Presentation focuses on the following
Advanced Supply Chain Management - How to Build a Sustained Competitive Advantage, Charles C. Poirier
Basics of Supply Chain Management, Lawrence D. Fredendall and Ed Hill
Handbook of Supply Chain Management, James B. Ayers
ERP Software Selection
A Guide to Software Package Evaluation and Selection - the R2ISC Method, Nathan Hollander
ERP System Implementation
ERP - Tools, Techniques and Applications for Integrating the Supply Chain, Carol A. Ptak, CFPIM, CIRM and Eli Schragenheim
Enterprise Resources Planning and Beyond - Integrating Your Entire Organization, Gary Langenwalter, CFPIM, CIRM
The Evolution of a Manufacturing System at Toyota, Takahiro Fujimoto
ERP: Making it Happen - The Implementer's Guide to Success with Enterprise Resources Planning, Thomas F. Wallace and Michael Kremzar.
The Executive's Guide to Successful MRP II - Revised Edition, Oliver Wight
Lean Manufacturing, William Feld
Lean Thinking, James P. Womack and Daniel T. Jones
First, Break All the Rules, Marcus Buckingham and Curt Coffman
The Kaizen Blitz, Anthony C. Laria, Patricia E. Moody and Robert W. Hall
Basics of Inventory Management - From Warehouse to Distribution Center, J. David Viale, CPIM
Best Practice in Inventory Management, Tony Wild
Inventory Classification Innovation - Paving the Way for Electronic Commerce and Vendor-Managed Inventory, Russell G. Broeckelmann
Shop Floor Control
Applying Manufacturing Execution Systems, Michael McClellan, CPIM
Capacity Management, John H. Blackstone Jr., CPIM
Finite Capacity Scheduling - Management, Selection and Implementation, Gerhard Plenert, CPIM and Bill Kirchmeir
Making Manufacturing Cells Work, Lee R. Nyman, Editor
The Executive's Guide to Supply Management Strategies - Building Supply Chain Thinking into All Business Processes, David A. Riggs and Shaon L. Robbins
How to Conduct Supplier Surveys and Audits, Janet L. Przirembel
Purchasing and Supply Management, Text and Cases, Donald W. Dobler and David N. Burt
ERP will continue to expand in all directions, offering additional capabilities and functionalities as the user community continues to require specific facilities.
ERP will expand readily into the World Wide Web in many ways: Web-based application delivery, Business-to-Business Applications, Business intranet Information Sharing
ERP systems will undoubtedly evolve with a new name (for example, ERP II) as it expands
ERP systems are designed to:
To learn more about ERP Systems, visit our ERP Systems Implementation overview.
While other lists are possible, we have determined seven that are crucial. To learn more on software selection, please visit our Software Selection section to learn more.
1. Proper assessment
2. Well-defined project organization
3. Clear roles and responsibilities
4. Defined system requirements
5. Extensive education program
6. Aggressive education goals and measures
7. Detailed project planning
"How do I get started?"
"What software is out there?"
"What will it cost?"
"Are we ready for ERP?"
"Can we modify existing legacy systems instead?"
"What is this E-commerce stuff - what do we need to do and when?"
"How big is this thing called ERP? Does our senior management team know what resources will be necessary throughout the duration of the project?"
Our experts will provide ERP overviews, discuss all aspects of the project, and answer project and organization questions. Call for a free one-half day ERP - Supply Chain presentation.
Supply Chain Management (SCM) is the management of activities that transforms raw materials into intermediate goods and final products, and then delivers those final products to customers. Companies must manage this chain from the supplier's supplier to the customer's customer. The activities of the supply chain involve sales and marketing, purchasing, manufacturing, logistics, distribution, and transportation.
For most companies, a supply chain that rapidly flows information and material can be a significant competitive differentiator. Why is Supply Chain Management getting lots of attention? Because forward-thinking managers know it is a primary strategy to increase market share, reduce cost, reduce inventories, and improve profits.
They often find that there are no supply chain business rules in place, and that the supply chains lack formal processes, systems, and measurements. For an in depth look into supply chain management, visit Supply Chain Management to learn more.
Marino Associates, Inc. is a nationally known, full-service manufacturing, consulting and education firm. We are dedicated to enterprise-wide improvement in Manufacturing and Distribution firms and have extensive experience in Business Consulting
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