The document is a report from Cincom that analyzes the results of their survey of Australian complex manufacturers. Some key findings include:
- Business outlook for growth has declined compared to previous surveys, with over a quarter expecting no growth or decline and half expecting only 5% growth.
- Top pressures cited are growing revenue and reducing costs. A focus on improving sales and supply chain processes to address these pressures.
- Most businesses use ERP systems but adoption of newer technologies like BPM and mobile is lower. Satisfaction with current systems and lack of improvement plans suggests IT innovation is lagging other sectors.
- The report provides further details on the survey methodology and findings regarding industry trends, technology
IDC Manufacturing Insights Accelerating Business Change Through Next Generati...Anthony Robinson
EXECUTIVE SUMMARY
IDC Manufacturing Insights recently conducted a worldwide study of over 375 enterprises, across multiple discrete manufacturing sectors covering 12 countries, on behalf of Infor. The survey showed that:
● Complexity is dramatically growing, with market, operational aspects, and IT the main business areas that will grow significantly in complexity over the next three years. To beat complexity, manufacturers will need to improve and speed up their decision-making capability.
● Ineffective or inadequate IT is emerging as the single most critical barrier to mastering complexity. Discrete manufacturers also recognize that their current ERP systems have a number of limitations or weaknesses that hamper their ability to improve decision making.
Other findings were that:
● Modernizing IT architectures and business applications used to support new, customer-driven operating models is a priority for companies across all industry segments. Manufacturers now have the opportunity to simplify IT architectures by leveraging the four IT forces of mobility, social technologies, big data analytics, and cloud computing. We believe that those companies that are currently investing aggressively in these four areas will soon enjoy the benefits of higher revenue growth, improved profitability, and customer-led innovation.
● New, enterprisewide "operational ERP" is needed as opposed to mere "financial ERP." Operational ERP will encapsulate the most critical operational processes — customer order management, manufacturing operations management, and supply chain execution — in a tight, integrated, and coordinated environment based on the four IT forces.
● Manufacturers may be in for a shock when it comes to managing this IT change. They will realize that past investments in traditional technologies are now rapidly becoming redundant.
International Business Strategy Plan for a new or an emerging Start Up Chandandeep Singh
This document was created for academic purposes, however, it entails a detail oriented research and analysis to chalk out the components required for a company to develop its segment of customers in different markets of the world. The plan was scored by the instructor ambitiously commenting that the research, analysis and strategies used by author entitles this plan a contribution to the academic world of Business Studies.
IDC Manufacturing Insights Accelerating Business Change Through Next Generati...Anthony Robinson
EXECUTIVE SUMMARY
IDC Manufacturing Insights recently conducted a worldwide study of over 375 enterprises, across multiple discrete manufacturing sectors covering 12 countries, on behalf of Infor. The survey showed that:
● Complexity is dramatically growing, with market, operational aspects, and IT the main business areas that will grow significantly in complexity over the next three years. To beat complexity, manufacturers will need to improve and speed up their decision-making capability.
● Ineffective or inadequate IT is emerging as the single most critical barrier to mastering complexity. Discrete manufacturers also recognize that their current ERP systems have a number of limitations or weaknesses that hamper their ability to improve decision making.
Other findings were that:
● Modernizing IT architectures and business applications used to support new, customer-driven operating models is a priority for companies across all industry segments. Manufacturers now have the opportunity to simplify IT architectures by leveraging the four IT forces of mobility, social technologies, big data analytics, and cloud computing. We believe that those companies that are currently investing aggressively in these four areas will soon enjoy the benefits of higher revenue growth, improved profitability, and customer-led innovation.
● New, enterprisewide "operational ERP" is needed as opposed to mere "financial ERP." Operational ERP will encapsulate the most critical operational processes — customer order management, manufacturing operations management, and supply chain execution — in a tight, integrated, and coordinated environment based on the four IT forces.
● Manufacturers may be in for a shock when it comes to managing this IT change. They will realize that past investments in traditional technologies are now rapidly becoming redundant.
International Business Strategy Plan for a new or an emerging Start Up Chandandeep Singh
This document was created for academic purposes, however, it entails a detail oriented research and analysis to chalk out the components required for a company to develop its segment of customers in different markets of the world. The plan was scored by the instructor ambitiously commenting that the research, analysis and strategies used by author entitles this plan a contribution to the academic world of Business Studies.
