Posts Tagged ‘versus’
Big Bang Versus progressive ERP implementations
“big bang” phrases and “steps” used to describe the strategies for the introduction of new systems in an organization. application “big bang” An ERP is generally used to describe a scenario coming into operation or failover when a company moves from its old ERP system for your new system at a single point in time. By contrast, a “progressive” describes a scenario in which the elements or modules of the ERP system are introduced in a planned sequence, gradually replacing older systems.
There are many factors to consider when deciding on an implementation strategy. For example:The application covers a single site or multiple sites? An implementation of the Big Bang in one place is much easier to handle than a big bang in several places at once. However, the interdependencies between sites may dictate a phased approach is not viable. Application are one company or several companies? If multiple business units are involved, then you can make sense of the implementation phase by the trading company or business unit. If a gradual approach is adopted, what this means for the integration of existing and new systems during the transition period? This is potentially one of the most problematic areas for phased deployments. If you enter the new system gradually, then you need to find out how the new system and legacy systems to work together for a period of time. This may be the creation of interfaces that would not be necessary if all the modules have been introduced at a time, and the creation of user documentation and procedures (SOPs) covering how the process activity in the transition period. Are there other competing activities to be taken into account? Factors such as regulatory compliance, procurement, introduction of new products and other capital expenditure programs can affect the time required for the implementation of ERP. What level of risk is acceptable? The conventional wisdom is that implementations of the Big Bang has a higher risk level. This is due to the integrated nature of ERP systems means that a failure in one part of the system can affect others. The scope of application of the big bang may also mean that the test system from beginning to end is difficult to achieve, and only when the system is online all the interdependencies are fully tested. That more expensive – big bang or gradually progressive implementations generally take longer to fill completely, which usually means more time for both the seller and the ERP project team and therefore cost more?. The additional time and cost must be balanced against some of the main arguments used against the big bang approach, as the company’s ability to cope with a high level of change that is happening all at once and increased risk failure. temporary interfaces between new and existing systems, may also increase the cost of a phased approach.
Both approaches have their advantages and disadvantages. However, it is important to note that the application of a strategy should not be limited to these two options. Sometimes a big bang approach can be used to implement “must have” features in the core ERP modules, followed by a gradual implementation of “simple fact of the function and application of non-core modules, such as management documentary, business intelligence and maintenance management.
For more articles on ERP http://bsmconsulting.co.uk/blog/category/erp-life-cycle see
Ever since the early 90′s, the internet has become known as the tool for advertising. It is preferred by both consumers and business people in a vast array of business dealings. Unlike any other media, like television, radio, newspaper and print, an online advertising solution with its low cost has become widely used by many. Due to the significant growth of internet users and because of inexpensive online advertising methods, there is an explosion of online commerce. An online advertising solution can capture text, images, video and audio. Advertisers can easily produce logos, moving banners and pop-ups, animated and 3d imagery and pictures. With these methods, advertisers can mix these forms together to produce a very successful and low cost online advertising solution. Not only does a low cost online advertising solution serve as a broadcasting station, it also helps assist in an effortless system for the transaction and distribution of goods. This is now the only mechanism that can help people do business within a short period of time with almost instant results. With just one click of a mouse, and a low cost online advertising method, shoppers can now get all the information they need to do business by visiting any web site. The business person can obtain the services that they need. The company is happy doing business with their clients. The clients are happy doing business from the comfort of their own home. What could be better?Unlike meeting in person at a brick and mortar business, where time and money can be wasted, the low cost online advertising methods benefits the company in which the services or products are acquiring sales. Plus, it also benefits the consumers who receive comfort and often satisfaction guaranteed. Inexpensive online advertising solutions are able to lead into other advertisements because they are developed to be interactive with one another. When a consumer reads and clicks on a web advertisement they are often redirected to similar products or services upon completion of their purchase or upon exiting the website. Also, it is easier and more convenient to respond or inquire about those products or services with e-mail. Unlike traditional advertising, a low cost online advertising solution has the ability to answer feed backs in real time and enables the company to reply, resolve complaints and answer other inquiries. An online advertising solution will provide a low cost and effective recommendation for attracting targeted, high quality customers. This low cost online advertising solution will also provide web site publishers with a prospect to generate additional advertising revenue by placing these advertisements on their website. Conventional advertising will never be replaced. However, because of developments in technology, people prefer their services online. With the low cost of an online advertising solution nowadays, the consumers, the companies, the advertisers and even ordinary people’s lives have been enriched and enhanced so much that there is no turning back.
