BOSTON, MA--(Marketwire - Sep 21, 2011) - Aberdeen Group, a Harte-Hanks Company (
"ERP in Automotive," prepared by Kevin Prouty, Research Director, Enterprise Applications, explores the unique needs and requirements that affect an automotive supplier's Enterprise Resource Planning (ERP) strategy. These requirements are influenced by the relationship the supplier has with either the Original Equipment Manufacturer (OEM) customer or the supplier customer one level up in the tiered chain. The questions any automotive supplier needs to ask in relation to their ERP strategy include 'how old is my ERP system,' 'is my organization structured properly to drive ERP performance accountability,' and 'does my ERP system support the Lean and continuous improvement processes of my organization?' To obtain a complimentary copy of this report visit: http://www.aberdeen.com/link/sponsor.asp?spid=30410182&cid=7179&camp=2.
Also prepared by Kevin Prouty, "ERP's Impact on Human Resources: People are the Key to Top Performance" explores both how Enterprise Resource Planning (ERP) influences a company's overall performance, and the impact of HR on its overall ERP strategy. ERP is always used to track the cost of labor, but has only recently grown beyond tracking production hours to also managing HR activities like time and attendance, time-off management, talent management, and other customized functions, manually performed, or part of a dedicated HR system. However, it is more important to note that a company must prepare its organization for its ERP strategy, whether it is the initial implementation, or the ongoing support and continuous improvement of the ERP strategy. To obtain a complimentary copy of this report visit: http://www.aberdeen.com/link/sponsor.asp?spid=30410182&cid=7270&camp=2.
"Strategic Sourcing in the Euro-Area: Nordics on the Rise?," authored by Constantine Limberakis, Senior Research Analyst for Aberdeen's Global Supply Management research practice, analyzes strategic sourcing performance within three regions in the Eurozone that include Britain, Nordic Europe and Western Europe. By comparing these regions, one can identify the roles of culture, politics and economics in understanding the strengths and areas for improvement for strategic sourcing in these regions. According to Limberakis, "Nordic countries demonstrate strong experiences in establishing sourcing arrangements with vendors outside their immediate region and may be relying on strategic sourcing more than their peers. For instance, the importance of strategic sourcing is also demonstrated in perception, where 40% considered strategic sourcing is critical in the Nordic countries compared to 26% in the UK and 12% in Western Europe." To obtain a complimentary copy of this report visit: http://www.aberdeen.com/link/sponsor.asp?spid=30410182&cid=7237&camp=2.
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