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The Magic Behind Planning and Executing (Optimal) Service Supply Chains - Part 2
Part 1 of this series established that service supply chains have many planning levels and time horizons, which can be roughly divided into the following: the

w part 2  schedule according to the W-6 principle from Part 1 (i.e., Who, does What, with What, When, Where, and for Whom? ).  Logically, one should begin by creating an optimized schedule. To that end, the service jobs scheduled for a certain day did not all necessarily appear that morning or at the same time. Namely, some jobs can be planned installations for new customers and they may have appeared last week. Others will be scheduled periodical maintenance jobs, which the dispatcher knew about quite some time a Read More

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Documents related to » w part 2


Lawson Software-IPO and Several Acquisitions After Part Two: Retail and Professional Service Initiatives
Lawson is sticking to its focus on selected vertical markets, but going forward the tenets of that focus will likely be more finely tuned. Namely, the vendor

w part 2  investments. The above delivery was in great part a result of the July 2002 acquisition of certain assets of Armature Holdings Ltd., a then bankrupt provider of merchandising/category management and supply chain management (SCM) solutions for retailers, consumer goods manufacturers, and wholesalers. The Armature suite had been focused on grocery and hard line retail sectors, specifically those sectors with complex product/item definition and rapid inventory management. The assets acquired included all sof Read More
An Overview of Product Lifecycle Management Implementation Challenges
Product lifecycle management (PLM) implementation brings its own set of challenges, whether considering vendor selection, employee perception management, or

w part 2  one for the organization. We took part in PLM implementations in the automotive, hi-tech, and food industries. We have gathered the inputs of these experiences, and upon studying the various means of software selection pertaining to PLM, we summarize the following process for vendor selection. i) PLM system document preparation An enterprise has to prepare a document on how they envision their PLM system: this is their company's PLM system document. First of all, let all the stakeholders of the proposed Read More
Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions Part 2: Financial Metrics
If the key financial metrics for creating corporate value relate to costs, capital charges and consumption, and profitability, then the corporate capabilities

w part 2  supply chain management from within industry, as a supply chain consultant, and as part of a software development organization. He has held his CPIM certification from APICS since 1989. He holds an MBA from Drexel University where he has also taught operations management and operations research. He currently works for Oracle Corporation, focusing on tools for the supply chain decision maker. Mr. Wells can be reached at mark.wells@oracle.com . 6 Penman, Stephen H., Financial Statement Analysis and Security Read More
Lawson Software-IPO and Several Acquisitions After
Lawson Software, almost two years since a successful IPO amid adverse conditions at the time, has had its share of difficulties while rounding up its vertical

w part 2  Parts Three and Four will discuss the market impact. Part Five will cover challenges and make user recommendations. Health Care Vertical Initiatives Lawson's dominant vertical market has always been health care, where it serves more than 400 health care industry customers representing more than 4,500 facilities, including eight of the top ten integrated delivery networks. The company also serves managed care systems, academic medical centers, hospitals, clinics, physician group practices, home health Read More
Agile ERP Vendor Ditches a Microsoft Dynamics CRM Alliance for, well, its own CRM Solution (Part II)
Part I of this blog topic has revisited Agresso's post-implementation agility capabilities (as to accommodate businesses living in a change -- so called BLINC's

w part 2  Dynamics CRM Alliance for, well, its own CRM Solution (Part II) Part I of this blog topic has revisited Agresso 's post-implementation agility capabilities (as to accommodate businesses living in a change -- so called BLINC's), and its devised growth strategy via in-house developments, complementary acquisitions and/or partnerships.  Most recently, Agresso expressed the intent to acquire the United Kingdom UK-based competitor CODA , but the analysis of this potential merger deserves a blog post on its Read More
It's the Aftermarket Service, Stupid! (Part I)
Regardless of the economic environment (and sentiments), I always think of the opportunity within the aftermarket service and support as a profitable, high

w part 2  it is also a way to become a strategic part of the customer's business after the sale is completed. In another Harvard Business Review article titled Winning in the Aftermarket from May 2006, MCA Solutions' co-founders, Dr. Morris Cohen and Dr. Vipul Agrawal, shared their insights on opportunities to increase corporate profitability through better management of the service business. The “Six Steps for Managing Service Networks” outlined therein explain how all service-oriented companies (not to be Read More
SOA From a Management Perspective: Part Two
Despite the numerous benefits companies can expect from service-oriented architecture, the technology is still relatively new and implementation costs are steep

