| 1. |
The Automotive OEMs Might Soon Contract “BRAIN” Damage Part I ( Pages)
by P.J. Jakovljevic
Aug 12, 2002
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.
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| 2. |
The Pain and Gain of Integrated EDI Part Two: Automotive Suppliers Gain ( Pages)
by P.J. Jakovljevic
Mar 22, 2005
Abstract : The nature of the global automotive supply chain means that the suppliers must be tightly integrated into the trading partner’s enterprise, whose supply chain communications and management capabilities need to be able to manage that critical relationship.
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| 3. |
Automotive Industry and Food, Safety, and Drug Regulations ( Pages)
by P.J. Jakovljevic
Mar 2, 2007
Abstract : Enterprise application providers wanting to address the distinct regulatory requirements of the automotive, food, safety, and life sciences industries need to offer enterprises industry-oriented enterprise resource planning systems that are sound and compliance-ready.
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| 4. |
BRAIN May Still Be Needed In The Automotive Industry ( Pages)
by P.J. Jakovljevic
Oct 31, 2001
Abstract : While BRAIN North America may have all the right cards for the lower tiers of the automotive industry, the road to success will by no means be uncontested.
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| 5. |
EXE Latest Vendor to Join IBM Supply Chain Club ( Pages)
by Steve McVey
Nov 17, 1999
Abstract : IBM and EXE Technologies today announced a global strategic relationship in which the two vendors will provide supply chain customers with integrated solutions that will help them transform into e-businesses. These solutions will be initially targeted to customers in the automotive, consumer packaged goods, electronics, retail and wholesale distribution industries. In addition, EXE and IBM announced that Pep Boys, a large automotive products retailer in the United States, and Metro Richelieu, one of Canada's largest grocers, are the first customers to take advantage of this relationship.
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| 6. |
The Automotive OEMs Might Soon Contract “BRAIN” Damage Part 2: The Future and User Recommendations ( Pages)
by P.J. Jakovljevic
Aug 13, 2002
Abstract : While business for BRAIN North America continues to be positive, developments in Germany will affect its future.
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| 7. |
Examples Of How Some Mid-Market Vendors Might Remain Within The Future Three (Dozen)? Part Three: Made2Manage Market Impact and User Recommendations ( Pages)
by P.J. Jakovljevic
Jul 18, 2003
Abstract : Smaller manufacturing enterprises are often more comfortable dealing with a vendor of a size and corporate culture similar to theirs. Examples of these markets can be e.g., fresh meats, dairy producers, Tier 2/3 automotive suppliers, etc. Some of these thriving Boutique Vendors will actually be conglomerates of smaller divisions or vendors with a common owner. These might even be a current mid-range vendor who specializes in a series of smaller markets or even a sub-segment of a Big Five vendor
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| 8. |
Examples Of How Some Mid-Market Vendors Might Remain Within The Future Three (Dozen)? Part Two: Agilisys Market Impact ( Pages)
by P.J. Jakovljevic
Jul 17, 2003
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).
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| 9. |
ERP Case Study: Software Selection & Implementation ( Pages)
by White Paper Spotlight
Apr 13, 2007
Abstract : Midsize automotive specialty pipe manufacturer Poppe & Potthoff knew it needed to modernize its heterogeneous, legacy business software environment across product ranges, locations, and business units, and streamline and automate its processes. When the search began for an appropriate ERP solution, integration and scalability were at the top of P&P's list of requirements...
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