Differences in CostThe differences in cost between telephone and web-based data collection methods have generally narrowed over time. However, this is highly dependent on the research requirements. In general, telephone lists are inexpensive to purchase, but the call-through cost to find the person is high. Web-based studies, if only modest stratification requirements are imposed, typically have a lower CPC (Cost per Complete).
In general, the cost of lists for telephone interviews is only a fraction (10-20%) of the total CPC. The difficulty in finding the type of respondent and/or organization (as would be expected, quotas for very large firms are much more difficult to fill than quotas for small firms) plays a major role in the cost. The length of the interview and the complexity of the instrument also impact the cost structure.
In the case of web-based data collection, the list is the largest cost, but fees are assessed in one of two ways. First, researchers can purchase email addresses in bulk (usually not less than 5,000 names, but there are exceptions). Estimated click-through rates and completion rates are used to determine the size of the email list needed. This is dependent on: • How well a particular email list performs, which is dependent on how it was constructed and used in the past• How broadly the respondent type is defined (i. e. , who qualifies to participate in the study)• What the incentives are for completing the research instrument • How long it takes a respondent to finish the study
If the list is productive, the cost can be low, but if it isn’t the cost will be high and there is a risk of not completing data collection on time and/or fulfilling the sample size requirements.
A second means of purchasing email names is on a fixed-cost-per-completed interview basis. In this scenario the company selling access to a respondent pool or panel takes the risk, but the cost per complete is much higher. The decision depends on how well the bulk lists perform in comparison to the panel vendors that offer a fixed price. Lists that generate less than a 2% response rate may cost more than a comparable panel, especially when more and more list is required to fill a specified quota.
The use of web-based panels for data collection has increased dramatically, but so has the number of vendors offering this service. The net result is competitive CPC pricing. However, this pricing trend may change as issues related to quality drive up costs for panel vendors. One quality factor is the overlap in respondent pools, which seems to be increasing. Other factors such as the increased number of “gamers” (i. e. , people pretending to be professionals to qualify for large incentive rewards) will also play a role in pricing. Quality is the factor that over time will differentiate panel providers and the fees they charge. Thus, purchasing panel access requires care; developing relationships with multiple providers is generally a necessity.
SummaryThis short paper has touched on a number of the key issues that researchers must address as they scope out a study and define the data collection approach to combine cost effectiveness with quality results. The length of this paper does not allow for an in-depth treatment of the issues presented nor does it identify all the concerns that must be taken into account. However, it does provide an overview that should help the reader understand better the complexity of the decisions related to selecting a data collection method and the work required to accomplish the goal of optimizing a research design.
