| 1. |
Lean Tools and Practices that Eliminate Manufacturing Waste ( Pages)
by P.J. Jakovljevic
Feb 14, 2006
Abstract : A number of lean manufacturing tools and practices have long been used to reduce manufacturing waste. These include the five S's, visual controls, standardized work, mistake proofing, total productive maintenance, cellular manufacturing, single-digit setup, pull systems, sequencing, activity-based costing, and leveled production.
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| 2. |
Prepackaged SAP Best Practices—Are They for You? ( Pages)
by Olin Thompson
Nov 17, 2005
Abstract : SAP Best Practices are a series of fixed-scope, pre-defined packages of software and services solutions designed to address the demands of midsize enterprises in multiple industries. Are they right for you?
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| 3. |
CRM, Success, and Best Practices: A Wake Up Call Part Two: Modeling Success with Senior Management and CRM Culture ( Pages)
by Glen S. Petersen
Oct 22, 2004
Abstract : To maximize the return on investment of a customer relationship management system, a new CRM best practices model should be used. A point-based system, self-assessment model that emphasizes senior management leadership and the need to create a culture consistent with CRM can lead to a deployment strategy that is correlated with success. An interactive version of this assessment is included with this article.
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| 4. |
CRM, Success, and Best Practices: A Wake Up Call Part One: Searching and Establishing the Business Parameters of CRM ( Pages)
by Glen S. Petersen
Oct 21, 2004
Abstract : Customer relationship management is a sophisticated set of customer-facing tools; however, its technology has outpaced the management strategy used to implement it. Moreover, murky definitions and objectives have caused varying degrees of success and failure to emerge from the same initiative. Clearly defining the objective, implementing holistic best practices, and ensuring that senior management understands CRM as a business strategy can help maximize a CRM investment.
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| 5. |
Tightening the Chain—Supply Chain Cost-cutting Strategies ( Pages)
by Dylan Persaud
Aug 4, 2008
Abstract : As companies struggle to control costs, the supply chain and management of supply resources have come under scrutiny. The supply chain is one area where a company can achieve quick gains and receive a fast return on investment.
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| 6. |
Tightening the Chain—Supply Chain Cost-cutting Strategies ( Pages)
by Dylan Persaud
Apr 6, 2007
Abstract : As companies struggle to control costs, the supply chain and management of supply resources have come under scrutiny. The supply chain is one area where a company can achieve quick gains and receive a fast return on investment.
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| 7. |
Tightening the Chain—Supply Chain Cost-cutting Strategies (0 Pages)
by TEC staff
Jul 24, 2009
Abstract : As companies struggle to control costs, the supply chain and management of supply resources have come under scrutiny. The supply chain is one area where a company can achieve quick gains and receive a fast return on investment.
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| 8. |
Tightening the Chain—Supply Chain Cost-cutting Strategies (4 Pages)
by Dylan Persaud
Oct 23, 2006
Abstract : As companies struggle to control costs, the supply chain and management of supply resources have come under scrutiny. The supply chain is one area where a company can achieve quick gains and receive a fast return on investment.
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| 9. |
Brain of Supply Chain System (4 Pages)
by Ashfaque Ahmed
Jun 19, 2004
Abstract : A software tool called advanced planning and optimization, APO, for short, is used to make a supply chain system cost effective and integrated. Since this tool works on top of all other software tools which are used to plan, monitor, and control supply chain activities and control them, APO can effectively be called the brain of a supply chain system. This article explores advantages of having an APO tool for managing supply chain functions even if a business already has invested in a supply chain management (SCM) system. If a company has not made the investment then the APO tool can be used together with the upcoming SCM system.
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