| 1. |
Evaluating Alternatives: Key Questions To Ask When Considering An Alternative ERP/MRP System ( Pages)
by Ned Lilly
Jan 27, 2003
Abstract : Replacing an aging enterprise resource planning/manufacturing resource planning (ERP/MRP) system to stay competitive brings with it a host of questions.
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| 2. |
Can ERP Meet Your eBusiness Needs? Part Two: ERP is the Foundation ( Pages)
by Cindy M. Jutras
Apr 29, 2003
Abstract : As a result of this push towards full eBusiness integration, businesses face challenges that force them to push the envelope of business information systems. ERP grew from its predecessors of MRP and MRP II, constantly expanding its solution footprint to address more and more of the needs of the enterprise. As you approach eBusiness, whether you do so eagerly or are dragged there kicking and screaming, you will find your business much more exposed.
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| 3. |
Inventory Planning & Optimization: Extending Your ERP System Part Two: How It Works ( Pages)
by D Hooiman
Apr 5, 2003
Abstract : Organizations today realize that although strategies focusing on outsourcing transportation, e-business and new distribution models are important, these are all secondary in relation to what lies at the heart of any supply chain: INVENTORY. Although firms have invested significantly in ERP and MRP systems in the last decade, overall inventory levels within the extended supply chain remain relatively unchanged.
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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. |
INFIMACS Boasts MRP Relevant To MROs ( Pages)
by P.J. Jakovljevic
May 9, 2002
Abstract : Through incrementally adding functionality tidbits that are crucial to its target market and that are not easily emulated by its competitors, Relevant continues to have a fair shot at delivering a viable solution to project-based discrete mid-market manufacturers such as aerospace contractors, contract manufacturers of electronic components, and MRO organizations.
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| 6. |
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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| 7. |
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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| 8. |
Production Planning and Scheduling Software for the Textile Industry: Unknown Frontiers ( Pages)
by Ashfaque Ahmed
Sep 27, 2004
Abstract : The textile industry is famous for its very different characteristics when compared to industries in either process or discrete manufacturing. Developing production planning and scheduling software for any textile mill is a real challenge even for seasoned industry experts. This article focuses on some of the unique challenges posed to master requirement planning and master production scheduling (MRP / MPS) software vendors by the textile industry.
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| 9. |
Web-based Enterprise Resource Planning Solution Exhibits Lean Approach ( Pages)
by P.J. Jakovljevic
Jul 26, 2006
Abstract : SSI's approach appeals to process manufacturers, as well as some discrete manufacturers with short lead times and high volumes, where the traditional manufacturing resource planning (MRP) approach often shows many shortcomings (and can even be a recipe for disaster).
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