Great Plains Software Dynamics, eEnterprise (in essence the same Great Plains Dexterity dictionary with more business logic available in its time for larger corporate customers). Of course both GPS and Microsoft (Business Solutions) were betting on the edge of XX and XXI centuries, where ERP, MRP, Accounting Supply Chain Management, Manufacturing, Point of Sale, Inventory Management and Barcoding market will go. In the same year Microsoft acquired also European ERP Navision and Axapta, as well as Solomon, which was at this time in the possession of Great Plains Software. In 2004, 2005 Microsoft Business Solutions introduced so-called Project Green, where all its ERP applications: Great Plains, Axapta, Navision, Solomon, CRM were supposed to merge in the future in the form of competitively winning ERP blocks: Manufacturing, General Ledger, Logistics, Human Resources, Inventory management. On this small paragraph let us finish this historical corporate ERP excurse and let’s concentrate on Great Plains Dynamics1. Dynamics GP. This corporate and Small Business ERP application is code in Great Plains Dexterity and it is really hard to port it to Microsoft . Net. However GP eConnect SDK project achieved really great goals in moving such modules as Dynamics GP Integration Manager out of Dexterity mainstream. Microsoft Dexterity customization pool is steal very large in its size and eConnect has to replicate at this time Dex business logic in encrypted SQL stored procedures to open Dynamics GP objects, such as customer, vendor, GL account, SOP Invoice (very valuable in eCommerce integrations), Purchase Order Processing Receipts, Inventory Transfers and Adjustments, etc. 2. Old Great Plains Professional and eEnterprise name brands. America is great in doing rebranding job, including estimation of required old brand, such as eEnterprise and Great Plains Dynamics phasing out time lags. If you are H1-B work permit and business holder, and your concentration is Great Plains Dynamics on Pervasive SQL, Ctree, or earlier versions of Microsoft SQL Server: 6. 5, 7. 0 or 2000 – please consider taking retraining courses, classes or certifications exams. Great Plains Accounting for DOS and Windows: 9. 5, 9. 2, 9. 1 or earlier versions for Mac should be considered as walking on red territory3. Great Plains Dynamics name brand transition to Microsoft Dynamics GP trend. As we see it from 2006 and 2007 – this is not a revolution, and rather the evolution, requiring up to five or even seven years to be phased out4. As being part of Microsoft Dynamics family, Dynamics GP came through international market presence transformation, especially in Europe: German, France, Italy, Norway, Sweden, Denmark, Poland, Russia, Ukraine, Serbia, Romania, Spain, where Navision was traditionally strong. In these countries Dynamics GP was slowly phased out in favor of first Navision and later on Axapta. General observation about Dynamics GP as international ERP – it is strong in English speaking countries: USA, Canada (including French Canadian version), UK, Australia, New Zealand, South East Asia, plus it is available in Latina America: Chile, Colombia, Mexico, Salvador, Honduras, Costa Rica, Panama, etc. 5. If you need help with Microsoft Dynamics selection, implementation, customization, integration, reporting, version upgrade, feel free to give us a call
Good SEO versus Bad SEO
Choose you’re SEO or Web Marketing Company wisely. . .
Bad SEO or ‘Black Hat SEO’ includes a variety of optimization techniques that would eventually be detrimental to your search engine rankings. In the worst cases, a complete removal of a website from major search engines could take place. The most recognized ‘Black Hat’ techniques include the use of:
Keyword overuse (spamming)
Keyword specific doorway or gateway pages
Unpopular keywords
Cloaked and/or redirected pages
Link swap farms
Hidden text and/or links
Unrelated links
Duplicated content
. . . and a host of other search engine Unfriendly tactics.
Most ‘Black Hat SEO’ consultants make huge amounts of money. This is due to the fact that it takes a relatively small amount of time and energy to over-optimize customer web pages, using the listed techniques.
Of course unpopular keywords are rarely searched and receive virtually no visitors or sales. Keyword stuffed doorway pages are worse still as eventually the customers’ website suffers negative results in the search engines in ways that are sometimes irreversible, including permanent exclusion.
By the time this all becomes apparent to the client the unscrupulous SEO consultant has received payment and already moved on to the next unwary victim.
Good SEO or Clever SEO as we like to call it requires a carefully planned structure and strategy to achieve desired results. There are NO shortcuts; this structure will take time to formulate as it requires days of dedicated competitor, client and keyword analysis. Once a strategy is decided then even more time is spent implementing this into a client’s web presence as an initial set-up.
Actual website optimization should be considered an ongoing process, which continues to improve the clients’ web presence continually month by month. A good SEO solution will normally include a minimal 9 or 12 month contract after set-up, with an option to renew at the end of the contract period. The monthly optimization is used to improve on each previous month’s performance by following the websites’ original structure and strategy during set-up. In other words, a constant flow of freshly optimized sub pages, web content, hyper links and external content is added each month to maintain and improve results.
