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SCM Evaluation Center
Nov 8, 2009
Today's usage of Decision Support Systems (DSS), combined with vetted SCM knowledge bases, allows organizations to save time and money, achieving better and more reliable/fully-documented decisions, a quantum improvement over the widely-used subjective process of selecting complex enterprise software...
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| 2. |
Attributes of Sarbanes-Oxley Tool Sets Part One: Control Environment, Risk Assessment, and Control Activities ( Pages)
by Joseph J. Strub & Michael J. Lucas
Dec 8, 2003
Abstract : An earlier article, Audit Considerations for Enterprise Software Implementations, included a brief discussion of the use of computer-based tool sets and repositories to facilitate compliance with the Sarbanes-Oxley Act (SOX). Here we examine this issue in more detail. Of particular interest are the key characteristics that you should look for when selecting such tool sets. Read on to see how these tool sets can assist your company in meeting the new audit challenges facing corporate America.
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| 3. |
The Yin and Yang of Electronic Commerce ( Pages)
by D. Geller
Jun 8, 2002
Abstract : This note identifies the major corporate functions that engage in E-Commerce activities and the kinds of information flows that result from E-Commerce activities.
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| 4. |
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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| 5. |
The Yin and Yang of Electronic Commerce (5 Pages)
by D. Geller
Jul 28, 2000
Abstract : This note identifies the major corporate functions that engage in E-Commerce activities and the kinds of information flows that result from E-Commerce activities.
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| 6. |
The Trap of Accountancy Systems; When to Move on to ERP ( Pages)
by David Smith
Sep 25, 2004
Abstract : The differences between ERP and accountancy solutions are huge. Accountancy solutions help with financial management and statutory reporting, but do little to streamline or control operational activities.
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| 7. |
Lawson's Approach to the Retail Market ( Pages)
by P.J. Jakovljevic
Sep 24, 2004
Abstract : Lawson Retail Operations Suite solutions are built for high-volume retail enterprises and encompass a range of activities, including the management of item information, category planning and review, assortment, pricing, promotions, warehouse replenishment, multichannel ordering, store replenishment, forecasting, and order determination.
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| 8. |
Moving Beyond Lean Manufacturing to a Lean Supply Chain ( Pages)
by Michael Bittner
Sep 13, 2005
Abstract : Most lean manufacturing deployments target production operations, but can also be extended to other supply chain processes. To realize the multiplicative benefits of real time information and reduced inventory, companies must assess their production environment and supply chain activities.
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| 9. |
Brain of Supply Chain System ( Pages)
by Ashfaque Ahmed
Aug 20, 2005
Abstract : Advanced planning and optimization makes supply chain systems cost effective. It is the brain of the supply chain because it works on top of all other software tools that plan, monitor, and control supply chain activities and control them.
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| 10. |
Business Process Management: How to Orchestrate Your Business ( Pages)
by Hans Mercx
Jul 9, 2005
Abstract : Business process management (BPM), having evolved over the past fifteen years, has finally reached a level of maturity where vendors are now abolishing functional silos to allow the enterprise-wide flow of business processes. It replaces the old, manual system of coordinating activities in a company and improves functionality and effectiveness through modeling, documentation, certification, collaboration, automation, and compliancy to minimize costly errors.
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