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Documents related to » kmart fancial


i2 Will Come Out Ahead In Kmart Deal
While many retailers acquire advanced technology for their supply chains in order to stay ahead of competition, Kmart is doing it just to stay in business.

KMART FANCIAL: Come Out Ahead In Kmart Deal i2 Will Come Out Ahead In Kmart Deal Steve McVey - October 24, 2000 Read Comments S. McVey - October 24, 2000 Event Summary During its recent Planet 2000 user conference, B2B supply chain collaboration software market leader i2 Technologies announced a deal with a venerated symbol of American discount retail, Kmart Corporation. i2 is vested with the task of transforming the retail company s inefficient fulfillment operations and enabling it to become a viable player in the
10/24/2000

Wet Quarter Postpones Amazon s Desiccation While Kmart Drowns
It is all about a viable and innovative business value proposition, immaculate execution, low costs, and customer satisfaction, and not about the company’s name or the nature of its operation (clicks vs. bricks) – should be the motto of the story of the two pertinent giants Amazon and Kmart.

KMART FANCIAL: Postpones Amazon s Desiccation While Kmart Drowns Wet Quarter Postpones Amazon s Desiccation While Kmart Drowns P.J. Jakovljevic - February 7, 2002 Read Comments Event Summary The market is confused again. Just when the notion that anything associated with online, dot-com , or prefixed with e or i meant a pass, non-viable business model, the logic was reversed by the recent financial reports of prominent representatives of both clicks and bricks camps. On January 22, Amazon.com (NASDAQ: AMZN), one of
2/7/2002

Merging Disparate IT Systems and Exploiting Multichannels
Astute IT strategies should help any company develop a strong competitive advantage whether it be improved time-to-market, better insights about customers behavior and preferences, or to devise a more efficient supply chain. This should be embraced by Sears Holding and Federation/May.

KMART FANCIAL: will be created when Kmart Holding Corporation (NASDAQ:KMRT) and Sears , Roebuck and Co . (NASDAQ:S) complete their merger. Yet, so far, neither merging party has been a dominant force in any retail segment and neither are they known for their respective IT or supply chain management (SCM) proficiency. They have only had sporadic investments in some applications with less than limited success (to put it mildly). An astute IT strategy should help any company develop a strong competitive advantage whether
4/20/2005

Retailers Join Forces for a Make or Break Attempt in Their Competitive Landscape
Today's competitive retail landscape has lead to mega-mergers between some of the oldest retailers in the US: Kmart and Sears. Before the technical issues of merging disparate supply chain systems can be addressed, these giants first had had to get their business

KMART FANCIAL: before the holiday rush, Kmart Holding Corporation (NASDAQ:KMRT), and Sears, Roebuck and Co. (NYSE:S), announced a definitive merger agreement to form the Sears Holdings Corporation. What is interesting, is not that Sears Holdings will become the US third largest retailer, with approximately $55 billion in annual revenues, 2,350 full-line and off-mall stores, and 1,100 specialty retail stores. It is how they will merge two disparate information technology departments and supply chains. Part One of the
4/18/2005

A Drop-ship Enablement Pioneer Leads the Way
By providing a single plug-and-play connection to multiple trading partners, CommerceHub strives to enable basically any retailer to electronically integrate with its suppliers, regardless of the idiosyncratic systems and capabilities that might exist among them.

KMART FANCIAL: division of QVC ), Kmart s equivalent BlueLight.com initiative, and JC Penney s Internet division, to name only some. Frank Poore, the company s co-founder, president, and chief executive officer (CEO), had previously developed an intranet for Nike s world finance division in the early 1990s. A few years later, he was working for a video game company, when he had an epiphany: 100 retailers having to connect to 100 suppliers meant 10,000 simultaneous information technology (IT) projects. He then
8/28/2006

Logistics.com Becomes The Newest Of Manhattan Associates
Will the acquisition of Logistics.com help outstanding Manhattan Associates round out what might not have been accomplished with its earlier acquisitions?

KMART FANCIAL: acquisition-related intangibles and the Kmart recovery (and possible revenue revival for licensing Manhattan s software), in the range of $0.20 to $0.26 per fully diluted share. These expectations assume that the current general economic environment will improve modestly over the balance of the year. Core revenue drivers, which include software licenses and services revenue, were a record $38.4 million for the quarter, up 13% from $33.9 million for Q3 2001. Total revenue for the quarter was $42.9
11/14/2002

The Challenge of Fulfillment
Integrated multichannel retailing will inevitably become the norm. For retailers, the key to multichannel success lies in understanding the factors that drive revenues and the ability to fulfill Web orders. Other challenges center around electronic integration, visibility, and exception management.

