| 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. |
Product Review: GFI's LANguard Network Security Scanner ( Pages)
by Brien Posey
Sep 10, 2004
Abstract : Performing patch management is one of the most tedious chores that must be completed by network administrators. While there are many patch management tools available, they can be expensive, have sharp learning curves, or are not deployable across all software platforms. One third party solution, however, GFI LANguard Network Security Scanner, version 5, is an affordable option that can scan the network and deploy patches efficiently while looking for other potential security vulnerabilities.
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| 4. |
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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| 5. |
Bootcamp for the Pros; Why Ernst & Young Will Lead Security Auditing Standards ( Pages)
by L. Taylor
Jan 19, 2002
Abstract : Original News & Educational Review Course Summary Ernst & Young, has put together the quintessential course for security engineers looking to improve their ability to protect their organization's website, systems, and network. Dubbed eXtreme Hacking, and carrying a price tag of $5,000 a slot, this course is for anyone but hacks. With an impressive course book that fills a two-inch thick binder, leading Ernst & Young security engineers take you step-by-step through all the ways that bad guys try to subvert your mission critical servers and network configurations. Using dual-bootable NT-Linux laptops, and an accompanying network setup for practicing subversive attacks and exploits, attendees will leave the course with an entire new bag of tools and tricks that help them understand how bad guys identify target IP addresses, collect information about the systems they plan on compromising, and exploit weaknesses without being noticed. The idea is to learn how to figure out what the weaknesses are in your organization's network before the bad guys do.
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| 6. |
Demystifying the EPC Global Network: An explanation of ONS, EPC-IS, and EPC-DS ( Pages)
by Bill McBeath
Jun 28, 2005
Abstract : As goods traverse the supply chain, various parties need to exchange information about these goods. This requires interoperability across the global network, creating the need for the EPCglobal Network.
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| 7. |
Concur's Customers Can Network Now ( Pages)
by D. Geller
Dec 15, 1999
Abstract : Following the path of other E-procurement vendors, Concur announced a purchasing network for large companies. At the same time, Concur announced that its entire suite of products, including access to its purchasing network, will be available to small and mid-sized companies as an outsourced, Web-based product.
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| 8. |
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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| 9. |
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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CART 