w part 2  a Management Perspective: Part Two This is Part Two of a two-part note. Part One provides a basic understanding of SOA, the rollout plans for major software vendors, and the benefits of SOA. Concerns About SOA Back in the day when procedures and subroutines were all the rage, there was a performance concern: Did the use of subroutines, with all of its branching back and forth and passing of data, degrade performance as opposed to duplicating the code in stream? The same concern with message traffic in Read More
W. Appliance Selects VAI S2K ERP
W. Appliance has selected VAI S2K Enterprise software to automate and manage its entire order process. The company will also leverage S2K Analytics and S2K

w part 2  Appliance Selects VAI S2K ERP W. Appliance, an appliance and electronics company that represents the Westinghouse and other leading companies in the industry (e.g., Concepts101, which represents AT&T and sells phone and audio products, and Got Snacks, which sells food items specializing in snacks), has selected VAI S2K Enterprise software to automate and manage its entire order process. The company will also leverage S2K Analytics and S2K Enterprise Portal to gain insights into its customer and sales dat Read More
Can Webplan Reconcile Planning and Execution? Part Three: Market Impact Continued
Webplan believes its offering should benefit many departments within a manufacturing organization. When it comes to operations and manufacturing, the benefit is

w part 2  Webplan Reconcile Planning and Execution? Part Three: Market Impact Continued Market Impact The past two years or so have been an interesting if not a tumultuous period for the Ottawa, Canada-based, privately-held Webplan Corporation ( www.webplan.com ), which felt compelled to further refine its original supply chain planning (SCP) and business-to-business (B2B) collaboration value proposition. The vendor has refocused onto a highly actionable response management software (a subset of broader Read More
Global Trade Applications in Global Credit Crunch - Part III
Part II of this blog series allowed members of the two global trade management (GTM) software providers, TradeBeam and Precision Software, to voice their

w part 2  TradeBeam, whose other comments we have previously seen in Part II, said: “Pure-play GTM providers have superior functionality, as we focus specifically on automaton in the context of the changing rules of global trade.  In addition, we have our own proprietary Global Trade Content , rather than outsourcing this key function, so that we can directly control the quality of content and level of service, and we have the expertise and ‘know how’ on staff to support our feature build out and offer Read More
MAPICS Moving On Pragmatically Part 3: Challenges
MAPICS remains at a critical point in time, where immaculate execution without much space for missteps will determine its future. Despite notable functional and

w part 2  to stay in tune with market trends. All the products mentioned in Part One will have lost their former trademarks. The applications discussed in Part Two outside the core ERP backbones can or will be used atop of both ERP systems, and will commonly be referred as e.g., MAPICS Portal, PLM, or SCM solution. The above initiatives should definitely help offset an apparent dip lately in new sales for the company's erstwhile breadwinner the MAPICS ERP for iSeries (still somewhere known as MAPICS XA ), in Read More
GE GXS: Part and Parcel of B2B Exchange
General Electric’s GXS provides the infrastructure for a new digital marketplace. The announcement sheds light on the possibility that GXS can leverage its

w part 2  provides an environment in which buyers and sellers interact anonymously. Bidders locate the components they need in a searchable inventory database and proffer bids based on the information on product specifications, availability and asking price. Sellers may accept or decline the bid or offer a counter-proposal, perhaps based on quantity pricing. When a firm offer to buy is accepted the marketplace generates a purchase order and arranges for shipping. Payment is not released to the seller until the Read More
Project Management Communication: Part 3 of 3
In this final installment of the Project Management Communication series, we look at a vital project management tool. This system has provided visibility to

w part 2  Project Management Communication series, we look at a vital project management tool. This system has provided visibility to senior management, as well as justification for projects based on the expected value of each product in its planning stage, and in projects both in progress and completed. What Is Project Portfolio Management? Project portfolio management (PPM) is a resource system that permits an enterprise to collect (or document), maintain, and view information on the various stages of all its Read More
FRx Poised To Permeate Many More General Ledgers Part One: Executive Summary
FRx Software Corporation, a Microsoft company and a part of Microsoft Business Solutions, might be the best example of Microsoft’s coopetitiveness.

w part 2  and tag Forecaster data with XBRL tags in FRx. This concludes Part One of a four-part note. Parts Two and Three will discuss the market impact and vendor challenges. Part Four will cover competitors and make user recommendations. Read More

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