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Software Functionality Revealed in Detail
We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.
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 introduction to jit


Leveraging Technology to Maintain a Competitive Edge during Tough Economic Times --A Panel Discussion Analyzed Part One: Introduction
Follow up with analysis on the recent executive panel titled

introduction to jit  Discussion Analyzed Part One: Introduction Introduction At the IFS Executive Forum , which took place on March 29 and 30 in Orlando, Florida (US), leading research analysts and industry experts discussed how companies can still leverage technology to maintain their competitive edge, even during tough economic times. The event was held in conjunction with IFS World Conference 2004 , and it included six panel discussions, with each panel including top executives, analysts, and journalists. Some of the

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

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Leveraging A Demand-Driven Manufacturing Model to Enhance Profitability


Successful demand-driven fulfillment manufacturing, include optimal channel and customer relationships, informed on-line buying and selling, order fulfillment, and integrated operational infrastructures. Manufacturers need to overcome challenges to demand-driven fulfillment by implementing a system that supports flexibility, openness, visibility, planning, e-commerce, collaboration, and integration where the ultimate objective is to minimize waste and optimize resources.

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Production Management Research


Primarily due to rapid development of technology in the past thirty years, the market structure throughout the world has changed considerably. Local markets have become accessible to foreign manufacturers, who are able to perform well in their newly established territories in part due to their superior application of technology. In this light, most companies, including small and medium size, have embedded globalization in their expansion strategies, consistently seeking for new markets abroad. Consequently, local manufacturing companies are facing global competition, forcing them to adopt new concepts with respect to people, process and technologies. This document describes these approaches to production planning in detail as well outlines a software solution. The software solution (Production/3) combines both pull and push techniques and enables small to medium size organizations to fully automate their production system while retaining their investment in their legacy enterprise resource planning (ERP) systems.

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Rethinking the Supply Chain: Meeting the Complexity Challenge


The requirements of operating in a global, just-in-time (JIT) market have made supply chains much more complex than they were 10 years ago. Much of the software meant to assist in managing this complexity has itself become too complex to use—and too expensive to cost-justify. Discover the benefits of using a less complex supply chain solution that better supports a collaborative effort along your supply chain.

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Glossary of Enterprise Applications Terminology Part Two: Just-in-Time to Extensible Markup Language


As enterprise applications systems developed over time, a continuous stream of new terminology surfaced. This is a glossary of those terms.

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To ERP or Not to ERP (In Manufacturing, It Isn't Even a Question)


Despite the benefits that enterprise resource planning (ERP) brings to manufacturers, Aberdeen findings from 2010 suggest that 26% of manufacturers have yet to implement ERP. This report looks at the performance of companies that have implemented ERP software versus the companies that have not. It also examines the capabilities that companies with ERP have compared to those that don't.

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5 DNS Security Risks That Keep You Up At Night (And How To Get Back To Sleep)


DDoS, cache poisoning, footprinting, oh my! Who knew that there were so many ways to threaten the security of your DNS? Read this white paper to find out all of the scary details about these attacks and what you can do to prevent them.

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CMS Is to Content as SOA Is to Enterprise Applications


There’s no disputing the fact that content management systems (CMS) and service-oriented architecture (SOA) are closely related. From reuse, the ability to loosely couple service and functions, to being able to combine services into a new form, SOA and CMS share many common threads in the enterprise world. Find out how the forces that have made SOA so important today are now doing the same for CMS in web site management.

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Too Hard to Adopt PLM? Find Ways to Make It Easier


Product lifecycle management (PLM) systems are too complicated, too expensive, and take too long to implement. That’s what I said last month in a blog post. However, more and more companies find that adopting PLM is an unavoidable route to take regardless how many obstacles ahead. Can companies find ways to adopt PLM more easily and faster? After listening to Lectra’s introduction to its Easy

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Accelerating Lead to Cash to Rekindle Profitable Growth New Economic Order Drives Need for Discipline and Integration


Solutions are now available to integrate the lead-to-cash process with the supply chain, back-office accounting, and more. The companies that succeed in the new order will make use of these new tools to creatively accelerate their lead-to-cash process. They will achieve the agility necessary to enhance the customer experience, trump the competition, and revitalize profitable growth. Find out how.

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How to Unbalance Your Scorecard to Better Measure Business Performance


The Balanced Scorecard is one of the most popular methodologies for measuring business performance, with a view to enhancing it. First made popular in the early 1990s, this performance management framework was intended as a tool to provide managers with a more complete and “balanced” view of their organization’s performance by including nonfinancial metrics and key performance indicators (KPIs) in

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