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Abstract: By providing a single plug-and-play connection to multiple trading partners, CommerceHub strives to enable basically any retailer to electronically integrate with its suppliers, regardless of the idiosyncratic systems and capabilities that might exist among them.
PubDate: 8/28/2006
Abstract: Kinaxis Inc. is answering the needs of global manufacturers by delivering an on-demand response management service. These services are designed to help manufacturers drive quick responses to ever-changing global supply chains and fulfillment networks.
Abstract: Analog Devices was the first company to implement a balanced scorecard company-wide on an Executive Information System. In fact, it has been running for 13 years. One of the major lessons that Analog learned was to trust the lead and lag relationship between non-financial and financial measures. This note was based in part from an interview with Art Schneiderman, pioneer of the balanced scorecard concepts at Analog Devices and Bob Stasey, VP of Quality at Analog Devices.
Abstract: GXS, a business to business e-commerce pioneer, announced its acquisition of channel management specialist HAHT Commerce. However, despite a good complementary fit, enlarged customer base, and improved cross-selling opportunity (especially to existing customers in the retail sector), some challenges will have to be overcome and a more detailed strategy will have to be fleshed out.
Abstract: The software as a service (SaaS) delivery model is here to stay, and most vendors have noticed. Recently, the endorsement for SaaS in the realm of manufacturing enterprise resource planning has come from a veteran vendor and SaaS pioneer.
Abstract: Intrusion prevention has evolved as a smarter alternative to intrusion detection. Pioneer OKENA has mapped application behaviors into rules, and is using these behavior rules to prevent intrusions up front. This second-generation approach offers substantial bottom line savings, and frees up IT resources for other tasks.
Abstract: Cold Jet is a pioneer in the research and development of dry ice blasting and production technology. But in 2003, the Ohio (US)-based company uncovered serious disconnects between inventory and production, sales, and finance. Worse, its California (US) plant still used the systems implemented under previous ownership. Weekly updates between production and accounting were fraught with errors. Something had to be done.