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Rebecca Riley National Institute of Economic and Social Research & LLAKES, OECD Global Forum on Productivity UK Workshop, HM Treasury, London 14 October 2016
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This white paper discuss on building a supply chain beyond risks factors surrounding organization operations. Companies today work on several supply chain strategies to improve their supply chain.
Risk factors in as-is process and how to eliminate those risks.
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The sourcing and procurement function is increasingly mandated to contribute to the growth and agility necessary in these volatile and uncertain times. Its current operating models are, however, seldom able to deliver on these expectations—often lacking enough resources to tackle at scale emerging challenges, such as analyzing global and fragmented supply chain risks, as well as enabling frequent changes of company “perimeter” brought on by geographic expansion, M&A, and so on.
Internet today or the Information Technology industry has changed the entire scenario of all the different industries in the market. Communication today has become way easier also exchange of information, media and ideas is much faster and safer. All these can be attributes to the rapid development in the IT industry. E-marketing is one important feature of the IT industry. Environment in different parts of the globe and different people from different parts of the world has been connected with each other to a great with the help of the developing IT industry. Using this connection through the internet for a globalization in marketing is called e-marketing
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Rebecca Riley National Institute of Economic and Social Research & LLAKES, OECD Global Forum on Productivity UK Workshop, HM Treasury, London 14 October 2016
Presentation to outline the results from the second cycle of Oracle EPM Index research, which analyses progress in Enterprise Performance Management in 800 European and North American businesses
Companies’ perception toward manufacturing execution systems IJECEIAES
The use of information systems in manufacturing sector is very crucial to reach a high level of operational excellence and improve companies’ competitiveness. The use of such systems will definitely increase in the upcoming years, considering the digitalization strategies. Manufacturing execution systems gained a lot of attention in recent years due to showcased benefits in production management operations. Companies that adopted such systems witnessed an increase in process efficiency and enhancements with regards to cost savings and products quality. This paper seeks to analyze what makes the usage of manufacturing execution systems successful among manufacturing companies. We analyzed how the integration capabilities of such systems with other business applications and the company profile impact their usage and consequently the perceived benefits. A case study was conducted with 51 manufacturing companies and data were analyzed using partial least square structural equation modeling technique. The results confirmed the positive and significant impact of the company profile and solution integration capabilities on system usage. In addition, a ranking of solution modules importance for companies was also provided.
This white paper discuss on building a supply chain beyond risks factors surrounding organization operations. Companies today work on several supply chain strategies to improve their supply chain.
Risk factors in as-is process and how to eliminate those risks.
“Industrialization” of sourcing and procurement operationsGenpact Ltd
The sourcing and procurement function is increasingly mandated to contribute to the growth and agility necessary in these volatile and uncertain times. Its current operating models are, however, seldom able to deliver on these expectations—often lacking enough resources to tackle at scale emerging challenges, such as analyzing global and fragmented supply chain risks, as well as enabling frequent changes of company “perimeter” brought on by geographic expansion, M&A, and so on.
Internet today or the Information Technology industry has changed the entire scenario of all the different industries in the market. Communication today has become way easier also exchange of information, media and ideas is much faster and safer. All these can be attributes to the rapid development in the IT industry. E-marketing is one important feature of the IT industry. Environment in different parts of the globe and different people from different parts of the world has been connected with each other to a great with the help of the developing IT industry. Using this connection through the internet for a globalization in marketing is called e-marketing
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Manufacturing is a challenging business – no matter what you make. However, if you sell, make and service highly engineered products based on customer-specific proposals, contracts or projects, you operate in one of the most complex business environments anywhere. The Cincom Business Suite, an advanced version of Microsoft Dynamics, has Advanced Bidding and Estimating capabilities that are uniquely tailored for these manufacturers.
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In this presentation, see how you can solve some of complex business requirements with Oracle Data Integrator's flexibility and ease of usage features.
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As humans, we never fail to think that we are highly intelligent beings, and that we are mentally superior than any other creatures found on Earth.
Well, that...... may be true.
However, we can be equally stupid and dumb too.
