Documents » cequrity of brain.
Abstract: Having concluded the benefits of financial backing for both embattled
BRAIN and its anxious customers, there is also a chance of the acquisition rationale being somewhere in the middle, meaning that some synergy could be generated between the future domestic partners, Agilisys and
BRAIN. The question remains whether the acquisition rationale was of a pure financial nature or is there more than meets the eye?
PubDate: 1/2/2003
Abstract: Advanced planning and optimization makes supply chain systems cost effective. It is the brain of the supply chain because it works on top of all other software tools that plan, monitor, and control supply chain activities and control them.
Abstract: While business for BRAIN North America continues to be positive, developments in Germany will affect its future.
Abstract: While BRAIN North America may have created a notable customer base due to its products’ functional appropriateness for the lower tiers of the automotive industry, its German parent’s impending insolvency might, in the worst-case scenario, leave all of them in the lurch.
Abstract: As long as both Agilisys and BRAIN remain focused on their industries and do not become too distracted with each other’s verticals, everyone should do well.
Abstract: Implementing technology without the proper people and processes in place only means bad service is delivered faster. Indeed, the employee brain trust is critical to succeeding in today’s knowledge economy and customer-centric environment. Yet according to numerous industry analysts, a staggering 55 to 70 percent of customer relationship management (CRM) and contact center projects fail to meet their objectives. Why?
Abstract: The most recent merger looks initially like a positive move for both companies and their customers, since Agilisys further enlarges a foothold in the discrete automotive manufacturing (which it has recently started with BRAIN) and solid SCE product modules that it might embed into its own SCM suite and possibly cross-sell into many industries (yet to be scrutinized, though).
Abstract: The clock is ticking for Canadian manufacturers to come up with a solution to the ongoing loss of knowledge capital. Natural employee attrition, such as departures or layoffs, inevitable retirement, and the brain drain are contributing to an exodus of knowledge. That’s why the best hope for Canadian manufacturers lies in introducing knowledge management strategies across the enterprise—before it’s too late.
Abstract: Knowledge management requires a platform that identifies all data associated with business processes—and the people that participate in or have responsibility for them. A true enterprise information management platform helps capture knowledge: it captures tacit knowledge as workers perform daily tasks and converts it to actionable knowledge items. Learn how knowledge management is vital to the nuclear industry.