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Software Functionality Revealed in Detail
We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.
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 scm of toyota


PeopleSoft Gathers Manufacturing and SCM Wherewithal Part Three: The Manufacturing Industry
Even before the mega merger, PeopleSoft had already set it sights on a bigger manufacturing presence. PeopleSoft’s acquisition of mid-to-large ERP system

scm of toyota  still driven by the SCM product pillar under Patrick Quirk. He is one of the other key manufacturing personnel that PeopleSoft has added in the last few years, prior to the J.D Edwards acquisition. The whole move to lean manufacturing has been driven by several people and Craig Conway personally recruited Quirk to drive manufacturing applications development. Quirk is the VP and general manager of PeopleSoft's supply chain management division. He leads the strategic direction, product development, global

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Supply Chain Management (SCM)

Supply chain management (SCM) solutions include applications for managing supplier, manufacturer, wholesaler, retailer, and customer business processes. Addressing demand management, warehouse management, international trade logistics, transportation execution, and many other issues for a complete solution, this knowledge base will support your evaluation of an SCM suite. 

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IBS-Slow but Steady (and Demand-Driven) May Win the SCM Race


IBS, a conservative Swedish enterprise resource planning and supply chain management, seems to be making right moves to remain the leader within its selected segments. However, the road to becoming uniformly globally recognized player will not be smooth.

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Demand-Driven Strategies for Complex Manufacturing


Many manufacturing companies have adopted or are considering the adoption of a demand-driven strategy. However, if you want to be demand-driven, you aren’t going to achieve it without adopting many of the tools, techniques, and principles that commonly reside within all of them. Some philosophies require a more intense re-engineering of processes and products than others. This paper addresses the various components and strategies for becoming a demand-driven organization, and how Cincom’s solutions can help you achieve that goal.

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Manufacturing 2007 Executive Summary


For a decade, IndustryWeek and the Manufacturing Performance Institute (MPI) Census of Manufacturers have provided data to US manufacturers. This year, MPI fielded a similar survey in Canada, offering an intriguing look into the differences between the Canadian and US manufacturing landscapes. This executive summary presents combined data from these surveys, aimed at helping manufacturers meet future challenges.

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Streamlining for Success: The Lean Supply Chain


When flexibility and speed are requisites for success, it’s the lean organization that leads the race. World-class manufacturing organizations know the value of focusing on the lean fundamentals: eliminating waste, simplifying processes, and continuously improving. By pursuing lean strategies—optimizing inventory and streamlining manufacturing processes—they can reduce inefficiencies and costs in their production processes, and improve customer responsiveness.

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CRM Selections: When An Ounce Of Prevention Is Worth A Pound Of Cure Part One: The CRM Selection Challenge


Two of the greatest challenges IT decision makers face when selecting a CRM package is first, having a comprehensive understanding of their functional and technical requirements and second, identifying the vendors that best match their requirements. This article will focus on determining the functionality and technology required to enable business processes, and how to compare vendor offerings once those requirements have been documented.

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The Future of Talent Management: Underlying Drivers of Change


The next generation of talent management practices and solutions will largely be driven by economic evolution, demographic changes, and technology advancements. These factors are dramatically influencing the way people work, the way companies are organized, and the way talent is managed. This paper explores how current business and talent management processes and technology must evolve in order to effectively deliver business value in the next 5 to 10 years.

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Voice of the Customer Analytics


Verint Voice of the Customer Analytics solutions provide a solution set to centralize customer feedback across channels, interpret it in the context of business objectives, then act upon it to drive change. These solutions can provide an organization with critical data for rapid, targeted decision making, by analyzing and combining customer data from both direct (speech analytics, chat, e-mail) and indirect sources (social media) to gain a holistic view of the customer experience—down to the individual customer level.  

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The Value of Measuring End-User Experience from a Global Point of Presence


As businesses expand to different geographies and markets, they develop new types of online tools and services to ensure growth. As end users interacts with these tools, it becomes critical to gain insight into the end-user experience. This white paper discusses the need to measure end-user experience from a global perspective and also how Site24x7 can help organizations achieve optimal level of quality end-user experience.

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The Pain and Gain of Integrated EDI Part One: The Pain of Integrated EDI


The real action is in merging the influx of electronically transmitted data with existing information already being processed within the ERP system, and the ensuing challenge is to make sense of this constant flood of information arriving daily in the form of EDI or XML messages.

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Evaluating the Total Cost of Network Ownership


The upfront expenses of a network comprise only 19% of the total cost. The remaining 81% can sneak up on bank management, often unaware of some subtle TCO factors

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