Worse still, we don't even realize it - in terms of how we can make erroneous judgments, decisions and choices, based on how our mind processes and filters information, as well as how our belief system works.
As intriguing and exciting this topic is to me, I find it difficult to illustrate the concepts involve, and that took me nearly 6 months to complete this work. (The Planning Fallacy in play?!) Throughout writing this deck, I've made a total of 8 major revisions before coming to this final piece.
I hope you'll find this deck both interesting and useful!
Pursuing a Single Version of the Truth, From Product Creation to Service
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The paper highlights how today's fast-paced business environment calls for industrial equipment manufacturers to increase the speed of decision making along the entire product life cycle, from concept to design, from engineering to manufacturing and to service.
IDC Manufacturing Insights suggests industrial equipment organizations modernize their IT landscape to speed up decision making, streamline business processes, and break organizational silos. To do so firms will have to create a unique platform that — supporting the entire product life-cycle process, end to end — offers a single data source from product creation to service.
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Production monitoring market is projected to register a moderate 9.8% cagr in...DheerajPawar4
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Production monitoring market vendors by share & growth strategies 2023DheerajPawar4
[188 Pages Report] To provide detailed information about the major factors (drivers, restraints, opportunities, and industry-specific challenges) influencing the market growth
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Dealing with chaos - 4 steps to manufacturing success, white paper, ERPGodlan, Inc
White Paper - Dealing with chaos - 4 steps to manufacturing success
About Godlan Inc.
For over 20 years, Godlan has worked with Manufacturers and Distributors of all shapes and sizes. Our team of consultative professionals boast many certifications including MBA, CPA, CPIM, as well as having an average of 10 years of manufacturing and operations management per individual.
Over the years single Godlan has implemented hundreds of manufacturing execution systems and performed countless data conversions. We have gained a deep knowledge base of best practices by working with customers worldwide. Godlan consultants know the industry, understand the challenges, and have first-hand experience with solving organizational problems.
This experience combines with a commitment to success by providing solutions that are tailored to the company's individual needs. Godlan is proud of the relationships it has with its customers and understands that maintaining those relationships is as important as providing effective, real-world business solutions.
Specialties
:
Manufacturing Performance Consulting, Discrete Manufacturing Software, Manufacturing ERP, Accounting Software, Furniture, Aerospace & Defense, Automotive, Chemical, Equipment, Food & Beverage, Medical Device, High Tech & Electronics, Industrial, Fabricated Metals, Made to Order, Discrete
www.Godlan.com
586-464-4400
Discussion of the key strategies that remain in place from prior year for addressing tough economy and need to find profitability and differentiation in a competitive market.
globalaviationaerospace.com
Key Business and Technology Trends in Aerospace and Defense
Pricing pressures and government regulations affect R&D
Demand for product innovation and modernization grows
Cybersecurity threats and costs rise
Skills shortage continues
INDUSTRY ANALYSIS One of the major competences that str.docxcarliotwaycave
INDUSTRY ANALYSIS
One of the major competences that strategic managers need is the ability to define their business, conduct an effective industry analysis,
and identify the "key success factors" for firms competing in their industry. This brief note discusses the steps most often found in a
solid analysis of an industry.
A.DEFINE THE INDUSTRY.
The boundaries for an industry analysis are determined by the markets and products that best describe the domain of the industry. Once
you fully understand the business segment that is to be analyzed, you are in a position to identify the capabilities required to participate
successfully in that industry, and the competitors that are likewise able to effectively target the same business segments. These
elements set the parameters for understanding and analyzing the industry. As industries converge and shift, business definitions become
more difficult. In virtually all industries, consumers are becoming more demanding for customized products and services. These
demands encourage the development of innovations, products, and competitors.
B. DESCRIBE THE INDUSTRY STRUCTURE.
For each product-market segment, an industry analysis will describe the "five-forces" of competition. The five forces discussed briefly
below predict the long run profitability of an industry and are an important first step in analyzing the industry once it has been identified.
1. Bargaining Power of Buyers: This primary force comes from the customer segments that make up the markets in which firms
compete. The size and importance of customers influences their power to negotiate prices and terms that reduce the overall
profitability of the industry. The sizes and types of buyers present in an industry determine their potential influence on product
development and influence the level of competition to be found in the industry.
