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  • MEI Completes Management Buy-Out

    Majority owned by employees, the company continues growth while exceeding financial targets.
  • Land O'Lakes Deploys a Catalyst for Change

    Historically,Land O' Lakes ran as a holding company with many separate entities. Over time,this resulted in an overly complex IT environment. In 2005,a strategic decision was made to move toward an operating company mode. Here, two company VPs give an exclusive update on Project Catalyst'sprogress.
  • Kraft, Food Lion Talk Data Sharing

    Both retailers and suppliers see the value of data sharing, but there is still a long way to go before benefits are realized. Proving there are exceptions to this rule, Kraft Foods, Delhaize America and Bozzuto's gathered to lend real-world context to the findings of the first annual Shared Data Study. Learn about their winning data sharing programs here.
  • Rebranding Gone Wrong: Gap Keeps Old Logo

    The Gap Inc. reverted back to its iconic blue box logo just one week after rolling out an updated version on its Web site. This isn't the first time a rebranding effort caused loyal consumers to revolt. Here's a look back at two other major flops.
  • Foster's Gains Global View of Operations

    Mergers and acquisitions have caused Foster's to have a mix of enterprise resource planning systems and different methods for defining and processing key business data, such as information on customers and products.
  • Domino Sugar Puts SAP in the Cloud

    The largest producer and distributor of sweetener products in North America deploys Virtustream Inc.'s xStream Cloud platform to optimize its entire infrastructure, which includes a multi-thousand seat SAP enterprise application system.
  • Wal-Mart Boosts Production of Sustainable Products

    The retail giant launches an innovative new program to bring the latest generation of environmentally responsible products to consumers nationwide.
  • VANTAGE POINT: Exploring Shared Services for Customer Management

    As shared services units specialize in performing repetitive transaction based tasks, consumer companies can leverage the service model to perform tasks that require high-end business and consulting skill sets that may not be widely available in the organization.
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