3E Tip: Choose your Web Marketing Company wisely. The best are NEVER the cheapest, but this should not deter you from choosing the best company available. For example, spending £100 pounds with a poor SEO company will almost always achieve nothing in terms of relevant site traffic and actual sales conversions. Spending £1000 with a good SEO company will improve traffic and sales conversions above and beyond the money spent, therefore making the expensive price tag totally worthwhile.
Article Written By, 3E (www. 3esolutions. net) IT Service Provider in UK.
There are two types of financing available: equity financing and debt financing. Debt Financing Debt financing means a loan (money that must be paid in a given period, usually with interest). Debt financing is either short term (the loan is paid in less than a year) or long term (the loan is repaid in more than one year). Lending parties will also follow closely the activities of the ratio between debt and equity. If you are currently a business loan, the only obligation of the company that loans on terms that were agreed to be returned. The credit party is not a partner in the business. Many banks are guaranteeing the owner (s) of the smaller companies in person, the loan. In this case, the loan is the same as a personal loan. When you set up a home based business and we hope, a commercial loan, you will be required in any case personally guarantee the loan. Benefits of debt financing The biggest advantage of debt financing is that the loan has not won a share of ownership of their business and their only obligation to the loan is to pay the debt. The loan repayment is usually a fixed cost, depending on the conditions of the loan. Dis-advantages of debt financing The greatest DIS-advantage is that the business does not have all cash flow available to do business. Also the interest owed can be high. Capital Financing Equity financing is when you (the employer) sold a stake in his company in exchange for money. The entrepreneur and the investor (s) divides the economy and the risks that come with it. Equity financing is a way to finance your business without debt. With equity financing, which requires no funding, because the media is already an investor in exchange for a piece of property in the economy. Many small businesses growing and to use equity financing as a funding source. There are many sources of self-financing and non-professional investors such as family and friends, employees, etc. The most common cause, however, are professional investors, known venture capitalists. Venture capitalists are increasing for companies with the possible result of which the value of your investment. Do not expect a return on investment seen. Most venture capitalists focus on particular types of businesses such as entrepreneurship, some sectors (health, technology, services) or technologies. Advantage Capital Financing The big advantage of equity financing is that cash flow would have been used to repay the loan are used to expand the business further. Dis-Advantages of the Capital Financing The great advantage of the equity financing of DIS, the loss of property is of interest to your company and also the possible loss of total control that may accompany a sharing of ownership of the business with investors.
(A). Definition of the internal auditor’s & external auditors:
Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization’s operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes.
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Extension of external audit Internal audit developed as an extension of the external audit role in testing the reliability of accounting records that contribute to published financial statements. The external auditing standards are very much focused on the effectiveness of external audit (with efficiency being a secondary consideration). Emphasizing audit effectiveness can be sourced back to the imperative that the external auditor must be, and be seen to be, independent. From the perspective of the external auditor, internal audit is a component of the control environment of the entity,
(B). Renowned the internal auditor’s & external auditors:
A statutory audit is one required by a country’s laws, sometimes called an external audit, since it is carried out by independent external auditors. They are renowned from internal auditors for two main reasons:
(1) The internal auditor’s primary responsibility is appraising an entity’s risk management strategy and practices, management (including IT) control frameworks and governance processes, and
(2) They do not express an opinion on the entity’s financial statements. Besides providing audit services, external auditors also provide different other kind of services. Most common of them are reviews of financial statements and compilation
In review auditors are generally required to tick and tie numbers to general ledger and make inquiries of management. In compilation auditors are required to take a look at financial statement to make sure they are free of obvious misstatements and errors
(C). Objectives of internal auditor’s & external auditors:
The External Auditor: The external auditor seeks to test the underlying transactions that form the basis of the financial statements.