2. Intensity of Rivalry: A second force comes from the competitors and the ways they compete. Each competitor offers a set of
products and services that attempts to provide higher value to the product-market segments they address. Strategies can be
designed to provide combinations of higher performance, more fashion and features, higher quality, or lower price. Increased
rivalry always leads to price or service competition that reduces the profitability of the industry.
3. Bargaining Power of Suppliers: A third influence on the profitability of an industry comes from its suppliers. In some industries,
suppliers might control critical inputs that can affect all firms’ ability to compete. Analogous to Bargaining power of Buyers,
whenever suppliers are large or few, their leverage tends to be high. Limited access to critical factors of production, equipment,
materials, or components can increase prices and accordingly limit profit potential.
4. Threat of New Entrants; a fourth force represents the ease with which a new competitor can compete for exi ...
Manufacturing is a major contributor to GDP and employment provider in many countries. Both large and MSME are facing effects of global downturn which has made survival a test for many. With customer gains becoming far and few many companies worried about growth and profitability. Browne & Mohan consultants in this paper present the approach manufacturing companies should use to turn around profitability and survival.
A new kind of industrial revolution is upon us, as digital technologies redefine business strategy and operational execution. Executives are under pressure to innovate and make smart investments in game-changers like the Internet of Things (IoT), mobility, cloud computing and analytics. Challenges remain, such as talent issues, data security and more. And while some industries are embracing a transformation agenda – redefining core processes and creating new business models for competitive advantage – others are lagging behind. What can executives do to stay at the forefront of the digital operations revolution?
CSC's 2015 Aerospace and Defence Market Survey (in association with AIA)Pavandeep Virk
Perspectives of A&D Leaders on Key Business
and Technology Trends:
- Pricing pressures and government regulations affect R&D
- Demand for product innovation and modernization grows
- Cybersecurity threats and costs rise
- Skills shortage continues
Pav Virk
pvirk@csc.com
CSC - 2015 A&D Survey (in association with AIA)Pavandeep Virk
Perspectives of A&D Leaders on Key Business
and Technology Trends:
- Pricing pressures and government regulations affect R&D
- Demand for product innovation and modernization grows
- Cybersecurity threats and costs rise
- Skills shortage continues
Pav Virk
pvirk@csc.com
Similar to 2014 Australian Complex Manufacturing and Enterprise Technology Benchmark Report (20)
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2014 Australian Complex Manufacturing and Enterprise Technology Benchmark Report
1. 2014 Australian Complex
Manufacturing and Enterprise
Technology Benchmark Report
WHITE PAPER
Cincom In-depth Analysis and Review
SIMPLIFICATION THROUGH INNOVATION®
3. 1
Preface from Greg Mills,
Cincom ANZ Country Manager
Cincom Systems of Australia is pleased to release its second survey of Australian complex
manufacturers. This segment of the Australian market is comprised of highly innovative
industries that produce and distribute products in the defence, heavy/industrial
equipment and medical spaces. The purpose of the survey is to monitor ongoing trends
in the industry so that decision-makers can compare their positions in respect to the
challenges facing the broader industry group.
The report also reveals certain trends in how
manufacturers see the Australian market and the
problems that they face. Of particular interest are the
expectations of business growth and the top priorities
facing organisations.
Compared to the results of the previous survey, it appears
that the business outlook for manufacturers is not
improving with a decline in the expectations for growth
and increasing challenges in keeping costs under control.
As reflected in the responses, more businesses are now
focusing on the issues of business execution in improving
the sales and supply-chain process and less on planning.
On the information-technology front, the majority of
businesses are running Enterprise Resource Planning (ERP)
back-office systems. However, some of the newer IT
technologies such as business process management and
mobile solutions are in use at less than a quarter of
manufacturing businesses. The pace of IT innovation in
manufacturing appears to be lagging behind other sectors
since there is a reasonable level of satisfaction with current
systems, and the majority has no plans for improvement.
Cincom intends to conduct future surveys that will
provide a longer-term view of the trends for complex
manufacturers. I would like to thank all of the
participants who contributed to these survey results.
A more detailed analysis is provided on the following pages.
