Abstract: Superior order management can provide you with a competitive edge across the board. To move closer to order perfection and a truly loyal customer base, you must cost-effectively eliminate the issues preventing on-time, accurate order fulfillment. This involves every process, including planning and forecasting, acquiring and creating accurate orders and contracts, handling order changes, and resolving fulfillment and post-delivery problems.

Abstract: When raw materials providers, manufacturers, and retailers work together to calculate future order needs, they can all act on the best information available. Successful order forecast collaboration requires all members to share risks if forecasts vary, and to discuss issues as they arise. Accurate order forecasts drive sales increases, inventory decreases, and better decisions. With so many benefits across the entire demand chain, shouldn’t you look into order forecast collaboration with your partners?

Abstract: This white paper presents the results of a commissioned study conducted by Forrester Consulting on behalf of Microsoft Corporation to help IT organizations considering adopting the 2007 Microsoft® Office system anticipate the impact of the new Microsoft Office Fluent™ user interface on their end users. The results are based on an online survey of 749 IT decision makers from companies piloting or deploying the 2007 Office system.

Abstract: Regardless of size or purpose, business processes within a company rely heavily on the dependability of assets for successful operations. Enterprise asset management (EAM) solutions can help companies monitor their assets, including a feature that allows documents to be attached to a work order. But printing the work order and its attachments is not always so simple. Learn how automated work order software can help.

Abstract: Electronic document management systems (EDMSs) are used by companies to organize and streamline their document processes to increase productivity and efficiency. Integration between the EDMS and the customized software results in desirable improved efficiencies and savings. This integration can be accomplished using an application program interface (API) that comes along with the EDMS application. Find out how.

Abstract: Defining a systematic and repeatable COTS acquisition process (CAP). COTS Acquisition Process Method and References. Siemens COTS Acquisition Process Case Study. This paper introduces and describes a well-defined, systematic, and repeatable COTS acquisition process (CAP) and experience of using a tailored version of the process in a Siemens Business Unit.

Abstract: Business process management notation (BPMN) is an initiative to increase standardization within process modeling. What are the principles of BPMN, and what is the value of BPMN to vendors and organizations using business process modeling?

Abstract: North American process manufacturers face increasing challenges related to heightened security, pricing pressures, global competition, and rising costs. Thus, continuous improvement of processes is imperative to remaining competitive. How close is your company to world-class? And how focused are you on process improvement? Find out how get started on a process improvement strategy that will have long-term benefits.

Abstract: A superior lead-to-order (LTO) process is essential in today's environment of mass customization. Companies striving to build and maintain market share require an LTO process supported by robust IT and product configuration capabilities. Learn how optimizing your LTO process can help you implement a successful mass customization strategy, and how the benefits of an optimized LTO process relate to lean manufacturing.

Abstract: BigMachines differentiates itself in the quote-to-order (Q2O) sphere due to its solutions’ lean end-to-end, inquiry-to-order focus. Although there are other vendors offering Q2O as a service, BigMachines product is arguably more flexible, as high tech manufacturers may be noting.

Abstract: TradeBeam has been striving to distinguish itself by offering more than order and shipment tracking. It aims to improve the management of core global trade activities: order, shipment, and financial settlement.

Abstract: The Perfect Order measurement has proven to be a powerful measurement of a business. Should The Perfect Order be defined from an internal point of view or from a customer point of view . . . inside-out or outside-in?

Abstract: Process industry companies could benefit from many of the PLM concepts that have accrued to discrete industries. But PLM has had minimum penetration into the process industries. Why?

Abstract: Simple questions often have complex answers. Whether they are speaking with you on the phone or placing an order on a Web storefront, your customers expect immediate gratification. They want to know when their order will ship the moment it is placed. How do you respond?

Abstract: Business process analysis (BPA) vendors are trying to enter the business process management (BPM) market by marketing themselves as BPM solutions. This article discusses the differences between BPA and BPM vendors, and examines the benefits of each.

Abstract: No enterprise is an island. Your company is a link in the business-to-business (B2B) supply chain. Thus, a seamless and efficient supply chain is a critical factor in your success—but you need to design a supply chain that focuses on demand, supply, and service to provide competitive differentiation in the marketplace. Learn how to strive for the perfect order and improve order accuracy with a business process solution.

Abstract: The constant launch of new telecommunications products creates stiff competition, and to manage increasingly complex product portfolios, you should ensure your processes are optimized, your data is accurate, and your solutions are integrated. The first business area you should focus on is order management. Find out how you can better address the challenges of the order-to-cash cycle, decomposition, provisioning, and more.

Abstract: Maintaining a competitive advantage is paramount, no matter what business you operate within. Engineer-to-order (ETO) companies that produce complex products, usually in low volumes, and with project control techniques, are no exception. A lean enterprise involves the reduction or elimination of any activity that does not add value to a customer. In order to effectively utilize lean, lean concepts must be taken from the manufacturing floor and used thorough the ETO enterprise. This paper demonstrates how IFS applications supports the principles of developing a lean enterprise for ETO organizations. It demonstrates how process improvements apply equally to office-based functions, manufacturing, installation, and service activities.