2004 Supply & Demand Chain Executive 100
By Andrew K. Reese and Sarah Murray
Enterprises are ready to invest in technologies and services
to improve their supply and demand chains. We offer a guide to
enablers and service providers ready to lend a
hand.
[From Supply & Demand Chain Executive, June/July
2004] The economy is steaming ahead, businesses are looking to
grow their revenues, and company executives are getting the go-ahead
to make significant investments in their supply and demand chains
for the first time in ... well, longer than they'd probably care to
remember.
Optimistic assertions, to be sure. But evidence for this
confidence can be found not only in the recent pronouncements of
Federal Reserve Board Chairman Alan Greenspan but also in the latest
survey of Supply & Demand Chain Executive readers. Nearly
60 percent of the respondents to the survey expressed unqualified
optimism about the state of economy; about 63 percent said that
increasing revenues was a top priority for their company over the
next 18 months; and fully 57 percent said that they had from $1
million to more than $50 million budgeted for investments in supply
and demand chain initiatives within the next year-and-a-half. (For
more results from the survey, see Sarah Murray's article "The
Economy, Close to Home" in this issue of Supply & Demand
Chain Executive.)
With these positive signs in mind, we are offering our readers
the latest edition of the Supply & Demand Chain Executive 100, a
listing of solution providers and consulting organizations that are
assisting leading enterprises in enabling their supply and demand
chains for competitive advantage. The editorial staff of the
magazine selected the "100" from among scores of applicants based on
criteria that our readers have told us, in surveys and countless
interviews, are important to them. Namely, these executive
practitioners are looking for solution providers that are stable, if
not growing, that have relevant industry expertise applicable to
specific areas of supply chain improvement, that can demonstrate a
return on investment and that are continuing to drive innovation in
their solutions and services.
In asking supply and demand chain enablers to demonstrate their
stability, we requested that they report several key indicators as
of 2003 and the change in those indicators versus 2002.
Specifically, we wanted to look at data on employee numbers,
revenues and total customer base. To demonstrate their level of
innovation, enablers also were asked to provide an estimate of how
much, as a percentage of revenues, they invested in research and
development. Finally, to help our readership understand how these
enablers provide a return on investment, we asked for the names of
three marquee customers, information on their average implementation
times and "time to payoff" or ROI on their customers' investments,
and an estimate of the cost of implementation services as a
percentage of hardware/software costs. Readers will find much of
this information in the pages that follow, although we have withheld
revenue figures for privately held enablers and R&D figures for
all companies to preserve confidentiality, even though this
information was used to select the "100." (Note that we have listed
the "100" in alphabetical order.)
In addition, in order to provide a resource for those of our
readers who currently are looking to invest in technologies and
service to improve their supply and demand chains, we asked solution
providers to specify which areas of the supply and demand chain they
enable. This information, as reported by the enablers, is listed in
the tables included in this article. We further requested that
enablers cite their target customer size and target industry
verticals, briefly describe the key problems they solve for their
customers and provide an equally brief description of their key
differentiators.
How best to use the Supply & Demand Chain Executive 100 as a
resource for enabling your own company's supply and demand chain? We
would suggest reviewing the tables included in this article to
determine which solution providers can help enable those specific
areas of the supply and demand chain that are current priorities at
your enterprise. Then review the information on those providers
listed below in order to assemble a list of appropriate enablers.
The rest of the process, of course, is up to you, but we believe
that you will find the 2004 Supply & Demand Chain Executive 100
listing an educational place to start.
2004 Supply & Demand Chain Executive 100
Key: Name (Headquarters, year founded). Empl. = number
of employees in 2003 (+/- increase versus 2002). Custs. = total
customer base in 2003 (+/- increase versus 2002). Impl. =
implementation time (estimated average across customer base). Train.
= end-user training period (estimated average across customer base).
Payback = "time to payoff" on customer investment (estimated average
across customer base). Svcs. = services cost as a percentage of
hardware/software costs (as a ratio or percent, estimated average
across customer base). Key custs. = name(s) of publicly announced
reference customer(s). Hrs = hours. Dys = days. Wks = weeks. Mnths =
months. N/R = not reported or not applicable. Information not
included in a specific listing either was not reported or was not
among factors considered for inclusion of a specific enabler in the
"100" list.
Acom Solutions (Long Beach, CA, 1983). Empl.: 80 (+0%);
custs.: 3,000 (+10%); impl.: 6 wks; train.: 5 dys; payback: 12-18
mnths; svcs.: 15%. Key custs.: MLO Products Inc., St. George
Crystal, Sierra Wireless.
Key Problems Solved: Rapid
enablement of e-commerce capabilities under financial and trading
partner pressure; equipping trading partners to conduct electronic
transactions in all data formats and data transports.
Key
Differentiators: True universal data transformation tool;
low-cost, high-performance; runs under MS Windows; on-board SQL
database; compatible with all ERP and operating system
software.
AcquireX (Long Beach, CA, 1999). Empl.: 30 (+25%); custs.:
300+ (+20%); impl.: 4-8 wks; train.: 1 wk; payback: 3-6 wks; svcs.:
N/R. Key custs.: Ascent Media; University of California, Irvine;
University of Chicago.
Key Problems Solved: Customers say:
Since going with AcquireX, the number of warehouse workers has been
reduced by 40%, so the district is saving greatly in salary and
benefits. All the associated costs of storage, delivery, spoilage
have been reduced accordingly.
Key Differentiators:
On-demand model reduces risk and lowers cost for rapid ROI. AcquireX
offers a dedicated post-sale account manager, live customer service
and full content management to load and maintain contracted
pricing
Acsis Inc. (Marlton, NJ, 1996). Empl.: 100 (+15%); custs.:
75 (+10%); impl.: 24 wks; train.: 1-2 wks; payback: 9-12 wks; svcs.:
3%. Key custs.: N/R.
Key Problems Solved: Acsis solutions
take users' data from the warehouse and factory floor to external
suppliers and customers to enable the most effective and efficient
data optimization possible.
Key Differentiators: An early
implementer and adopter of RFID, Acsis combines proven software
applications with service-oriented approach to offer real-time
visibility across the extended supply chain.
Adexa (Los Angeles, CA, 1994). Custs.: 103 (+20%); impl.:
26 wks; train.: 2 wks; payback: 6 wks; svcs.: 1:1. Key custs.:
Skyworks Solutions, Analog Devices, Quaker Fabric.
Key
Problems Solved: Saving time and money on supply chain and
operations planning, increasing the accuracy of plans, prioritizing
capacity utilization for profitability, shortening lead-times,
viewing and analyzing global enterprise data as well as site
data.
Key Differentiators: Data from all planning
applications are modeled together to leverage each one's value and
deliver better information. Internet collaboration is inherent. Data
model goes deeper than alternative SC planning solutions.
ADEXS (Chicago, IL, 2001). Empl.: 50 (+20%); custs.: 2,000
(+50%); impl.: <1 wk; train.: <1 wk; payback: 2-3 mnths;
svcs.: N/R. Key custs.: CHEMCENTRAL, GE Rail, Atofina.
Key
Problems Solved: DOCeXCHANGE solution helps leverage
“intelligent” digital documents in customers' businesses, extending
existing/legacy applications, and ultimately replacing costly and
inefficient paper-handling processes.
Key Differentiators:
A hosted solution, our DOCeXCHANGE is an alternative to expensive,
complex enterprise software. Users can start immediately without
putting any technology burden on trading partners or customers.
ADR International (Ann Arbor, MI, 1986). Empl.: 30 (+10%);
custs.: 100+ (+20%); impl.: 2-50 wks; train.: 1-50 wks; payback: 2
mnths; svcs.: services firm. Key custs.: N/R.
Key Problems
Solved: Attain proper supplier relationships, gain control of
spend, lower costs, continuous improvement, competitive advantage,
faster speed to market, increased profits.
Key
Differentiators: Knowledgeable, experienced purchasing/sourcing
experts, experience in many market sectors, implementable solutions
that enable year on year returns.
Archimedian Software (Lake Success, NY, 2002). Empl.: 28
(+125%); custs.: 27 (+250%); impl.: 8 wks; train.: 5 wks; payback: 2
wks; svcs.: 20%. Key custs.: Verizon Wireless, State of Minnesota,
Linens-n-Things.
Key Problems Solved: Provide intuitive,
easy-to-use sourcing software coupled with change management
services to ensure user adoption.
Key Differentiators:
Ease of Use, comprehensive functionality, rapid integration of
customer functional requests, competitively priced.
Ariba (Sunnyvale, CA, 1996, public).