The internal Auditor: The internal auditor, on the other hand, seeks to advise management on whether its major operations have sound systems of risk management and internal controls.
(D). Involvements organizational Activities of Internal & External Audit:
I. Financial systems may be considered by the external auditor as a short-cut to verifying all the figures in the accounts to complete the audit process. The internal auditor will also cover these systems as part of the audit plan.
II. Overall risk management arrangements are the main preoccupation of the internal auditor who is concerned with all those controls fundamental to the achievement of organizational objectives.
III. The final accounts are the main preoccupation of the external auditor who is concerned that the data presented in the accounts present a true and fair view of the financial affairs of the organization:
(E). Relationship between internal audit and external audit:
The first relevant study regarding the interaction between internal audit and external audit the relationship with external audit is only ostensibly a very good one. This assessment was conducted of two groups: first group was represented by internal audit directors, and the second group was formed by staff auditors who work directly which external auditors. Both groups were asked to evaluate the overall performance of their organization’s external auditor and their perceived relationship with the external auditor. Next, we present the main results obtained through this assessment:
• 92% from internal audit directors appreciated that external auditors make full use of the expertise of the internal audit staff;
• 50% of internal audit directors perceived that relationship between internal audit and external audit is an “excellent” one, while 31% appreciate this relationship as “good”;
• Staff auditors differed substantially in their perceptions of the external auditors’ of the internal auditor’s expertise. Only 39% of staff auditors considered that the external auditors fully utilized their expertise;
• The majority of the respondent directors reported that they were furnished access to the letter of external audit either before or after presentation to the board of directors. They are also asked to comment on its findings;
• another conclusion of this survey was that, generally, individual external auditors do not recognize the contribution of individual internal audit staffs, internal auditors considering that that they perform more than one third of the external audit work;
• Internal auditing emphasizes operational auditing and may involve non-financial data, whereas financial auditing is concerned primarily with historical data, in order to be able to identify possible ways of improving future business operations. Internal audit staffs consider their external audit tasks to be less important that the work they perform as operational auditors.
• General conclusion of this assessment was that internal audit directors perceived a good
Relationship between internal and external auditors, and this perception could be the result of company policies which give internal auditing
(1) A direct reporting relationship to the audit committee of the board of directors, and
(2) The opportunity to respond to any criticism by the external auditors in the management letters
(F). Career Path
Many students are attracted to the IA profession by the idea of helping corporations keep on the straight and narrow when it comes to producing truthful information about a company’s financial health. Many are also interested in the systems and processes used throughout these giant organizations to keep their operations running smoothly on a day-to-day basis. a greater number of employers are seeking internal auditors. Growth in accounting and auditor positions is expected to increase 18% within a few years,
(G). Auditing Standards that Apply to Internal Auditors:
Members of the Institute of Internal Auditors (IIA) are required to comply with the International Standards for the Professional Practice of Internal Auditing. The requirements that guide the relationship with the external auditor are set out in:
•Performance Standard 2050: Co-ordination; and
•Practice Advisory 2050-1: Co-ordination.
“The chief audit executive should share information and co-ordinate activities with other internal and external providers of relevant assurance and consulting services to ensure proper coverage and minimize duplication of efforts. ”
(H). Auditing Standards that Apply to External Auditors:
The relationship with internal audit is specified in the New Zealand Institute of Chartered Accountants (NZICA) Auditing Standard AS-604: Considering the Work of Internal Audit and the accompanying Auditor-General’s Statement AG-6041.
(I). Formal Protocols between Internal and External Auditors:
In recent times we have seen the development of formal protocols between internal and external auditors. Protocols can be useful if they contribute to improved audit transparency and an understanding of the respective roles of internal and external auditors.
Some protocols we have seen are unacceptable in that they are worded in the form of a contract or agreement that gives the appearance that the external auditor is not independent of the entity.
