Supply Chain Systems
We have years of experience working with
customers to squeeze costs out of their supply
chain. From System Design including issues such as
optimal flow to software/vendor selection - we have
the experience to drive additional ROI.
RFID Strategy
We've been involved in RFID since before RFID was
'cool'. Our founder, Mark Fralick, worked with
active RFID technology in the late 1980's and
managed the Advanced Development Group at RedPrairie
- the team responsible for their RFID solution. We
have actual experience implementing RFID systems and
can help in areas of software/middleware vendor
selection, selection of a product certification
vendor, and RFID network and operational
strategies. Look for columns by Mark Fralick in
Supply
Chain Digest on RFID and other Supply Chain
technology issues.
Temporary CTO/CIO Help
Our company has access to highly skilled
resources that can act as temporary Chief Technology
Officers, Chief Information Officers or Senior
Technical Architects. These are value-driven
resources with extensive experience managing large
IT/Development staffs.
Middleware Strategy
Middleware is a pretty loose term. There is
lots of it out there, and it covers lots of ground.
What is important is the context of what you are
going to accomplish. We have a framework for
evaluating the value of Middleware on the basis of
three dimensions: validity/applicability of segments
of functionality, short term risks, and long term risks.
Each dimension is then rated on a 5 point scale.
In the end, you have a very no-nonsense approach to
evaluating the choices. Coming
soon: Look for down-loadable whitepapers on RFID
Middleware.
Vendor Selection/Software Selection
Having been on the 'inside' of a
software/services company, we understand how the
sales process works in these companies. Let us use this to
your advantage. We can help you cut through
the hype, weed out vendor differences, help
negotiate meaningful deliverables and reasonable
fees, and create the
framework with the vendor and the IT/User community
for maximized ROI.
Due Diligence
We have experience in the role of trusted advisor in corporate
acquisitions. There are two typical
situations. The first is a technical 'sniff
test'. This is usually done before a Letter
of Intent (LOI) but after some rather serious
discussions have taken place. We would sign
non-disclosures with the parties involved and
perform, typically, a one day technical evaluation.
Since we have a framework for doing this sort of
thing - it can absolutely be done in one day.
The second is a more in-depth evaluation. This
is typically done after the LOI and as part of the
formal due diligence process. This can take
between two and three days to complete.
Contact us for samples of the deliverables from this
type of engagement.
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