Empl.: 975 (+11%); revs: $237 million (+3%); custs.: 300+ (+10%);
impl.: 10-40 wks; train.: 2-4 dys; payback: varies; svcs.: 30-70%.
Key custs.: Southwest Airlines, Merrill Lynch, Saks Inc. Key
Problems Solved: Increase spend visibility, streamline
operational processes, reduce costs and cycle times, expedite
buyer-supplier communications, leverage best-practice expertise
Key Differentiators: Through robust applications and
services, Ariba helps enterprise companies realize key business
objectives across the ESM process and achieve significant,
sustainable spend reductions.
AssetSmart (Santa Monica, CA, 1971). Custs.: 35 (+30%);
impl.: 1 wk; train.: 4-5 wks; payback: 12 wks; svcs.: 35%. Key
custs.: The Boeing Co., Lockheed Martin, Honeywell.
Key
Problems Solved: Abilty to provide clients with total asset
visibility across their enterprise for assets, property and
equipment resulting in decreased capital expenditures, increased ROA
and a positive impact on shareholder value.
Key
Differentiators: Global asset management solution offering asset
planning, budget, ordering, general and IT assets, property and
equipment, calibration, maintenance, tools, materials, spares, and
redeployment in a single integrated solution.
A.T. Kearney Procurement Solutions
(Chicago, IL, 2000). Empl.: 95 (+15%); custs.: 229 (+26%); impl.: 3
wks; train.: 1 wk; payback: 3-6 mnths; svcs.: varies. Key custs.:
Volkswagen, Gillette, Staples.
Key Problems Solved:
Services and solutions save customers millions each year by reducing
negotiated spend, tracking compliance with contracts, improving
cycle times and accelerating time-to-realized-savings.
Key
Differentiators: Deep strategic sourcing knowledge and history;
Leading-edge eSourcing solutions; Partnership with UGS PLM to
address sourcing earlier in the product lifecycle; Knowledge
transfer and management.
B2eMarkets (Rockville, MD, 1999). Empl.: 75 (+0%); custs.:
50 (+65%); impl.: 3 wks; train.: 3 wks; payback: 1 mnth; svcs.: 25%.
Key custs.: PepsiCo, Delta, Alberto-Culver.
Key Problems
Solved: Enables companies to rapidly achieve and sustain lowest
total cost of ownership by allowing sourcing professionals to focus
on what they do best, strategic sourcing.
Key
Differentiators: On demand eliminates the risk associated with
implementing a strategic eSourcing solution. Combination of
technology, services and experience helps companies drive successful
strategic sourcing programs through quick and sustainable
adoption.
BigMachines (Deerfield, IL, 1999). Empl.: 30 (+0%);
custs.: 15 (+33%); impl.: 12 wks; train.: 4 wks; payback: 9-12
mnths; svcs.: 100%. Key custs.: SPX Lightnin, Crane Co., Quincy
Compressor/Enpro Industries.
Key Problems Solved: Lean
Front-End (LFE) software is an entirely Web-based solution, enabling
manufacturers to make breakthrough improvements in speed, accuracy,
and efficiency of selling and customer service processes.
Key
Differentiators: Lean Front-End (LFE) delivers rapid profit
improvements to manufacturers. Typical time required for quote
generation or processing an order is reduced by 50-80 %.
Blue Agave Software (Cambridge, MA, 2001). Empl.: 30
(+20%); custs.: 5 (+100%); impl.: 9 wks; train.: 1 wk; payback: 2
mnths; svcs.: 50%. Key custs.: Hartz Mountain Corp.
Key
Problems Solved: Helps consumer goods manufacturers optimize
their performance with key retail customers, using real-time
inventory and sales information to improve customer service and
profits.
Key Differentiators: Provides ability to
transform data into actionable information that can quickly preempt
operational problems, recommending appropriate responses in time to
make a positive impact.
CargoSmart (San Jose, CA, 2000). Empl.: 60 (+0%); custs.:
12,000+ members (+56%); impl.: 3-5 wks; train.: ongoing; payback:
immediately; svcs.: 0%. Key custs.: Herbalife, OfficeMax, Pride
Mobility.
Key Problems Solved: Lets customers plan,
process, monitor, and share their shipment information
electronically throughout the shipment cycle, saving them time and
money.
Key Differentiators: Provides leading
multiple-carrier ocean shipment management and integration services
to 12,000+ users, delivering innovative, customizable solutions on
multiple platforms with immediate ROI.
Cirqit (Whippany, NJ, 1999). Empl.: 40 (+10%); custs.: 25
(+100%); impl.: 4 wks; train.: 2 wks; payback: 3 mnths; svcs.: 50%.
Key custs.: Black & Decker, John Deere & Company, JP
MorganChase.
Key Problems Solved: Print spend management
solution comprised of: eProcurement and price management software
platform, engagement and implementation services, systems
integration and application development services.
Key
Differentiators: Consulting services (print assessment,
strategy, supply chain optimization), business process outsourcing,
price management capabilities.
Cleo Communications (Rockford, IL,
1976). Custs.: 105,000 (+10%); impl.: .5 wks; train.: .5 wks;
payback: 2 wks; svcs.: 10%. Key custs.: MDV/Nash Finch, ICC.net,
EC/EDI Inc.
Key Problems Solved: Allows suppliers to meet
retailer requirements for data communications and data
synchronization. Also helps retailers manage network deployments to
secure Internet-based communication.
Key Differentiators:
Solutions are cost-effective, easy-to-use, integrated and scalable.
Products are mature and proven in over 100,000 installations
worldwide.
CombineNet (Pittsburgh, MA, 2000). Empl.: 65; custs.: 45.
Key custs.: Proctor & Gamble, Siemens, Kodak.
Key Problems
Solved: Committed to helping Fortune 500 organizations make
better decisions. By applying the technology of CombineNet
Decision-Guidance Systems, these decisions improve financial
performance and gain them competitive advantage.
Key
Differentiators: Suppliers present their best, conditional
offers for optimized results and collaborative relationships.
CombineNet's architecture provides answers that work within business
cutting sourcing time from months to days.
Comergent (Redwood City, CA, 1998). Empl.: 140 (+40%);
custs.: 115 (+20%); impl.: 12 wks; train.: 1 wk; payback: 6 wks;
svcs.: 1:1. Key custs.: Toro, Goodrich's Aerostructures Division,
La-Z-Boy.
Key Problems Solved: Provides single face to the
customer despite disparate back-end, systems, reduce order errors,
lower order processing costs, enable customer self-service, decrease
customer service costs, enable product information management,
reduce inventory costs, increase efficiencies
Key
Differentiators: Web services, message-based distributed
architecture; ratio of software license to services is 1:1; one
solution for customer- and partner-facing demand chain processes;
proven track record, high customer satisfaction; acquired Profile
Systems Inc in Jan 2004, strengthened product info; management and
added vendor managed inventory solutions
Corporate Express (Broomfield, CO, 1986). Empl.: 10,775;
impl.: 1 wk; train.: 1 wk; payback: 1 mnth; svcs.: N/R. Key custs.:
IRS, EPA, U.S. Navy.
Key Problems Solved: E-Way assists
purchasing by making it easier for customers to find, order, and
track office product purchases, while reducing costs associated with
the procurement process.
Key Differentiators: One of the
first office products suppliers to launch an online B2B procurement
system, the company takes extra measures to provide a personalized
buying experience for customers.
Covigna (Mountain View, CA, 2000). Empl.: 50; custs.: 12;
impl.: 6 wks; train.: 1 wk; payback: 3 mnths; svcs.: 50:50. Key
custs.: General Motors, Johnson Controls, Bell
Microproducts.
Key Problems Solved: Solves the challenges
Global 2000 enterprises face in contract creation, approval,
security, access, administration, workflow, versioning, storage,
data management, compliance, negotiation, and performance
management.
Key Differentiators: Rich governance features,
which support management-level controls around the contracting
process. Contract authoring solution works seamlessly with Microsoft
Office-based business processes.
D&B (Short Hills, NJ, 1841, public). Empl.: 65 (+5%);
revs: $33.1 million (+16%); custs.: N/R; impl.: 4-6 wks; train.:
<1 wk; payback: 12 mnths; svcs.: 80:20. Key custs.:
N/R.
Key Problems Solved: Identify new and recurring
savings by gaining 100% visibility into the global spend, uncovering
increased negotiating leverage, ensuring diversity of approved
suppliers, reducing exposure to supplier failure, tracking 100%
compliance
Key Differentiators: DUNSRight process
collects, aggregates, edits and verifies data from thousands of
sources daily for accurate, timely and relevant content.
