| 51. |
Dillen Grows WMS Program by Click Commerce
Abstract : Dillen Products, Inc. is a major supplier of plastic planters and trays to the grower segment of the horticultural market. Dillen needed a better way to manage its increasingly diverse inventory, meet the labeling and distribution demands of its major retailers, and integrate its warehouse management system (WMS) quickly and seamlessly into existing supply chain and financial systems. Dillen implemented Click Commerce’s WMS to offer customers a stable and reliable solution that is easy to install and support, while providing the flexibility and scalability necessary for future growth without the risk of major future investment.
Type: White Paper
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| 52. |
Swiss-American profile by EMR Innovations
Abstract : Learn how Swiss-American Inc., a leading manufacturer of medical products, improved the accuracy of its inventory levels by adopting a new manufacturing system complete lot traceability, manufacturing resource planning (MRP), purchasing, and manufacturing projections.
Type: White Paper
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| 53. |
U.S. Tsubaki by QAD
Abstract : This case study shows how U.S. Tsubaki, a major producer and supplier of roller chain, engineering class chain, and other drive components, adopted the QAD MFG/PRO enterprise solution to address the ever increasing complexity of it’s inventory and supply chain.
Type: White Paper
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| 54. |
Maytag by Jada Management Systems LLC
Abstract : Maytag had set very aggressive inventory goals, and material manager, Richard Dix needed to find a solution to lower material related downtime, reduce airfreight bills, and reduce overall production costs.
Type: White Paper
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| 55. |
Improving Profitability and Processes in Returns Management by Click Commerce
Abstract : Tellabs is a $1.3 billion (US) corporation that designs, manufactures, markets, and services optical networking, broadband access and voice quality enhancement. Tellabs was faced with a high volume and high cost product returns process. Improper documentation, lengthy processing times, and insufficient returns documentation was affecting customer service and limiting profitability. It worked with Click Commerce to implement their product returns application. The solution provides an efficient and transparent process, which allowed the business to be realigned for significant savings and improved customer satisfaction. The savings include reducing in-transit inventory by $1.76 million (USD) per month and reducing spare parts stocking levels from $7.5million to $1.9 million (USD).
Type: White Paper
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| 56. |
ERP Plus and Beyond (6 Pages)
by P.J. Jakovljevic
Dec 15, 2005
Abstract : ERP Plus provides tools that metal fabricators need to streamline their quoting, order entry, inventory control, production, labor collection, shipping, and invoicing processes.
Type: Article
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| 57. |
Moving Beyond Lean Manufacturing to a Lean Supply Chain (4 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.
Type: Article
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| 58. |
Does Supply Chain Management Software Make Sense in Wholesale Distribution? Part 3: Meeting the Objectives (5 Pages)
by Mark Wells
Sep 14, 2001
Abstract : Because the technology has become easier to implement, use, and maintain, many of the challenges to achieving the benefits that supply chain management software applications can provide have been removed.
Type: Article
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| 59. |
Does Supply Chain Management Software Make Sense in Wholesale Distribution? Part 2: The Critical Objectives (7 Pages)
by Mark Wells
Sep 12, 2001
Abstract : There are critical objectives that Supply Chain Management Software must satisfy to meet the challenges faced by wholesale distributors.
Type: Article
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| 60. |
Lean Manufacturing: A Primer (3 Pages)
by P.J. Jakovljevic
Feb 13, 2006
Abstract : Lean manufacturing emphasizes the minimization of the amount of all the resources (including time) used in the various activities of the enterprise. The typical areas of hidden waste are over-production, waiting, transportation, over-processing, motion, excessive inventory, and defective units.
Type: Article
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