(J). “Hold Harmless” Letters
On occasions the external auditor is asked to sign a “hold harmless” letter before being given access to the internal audit files. This is often the case when the entity outsourcers its internal audit activity to a chartered accounting firm.
External auditors have no difficulty signing a hold harmless letter because the responsibility
To render an opinion on the financial statements rests solely with the external auditor. That responsibility is not divisible and cannot be reduced by internal auditor involvement irrespective of the existence of a hold harmless letter.
(K). Difference between external and internal auditors
External auditors can be government auditors or independent public accounting firms that Cornell hires. Government auditors focus primarily on compliance with government regulations and award terms. Since both federal and state governments fund a significant portion of the organizations activities, they want to make sure we use their money as they intended. Internal auditors sometimes look at the same data or perform some of the same steps as external auditors. If there is a problem, it’s better to find it and fix it before external auditors review our practices.
The main differences between internal and external audit functions is following
01. Position inside the organization:
Internal Audit: The internal auditors’ are part of the organization. Their objectives are determined by professional standards, the board, and management. Their primary clients are management and the board.
External audit: External auditors are not part of the organization, but are engaged by it. Their objectives are set primarily by statute and their primary client – the board of directors.
02. Objectives:
Internal Audit: The internal auditor’s scope of work is comprehensive. It serves the organization by helping it accomplish its objectives, and improving operations, risk management, internal controls, and governance processes. Concerned with all aspects of the organization – both financial and non-financial – the internal auditors focus on future events as a result of their continuous review and evaluation of controls and processes.
External audit: The primary mission of the external auditors is to provide an independent opinion on the organization’s financial statements, annually.
03. Independence:
Internal Audit: Internal audit must be independent from the audited activities.
External audit: External audit is independent from its client, the organization, its independence being specific to liberal professions.
04. Approach of internal control:
Internal Audit: Internal audit regards all the aspects regarding the organization’s internal
Control system.
External audit: External audit regards the internal control system only from the materiality Perspective, which permits them to eliminate those errors that aren’t significant, because they don’t have influences over the financial results.
05. Frequency of the audit:
Internal Audit: Internal audit performs during the entire year, having specific missions Established in according with the level of risks identified for each auditable entity.
External audit: External audit is an activity with a yearly frequency, as a rule, at the end of the year.
06. Approach of risk:
Internal Audit: The importance of risk for the planning of internal audit activity is very high
the assessment of risk being combined with other types of information like financial and operational.
External audit: External audit uses the information of risks for the determination of nature, period of time and necessary audit procedures that should be performed in the auditable area, taking into consideration only financial aspects.
(L). The Main Similarities:
The main similarities between internal and external audit are as follows
01. Both internal audit and external audit profession are governed by one set of international standards issued by the professional organism specific for each profession. This set of international standards includes the professional standards and the ethical code;
02. Both the internal auditor and the external auditor will be worried if procedures were very poor and/or there was a basic ignorance of the importance of adhering to them.
03. Risk is a very important element the planning process for both internal and external auditors;
04. Both are based in a professional discipline and operate to professional standards.
05. Both seek active co-operation between the two functions
06. For both professions, the independence of the auditor is very important;
07. Both tend to be deeply involved in information systems since this is a major element of managerial control as well as being fundamental to the financial reporting process.
08. Both are intimately tied up with the organization’s systems of internal control.
09. Both are concerned with the occurrence and effect of errors and misstatement that affect the final accounts.
10. Both produce formal audit reports on their activities.
(M). Conclusion:
According to IIA recommendations, the ideal situation is when the internal and external Auditors meet periodically to discuss common interests; although moving up in the field can involve some dues-paying work, IA also provides the opportunity to work with senior management and get involved in different areas of an organization. Benefit from their complementary skills, areas of expertise, and perspectives; gain understanding of each other’s scope of work and methods; discuss audit coverage and scheduling to minimize redundancies; provide access to reports, programs and working papers; and jointly assess areas of risk. In fulfilling its oversight responsibilities for assurance, the board should require coordination of internal and external audit work to increase economy, efficiency, and effectiveness of the overall audit process. Auditing processes for both internal auditors and external auditors have changed globalization of business, advances in technology, and demands for value-added audits have become very important figures in any corporation
What a treat on a cold winter evening to snuggle up with a wheat bag or a hot water bottle to keep you cosy and comfortable, both provide long lasting heat. Which is more effective or better? Loyal wheat bag users maintain that wheat bags – often called wheat warmers – are safer and more versatile whereas fanatical hot water bottle users protest that the old fashioned HWB is better.