DAVACO Inc. (Dallas, TX, 1990). Empl.: 600 (+30%); custs.:
N/R (+31%); impl.: 1-60 dys; train.: 1-7 dys; payback: 30-45 dys;
svcs.: N/R. Key custs.: CVS, GAP, Kohl's.
Key Problems
Solved: Conducts online domestic and global sourcing,
coordinates and executes high-volume store installations and
remodels and design brand and product merchandising programs.
Supports multiple industries.
Key Differentiators: Full
service retail solutions, product and brand merchandising,
patent-pending online sourcing platform saves clients an average of
25% on costs and up to 50% on cycle time, global supplier network to
assist clients across multiple industries in sourcing goods and
services, employee-based, national coverage.
Demand Solutions (St. Louis, MO, 1985). Empl.: 105 (+10%);
custs.: 2,200 (+5%); impl.: 10 wks; train.: 2 wks; payback: 6 mnths;
svcs.: 1:3. Key custs.: Hyundai, Ingersoll-Rand, Avery
Dennison.
Key Problems Solved: Helps companies maximize
efficiencies in their supply chain, empowering them to continuously
improve customer service levels with a lower inventory
investment.
Key Differentiators: Ease of use, accuracy of
forecast, ease of importing and exporting data, general flexibility
throughout the entire demand planning system.
Demantra (Waltham, MA, 1996). Empl.: 85 (+10%); custs.:
150 (+20%); impl.: 8-12 wks; train.: 6-120 dys; payback: 3-6 mnths;
svcs.: 50%. Key custs.: Wendy's, Welch's, Dunkin' Donuts.
Key
Problems Solved: Enabling customers' marketing, sales, finance,
supply chain and operations departments to work off a single,
integrated, collaborative plan to optimize service levels, increase
profit margins, significantly drive customer
responsiveness.
Key Differentiators: Spectrum Suite
delivers advanced demand modeling to improve forecasting accuracy
and optimize demand, inventory and marketing planning.
Denali Consulting (San Francisco, CA, 1996). Empl.: 25
(+9%); custs.: 20 (+14%); impl.: varies; train.: 1-3 dys; payback: 6
mnths; svcs.: 10%. Key custs.: Wachovia, Southern California Edison,
Pacific Gas & Electric.
Key Problems Solved: Supply
chain strategy development; complex strategic sourcing programs;
supplier development and performance management design and
implementation; e-sourcing strategy and implementation.
Key
Differentiators: Focuses exlcusively on supply chain management
solutions, only utilizes highly experienced resources, offers more
flexible consulting engagements, provides better resources at lower
rates.
diCarta (San Carlos, CA, 1998). Empl.: 120+ (+35%);
custs.: N/R (+280%); impl.: 4-16 wks; train.: 1 wk; payback: 3-6
mnths; svcs.: varies. Key custs.: Kohler, Walgreens,
Kraft.
Key Problems Solved: Companies gain control over
their contract management procedures, increase visibility into
contractual obligations, and drive suppliers' compliance with their
agreements.
Key Differentiators: Successful deployments in
the Global 2000, functionality spans entire contract management
lifecycle, only closed-loop solution for driving supplier
compliance, packaged solutions for major ERP systems and SAP
certified.
DSSI (Southfield, MI, 1999). Empl.: 85 (+13%); custs.: 31
(+6%); impl.: 12 wks; train.: 1 wk; payback: 3 mnths; svcs.: 90%.
Key custs.: Delphi, Metaldyne, DURA Automotive.
Key Problems
Solved: Provides outsourced purchasing solutions. Clients
centralize their indirect spend through DSSI's technology and
services while aggregating volume with other clients to achieve
maximum savings.
Key Differentiators: Offers a complete
solution that includes technology and services. Cost savings sharing
business model aligns company with its clients to achieve
year-over-year savings.
EC Sourcing Group (South Orange, NJ, 2001). Empl.: 8
(+0%); custs.: 35 (+20%); impl.: 2 wks; train.: 1-2 wks; payback: 3
mnths; svcs.: 10%. Key custs.: Liz Claiborne, Benjamin Moore Paints,
Connell Purchasing Services.
Key Problems Solved:
Collaboration internally and with suppliers, reduced sourcing
cycle-time, improved process efficiency, enhanced analysis/decision
support and improved savings compared with conventional
processes.
Key Differentiators: Emphasis on ease-of-use,
flexibility and the entire Strategic Sourcing process (not just
auctions). Other purchasing-related problems can also be addressed
through client tailoring.
EDS (Plano, TX, 1962, public). Empl.:
130,000 (-4%); revs: $21.5 billion (+0%); custs.: 35,000 (+0%);
impl.: varies; train.: varies; payback: varies; svcs.: varies. Key
custs.: World Wide Technologies, Lotte Chilsung, QSP.
Key
Problems Solved: Accelerated cost savings, increased
compliance/spend visibility, reduced operational expenses, enhanced
focus on core competencies/flexibility to demand changes, automated
workflows
Key Differentiators: Offers sourcing, category
and supply chain management expertise, industrial-strength
technology infrastructure, global presence and a commitment to
service excellence.
Elance (Sunnyvale, CA, 1998). Empl.: 130 (+5%); custs.: 16
(+300%); impl.: 16 wks; train.: 2 wks; payback: 8-12 wks; svcs.:
N/R. Key custs.: Motorola, FedEx, Texas Instruments.
Key
Problems Solved: SPM allows large organizations to gain
visibility into services spend and performance, and achieve 10-20%
hard cost savings across a range of service categories.
Key
Differentiators: SPM addresses the entire volume of services
spend in enterprise, including contingent staffing, milestone-based
services, retained relationship, service level agreements, and
volume-based services.
Emptoris (Burlington, MA, 1999). Empl.:
N/R (+100%); custs.: N/R (+114%); impl.: 6-12 wks; train.: 1-4 dys;
payback: 3-6 mnths; svcs.: 25%. Key custs.: Motorola,
GlaxoSmithKline, Syngenta.
Key Problems Solved:
Identifying supply base savings opportunities, negotiating with
suppliers based on total cost of ownership, and measuring supplier
performance and contract compliance to guarantee savings
capture.
Key Differentiators: Automates spend analysis,
sourcing, supplier performance and compliance process. Provides 100%
spend visibility. Incorporates all total cost elements into
analysis. Manages 100% of company's spend.
Epicor Software (Irvine, CA, 1984, public). Empl.: 950
(+5%); revs: $155 million (+8%); custs.: 15,000 (+0.50%); impl.:
12-24 wks; train.: 1-4 wks; payback: 1-12 mnths; svcs.: 1:1. Key
custs.: Cox Enterprises, National Aquarium in Baltimore,
Martin-Baker Ltd.
Key Problems Solved: Low total cost of
ownership, enabling faster ROI; single source of accountability,
connecting disparate process and streamlining operations;
highly-scalable solutions support growth and protect
investment.
Key Differentiators: One of the largest ERP
vendors focused on the midmarket; Global Microsoft partner; First to
market with .NET-based CRM and ESA solutions.
ePlus (Herndon, VA, 1990, public). Empl.: 515
(-7%); revs: $299.6 million (+68%); custs.: 2,500; impl.: 4 wks-6
mnths; train.: 1 wk-3 mnths; payback: 9 mnths; svcs.: 30-50%. Key
custs.: Strategic Distribution Inc., American National Insurance
Company, UNICCO.
Key Problems Solved: Provides enterprise
cost management (ECM) solutions, incorporating procurement, asset
management, product/catalog content management, supplier enablement,
equipment financing and leasing, and document
access/collaboration.
Key Differentiators: With over 12
years of growth and profitability, the company has constructed
numerous solutions, meeting the needs of commercial, municipal,
educational, and federal government customers.
Fieldglass (Chicago, IL, 1999). Empl.: 75 (+33%); custs.:
32 (Fortune 1000) (+100%); impl.: 12 wks; train.: 3 wks; payback: 24
mnths; svcs.: N/R. Key custs.: Allstate, Verizon Wireless,
AIG.
Key Problems Solved: Helps customers manage and
control services procurement needs, whether they be permanent,
contingent, offshore employees or project work.
Key
Differentiators: The only vendor to have developed its entire
application in-house, including the dynamic reporting tool and the
integration platform. This makes InSite the industry's most flexible
application.
FileNet Corp. (Costa Mesa, CA, 1982, public). Empl.: 1,710
(-3.4%); revs: $364.5 million (+5%); custs.: 4,693 (+2.90%); impl.:
varies; train.: varies; payback: varies; svcs.: varies. Key custs.:
Pacific Gas & Electric, Dairyland Power Cooperative, Osram
Sylvania.
