| 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. |
Let the (Excess) Inventory Flow! ( Pages)
by P.J. Jakovljevic
Jan 26, 2007
Abstract : Because companies focus primarily on new product development and promotion, the problem of excess and obsolete inventory, once addressed, often leads to both the inventory and dollars flying out the door. There should be smarter ways of handling this problem.
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| 3. |
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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| 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. |
Getting Management to Buy-in on Positioning (5 Pages)
by Lawson Abinanti
Feb 23, 2004
Abstract : Lack of consensus about the marketing message is a common problem in the business to business software industry. You've got a problem and a half when the message that key influencers hear from top management is different from the one going out in the rest of your marketing communications. The best way to solve this problem is to make sure it doesn't happen. Adopt a positioning process that includes executive management approval of your message strategies.
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| 6. |
What's Wrong with Application Software? It's the Economics ( Pages)
by Olin Thompson
Jan 30, 2003
Abstract : Enterprise architecture is a technology problem, not the business problem. The business problem is time, money, and quality. Focusing on modifications as an example, the reason that modifications are bad is that they take too long, cost too much, and often have quality issues.
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| 7. |
What's Wrong with Application Software? It's the Economics ( Pages)
by Olin Thompson
Jan 23, 2003
Abstract : Enterprise architecture is a technology problem, not the business problem. The business problem is time, money, and quality. Focusing on modifications as an example, the reason that modifications are bad is that they take too long, cost too much, and often have quality issues.
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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 
