Demand-supply chain management: systems implications in an SME packaging business in the UK

This article examines the introduction of new computer software in a small packaging company (Contrapak Ltd) in the UK and how the need to manage demand as well as supply radically affected project scope. The initial project focus was packaging line scheduling and associated human resources planning. However, as the project progressed, it became clear that managing both demand and supply chains simultaneously was essential to improving efficiencies and ensuring planning could respond effectively to demand. This led to a significant redefinition of project scope and the procurement and implementation of a full Enterprise Resource Planning (ERP) system. [Received 31 October 2010; Revised 25 April 2011; Accepted 14 July 2011

E-business and process change: two case studies (towards an assessment framework)

Purpose The purpose of this research paper is to explore the impacts of e-business technology adoption at process level in SMEs. Methodology/approach The paper reviews a range of literature and mainstream models relating to e-business impacts in SMEs and then focuses on two in-depth case studies. The cases draw their empirical material from the involvement of the author in e-business project management in these two companies.. Findings The two case studies show significant impacts of e-business technology at process level. They also illustrate that contrasting information systems strtaegies can be equally successful in embracing e-business process change. Originality/value The value of the case studies lies in their originality and the paper highlights the potential impacts and benefits of e-business at process level

E-business and process change: two case studies (towards an assessment framework)

Purpose The purpose of this research paper is to explore the impacts of e-business technology adoption at process level in SMEs. Methodology/approach The paper reviews a range of literature and mainstream models relating to e-business impacts in SMEs and then focuses on two in-depth case studies. The cases draw their empirical material from the involvement of the author in e-business project management in these two companies.. Findings The two case studies show significant impacts of e-business technology at process level. They also illustrate that contrasting information systems strtaegies can be equally successful in embracing e-business process change. Originality/value The value of the case studies lies in their originality and the paper highlights the potential impacts and benefits of e-business at process level