Key Problems Solved: Company's ECM solutions are
designed to give a competitive edge by managing all content. Result:
users can make better decisions, achieve goals and bring
control/consistency to processes.
Key Differentiators: BPM
accelerates responsiveness to business or transaction events,
optimizes operational efficiency and resource utilization, enforces
standards, improves process consistency, and shortens process cycle
times.
Fogbreak Software (San Ramon, CA, 2001). Empl.: 35 (+20%);
custs.: 5 (+400%); impl.: 12 wks; train.: 1 wk; payback: 5 mnths;
svcs.: 50%. Key custs.: Symbol Technologies, Sanmina-SCI,
Plexus.
Key Problems Solved: Creates a policy-driven
software system-of-record based on contract terms, providing control
of outsourced work, contract compliance, financial predictability,
and supply chain visibility.
Key Differentiators: Combines
contract terms with ERP data–new system-of-record, manages risks and
liabilities, calculates financial impact of changes in
relationships
Frictionless Commerce (Cambridge, MA, 1998). Empl.: 85
(+0%); custs.: 30 (+200%); impl.: 12 wks; train.: 1 wk; payback: 6
wks; svcs.: 50%. Key custs.: MetLife, Bristol-Myers Squibb,
Alticor.
Key Problems Solved: SRM is developed to manage
all person-to-person supplier interactions from proposal,
negotiation, contracting, and ongoing performance management and
governance.
Key Differentiators: Through Frictionless DNA,
the software's core, a company is able to model the unique needs of
their organization, without any custom coding required.
FullTilt (Wayne, PA, 1987). Empl.: 27 (+0%);
custs.: 10 (+50%); impl.: 6 wks; train.: 2 wks; payback: <6
mnths; svcs.: 10%. Key custs.: McCain Foods, Premier Inc., Brady
Corp.
Key Problems Solved: Synchronization of product
information between trading partners on a continuous basis is the
lifeblood of the supply chain.
Key Differentiators:
Continuous Product Information Refinery repurposes product
information throughout the enterprise and supply chain. Relevant
information with User-defined custom product views of the data. 100%
JAVA and JDBC compliant with open APIs enables easy
integration.
GE Corporate Payment Services (Salt Lake City, UT, 1992,
public). Custs.: 300+ (+15%); impl.: 12 wks; train.: 4 wks; payback:
12 wks; svcs.: 90%. Key custs.: N/R.
Key Problems Solved:
Improved efficiency of settlement through automation, MasterCard
acceptance, reporting technology, and consultative services.
Corporate card and vPayment programs increase accuracy, reduce
paper, and streamline processes.
Key Differentiators: GE
quality-based consultative services, patented technology supports
vPayment settlement tool, comprehensive Web-based reporting and
self-service tools, customized payment solutions.
Global eProcure (Short Hills, NJ, 1999). Empl.: 100
(+30%); custs.: 60 (+30%); impl.: 3 wks; train.: 2 wks; payback: 1
wk; svcs.: 30%. Key custs.: Amtrak, First Data, UNICOR (Department
of Justice).
Key Problems Solved: Helped companies get a
better handle on their line-item spend, prioritize opportunities,
help them negotiate better terms with supplier and assist on
implementation of contracts and compliance.
Key
Differentiators: Full Service commodity experts, management
prior experience from companies such as AT Kearney and Accenture,
reasonable price, focus on savings and services
Global eXchange Services (Gaithersburg, MD, 1965). Empl.:
1,561 (+7%); custs.: 34,000 (-7%); impl.: 12 wks; train.: 1 wk;
payback: 3-6 mnths; svcs.: 15%. Key custs.: Tweeter Home
Entertainment Group, ChinaECNet.
Key Problems Solved:
Optimizes the rapid, reliable exchange of business-critical
information among global supply chain partners to maximize
profitability, reduce costs and expedite product
time-to-market.
Key Differentiators: With 35 years
experience, GXS operates one of the world's largest B2B e-commerce
networks and offers a comprehensive services/software portfolio that
enables transactions, integration and collaboration.
GT Nexus (Alameda, CA, 1998). Empl.: 85 (+10%); custs.:
>60 (+25%); impl.: 12-26 wks; train.: 1-2 wks; payback: 6-18
mnths; svcs.: N/R. Key custs.: Xerox, The Home Depot, APL
Logistics.
Key Problems Solved: A single control and
visibility system, delivered over the Web, for global order and
inventory management, control of transportation spend, shipment
planning and optimization, supply chain execution, and performance
analytics.
Key Differentiators: Functional software
applications for global logistics combined with a pre-wired
integration infrastructure and consolidated data store for total
control of global supply chain operations delivered over the Web in
a low-risk, low-cost software-as-a-service model.
HighJump Software (Eden Prairie, MN, 1983, public). Empl.:
186 (+15%); revs: N/R (+31%); custs.: 700+ (+65); impl.: 12 wks;
train.: 4 wks; payback: 12 mnths; svcs.: 1:1. Key custs.: Verizon,
Circuit City, Starbucks.
Key Problems Solved: Reduce
manufacturing and distribution costs, optimize inventory flow,
provide supply chain-wide visibility, strengthen collaboration with
trading partners, meet compliance mandates, adapt to changing
environment.
Key Differentiators: Offers the industry's
lowest total cost of ownership through robust, standard
functionality; unmatched adaptability; fast, measurable ROI; and
complete integration of solutions.
Hitachi Consulting (Dallas, TX, 2000). Empl.: 790 (+0%);
custs.: 119; impl.: 20-24 wks; train.: 4-8 wks; payback: 12-36 wks;
svcs.: 1.5-2.0x. Key custs.: Avocent, Aviall, Viking
Range.
Key Problems Solved: Partners with clients to
implement practical technology solutions and key business strategies
that align their business processes and requirements with IT
capabilities.
Key Differentiators: Manufacturing and
distribution is company's core competency. Consultants, averaging
10+ years experience, are committed to delivering measurable results
and transferring knowledge.
Iasta (Carmel, IN, 2000). Custs.: 54 (+63%); impl.: <1
wk; train.: <1 dy; payback: 1 mnth; svcs.: 1:10. Key custs.: Yum
Brands, Kohl's, Brown & Williamson.
Key Problems
Solved: Provides cost effective e-sourcing solutions with more
robust functionality and extremely rapid deployment. Primary
functions include: auctions, RFx, decision analysis.
Key
Differentiators: The most common differentiators from feedback
of customers, prospects and analysts is that ease of use and pricing
are far superior to anything else available.
ICG Commerce (Jenkintown, PA, 1990). Empl.: 315 (+21%);
custs.: 140 (+25%); impl.: 8-12 wks; train.: 4-6 wks; payback: 8-12
mnths; svcs.: N/R. Key custs.: Avaya, Crown Cork and Seal,
Timken.
Key Problems Solved: Identifies savings
opportunities through strategic sourcing and ensures realized
savings through the management of purchase order and invoice
processing transactions. Effects continuous cost reductions through
ongoing category management.
Key Differentiators: The only
company that supports the entire procurement process with an
exclusive focus on procurement. Customers reduce procurement costs
through strategic sourcing, realize savings through purchase-to-pay
transaction automation, and improve savings through category
management.
ILOG (Mountain View, CA, 1987, public). Empl.: 609 (+2%);
revs: $92.2 million (+5%); custs.: 2,000+ (+12%); impl.: 24 wks;
train.: 3 wks; payback: 6 mnths; svcs.: 10%. Key custs.: Nippon
Steel, MG Industries, Schneider Logistics.
Key Problems
Solved: Advances an organization's management of its business
policies and processes from application to enterprise to Web.
Products create software architectures that allow portions of
software code to be maintained, changed by business users.
Key
Differentiators: JRules includes support for business process
management. BRMS can be implemented on top of existing software. It
can also provide application integration or facilitate the
transitions from older software architectures.
INSIGHT (Manassas, VA, 1978). Empl.: 35
(+20%); custs.: 200 (+15%); impl.: 8 wks; train.: 1 wk; payback: 12
mnths; svcs.: 2:1. Key custs.: Exxon/Mobil, Proctor & Gamble,
American Italian Pasta.
Key Problems Solved:
Globalization, growth through acquisition and simply streamlining
operations are just a few of the fundamental business challenges
INSIGHT has helped customers to address.
Key
Differentiators: Over 40% of Top Fortune 50 use INSIGHT
solutions to strategically and tactically plan their supply chains.
Proprietary optimization solver offers true mathematical
optimization.