KMART FANCIAL: and Co (merged with Kmart ) reportedly did not sell anything online until 1997, (and although it did not have more than one product category until 1999), the company s strategy from the beginning of the Internet revolution was to at least maintain one face to the customer—to make sure there was no rift between the online Sears and the offline Sears. That is to say that Sears lets products bought online be picked up at stores; it lets those very products be returned at stores, if necessary; it
8/14/2006

Internet Makes SCP All That It Can Be
The Internet is reshaping the supply chain planning marketplace. Several clear trends have emerged in recent years that capitalize on the possibilities for collaboration, information sharing, and instantaneous communication that the Internet provides.

KMART FANCIAL: of proponents like retailers Kmart, Wal-Mart, and Sports Authority as well as consulting firms like Andersen Consulting. Some SCP and ERP vendors have recognized CPFR s potential and are building standard CPFR protocols into their collaboration products. Logility was an early champion of CPFR and its Voyager XPS product, hosted via i-Community, is the culmination of several years of CPFR-compliant architecture development. ERP giant SAP also offers CPFR support as part of mySAP.com. According to a 1999
4/26/2000

Yes, We Have No Bananas: Consumer Goods Manufacturers Serve Demanding Customers
Consumer packaged goods manufacturers have to measure the most important metric of all: orders delivered on time, in full. To accomplish this requires sophisticated inventory management and optimization tools for the consumer goods supply chain.

KMART FANCIAL: Examples include Wal-Mart , Kmart , Tesco , Kroger , and so on (see Challenging the Competition: Mega-mergers and Supply Chain Technology ). Because of the tight timescales involved, manufacturers have to interpret forecasts astutely in order to set the production processes in motion, and order entry has to be very closely coupled with forecasting, demand management, and manufacturing planning. In fact, since every major customer may have its own way of managing sales order entry, the supplier s
5/26/2006

Consumers Shop Everywhere: Understanding Multichannel Sales
Multichannel retailers must be able to flawlessly execute a full range of services to engage, transact, and fulfill on Web placed orders. Hence, most successful multichannel retailers of today had to either build a complete set of the services in-house or outsource some or all of them.

KMART FANCIAL: to be merged with Kmart ) did not reportedly sell anything on-line until 1997, with only one product category until 1999, the company s strategy, from the beginning of the Internet revolution, was to at least maintain one face to the customer. It did not want to create a rift between the on-line and the off-line Sears. Sears lets products bought on-line be picked up and returned to its stores; customers can schedule service visits to the stores on-line; and near real-time inventory visibility is
4/12/2005

Food and Beverage Industry Trends and Issues
Food and beverage manufacturers and distributors supplying major supermarket retailers share many common business challenges. The customers—powerful and demanding supermarkets and retail chains—want products manufactured

KMART FANCIAL: Kroger , Tesco , Kmart , etc.), food service companies ( MacDonald s, Wendy s, etc.) and food service distributors (Sysco). When asked to describe channel masters, a vice president (VP) of marketing at a food manufacturer explained, when they demand something, the manufacturer just has to say thank you . These channel masters control access to the market. The channel master has the power to determine prices, promotions, placement, etc. Such customers want guaranteed supplies at guaranteed prices,
10/31/2006

TEC s Mid-market ERP-Distribution Buyer’s Guide
Just what you need about ERP-Distribution. Click here to read this Buyer's Guide. Midsize manufacturers and distributors now have access to an array of powerful software solutions that simply weren’t available before. But with so many choices, you need accurate and unbiased information. This comprehensive guide from TEC and SupplyChainBrain provides a state-of-the-market analysis, success stories from your peers, in-depth information on solutions, and a directory of the leading vendors in the field.

KMART FANCIAL: destinations, the company supplies Kmart, Wal-Mart and Costco with its extensive range of products. Ninety-five per cent of The Islander Group s sales are within the state of Hawaii, generating over $18 million annually through its website, mail-order catalogue and 50,000 square foot pick and pack warehouse operations. Products are printed and manufactured in Hawaii, the US mainland as well as Taiwan, China, Korea and the Philippines before being distributed from the company s main warehouse located on
3/17/2008 3:23:00 PM

Supply Chain Management Audio Conference Transcript
This is a transcript of an audio conference on Supply Chain Management presented by TechnologyEvaluation.Com. The presentation used the TEC patented selection engine WebTESS, to conduct a live real time evaluation and selection. It then reviewed the critical differentiating supply chain management criteria, as well as detailed comparisons of i2 Technologies, Manugistics, Aspen Technology, Logility, and Adexa.

KMART FANCIAL: of proponents like retailers Kmart, Wal-Mart, and Sports Authority as well as consulting firms like Andersen Consulting. Several supply chain management and ERP vendors have recognized the potential for CPFR and are building standard protocols and features into their collaboration products to support it. A good example is Logility, which was an early champion of collaborative planning. Its Voyager XPS and XES products are the culmination of several years of CPFR-compliant architecture development.
6/23/2000


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