer has to ensure that every order taken, is profitable. This article focuses on the issues related to order delivery date promising in view of profitability of orders to the manufacturer.
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| 6. |
Software Giants Make Courting A Small Guy Their 'Business One' Priority Part Three: Market Impact Continued (4 Pages)
by P.J. Jakovljevic
Jun 9, 2003
Abstract : Trying to sell dumbed-down versions of mySAP Business Suite, Oracle E-Business Suite, without a serious re-engineering of these products, has not worked for the lower-end of the market. To date, Oracle and SAP have responded by acquiring more suitable genuine products for the segment, while it is not unlikely to see PeopleSoft and J.D. Edwards follow suit in the future.
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| 7. |
HighJump Grows in a Period of Low Growth Through Adaptable, Broad Function Products (3 Pages)
by Olin Thompson & P.J. Jakovljevic
Apr 14, 2003
Abstract : With approximately 180 employees, HighJump Software is in growth mode with total revenue up 40% in fiscal 2002 and with current year over year revenue growth of 33%. More impressively, license revenue was up 60% last year and running at growth rate of 60% year to date. How does the relatively small SCE vendor accomplish it? Adaptability and broad functional footprint would be the keys to the answer.
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| 8. |
SAP Keeps Traction On Some Tires Of Its Omni-Wheel-Drive Part 2: Challenges and User Recommendations (3 Pages)
by P.J. Jakovljevic
Jun 7, 2002
Abstract : SAPﾒs viability and its business applications marketﾒs leadership remains unscathed, as the company remains rock-solid and will be the leader for a long time to come. While SAP has espoused one of the most compelling and promising collaborative-Commerce vision to-date, the ideal enablers of collaboration ﾖ it still has to prove to the market it can integrate and deliver, and satisfy the small and medium-size customer with quick implementations and nimble responses to problems.
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| 9. |
Remedy Welcomes You To Your New Office. Now Get To Work! (6 Pages)
by D. Geller
Aug 30, 2000
Abstract : At Remedy there is a 5 working day service level agreement for getting new employees up and running. If an employee accepts a job at least five days before the start date, the new office will be all ready with a computer, network access, passwords, orientation appointments and a map of the best route to the coffee room. This shoemaker is now sharing its employee transition management technology with everyone’s children.
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