Integrated Warehousing Solutions (Downers
Grove, IL, 1984). Empl.: 125 (+5%); custs.: 120 (+18%); impl.: 20
wks; train.: 2 wks; payback: 52 wks; svcs.: 1 to1. Key custs.: Dart
Warehouse, Le Mans Corporation, Illinois Tool Workers.
Key
Problems Solved: Excellent at integrating host systems as well
as conveyors, pick systems, etc. into the IRMS WMS.
Key
Differentiators: Low Total Cost of Ownership (TCO) through rapid
implemetation, which shortens customer payback period.
Intermec Technologies Corp. (Everett, WA, 1966, unit of
UNOVA, Inc.). Empl.: 2,700 (+0%); custs.: N/R; impl.: varies;
train.: varies; payback: varies; svcs.: varies. Key custs.: America
West Airlines, Krispy Kreme, Osram Sylvania.
Key Problems
Solved: Products and services used by customers to improve
productivity, quality, and responsiveness of business operations,
from supply chain management and enterprise resource planning to
field sales and service.
Key Differentiators: The only ADC
company to offer a complete end-to-end solution, including wired and
wireless automated data collection, RFID (radio frequency
identification) and mobile computing systems.
IQNavigator (Denver, CO, 1999). Empl.: 80 (+10%); custs.:
30 (+30%); impl.: 6-12 wks; train.: 1 wk; payback: .5 mnths; svcs.:
N/R. Key custs.: Shell Oil, Northrop Grumman, University of
Pittsburgh Medical Center.
Key Problems Solved: Fully
automates the end-to-end processes for sourcing, procurement,
monitoring and payment for outside services and contingent
workforces to quickly lower costs, increase quality and
responsiveness.
Key Differentiators: Delivery model
enables enterprise deployment in less than three months and provides
ROI in just one week. Vendor-neutrality encourages competitive
bidding to save client millions in spending on services and
contingent workforces.
IQR International (San Juan Capistrano, CA, 1985). Empl.:
6 (+20%); custs.: 225 (+15%); impl.: 2 wks; train.: 1 wk; payback: 3
mnths; svcs.: 31%. Key custs.: Newell Rubbermaid, Carrier
Corporation, Kohler Companies.
Key Problems Solved:
Identifies good and bad inventories; measures performance by
inventory segment; prioritizes inventory reduction opportunities,
reduces future write-offs; increases inventory turns, cash flow and
profits
Key Differentiators: Only software developed
specifically to identify and reduce excess inventories. Allows user
to go beyond planning inventory quantities to actually managing
inventory investment and performance.
Ketera Technologies (Santa Clara, CA, 2002). Empl.: 100
(+100%); custs.: 53 (+250%); impl.: 5 wks; train.: 1 dy; payback: 6
mnths; svcs.: N/R. Key custs.: Maytag, Kennametal, Avnet.
Key
Problems Solved: How to find opportunities for savings, how to
get better deals with fewer suppliers, how to eliminate maverick
spending
Key Differentiators: Provides a spend management
solution as a business service. Clients lease the solution over time
and avoid the cost and complexity of software.
Kewill Systems (Marlborough, MA, 1972, public). Empl.: 150
(U.S.) (+5%); revs: $39 million; custs.: 55,000 (+10%); impl.: 5-16
wks; train.: 2 dys; payback: 3-6 mnths; svcs.: 50%. Key custs.:
Smith & Nephew, drugstore.com, cooking.com.
Key Problems
Solved: Shipping solutions enable users to optimize shipping,
whether that is to reduce costs, quarantee on-time delivery or
handle erratic fluctuations.
Key Differentiators: The
solution's ability to recognize the optimal way to ship each order
saves some Kewill customers as much as several million dollars a
year.
LeanLogistics (Holland, MI, 1999). Empl.: 30 (+25%);
custs.: 10 (+200%); impl.: 2 wks; train.: 1 wks; payback: 6 wks;
svcs.: Hosted model. Key custs.: Chiquita, Barilla Pasta, Pinnacle
Foods.
Key Problems Solved: Companies reduce their annual
freight bill and transportation operations costs by 25 percent using
optimized transportation management program. Provides complete
command and control of inventory-in-transit.
Key
Differentiators: Founded by logistics, transportation experts
with 30+ years in the industry. Effectively blends traditional and
collaborative functionality for maximum economic benefit. Provides
complete daily planning, execution, and settlement functions in
addition to the periodic strategic planning functions.
LeftBrain (Geneva, Switzerland, 1995). Empl.:
10 (+10%); custs.: 10 (+20%); impl.: 12 wks; train.: 1 wk; payback:
12 wks; svcs.: 1:5. Key custs.: N/R.
Key Problems Solved:
Elimination of manual processes and redundant data entry across the
plan-to-pay cycle; integrated analytics without data warehouse
integration expenses
Key Differentiators: Real-time
buyer/supplier collaboration across the plan-to-pay cycle;
integrated analytics and performance management; specialist in
complex direct materials
Logility (Atlanta, GA, 1996, public). Empl.: 140 (+7%);
revs: $24.8 million; custs.: 420 (+5%); impl.: 12-36 wks; train.: 2
wks; payback: immediately; svcs.: 5:1. Key custs.: VF Corporation,
Bissell, McCain Foods.
Key Problems Solved: Reduced cycle
times, improved forecast accuracy, reduced transportation costs,
improved pick/pack/receive capabilities, improved internal and
external collaboration, increased supply chain visibility
Key
Differentiators: Integrated supply chain planning (forecasting,
supply, inventory & replenishment planning, global sourcing) +
supply chain execution (WMS, TMS) = all from one vendor that is
profitable, has no debt and lots of customers
LXE (Norcross, GA, 1981, public). Empl.: N/R; revs: $101
million (+15%); custs.: thousands; impl.: N/R; train.: N/R; payback:
<12 mnths; svcs.: N/R. Key custs.: N/R.
Key Problems
Solved: Develops industrial wireless data collection and
transaction processing solutions including rugged computers,
advanced auto-ID technologies, and wireless networking products.
Offers full range of turnkey services.
Key
Differentiators: Committed to long-term customer service and
support; rugged, reliable computers that are easy to use; focused on
warehousing, distribution and manufacturing
Manhattan Associates (Atlanta, GA, 1990, public). Empl.:
1,100 (+15%); revs: $198.6 million (+12%); custs.: 900. Key custs.:
BMW Group, Giant Eagle Inc., Pfizer Canada Inc.
Key Problems
Solved: Enables superior SCE performance through warehousing and
distribution, transportation and trading partner management
applications.
Key Differentiators: Integrated solutions
leverage state-of-the-art technologies, innovative practices and
domain expertise to enhance performance, profitability and
competitive advantage.
MARC Global (Atlanta, GA, 1989). Empl.: 200 (+15%);
custs.: 110 (+10%); impl.: 20 wks; train.: 1 wk; payback: 6 mnths;
svcs.: 57%. Key custs.: Johnson & Johnson, MARS, Glaxo
SmithKline.
Key Problems Solved: Optimize labor, space and
inventory utilization; maximize customer service and order fill
rates; eliminate inventory discrepancies and shortages; reduce
operational and transportation costs
Key Differentiators:
Technologically robust; superior functionality; adaptable,
configurable and flexible; industry-leading processes
MCA Solutions (Philadelphia, PA, 1999). Empl.: 36 (+100%);
custs.: 4 (+100%); impl.: 12 wks; train.: 1 wk; payback: 5 wks;
svcs.: 35%. Key custs.: Cisco, Boeing IDS, KLA-Tencor.
Key
Problems Solved: Service Planning and Optimization (SPO)
integrates with enterprise systems to provide forecasts and optimize
positioning and planning of service parts inventory.
Key
Differentiators: Algorithms provide only multi-echelon,
availabilty-based sparing solution that significantly lowers
inventory and raises service levels in head-to-head
competition.
Memba (London, United Kingdom, 2001). Empl.: 24 (+20%);
custs.: 70 (+30%); impl.: 3-10 wks; train.: 1-4 wks; payback: 3 wks;
svcs.: 100%. Key custs.: Newage AVK SEG, Npower, Pfizer.
Key
Problems Solved: Lack of visibility and control (risks), lack of
accuracy and consistency, long contract cycle times, loss of
productivity, hidden costs and revenue leakage
Key
Differentiators: A patented design based on contract templates
allows company to offer a flexible contract management solution,
which can address a broad range of simple or complex
contracts.
