| 1. |
Will 2005 Validate Global Trade Management and Unify Financial and Physical Supply Chains? ( Pages)
by P.J. Jakovljevic
Jun 14, 2005
Abstract : The Internet opened the door for global trade. As the global trade management (GTM) space continues consolidating, market leadership belongs to companies that understand, to truly improve global trade, one must be able to manage both the physical and financial supply chains.
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| 2. |
Merging Global Trade Management with Global Finance ( Pages)
by P.J. Jakovljevic
May 10, 2005
Abstract : With the acquisition of Vastera, JPMorgan Chase may be the first global financial institution to offer a complete integrated cash, trade and logistics solution across the physical and financial supply chains in a way that would maximize benefits to its clients.
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| 3. |
Dealing with Global Trade Management Complexity ( Pages)
by P.J. Jakovljevic
Jun 18, 2005
Abstract : To optimally complete the global trade cycle, a business must automate, track, and provide visibility to the entire global trade management process to optimize its supply and distribution chains.
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| 4. |
Global Trade and the Role of Governance, Risk Management, and Compliance Software ( Pages)
by P.J. Jakovljevic
Mar 7, 2007
Abstract : The growing number of legal and regulatory requirements associated with global trading is one of many reasons enterprises are looking into global trade management applications, and into harnessing the up-and-coming, strategic software category of governance, risk management, and compliance.
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| 5. |
RedPrairie to Spread Across Europe through LIS Acquisition Part Two: Market Impact ( Pages)
by P.J. Jakovljevic
Apr 29, 2004
Abstract : It is becoming increasingly important for supply chain execution (SCE) suppliers to have global implementation and service capabilities, while multinational user companies conversely benefit from working with global application providers. Now, the two merged vendors, RedPrairie Corporation and LIS, should have the critical mass and geographical breadth necessary to better serve the needs of their global customers, with local, multilingual support, and to compete for an ever-increasing number of multi-modal transport, multinational engagements.
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| 6. |
The Name and Ownership Change Roulette Wheel for Marcam Stops at SSA Global Part Four: What SSA Global Gets ( Pages)
by P.J. Jakovljevic
Oct 18, 2004
Abstract : The acquired company, although constantly morphing from Marcam to IPS back to Marcam, has a good track record and a heritage of selling solutions to manage divisional or autonomous plant sites within selected process industries.
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| 7. |
SSA Global Forms a Strategic Unit with an Extended-ERP Savvy Part Three: Challenges and User Recommendations ( Pages)
by P.J. Jakovljevic
Sep 17, 2004
Abstract : While the Strategic Unit team formation should help SSA Global to figure out how to fully integrate organizational structure where employees are best integrated, service offerings best coordinated and cross-selling opportunities best tracked and pursued, the vendor must continue to clarify the position and integration of competing and complementary products in its fold, which gets complicated with every new addition to the family.
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| 8. |
SSA Global Forms a Strategic Unit with an Extended-ERP Savvy Part Two: Market Impact ( Pages)
by P.J. Jakovljevic
Sep 16, 2004
Abstract : Through its recently formed Strategic Solutions team, SSA Global might be showing that it is not just an ERP collector that is living off milking its install base, but rather an extended enterprise applications provider that can appeal to both its current and new users.
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| 9. |
SSA Global Forms a Strategic Unit with an Extended-ERP Savvy Part One: Event Summary ( Pages)
by P.J. Jakovljevic
Sep 15, 2004
Abstract : SSA Global seems to be doing some proper thinking while continuing to acquire new software companies. Recent unification of its broadening collection of supply chain management (SCM) solutions under the SSA SCM brand and formation of a specialized Strategic Solutions division--which also includes other extended enterprise capabilities, such as customer relationship management (CRM), product lifecycle management ([PLM), and more—are both aimed at nurturing existing customers while attracting new prospects with products that exceed far beyond mere enterprise resource planning (ERP) capabilities.
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