Safety is always the primary concern and it is always paramount that the user follows the manufacturer’s guidelines. Wheat bags should come with user instructions giving guidelines for the microwave heating time for different powers of microwave. Do not buy wheat bags where instructions are not provided. Instructions should also mention that a small cup of water should be placed in the microwave along with the wheat bag to maintain the water content in the wheat grains and prevent the grains drying out thus reducing the risk of charring or burning. Covers should also be 100% cotton which is fire retardant.
HWB should never be filled with boiling water, this can make the bags too hot and if the bag bursts the risk of burns can be devastation. This is a particular risk for the elderly or for people that suffer with arthritis in their hands or wrist joints especially when filling the bottle. Pouring the very hot water through the opening requires a steady hand and the risk of burning from the slightest spill is high. Both wheat bags and HWB should be checked regularly for holes and general signs of wear and tear. Rubber HWB may perish faster than a PVC of synthetic alternative.
Both products take the same amount of time to prepare for readiness, two minutes in the microwave for the wheat bag and boiling the kettle and pouring the water for the HWB. Some households do not have a microwave and other alternative methods to heating a wheat bag are not economical or convenient. Both products are easily transportable and can be taken on a short trip outside the home or even on holiday. People that suffer with Reynaud’s syndrome can heat up hand sized wheat bags and take them out which helps to relieve the discomfort just enough to carry out regular tasks.
The greatest difference between the two I believe is the versatility of a wheat bag. Traditional HWBs either lie at the bottom of the bed or rest against the body and you need to be sitting down or be still to feel the benefit. In contrast the wheat grains in a wheat bag mould themselves to the contours of the body. The most common shape and style of wheat bag is a rectangle containing loose grains which is best used the same way as the HWB. There are increasing alternatives in a variety of shapes designed specifically for the neck, shoulders, back, elbows, hands etc and almost anywhere where a hot or cold application may be needed. Some of these can be used without restricting mobility, for example, WheatWarmers make a Back & Tummy wheat bag which can be secured tightly against the body with a velcro belt allowing the user to move around freely whilst still experiencing the benefits of a heat pack.
For those sensitive to lavender or with a wheat or wheat germ allergy a HWB would be a better choice. Some wheat bag manufacturers offer their products with or without lavender so the user has a choice.
For this reason we like the wheat bag range produced by WheatWarmers. Their wheat bags are made with or without lavender depending on the customers’ preference. The bags are made from 100% cotton corduroy and come in a variety of body friendly shapes that fit around the body. The safety information that comes with the wheat bag is detailed and shows a commitment to the customer. Our top favourites from this range are the Back & Tummy wheat bag mentioned earlier and the Neck & Shoulder wheat bag which is made in a horse shoe shape to sit around the neck and is sewn in sections to keep the wheat in place and the heat evenly distributed. Details of these wheatbags can be found at www. wheatwarmers. com and their bags are also sold on Ebay.