MetricStream (Redwood Shores, CA, 1999). Empl.: >75
(+0%); custs.: 21 (+100%); impl.: 6-12 wks; train.: 1 wk; payback:
<6 mnths; svcs.: <20%. Key custs.: TaylorMade-adidas Golf,
Hitachi Computer, Wolverine.
Key Problems Solved: Solves
the complex problem of compliance at the enterprise level with new
organizational models, new processes and controls, and a new
approach to the technology support for the compliance
effort.
Key Differentiators: The only company to deliver a
solution that brings together Operational Compliance and Corporate
Governance into an integrated application suite.
Microsoft Business Solutions (Redmond, WA, 1981, public).
Empl.: 260,000; revs: $567 million (+$259 million). Key custs.:
CarboGen, Super D, Q-Media Solutions.
Key Problems Solved:
Improved planning, tracking of projects; improved reporting,
integration of disparate data systems; real-time information,
increased accuracy, productivity; expanded collaboration;
elimination of redundant data entry
Model N (South San Francisco, CA, 1999). Empl.: 70 (+30%);
custs.: 7 (+50%); impl.: 16-24 wks; payback: months; svcs.: 20%. Key
custs.: CR Bard, Medtronic, Reliant Pharmaceuticals.
Key
Problems Solved: Enables companies to link together
inter-departmental processes of pricing, contracts and payments of
settlements to minimize the risk of non-compliance to government and
Sarbanes-Oxley requirements, and eliminate the revenue
leakage.
Key Differentiators: Created the first platform
and suite that links the currently disparate sell-side processes of
pricing, contracts and settlements into a closed-loop system that
provides decision support and transactional capabilities.
MRO Software (Bedford, MA, 1968, public). Empl.: 889
(-7%); revs: $176.9 million (+3%); custs.: 9,500 (+5.60%); impl.:
varies; train.: varies; payback: varies; svcs.: varies. Key custs.:
Los Angeles Unified School District, Entergy's James A. FitzPatrick
Nuclear Power, DTE Energy.
Key Problems Solved: Asset
management, work management, materials management and purchasing
capabilities help companies maximize productivity and extend the
life of revenue-generating assets.
Key Differentiators:
Delivers vertical functionality, often developed in conjunction with
customers in demanding industries, such as pharmaceuticals, oil and
gas, transportation and utilities.
Nextance (Redwood City, CA, 2000). Empl.: 100 (+30%);
custs.: 31 (+72%); impl.: 6 wks; train.: .5 wks; payback: 1 yr;
svcs.: 50%. Key custs.: Genzyme, Sun, Fireman's Fund.
Key
Problems Solved: Increased visibility and access to all contract
data, improved control over contracting processes, greater
compliance enforcement and reporting, automated workflow
management
Key Differentiators: Extensibility to adapt,
scale to a company's organizational structure, flexibility to adapt
to an organization's business processes, domain expertise in
Intellectual Property and Procurement functions
NextLinx (Rockville, MD, 1994). Empl.: 150 (-10%); custs.:
80 (+15%); impl.: 6 wks; train.: 1 wk; payback: 10 wks; svcs.: 15%.
Key custs.: VF Corporation, Panasonic, ABN AMRO.
Key Problems
Solved: Company's solutions solve business problems like
streamlining operational processes, enhancing regulatory compliance
and minimizing border delays and costs while managing import and
export processes.
Key Differentiators: Comprehensive
repository of up-to-date global trade content/business rules. Rapid
implementation technology that leverages the content from one
source. Partners' best-of-breed services and customer best
practices.
Open Harbor (San Carlos, CA, 1999). Empl.: 104 (+19%);
custs.: 22 (+29%); impl.: 13 wks; train.: 1 wk; payback: 12 wks;
svcs.: 25%. Key custs.: BEA Systems Inc., Sensormatic,
AMAC.
Key Problems Solved: Automate the global trade
process, simplifying international transactions to ensure end-to-end
efficiency of the supply chain and compliance with government
regulations.
Key Differentiators: ASP equals: up-to-date
trade content, legacy system integration, adaptability to business
processes, access and visibility to data, rapid implementation,
quick ROI, built on a mission-critical platform
Optiant (Boston, MA, 2000). Empl.: 43 (+15%); custs.: 25
(+150%); impl.: 10 wks; train.: 1 wk; payback: 3 mnths; svcs.:
40:60. Key custs.: Hewlett-Packard, Gillette, Imation.
Key
Problems Solved: Helps manufacturers use the supply chain as a
competitive weapon, improving profitability, flexibility,
time-to-market, customer service and end-to-end decision-making,
from outsourcing to inventory levels.
Key
Differentiators:: The first company to explicitly link supply
chain performance to Wall Street performance, and the only to
optimize decisions based on total-cost/benefit analysis.
PeopleSoft (Pleasanton, CA, 1987, public).
Empl.: 12,000 (+71%); revs: $2.3 billion (+16%); custs.: 12,100
(+140%). Key custs.: Imperial Sugar, Sprint, C.F. Sauer.
Key
Problems Solved: Company's real-time enterprise solutions help
organizations extend their operations beyond the four walls of their
enterprise, to drive new efficiencies and eliminate waste.
Key
Differentiators: Solutions offer adaptability and flexibility.
They are expressly designed to help manufacturers become more
demand-driven and improve profitability.
Perfect Commerce (Lee's Summit, MO). Empl.:
130 (+4%); custs.: 125 (+25%); impl.: 4-6 wks; train.: 1-2 wks;
payback: <6 mnths; svcs.: N/R. Key custs.: Behr Automotive,
Syngenta, Unisys.
Key Problems Solved: Optimization of
existing purchasing and procurement systems. Onboard suppliers for
fraction of cost of point-to-point connections. On ramp of weeks
versus months results in faster ROI.
Key Differentiators:
The Open Supplier Network is the largest independent supplier
network in the world. 8,000 suppliers, 160,000 users and over 21
million SKUs of catalogue content.
PipeChain (Philadelphia, PA, 1976). Empl.: 120 (+5%);
custs.: 350 (+5%); impl.: 16 wks; train.: 1 wk; payback: 6 wks;
svcs.: 25%. Key custs.: Ericsson, Smurfit Stone, Volvo.
Key
Problems Solved: Volvo Powertrain: "The goal was to reduce
inventory and shorten leadtimes as well as increase service
levels...the entire investment has paid off in less than a year,
already lowered our stock by 4-5 cover days and still the service
level has increased."
Key Differentiators: Ericsson:
"Service levels by 100 percent...order confirmation 10 seconds...the
product's simplicity, capacity to process information in real time,
capability to quickly execute decisions."
PolyDyne Software (Austin, TX, 1993). Empl.: N/R; custs.:
250+; impl.: 4 wks; train.: 1 wk; payback: 3 wks; svcs.: 18%. Key
custs.: Flextronics, Plexus, Sypris.
Key Problems Solved:
Increases profitability, choice, and volume of EMS business won or
awarded by automating repetitive and manually-intensive quoting
tasks and by enabling strategic business decisions with
analytics.
Key Differentiators: Complete Web-based
solutions facilitating strategic outsourcing, created by EMS experts
committed to delivering value-added functionality and services to
ensure rapid ROI and customer success.
Prescient (West Chester, PA, 1996). Empl.: 35 (+10%);
custs.: 100 (+0%); impl.: 8-12 wks; train.: 2 wks; payback: 6-12
wks; svcs.: 1:2. Key custs.: N/R.
Key Problems Solved:
Solutions allow suppliers to adapt to each customers' changing
business and compliance needs while improving their own
decision-making across the entire supply chain.
Key
Differentiators: Supply chain software and services incorporate
greater visibility into real-time demand and point-of-sale
information, delivering more accurate demand, replenishment and
production plans.
Procuri (Atlanta, GA, 1999). Empl.: 73 (+64%);
custs.: 110 (+120%); impl.: 1-2 dys; train.: 2 dys; payback: 1 mnth
or less; svcs.: bundled in price. Key custs.: Procter & Gamble,
U.S. Steel, KLM Royal Dutch Airlines.
Key Problems Solved:
Solutions solve the problems of decentralized sourcing processes,
manual negotiations, price as the only selection criteria, and lack
of company-wide best practices.
Key Differentiators:
Delivers rapid, measurable business results through dedication to
Web-based, functionally rich and cost-effective strategic sourcing
solutions.
Proficiency (Marlborough, MA, 1998). Empl.: 75 (+5%);
custs.: N/R (+200%); impl.: 1 dy; train.: 1-2 wks; payback: 3-6
mnths; svcs.: 5%. Key custs.: European Aeronautic Defence and Space
Company, Magneti Marelli, Wartsila.