4. 2
Introduction: Australia’s
Changing Economy
The Australian economy has experienced some
enormous changes over the past year. The high Aussie
dollar has been the final blow for many manufacturers,
and along with regulatory concerns, has increased the
challenges in keeping costs under control. Additionally,
in September, the Australian Labor Party suffered a
historic defeat when the country elected a coalition
government. Currently, the political climate is in flux
whilst waiting to see what this will mean to all areas of
public policy.
However, we do know that despite the above factors:
• Consumer confidence, an indicator designed to
measure the degree of optimism consumers have about
the overall state of the economy, is rising, increasing to
110.35 in November (up from 102.2 in June).
• Interest rates have come down from 3.5 per cent last
June to 2.75 per cent with expectations of further cuts
before the end of the financial year.
• The Australian dollar has fallen to around US90 cents,
which will relieve pressure on struggling industries
such as manufacturing, education services and
tourism, all of which are significant employers.
So the logical question here is: Why do businesses have
a general lack of confidence? Lack of confidence is
typically consistent with firms being uncertain about the
future and therefore avoiding risks in their decisionmaking. Structural changes in the economy, the
previously high exchange rate, the political environment
and increased regulatory burden are all likely causes that
have affected the willingness of some firms to expand.
The Outlook for Complex Manufacturers
Where does complex manufacturing fit within this
changing economy – and what’s the outlook for business
growth in 2014 and beyond? Complex manufacturers’
products are highly engineered to custom order
requirements, such as those in the following industries:
• Industrial equipment and machinery
• High technology, electronics and medical devices
• Transportation equipment and vehicles
• Aerospace and defence equipment and systems
Common to these businesses is that their products are
based on customer-specific proposals, contracts or
projects that require deeper functionality than massproduction manufacturing. Strict regulatory compliance
and quality control issues, higher costs and demanding
worldwide distribution requirements are just a few of the
challenges facing highly engineered manufacturers and
contributing to the often razor-thin margins of this
manufacturing segment.
Process improvement, automation and business-issue
simplification can greatly improve the complex
manufacturer’s entire enterprise. As business complexity
increases, the need for an effective ERP system to tie it
all together also increases. According to industry
experts, ERP and related systems will continue to evolve
to suit business needs and will remain highly relevant
throughout 2014.
5. 3
How Is the Role of IT Changing in
Complex Manufacturing?
IT is responsible for the leadership, coordination and
implementation of technologies, systems and related
activities, often for a global multi-organisational
structure. As economies, markets and customer
demands change, it’s no easy feat to stay on top of the
technologies needed to ensure business growth.
Technologies such as:
• 3D printing – This is not a new technology, but over
the past few years, 3D printing has developed into a
real alternative to the traditional casting or machining
of parts and now has a real potential to disrupt many
of the notions we have about manufacturing and plant
operation. Some high-growth industries for 3D are:
medical devices, automotive, maintenance, repair and
overhaul (MRO) and aerospace markets – all part of
the complex manufacturing landscape.
• Incorporation of Configure, Price, Quote (CPQ) sales
functionality into traditional ERP systems – Advanced
configuration guides designed specifically for complex,
customised products – coupled with dynamic, real-time
pricing calculations tied directly into company financial
systems extend traditional core ERP functionality and
ensure fast, accurate quotes. CPQ capabilities integrated
with ERP functionality provide customers with exactly
what they ordered in a much more timely manner than
with traditional, siloed systems.
• Mobile device use for operations and warehouse
functions – According to a survey undertaken by
Cincom Australia in 2012, mobile is already in ERP.
Smartphones are connecting field sales to back-office
apps, and tablets are being used in field service to
help with diagnostics, part inventory and schematics
for complex products. But what about on the shop
floor? Ray Wang, CEO of Constellation Research, cites
three specific areas where mobility delivers potential
advantage: 1) safety, quality or compliance, 2)
information delivery and 3) approvals and routings.
More and more, workers are being asked to perform
multiple duties that require multiple applications and
wide-ranging data access. Together with ERP, mobile
devices are maximising the effectiveness of the employee
and consequently the entire manufacturing operation.
What’s needed is the ability to manage technologies
and systems for various sites, organisations and
subsidiaries by rolling them all into one central location.
How close are complex manufacturers to doing this?
Cincom’s Survey of This Unique
Market Segment
Cincom has been working with the world’s
manufacturing community for 45 years. Recently we
conducted a survey that looks specifically at this market
segment and identified some key insights for 2014.
