Enterprise Resource Planning systems (ERPs) integrate (or attempt to integrate) all data and processes of an organization into a single unified system. A typical ERP system will use multiple components of computer software and hardware to achieve the integration. A key ingredient of most ERP systems is the use of a single, unified database to store data for the various system modules.
IT groups must support many applications and servers across multiple platforms that frequently operate independently of each other. However, coordinating job scheduling across all these applications and networks is often required to optimize resource utilization. The traditional approach of applying more staff, toolkits, and rudimentary scheduling software to cobble together automated batch processing solutions becomes cost-prohibitive, inefficient, and error-prone, as the number of moving parts increases and the environment becomes more heterogeneous.
With 50+ percent of all business processes leveraging batch operations, it is essential to keep your batch production running smoothly in order to keep your business running smoothly. Whether you are consolidating datacenter operations, moving apps to more cost-effective platforms, or transitioning from customized to packaged applications, learn how you can simplify and lower the cost of batch management with a single interface to all batch processes across platforms and applications and more.
Case Study Published By: HP
Published Date: Jul 29, 2008
This case study highlights how one of the world's leading manufacturing companies employed a Mission Critical architecture to protect their most important systems. Learn how this customer achieved 99.99% availability of their systems for 4 straight years. As a result of adopting a high availability strategy, this HP customer saved 97 million Euros, by avoiding lost downtime.
Webinar Published By: HP
Published Date: Jul 29, 2008
Join IDC and HP on this webcast about Mission Critical Services. Matt Healey of IDC provides insights on the adoption of consolidation, virtualization and Service Oriented Architecture as aggressive strategies to align IT more closely with business goals.
White Paper Published By: Epicor
Published Date: May 28, 2008
Today’s supply chain is, of course, the primary processing mechanism of every manufacturing company. But it’s more than that: Its multifaceted, multicompany, multinational structure makes it the most complex management challenge found in any enterprise. Supply chain management no longer means just making sure that the right resources and the right materials move to the right place at the right time.
White Paper Published By: Intermec
Published Date: May 21, 2008
In today's Direct Store Delivery, every minute matters. Making the most out of your business means optimizing every level of operations, which isn't always easy. That's why Intermec - an industry leader in DSD for the last 30 years - would like to share some important advice about your business.
Projects to implement ERP tend to be difficult, expensive and drawn-out. They are often full of painful surprises and overrun budgets and schedules that were extravagant in the first place. They fail entirely in an alarming number of cases. Why this should be so is not immediately apparent. If we list, at a fairly high level, the tasks required to implement an ERP system in a company that’s already familiar with ERP practices, what we see is a significant but not daunting amount of work.
Whether you are an electrical supplies wholesaler or a manufacturer of oilfield equipment, the challenge is the same: Are you maximizing your margins by keeping your administrative processes as streamlined as possible? Or, are you wasting time and money by supporting paper-intensive processes to handle quotes, orders, ship notices, receipt documents and invoices?
ERP system acquisition projects are rarely deemed to fail. All the well-advertised failures come later, during implementation and afterward. Nevertheless, the seeds of these failures are invariably planted in the earliest stages of ERP acquisition planning.
ERP implementations fail – when they do – because implementation projects allow a few well-known risks to go unmanaged. These risks go unmanaged because the control of results slips from buyer to seller. It doesn’t have to work that way.
It is a truism that in any complex activity, the critical, defining decisions should be made as early in the process as possible. In ERP implementation projects this principle is routinely undermined by the nearly universal practice of separating acquisition and implementation activities into separate projects, performed by separate teams operating under separate control.
Discover how to complete more application integration projects by delivering in days what used to take months of custom programming. Find out how an appliance-based approach to application integration uses “configuration, not coding” to dramatically simplify and accelerate integration projects, while cutting costs by up to 80%.
Discover why traditional software and custom coding solutions are obsolete when solving integration problems in a SaaS environment and how they’re rapidly being replaced by Integration Appliances that use “configuration, not coding” to quickly integrate your SaaS applications with your business-critical data.
Midsized companies face the challenge of integrating key applications while keeping risks low, costs down, and schedules short. Explore three approaches to application integration and discover a quick and cost-effective way to get your critical applications to work together without custom code or burdening specialist resources, ensuring rapid ROI for your application investment.
Traditionally companies had only two choices for integrating SAP solutions, complex and expensive platforms like EAI or write custom code. Integration Appliances offer companies a third option, one that dramatically simplifies and accelerates SAP integration by using a “configuration, not coding” approach to rapidly connect SAP applications with a wide variety of applications, without burdening specialist resources.
White Paper Published By: SAP
Published Date: Feb 05, 2008
Take a look at how organizations are taking strides to align business strategy with actual initiatives, projects, and daily activities - in short, to close the gap between strategy and execution. Studies show that even well-formulated plans often fall short; here's how to change that.
Does your PC lifecycle management (PCLM) reflect the issues associated with mobile users? Many organizations face expensive inefficiencies by not managing mobile assets effectively. These inefficiencies include dispersed and manual data collection, and inventory tools that are dependent on a connection to the company network.
Supply chain-centric organizations face unique challenges in today’s rapidly-changing marketplace. A variety of macro-industry factors, combined with the dynamic nature of their business, have made operations increasingly complex. As a result, there is an urgent need for tools that enable complete visibility into and enhanced management of inventory and related events and activities.
Today, as more and more organizations strive to improve productivity and profitability by dedicating the bulk of their resources to their core competencies, many of them are looking for efficient and cost-effective ways to outsource ancillary and support activities. Nowhere is this trend more prominent than among supply chain-centric organizations such as retailers, wholesalers, distributors, and manufacturers.
Corning Cable Systems offers the broadest range of end-to-end fibre optic and copper product solutions for telecommunications networks. Corning wanted to improve their supply chain to reduce inventory levels (thereby adding to bottom line savings) and reduce overall administrative costs- all without expensive or time-consuming investments.
Chase & Sons has been delivering innovative engineered products and processes to the wire and cable industry for over 50 years. They supply General Cable with specialty tapes. In the past, Chase & Sons would allocate resources for 'emergency handling' of orders which took time away from planning and other more strategic functions.