Key Problems Solved:
Helps engineers in the extended design chain collaborate on product
designs despite using disparate systems. Reduces costs incurred by
OEMs and suppliers, shortens design cycles, and speeds
time-to-market.
Key Differentiators: Providing technology
previously considered “impossible,” identified industry leader by
analysts, enables sharing of highest level of product definition and
design best practices
Prorizon (Atlanta, GA, 1992). Empl.: 19
(+10%); custs.: N/R (+11%); impl.: 3-5 wks; train.: .5-1 wk;
payback: 4-11 mnths; svcs.: 100% (ASP). Key custs.: ING Investment
Management, LLC; Computer Sciences Corp.; Nortel Networks.
Key
Problems Solved: Outsourcing procurement to Prorizon lowers
operating costs and increases the bottom line.
Key
Differentiators: No hardware or software capital purchases,
maintenance, installation or overhead fees; virtually, instant
standardization and globalization
Prosero (Atlanta, GA, 1999). Empl.: 135 (-10%); custs.: 9
(+50%); impl.: 16-24 wks; train.: 2 wks; payback: 6-8 mnths; svcs.:
N/R. Key custs.: Agere Systems, H.B. Fuller Company, KB
Home.
Key Problems Solved: Increase spend under management
without adding headcount or investing in technology.
Key
Differentiators: Integrating contract deployment and compliance
management with strategic sourcing to realize and sustain cost
savings and process efficiencies.
Provia Software (Grand Rapids, MI, 1988). Empl.: 115
(+1%); custs.: 137; impl.: 6-8 wks; train.: 2-3 wks; payback: 18-24
wks; svcs.: N/R. Key custs.: Gillette, TaylorMade-adidas Golf, Owens
Corning.
Key Problems Solved: Helps companies get the
right product to the right place at the right time in the most
efficient manner.
Key Differentiators: Lowest total cost
of ownership, partnership approach
Quadrem (Plano, TX, 2000). Empl.: 130 (+10%); custs.:
6,500 (+100%); impl.: 4 wks; train.: 1 wk; payback: 8 mnths; svcs.:
9:2. Key custs.: Newmont Gold, Pechiney, Shell.
Key Problems
Solved: Reduces customers' costs by automating sourcing,
procurement and fulfillment processes. Results: higher accuracy,
accelerated inventory turns; reduced maverick spend; compressed
accounts receivable cycles.
Key Differentiators:: One
connection to an industrial supplier community of 6,000. Smooth
implementations across countries/cultures. High-quality e-catalogue
content in multiple translations. Successful international supplier
recruitment, onboarding and support.
Radio Beacon (Toronto, Canada, 1992, public). Empl.: 38
(+26%); revs: N/R (+10%); custs.: 300+ (+25%); impl.: 4-8 wks;
train.: 4 wks; payback: 9 mnths; svcs.: 25%. Key custs.: Gentec
International, Christian Art Gifts, Purity Life.
Key Problems
Solved: Increases customers' accuracy and efficency while
providing them with imporved customer service.
Key
Differentiators: Integrates with key mid market accounting
systems and is totally Web based.
RedPrairie (Waukesha, WI, 1975). Empl.: 536 (+45%). Key
custs.: Hershey Food Corp., ConAgra Beef, Procter &
Gamble.
Resources Connection (Costa Mesa, CA, 1996, public).
Empl.: 1,175 (+1); revs: $202.0 million (+11.2%). Key custs.:
N/R.
Key Problems Solved: Helps companies achieve their
supply chain management objectives by providing skilled
professionals and customized solutions.
Key
Differentiators: Uses the experience and business acumen of
company's professionals in the areas of supply chain management,
internal audit, information management, finance & accounting,
human resources
SAS (Cary, NC, 1976). Empl.: 9.229 (+2.4%); custs.:
1,000+; impl.: 24 wks; train.: 2 wks; payback: 6-12 mnths; svcs.:
80%. Key custs.: Alcon, American Honda, Bayer CropScience.
Key
Problems Solved: Turning data into unique demand, supply,
operational and customer insights, supply chain intelligence
delivers strategies to improve quality, profitability and customer
satisfaction.
Key Differentiators: Customized performance
management, supplier ranking and pricing optimization; high-level
analytics: forecasting, optimization, advanced statistical routines,
data mining and modeling, and ad-hoc reporting.
SciQuest (Research Triangle Park, NC, 1995, public).
Empl.: 90 (+10%); revs: $6.6 million (+1.5%); custs.: 49 (+250%);
impl.: 16 wks; train.: 3-5 dys; payback: within 1st yr; svcs.: N/R.
Key custs.: GlaxoSmithKline, Biogen Idec, University of
Pennsylvania.
Key Problems Solved: Modular applications
automate the source-to-settle process. On-demand solutions integrate
organizations with their suppliers to enable spend
management.
Key Differentiators: When used with the
SciQuest Supplier Network, these solutions help reduce redundant
tasks and maintain data integrity throughout the cycle of finding,
acquiring and managing goods.
SeeBeyond Technology Corp. (Monrovia, CA, 1989, public).
Empl.: 670 (-12.6%); revs: $137.8 million (-9%); custs.: 1,900
(+6.70%); impl.: 12-24 wks; train.: 2 wks; payback: 6-12 mnths;
svcs.: 18%. Key custs.: Lockheed Martin, Emerson, Pfizer.
Key
Problems Solved: Helps organizations deploy enterprise-scale
end-user composite applications built on existing infrastructure to
enable single customer view, multi-channel/multi-product view,
real-time stock management and IT operations convergence.
Key
Differentiators: Provides the industry's first fully integrated
platform for the development and deployment of composite
applications.
Servigistics (Atlanta, GA, 1999). Empl.: 85 (+60%);
custs.: 30 (+13%); impl.: 12 wks; train.: 4 wks; payback: 12 wks;
svcs.: N/R. Key custs.: Toshiba, Subaru, Dell.
Key Problems
Solved: Global service parts management solutions enable
companies to transform their service supply networks and reduce
cost, increase profitability, and drive customer loyalty to new
levels.
Key Differentiators: Less expensive, fastest
implementation, quicker ROI, leading technology, supierior executive
team, excellent marketing
Silvon Software (Westmont, IL, 1987). Empl.: 74 (-4%);
custs.: 520 (+4%); impl.: 4 wks; train.: 1 wk; payback: 6 mnths;
svcs.: 20%. Key custs.: Dean Foods, Red Gold, AAi.Foster
Grant.
Key Problems Solved: Helps customers improve supply
and demand forecast accuracy by 10-30%, reduce inventory investments
by 2-25%, and drive sourcing-related cost reductions of
5-15%.
Key Differentiators: The only enterprise
performance management solution suite designed specifically for
manufacturers and distributors, helping them measure performance and
predict problems driven by operational or fulfillment
processes.
SSA Global (Chicago, IL, 1981). Empl.: 3,800 (+100%);
custs.: 13,000; impl.: 2-6 mnths; train.: 4 wks; payback: 6-8 wks;
svcs.: 1:1. Key custs.: Americold, Publix, Georgia
Pacific.
Key Problems Solved: SCM fuses the demand chain
with the supply chain to forecast demand, take an order, give
accurate promise date, manufacture the right goods, position
inventory properly, pick, pack and ship efficiently while
maintaining optimal inventory levels.
Key Differentiators:
SCM strategy is to deliver robust solutions that address the key
requirements of customers and prospects at a competitive price,
while extending the value of their existing technology
investments.
Staples Contract (Framingham, MA, 1986,
public). Empl.: 60,000 (+3%); revs: $13.2 billion (+14%); custs.:
60,000+ (+26%); impl.: 3 dys; train.: 1 dy; payback: immediately;
svcs.: N/R. Key custs.: Keane Inc., Plastipak Inc., University of
Maryland.
Key Problems Solved: Improves overall supply
chain, drives costs , out of processes, and increases average order
size and compliance. Changes purchasing behaviors to drastically
lower procurement costs.
Key Differentiators: Strives to
reduce a customer's total cost of, , procurement by 10-15% and cut
implementation time with any e-procurement system.
Talaris (San Mateo, CA, 2000). Empl.: 50+ (+20%); custs.:
N/R (+300%); impl.: 6 wks; train.: 1 hour/user; payback: 1-6 mnths;
svcs.: N/R. Key custs.: JDS Uniphase Corp., Genesys Labs (Alcatel),
Cingular.
Key Problems Solved: Provides visibility and
control over indirect services spend, driving savings of up to
20%.
Key Differentiators: Specifically built for services
procurement, on-demand web services based architecture, user-centric
interface, fast implementation.
