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    All News: 46
    Appraising your company's commercial approach 26.10.07
    Choosing an ERP system can appear a distressing experience caused by rivalry inside your own corporation, and besides who is to blame if the ERP package does not come up to expectations.

    So you should pay attention to the following questions concerning the commercial approach of your company:

    • Do your company traditions support/depress micro-management?
    • Does your corporation support fast conflict settlement or wait until problems will disappear naturally?
    • Can the director of the project control the essential responsibility and authority, or will he fail to do this?
    • Does your commerce atmosphere prize team involvement more than personal self-advertisement?
    • Can income be committed and reserved all the way through the period of the project?
    • Will all superior executives commit to individual as well as company aims?
    • Will the team share responsibility equally for breakdown and achievement?
    • Can you found a board to decide managing differences rapidly?
    • Will the director of project be a knowledgeable, esteemed, authoritative consumer?
    • Will top managers sustain the ERP project in case they have an earnings caution?

    Not many corporations can say “yes” to all of these questions. But it is very important to know the way your company controls everything to make your project successful.

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    Choosing an ERP team to appraise ERP systems 26.10.07
    You can fight against your competitors with a help of changing an ERP system. That will help you to handle your rising outlay of raw resources and simultaneously the continuous strain to diminish your cost.

    Selecting the exact moment team for appraising an ERP software package is very important. Nearly all companies’ teams contain leading IT managing together with elected superior delegates from every area of the commerce with one person from the board to cooperate balance the IT sections functionality option with a business decision option for example will the IT seller be around in five years time, performing business model.

    Lots of companies make mistakes in their ERP analysis when they don’t choose a leading person from every section and alter their decisions half way through a scheme. In some ways this is an IT sellers dream come true by the time an ERP project has gone live the original budget has doubled.

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    Majority of IT and Business Plans Still Not Linked 21.05.07
    Businesses that align information technology (IT) strategies with business strategies are significantly more likely to achieve a high return on IT investment, according to a survey of senior financial officers conducted by Computer Sciences Corporation (CSC) and Financial Executives International (FEI).

    "Only by linking IT and business strategy can companies really assess the ultimate ROI of information technology investments," said Rebecca Segal, vice president, Worldwide Services and Solutions Integration Strategies Research. "This survey is a wake-up call for financial executives to take action given the potential benefits to be gained."

    The sixth annual Technology Issues for Financial Executives survey that looked at the IT trends most critical for chief financial officers (CFOs) and other senior finance executives also found that only 10 percent of companies achieve a high rate of return on investment for IT projects. Among those companies with a business-aligned IT plan, however, that percentage more than doubles to 24 percent.


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    SAPlanning by Exception 21.05.07
    Demand planners at glove manufacturer Wells Lamont have put their finger on a way to bring new value to the company by leveraging technology that allows them to plan by exception.
    Once a company has a uniform forecasting process in place, how does it take its demand planning to the next level of efficiency and effectiveness? That was the challenge facing Wells Lamont Corp. in 2003 when the Chicago-based glove manufacturer began looking for a tool that could move its planners out of the data gathering business and into a more strategic role at the company.
    Founded in 1907, Wells Lamont today is the world's largest glovemaker. Its retail division's product can be found at home improvement centers, supermarkets, discount stores and hardware chains, as well as specialty retailers such as outdoor outfitter and sporting goods stores, while the industrial division sells its gloves through safety distributors into the industrial marketplace.
    Aside from forecasting on the order of 5,000 stock-keeping units (SKUs) between the two divisions, Wells Lamont faces planning challenges typical of the two sectors in which it operates. On the retail side, the company offers products with high seasonality, while demand for its industrial gloves runs in up-and-down cycles that reflect trends for the various product lines on this side of the business. As a result, the company's planners cannot take a “cookie-cutter” approach to how they look at demand, performance and forecast adjustments for Wells Lamont's different product lines.


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    SAP: Pepsi's software for a new generation 21.05.07
    PepsiCo Inc. has selected SAP's full mySAP Business Suite to streamline its distribution and delivery processes, improve planning and forecasting, and give better visibility to its global supply chain.