Current market situation puts high pressure on prices of commodity products. Standardised plastic compounds and products mainly discriminate on price, creating the awareness and the need of customised, less price sensitive compound solutions. Cost cutting is the first logical step trying to keep the business profitable. However, the strategic decision to invest in product innovations and/or tailor made modifications will offer new business opportunities. Take for example polystyrene: its applicability is limited for microwave and hot fill food applications because of its limited thermal performance. Nowadays mainly PP is used for this application, despite the superior processing, thermoforming and application performance of PS over PP. A recent development enables the applicability of PS in microwave applications, keeping the benefits of polystyrene. Despite the extreme price competitive and low margin market conditions in the food packaging market, several companies are investing in this new PS solution, because the total cost of ownership will bring benefits for the improved PS for both supplier and end-user. Even for (low margin) commodity products, investing in customised solutions or opportunities to expand the functionality of an existing commodity polymer offers new profitable sales potential on the longer term. Ofcourse the short term cost cutting need is understandable and for some companies a must. However, being prepared for the future with new product will also be an important asset. And like for the above mentioned example, the investments and time-to-market can be defined within reasonable limits. Companies like Polyscope offer products which enable various opportunities to extend the functionality and applicability of (commodity) plastics
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The argument for a holistic ERP solution against best of breed, point systems to handle organizations’ supply chain management execution and logistics requirements has waged for many years and is almost a religious argument.
The ERP solutions case has always been about implementing a common technology platform that can deliver a fully integrated ERP system across an entire organization, generating cost savings and reduced implementation times.
Best of breed argues that companies need the additional functionality and expertise that can only be achieved by working with specialists in a particular field.
The answer, as is so often the case in business – is somewhere in between. Why should companies sacrifice functionality for the significant benefits and cost-savings to be gained from an integrated system – and vice versa? There is no real right or wrong – it is all about identifying the business drivers and how best to meet them.
Not all ERP software solutions are the same. Some established ERP systems have a supply chain solutions heritage. This means the functionality and multi-location, multi-country and vertical specific capabilities of each element of the system holds up well, and often more favorably, against many of the best of breed suppliers. Even with functionally rich solutions the largest extremes of warehouses or the most complex transportation requirements can probably only be handled by a specialist advanced best of breed system. This is because the total ROI stacks up, but the reality is that these form a small percentage of the market.
Most companies need to look very closely at the bigger business benefits to implement ERP as an enterprise-wide integrated system, against the advantages to be gained from having the odd extra feature or capability.
The functionality of ERP systems has risen dramatically over the years and the gaps between them and best of breed applications are becoming less and less. The decision between the two may come down to companies’ overall IT strategies. If it is already fragmented then it makes sense to add best of breed applications for specific operational areas. However, if the strategy is to move to a more rationalized common operating platform that can enable faster, more cost-effective deployment, complete integration and visibility that provide comprehensive means for measuring the business then integration ERP software is a clear winner.
Having several best of breed applications inevitably creates silos of information across a business. Whatever best of breed solutions claim about their applications’ ability to integrate with other business management supply chain systems, there is simply no comparison with an integrated ERP solution.
The whole principle of an ERP system is that it is already integrated – best of breed simply can’t win this argument. Often each best of breed application has its own reporting tools, its own database management system and its own specific means of operation or integration. A good ERP system has a common solution for each of these across the whole organization.
ERP also has an advantage when it comes to adding further applications and functionality. For example, some solutions have created a Parcel Carrier Integration (PCI) application that allows companies seamless integration between the supply chain inventory management systems and the parcel carriers’ own systems as well as customer services.
In doing so, PCI allows customers to save time within the warehouse, provide increased carrier flexibility, reduce errors, improve customer service and increase overall profitability. To add this functionality using a best of breed application would require considerably more in terms of time and cost to implement because it would have to be integrated with existing systems – if it were even available. Indeed most warehouse management software systems do not have their own transport systems and often partner with other best of breed solutions. As part of an ERP system it is already integrated and can be implemented and working very quickly.
Where an ERP solution can bring specific industry capability, experience and high levels of supply chain execution functionality, the argument for going best of breed is a hard to one to win. For the sake of selective localized productivity improvements, companies are adding significant costs, increasing implementation time and risk and missing out on the massive benefits gained from complete integration and lower costs of ownership.
Companies should not just settle for either option, they need to know that they are getting a system without compromise. At the end of the day the secret is delivering business benefits and increased profitability and finding the right ERP solution for your business.