Technical Services Associates (TSA) (Mechanicsburg, PA,
1983). Empl.: 14 (+0%); custs.: 350 (+5%); impl.: 8-12 wks; train.:
2 wks; payback: 9 wks; svcs.: 1:3. Key custs.: AXA Financials, Blue
Shield of CA, Farmers Insurance.
Key Problems Solved:
Increase visibility and accountability for entire request-to-pay
process, implementation of Lean Inventory Management, enable SCM
relationships and communications, integration with Financial/Budget
controls.
Key Differentiators: Experience – over 20 years
improving procurement/SCM; not a supplier, but a strategic partner;
services and software solution mold to customer's business.
Timogen Systems (Mountain View, CA, 2000). Empl.: 100
(+40%); custs.: 4; impl.: 6 wks; train.: 1 wk; payback: 1 mnth;
svcs.: N/R. Key custs.: Volex.
Key Problems Solved:
Software notifies manufacturers and distributors when issues occur
within their supply chain and provides solutions to resolve them
based on business objectives.
Key Differentiators:
Solutions are personalized, on demand action plans to resolve issues
within supply chains based on a company's business
objectives.
ToolsGroup (Boston, MA, 1993). Empl.: 38 (+8%); custs.: 80
(+25%); impl.: 8 wks; train.: 8 wks; payback: 6 wks; svcs.: 50%. Key
custs.: BP Castrol, Colgate Palmolive, Delphi.
Key Problems
Solved: Offers inventory optimization software for distribtuion
chains, from finished goods assembly to end user
Key
Differentiators: Focused on "distribution intensive" verticals,
such as consumer goods, aftermarket parts, downstream process and
retail. Company has one of the largest worldwide installed bases of
any inventory optimization vendor.
TradeCard (New York, NY, 1998). Empl.: 105 (+10%); custs.:
750 (+32); impl.: 4-6 wks; train.: 1 wk; payback: 3 wks; svcs.:
100%. Key custs.: Wolverine World Wide, Linens 'n Things, JC
Penney.
Key Problems Solved: Replaces "financial supply
chain" paper documents with electronic Web-hosted platform, cutting
paper-related errors, bureaucracy and costs.
Key
Differentiators: No competitors (ie that are
bank/partner/software neutral); critical mass ($1B dollars processed
last year, $5B likely in '04); 6-week installation, 3 months to
ROI
TradePoint Systems (Nashua, NH, 1972, public). Empl.: 85;
revs: $50 million; custs.: 650+. Key custs.: Oracle, General Motors,
Menlo Worldwide.
Key Problems Solved: Global trade
execution and management solutions automate and expedite the
compliance, documentation, clearance and tracking of goods and
services moving internationally.
Key Differentiators:
TradePoint's experience and expertise in providing integrated
solutions that streamline processes to expedite cross-border trade
with a rapid ROI.
TradeStone Software (Gloucester, MA, 2003). Empl.: 21
(+262%); custs.: 3 (+300%); impl.: 26-39 wks; train.: 0 wks;
payback: 12 wks; svcs.: 1:2. Key custs.: Ocean State Job Lot, The
Children's Place.
Key Problems Solved: Collaborative
e-sourcing software enables companies and their suppliers to
mainstream international trade as a key part of their
business.
Key Differentiators: Software eliminates
redundant databases, extensive integration efforts and expenses;
leverages current technology with fill-in-the-gap functionality; and
eliminates face-to-face training of supply chain partners.
TrenStar (Englewood, CO, 2001). Empl.: 185 (-7%); custs.:
200 (+15%); impl.: 8 wks; train.: 2 wks; payback: 0 wks; svcs.:
included in per use fee. Key custs.: Goodyear, Carlsberg-Tetley, Bon
Secours.
Key Problems Solved: Global provider of mobile
asset management solutions makes sure mobile assets (beer kegs,
IBCs, medical equipment, other high value containers) and their
contents get where they need to be and return.
Key
Differentiators: Sole source solution for technology, RFID,
logistics services and asset management for a single, predictable
"per-use" fee. Typically takes ownership of clients' assets so there
are no large upfront costs, and they receive capital that had been
trapped in supply chain assets.
Upside Software (Edmonton, AK, 2000). Empl.: 75 (+60%);
custs.: 45 (+50%); impl.: 6 wks; train.: <1 wk; payback: 6 wks;
svcs.: 65%. Key custs.: Microsoft, Burlington Northern and Santa Fe
Railway, Hewlett-Packard.
Key Problems Solved: Supplier
relationship management, agreement/contract event management, sales
and delivery management, risk and performance management, compliance
management
Key Differentiators: Flexibility in configuring
to customer business requirements without customization, sourcing to
settlement functionality, global operation support
Valdero (Palo Alto, CA, 2000). Empl.: 50 (+0%); custs.: 6
(+50%); impl.: 12 wks; train.: N/R; payback: 3 mnths; svcs.: 1:1.
Key custs.: AFC, Network Equipment Technologies Inc., Enterasys
Networks.
Key Problems Solved: Enables real-time inventory
visibility in multi-tier supply chains. Accelerates order
fulfillment performance by managing supply-demand balancing in
response to sudden changes in demand.
Key Differentiators:
Pre-packaged solutions for closed-loop detection of unplanned
events; causal analysis, guided recommendations and transactions to
realign; execution in real-time; ability to source data across
multiple tiers and systems.
Varsity Logistics (San Francisco, CA, 1989). Empl.: 34
(+10%); custs.: N/R (+25%); impl.: 2-4 wks; train.: 2 hrs; payback:
5 mnths; svcs.: 30%. Key custs.: LL Bean, The Sharper Image, ATC
Distribution Group.
Key Problems Solved: Eliminate expense
and inefficiencies of carrier systems; automates shipping processes;
pre-built integration to ERP systems; fast ROI, leverage iSeries
investment to centralize software management and support; ongoing
carrier certification; single source for all shipping
transactions
Key Differentiators: The leading provider of
ISeries-based shipping systems. Software supports full spectrum of
parcel, truckload and LTL shipments. Certified by all major
carriers. Deployed in 1,000+ distribution centers
Verian Technologies (Charlotte, NC, 1996). Empl.: N/R
(+33%); custs.: 100 (+15%); impl.: 8-14 wks; train.: 2 wks; payback:
6-12 wks; svcs.: 1:1. Key custs.: Allstate Insurance Company of
Canada, BB&T, Radiologix.
Key Problems Solved: Help
companies save money, time and ensure compliance by providing
analysis on who is spending, how much, on which items and with which
vendors.
Key Differentiators: Capture all expenditures
from purchase orders, work orders, non-PO invoices, and
reimbursables in one Web-based system; powerful, flexible reporting
tool provides highly actionable information.
Wesupply (Detroit, MI, 1999). Empl.: 50; custs.: 100;
impl.: 12 wks; train.: 1 wk; payback: 6 wks; svcs.: N/R. Key custs.:
FDL, Kenegrade, Cott.
Key Problems Solved: Allows
organizations to enable innovative collaborative processes, for
example, VMI, Collaborative Ordering and Returns Management across
an enterprise, trading partner network and customers.
Key
Differentiators: On-demand: No software, no hardware, no network
tools, no database, no integration tools, no major internal project
team, no maintenance and no upgrade problems = minimal risk.
XPORTA (Santa Clara, CA, 1999). Empl.: 25 (+0%); custs.:
13; impl.: 30 dys; train.: 5 dys; payback: immediately. Key custs.:
Ingersoll-Rand, Rockwell Automation.
Key Problems Solved:
Solutions solve the problem of missed reveune opportunity and the
risk of serious legal ramifications stemming from inaccurate
measurement of the total cost ownership of goods sourced
internationally.
Key Differentiators: Global Trade
Intelligence, combined with software analytics, offers a solution in
which companies can access up-to-date trade information on the
countries of all possible supplier or assembly partners, and conduct
cost modeling scenarios to make the best sourcing decision.
Yantra (Tewksbury, MA, 1998). Empl.: 240 (+10%); custs.:
40; impl.: 26-52 wks; train.: N/R; payback: N/R; svcs.: 1:1. Key
custs.: Best Buy, DHL, Motorola.
Key Problems Solved:
Provides retail-time visibility of orders, inventory and shipments
across multiple channels, and reduces the order-to-cash cycle.
Company's customers enhance their customers' experience and operate
more efficiently.
Key Differentiators: Full suite of
applications on a single data model and purpose built for the
networked supply chain. Process-centric approach to flexibly
managing orders, inventory and shipments.
To nominate a company for the 2005 Supply & Demand Chain
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