    PepsiCo, which manufactures, distributes and markets Frito-Lay snacks, Pepsi-Cola beverages, Gatorade sports drinks, Tropicana juices and Quaker foods, is aiming to better link its supply chain and inventory data with its customer data.

    SAP and Oracle have been in intense competition for customers in recent years. Welch Foods Inc. picked Oracle to be its global ERP provider in an agreement announced late last year. Now SAP has stolen some Oracle busines from beverage giant PepsiCo, which had been one of Oracle's premier customers since 1997.

    Pepsi North America, one of PepsiCo's divisions, will drop Oracle, adding SAP's entire business suite, including its enterprise resource planning (ERP) software.


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    ERP Solutions are under-utilised, PMP Research survey discovers 15.05.07
    Few companies are making full use of their ERP solutions, despite the high cost of such software and the length of time an implementation can take. In a recent survey by PMP Research, just five per cent of those polled report that they are using their existing ERP software to its full extent.

    In contrast, a third of the sample (32 per cent) admit that large portions of their enterprise software are not used at all, while 41 per cent concede that a small portion of the software’s functionality is left unexplored. The respondents have come from

    Companies are also having difficulty getting ERP systems to perform as they want. The majority customise the software either ‘a great deal’ (29 per cent) or ‘a little’ (59 per cent), with only 12 per cent installing ERP packages straight out of the box.

    In addition, once installed, over half of the PMP Research sample find it either ‘hard’ (49 per cent) or ‘very hard’ (four per cent) to make changes to ERP software in order to meet any changes in business processes or requirements.

    Despite these problems, organisations remain committed to ERP solutions when it comes to buying new enterprise software. One in five (19 per cent) say they would prefer to direct investment into this area rather than funding bespoke development work (five per cent) or standalone packages (two per cent).

    But in the light of the issues many have in utilising their existing systems to the maximum, the most popular option is to spend money enhancing or updating their current ERP packages (41 per cent). A few (5 per cent) also have plans to buy third-party add-ons for their current systems.

    The two key aims of any enterprise software investment are to improve business processes (78 per cent) and to enhance efficiency and effectiveness (66 per cent). Interest in online initiatives comes lower down the list, with a third (32 per cent) saying they will be investing in B2B developments and just 10 per cent funding B2C projects.

    Recent upheavals amongst the main players in the enterprise applications market have done very little to dent companies’ enthusiasm for buying enterprise applications. Three-quarters (74 per cent) of respondents say the current round of mergers and acquisitions will have no impact on their plans.

    Uncertainty in the economic climate as a whole is likely to prove a greater threat to IT investment plans: although two-thirds (64 per cent) expect to carry on as planned, 18 per cent have been forced to trim their enterprise IT budget and 12 per cent have seen a reallocation of funds between projects.

    For the future, the PMP Research survey highlights two areas of concern. When asked to assess the most serious threats to the success of any enterprise software initiative, half (50 per cent) of the sample cited difficulties in getting hold of the right skills, suggesting a skills shortage may be looming.

    And one in five (20 per cent) admit that many managers within their organisation are suffering from ‘information overload’ as they try to pick their way through all the reports and output from ERP and other enterprise systems. Better information screening with more personalised reports remains an elusive target for many.


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    Seeing the Future in the Automotive Industry... 15.05.07
    Let’s face it. It’s not easy being in the automotive supplier industry. Whether you’re a global, top-tier supplier with a complex product line or a smaller, regional player there’s no place to hide and ride out the fundamental transformation underway in the industry today. Ignore changes caused by this transformation and you risk your long-term survival. To say your business is challenged is an understatement.

    The automotive industry is highly complex. It has been since the days of Henry Ford and the first assembly line. But the industry is in such a state of change today that this complexity is reaching new levels. The products themselves are getting more complex. And demands for new configurability create more complexity in an already complex manufacturing process. If you add to this, the industry-wide transformation resulting from globalization, ever intensifying competition, and the push of new requirements from customer to supplier, you have the setting for a stressful, high-risk business environment. It’s not surprising that executives at virtually all automotive suppliers are feeling the pains of competing in this high-risk, high-stakes business climate.


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