Silicon Investor (SI) -- The First Internet Community

STOCKTALK

We've detected that you're using an ad content blocking browser plug-in or feature. Ads provide a critical source of revenue to the continued operation of Silicon Investor. We ask that you disable ad blocking while on Silicon Investor in the best interests of our community. If you are not using an ad blocker but are still receiving this message, make sure your browser's tracking protection is set to the 'standard' level.

Technology Stocks : Amazon.com, Inc. (AMZN) -- Ignore unavailable to you. Want to Upgrade?

To: Glenn D. Rudolph who wrote (117345)	2/11/2001 12:53:36 PM
From: Robert Rose	Respond to of 164684

Glenn, this post helps me put some of my qualms to rest for the moment. <g> As we continue to get slaughtered, it is encumbent upon us to acknowledge that at some level, there is still real there there. <gg> Disclaimer: Nice post full of wonderful content. Thank you.

To: Glenn D. Rudolph who wrote (117345)	2/11/2001 1:43:42 PM
From: GST	Read Replies (1) \| Respond to of 164684

Glenn: SCM covers everything from the time a product is a concept not even down on paper to the time it is delivered and serviced. The further back you go in the chain the higher the value-added. The "last mile" in the scm is the ordering process -- if you can simply go on-line, make a purchasing decision and order something, then the product is by definition a commodity and not mission critical (no matter how much of it you order). Where you find complex products, the critical part of scm happens months and years before delivery during the simultaneous engineering of an array of product/process design decisions. This is the software that makes or breaks companies and it is at this point where "mission critical" purchasing decisions are made and this is when supply contracts get locked-in. A supplier that does not participate in the design process is considered very, very low on the totem pole -- a commodity supplier. The software that hooks together suppliers of mission critical parts and processes from the earliest stages of design is the most critical piece of the scm software puzzle. This is the "killer app" around which everything else turns. Deep scm relationships lasting years and requiring full, tight integration of corporate strategies from the earliest stage of scm product/process design occupy center-stage in the real "new economy" -- the new economy based on constant improvements in productivity via increased product/process performance. People who understand that smile very broadly (as in ROTFLMAO) when scm is referred to as "ordering on-line" -- ARBA's specialty.