| 1. |
PLM Is An Industry Affair - Or Is It? (7 Pages)
by Jim Brown
Dec 26, 2003
Abstract : The question, 'Do vertical industry needs play a significant role in a PLM software selection?' should be a simple question to answer. Instead, it is a question best answered with a series of questions.
Type: Article
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| 2. |
Made2Manage Manages Throughout Soft Market (3 Pages)
by P.J. Jakovljevic
Aug 15, 2001
Abstract : While Made2Manage reported a slim profit attributed mainly to a tax benefit, the latest revenue increase and a delivery of innovative initiatives might augur for the companyﾒs return to more consistent profitability and prevailing over the current market malaise.
Type: Article
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| 3. |
Selecting a PLM Vendor (4 Pages)
by P.J. Jakovljevic and Jim Brown
Aug 21, 2004
Abstract : PLM enterprise applications should not be selected in a vacuum. The needs and requirements of multiple departments and even business partners must be represented in the documented requirements and also on the selection team, which should attempt to examine different functions and methods involved in critical areas.
Type: Article
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| 4. |
Selecting a PLM Vendor (4 Pages)
by P.J. Jakovljevic & Jim Brown
Oct 17, 2003
Abstract : A product lifecycle management (PLM) strategy is a must for enterprises that live or die on the suitability, timeliness, quality, and sustainability of the products they bring to market. To that end, PLM has become a proven tool in increasing competitiveness amid the increased tendency to subcontract design and engineering tasks, to rush-deliver a variety of merchandise to market for satisfying ever-changing consumer demand, and amid the increase of custom-made products. Hence, the enterprises that consider product development a core competency should investigate PLM immediately to maintain their leadership in this area. Other companies should see PLM as a necessary requirement to maintain parity with competitors.
Type: Article
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| 5. |
SAP APO: Will it Fill the Gap? (7 Pages)
by Steve McVey
Sep 1, 1999
Abstract : Announced over two years ago, SAP's Advanced Planner and Optimizer (APO) is geared toward the supply chain management market, where it will compete head-to-head with established best-of-breed vendors like i2 and Manugistics. With a massive 190 pilot implementations underway around the globe, a picture of SAP's new supply chain suite is beginning to emerge.
Type: Article
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| 6. |
Made2Manage Systems 'One Year After': Reenergized and Growing Part Three: Market Impact (4 Pages)
by P.J. Jakovljevic
Feb 24, 2005
Abstract : Part of Made2Manage Systems acquisition strategy includes taking on a more global presence through acquisition of non-US companies that offer software, services, and support, particularly companies that sell direct into non-US countries, although not limited to that. Its growth strategy states that it plans to grow organically via new system sales, customer sales, and customer retention, and also growth via acquisition.
Type: Article
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| 7. |
Software for Real People Part Two: Competition and User Recommendations (3 Pages)
by David March
Feb 1, 2005
Abstract : The root of creativity rests in the people, the management, and the culture of the organization. A better tool will not help an organization that is resistant to change and stifles creativity. It is important to remember that while management can solve a technical problem. Technology will never solve a management problem.
Type: Article
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| 8. |
Blast Past Manufacturing Bottlenecks with Constraint-based Scheduling (4 Pages)
by Bill Leedale
Oct 8, 2007
Abstract : Managing constraints in any manufacturing or service environment can be difficult. But with the right tools, accurate data, and a skilled user, a management team can manage the throughput of its constraints to support the goals of its company.
Type: Article
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| 9. |
Software pare la vida real Segunda parte: competencia y recomendaciones a los usuarios (4 Pages)
by David March
Feb 1, 2005
Abstract : La creatividad tiene sus ras en la gente, la direccin y la cultura de una empresa. Una empresa que se resiste al cambio y que reprime la creatividad no encontrarᠵtilidad en una herramienta mejor. Es importante recordar que aunque la direccin puede resolver un problema t飮ico, la tecnolognunca resolverᠵn problema de direccin.
Type: Article Language: Spanish
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