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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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Operational Business Intelligence and Performance Management: Key Differentiators (0 Pages)
by Lyndsay Wise
Jul 31, 2009
Abstract : The distinction between business performance management and operational business intelligence is sometimes unclear. Many vendor offerings overlap in terms of features and functionality, making it difficult to distinguish between the two. However, there are some differences worth exploring.
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Operational Business Intelligence and Performance Management: Key Differentiators (0 Pages)
by Lyndsay Wise
Jan 19, 2009
Abstract : The distinction between business performance management and operational business intelligence is sometimes unclear. Many vendor offerings overlap in terms of features and functionality, making it difficult to distinguish between the two. However, there are some differences worth exploring.
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Operational Business Intelligence and Performance Management: Key Differentiators (4 Pages)
by Lyndsay Wise
Aug 8, 2006
Abstract : The distinction between business performance management (BPM) and operational business intelligence (OBI) is sometimes unclear. Many vendor offerings overlap in terms of features and functionality, making it difficult to distinguish between the two. However, there are some differences worth exploring.
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Operational Business Intelligence and Performance Management: Key Differentiators ( Pages)
by Lyndsay Wise
Nov 19, 2007
Abstract : The distinction between business performance management and operational business intelligence is sometimes unclear. Many vendor offerings overlap in terms of features and functionality, making it difficult to distinguish between the two. However, there are some differences worth exploring.
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Master Requirement Planning and Master Production Scheduling Software: Hard Facts Part Two: Materials Requirement Planning and Master Production Scheduling ( Pages)
by Ashfaque Ahmed
Oct 12, 2004
Abstract : Most of the manufacturing software vendors have planning and scheduling software which assume either infinite production capacity for calculating quantities of raw material and work in progress (WIP) requirements or infinite quantities of raw and WIP materials for calculating production capacity. There are many problems with this approach. This paper discusses the pitfalls of this approach and how to avoid these by making sure that the software you buy indeed takes into account finite quantities of required materials as well as finite capacities of work centers in your manufacturing facility.
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Master Requirement Planning and Master Production Scheduling Software: Hard Facts Part One: Planning and Scheduling Concepts in Manufacturing ( Pages)
by Ashfaque Ahmed
Oct 11, 2004
Abstract : Most of the manufacturing software vendors have planning and scheduling software which assume either infinite production capacity for calculating quantities of raw material and work in progress (WIP) requirements or infinite quantities of raw and WIP materials for calculating production capacity. There are many problems with this approach. This paper discusses the pitfalls of this approach and how to avoid these by making sure that the software you buy indeed takes into account finite quantities of required materials as well as finite capacities of work centers in your manufacturing facility.
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Getting Strategic Planning and Financial Planning in the Same Bailiwick ( Pages)
by John Diezemann
Oct 1, 1999
Abstract : To provide useful financial insight on projects, financial managers need to think about business strategy more like a series of options than a single projected cash flow. While the concepts of options are certainly familiar to most executives, the trick to valuing strategic choices lies in the complex and often overwhelming task of understanding the interaction between strategic options. This article provides a breakthrough planning approach for (1) rapidly realizing the business capabilities dictated by strategy (2) aligning process, technology and organization design and (3) through the financial lens of 'real options' shows how to quan
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CRM is Busting Out Of Its Britches: Operational, Analytical, and Collaborative CRM Are Born ( Pages)
by Randy Garland
Aug 27, 2001
Abstract : Back in the early 90’s, ‘CRM’ wasn’t even a trendy acronym. You had a few players thinking beyond 'stovepipe' enterprise applications, but not much beyond. Fast forward to 2001. CRM has gotten fat, and the fatter it gets, it becomes more difficult to understand, more expensive to buy, more difficult to implement, and less likely to satisfy - either buyers of the software or their customers. Keep your eye on the ball: your customers, and your business.
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Order Promising: Pre-Condition Your Enterprise for Operational Excellence ( Pages)
by Dave Strothmann
Nov 24, 2001
Abstract : Simple questions often have complex answers. Whether they are speaking with you on the phone or placing an order on a Web storefront, your customers expect immediate gratification. They want to know when their order will ship the moment it is placed. How do you respond?
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