| 1. |
Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part Two: Challenges and User Recommendations ( Pages)
by P.J. Jakovljevic
Jan 15, 2004
Abstract : While lean/flow leverages practices to stay ahead of actual demand, traditional approaches better coordinate secondary, back-office systems like accounting and HR. Moreover, flow should be a company-wide strategy that impacts more than manufacturing.
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| 2. |
Cash Management 101 ( Pages)
by Leslie Satenstein
Aug 13, 2008
Abstract : Cash management is an essential business process all organizations must perform to survive. Though cash management uses automation for much of the “grunt” work, it is human intelligence in the financial decision making that does the rest.
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| 3. |
Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part 1: Tutorial ( Pages)
by P.J. Jakovljevic
Jan 14, 2004
Abstract : Flow manufacturing leverages techniques to help manufacturers create any product on any given day, in any given quantity including the
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| 4. |
Managing Global Trade Flows ( Pages)
by P.J. Jakovljevic
Jun 16, 2005
Abstract : In global trade, the flow of information must support the tracking and management of the goods to enable the secure and compliant entry and exit to and from countries for the correct funds to flow to eligible business and trading partners.
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| 5. |
Is ROI King In Evaluating IT Investments? Part 1. Should We Make the Investment? ( Pages)
by William Friend and Olin Thompson
Jul 23, 2002
Abstract : IT managers should recognize that cash flow measurements are being increasingly used to evaluate IT investments, even though initial estimates of cash flows from IT projects are often hard to determine because underlying business assumptions can change. IT veterans all know that reconciling IT investments to the bottom line has been problematic.
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| 6. |
Critical Business Functions: Misunderstood, Underutilized, and Undervalued Part One: Credit and A/R Management ( Pages)
by Charles Chewning Jr. and Abe WalkingBear Sanchez
Feb 2, 2005
Abstract : The credit and collection function is the most misunderstood, underutilized, and undervalued area of business. When allied with the sales function, controlled A/R can generate a significant cash inflow playing a huge role in the prospect-to-cash cycle.
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| 7. |
Identifying the ROI of a Software Application for Supply Chain Management Part 4: Just Give Us the Bottom Line ( Pages)
by Mark Wells
Jul 18, 2001
Abstract : Managers weighing an investment in software for supply chain face pressure to be right. Looking for a precise calculation of ROI often results in making an uninformed decision. Part four discusses the difficulty in predicting the future.
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| 8. |
Identifying the ROI of a Software Application for SCM Part 2: We Are Looking for the Vendor To Tell Us ( Pages)
by Mark Wells
Jul 16, 2001
Abstract : Managers weighing an investment in software for supply chain face pressure to be right. Looking for a precise calculation of ROI often results in making an uninformed decision. This part discusses what to do when business analysis skills are lacking.
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| 9. |
How One On Demand Vendor Addresses Its Unique Challenges and Competition ( Pages)
by P.J. Jakovljevic
May 14, 2007
Abstract : As the software-as-a-service market matures, and while it remains appealing to resource-constrained companies, organizations having up to 500 payees, and that are in need of complex compensation calculation and multitier compensation rules, should consider Centive Compel product suite.
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CART 
