Over the past decade, the ERP market has experienced considerable change. Technology has developed and manufacturers’ knowledge and experience of buying, implementing and using computer systems has grown. At the same time, there has been a consolidation of solution vendors and products. While this has helped sort the wheat from the chaff - only the strongest products and suppliers have survived - there are still pitfalls for the unwary buyer. John Stephens reports
The Toyota production system teaches that delivering greater value to the customer is of prime importance in the development of any product. Dave Moore from Toyota Material Handling examines how this affected the development of the new Toyota Tonero
Merger and acquisition – M&A - is the ‘ultimate change programme’. It is often high profile, always disruptive, and carries a large degree of risk. You need to manage the risk, and to do that, you have to approach the whole process in a practical and people-centred way explains David Axon, head of private equity and M&A at Celerant Consulting.
Andy Millar, engineering design manager of Bombardier Rail Control Solutions,
describes how working in collaboration with a higher education institution
through a Knowledge Transfer Partnership enabled his company to develop a
product that is both innovative and marketable
The current state of the economy is making companies think twice about investing in a new ERP system. But is it time to revise cautious thinking, asks John Stephens, and bite back at the credit crunch?
Linda Rawson, appointed last year as Gripple’s first learning and development manager, explains how she is implementing wide ranging training and development initiatives to encourage every employee to adopt a ‘can do’ attitude in every aspect of their work