Insights such as:
• The majority of respondents are driven by growing their
revenue and the need to reduce manufacturing costs.
• The method they are using to accomplish the above is by
focusing on business execution (improving the sales and
supply-chain processes) and focusing less on planning.
• On the information-technology front, the majority of
businesses are running Enterprise Resource Planning
(ERP) back-office systems. However, some of the newer
IT technologies such as business process management
and mobile solutions are in use at less than a quarter of
manufacturing businesses (even though many of these
newer technologies have great potential to reduce
manufacturing costs and improve revenue).
• The pace of IT innovation in manufacturing appears to
be lagging behind other sectors since there is a
reasonable level of satisfaction with current systems,
and the majority has no plans for improvement.
A more in-depth analysis of the survey results can be
found on the following pages.
6. 4
Industry Growth Analysis
There has been a significant shift in the respondents’
views on growth potential. It’s important to note that in
contrast to other reported business surveys, the growth
outlook for complex manufacturers has declined over
the past eight months rather than improved. More than
a quarter of businesses expect either no growth or
negative growth, and nearly half expect growth of only
around five per cent. The decline in growth expectations
of greater than 10 per cent is even more pronounced
with only 12 per cent of participants expecting growth of
greater than 12 per cent compared to nearly a third in
the previous survey.
Top Pressures
The majority of respondents cited their top business
pressure as “growing revenue” closely followed by
“containing cost,” which was only 7 per cent behind.
These two answers were also recorded as the top
pressures earlier in the year. This outlook could be
attributed to the respondents’ declining growth
expectations. Since the opportunity for business has
declined, there is a shift in focus from external,
customer-facing improvements to improving the
productivity of existing resources and containing costs
within the organisation. Of concern is that the internal
focus of business to contain costs may mean that
opportunities for growth through improved customerengagement processes may be lost.
The remaining responses were spread broadly across
other areas of business operations. Interestingly, the
issue that was recorded the least changed from
“improving supply-chain efficiency” in February to
“retaining staff” in November. “Supply-chain efficiency”
actually more than doubled from the previous survey
suggesting that improving processes in this area is
growing in importance for many businesses over the last
year, whereas “Retaining Staff” remains as a low-pressure
issue as labour market conditions ease for employers.
Other pressures mentioned in the recent survey include
shrinking market, marketing, budget, competition from
Asia, manufacturing process and exports.
7. 5
Strategic Improvement Focus
Current Systems Deployed
The majority of complex manufacturing and enterprises
today are focusing on strategies that will help their business
processes improve in the following areas: Sales, Supply
Chain, Planning and Product Design and Development.
Cincom’s benchmarking process measures the enabling
technologies and services that are currently deployed
within respondent companies.
In the February results, “Planning” clearly topped the list
of strategic priorities of businesses in the sample with
Sales and Product Design and Development well behind
in focus. The latest survey, however, indicates that
businesses have become broader in their strategic focus
areas. “Sales” processes topped the list for
improvement with 26 per cent followed by
“Warehousing and Supply Chain” at 20 per cent. This
complements the results above that saw Supply Chain
Efficiency increasingly becoming a key pressure.
Next to your responses, the following table shows the
percentage of composite industry benchmark that
currently has selected the technology in place.
The shift in focus to improved sales and warehousing and
supply chain is likely attributable to dealing with the
increasing competitive pressures that manufacturers are
facing. These pressures are coming from business
consumers demanding that businesses be easier to deal
with, the ability to source materials easily over the internet
and the ongoing competitiveness of overseas suppliers.
The majority of respondents have put in place the
standard “back office” and “front office” systems for
managing their organisations. Conversely it is still of
concern that over a third of companies surveyed have
not deployed these systems. In a follow-up question,
nearly 60 per cent of participants said that they have no
plans to deploy new IT technologies. This may be
attributable to a number of reasons including a lack of
knowledge of how business processes can be improved
by the deployment of new IT technologies or a cost
focus driving a lack of innovation in this area. As a call to
action in reviewing business processes, organisations
should consider how IT solutions can support businessprocess innovation and the demand of external
customers and employees to support the major trends
of BYOD (Bring your Own Device), customer portals and
anywhere/anytime computing.