Documents » researches on plm for financial services.
Abstract: Today's usage of Decision Support Systems (DSS), combined with vetted PLM knowledge bases, allows organizations to save time and money, achieving better and more reliable/fully-documented decisions, a quantum improvement over the widely-used subjective process of selecting complex enterprise software...
Abstract: The future of the
PLM Suite will include more applications that cover product-related functionality and further expand the benefits available. As the
PLM Suite matures, companies will benefit from increased functionality and increased integration between business processes. The ultimate expression of this more mature solution will result in a broad suite of focused, integrated applications that leverage a core of unified, structured product data - the
PLM Platform.
PubDate: 12/30/2003
Abstract: Promising to transform the way products are developed, product lifecycle management (PLM) is one of the fastest-growing areas of technology investment for retailers and brands alike. But why should your company consider PLM? Find out why successful PLM implementations are initiated to support key strategic objectives, and how PLM can ultimately improve your profitability through enhanced operational efficiency.
Abstract: Automating finance processes—such as closing the books, reporting, and other labor-intensive processes—reduces finance costs. By streamlining financial processes, you can spend more time on higher-value responsibilities and help ensure your company has a competitive advantage. Find out about the financial solutions many financial managers are implementing to automate their financial processes and financial transactions.
Abstract: It may come as a surprise to you, but every organization that brings a product to market already has a product lifecycle management (PLM) system in place. And the choices as to which software tools or system an organization should employ in its initiatives should be entirely based on the review and assessment of its current PLM system.
Abstract: Upgrading to CRM solution increases value of relationships for financial services firm. ScotiaMcLeod (www.scotiabank.com) is the investment arm of Scotiabank, one of Canada's largest financial organizations with over $280 billion in assets. ScotiaMcLeod's financial advisors specialize in helping individuals and small business customers plan financial solutions for trusts, estate planning, borrowing and banking services. ScotiaMcLeod has more than 800 financial advisors working in 84 branches across the country. According to Chris Carter, Associate Director and Branch Manager for ScotiaMcLeod's North Vancouver office, the financial services sector is a people-driven business where customer service is critical to success.
Abstract: Product Lifecycle Management (PLM) solutions have to work with many other systems, not just ERP, so integration is not a new issue for PLM vendors. Most PLM vendors recognize the need for integration and have addressed the need in their toolkits. The additional work comes from integrating the concepts and semantics of one system to the next, if this business level integration has not already been provided between the two systems. This can be a big challenge for best of breed vendors, who may need to rely on systems integrators for much of this conceptual and semantic integration.
Abstract: There are two major genres of PLM solution: CAD-PLM and ERP-PLM. These two types have different integration capabilities, but the gap between them is shrinking thanks to various factors driving the market. Currently, however, the difference still matters in the solution selection process.
Abstract: Fax servers are essential for the financial services industry. Their reliability and security help transmit financial information quickly and safely. Financial institutions, however, also have workflow and document needs due to lots of back-office paperwork. Luckily, there are fax servers on the market that help financial institutions optimize workflow and business processes—organizing and reducing paperwork backlog.
Abstract: Initiatives to automate and streamline financial processes often focus more on reducing costs than adding value. Adding the kind of value you should have in your financial processes stands at the heart of a broader initiative known as governance, risk, and compliance (GRC). Learn why embedding the components of GRC within your financial processes can help you track financial flows and alert you when things might go awry.
Abstract: “Financial close” is a company’s ability to complete accounting cycles and produce financial statements for internal management and external legal reporting—and is still a key part of today’s global finance function. Do you know how to overcome the barriers to a fast, high-quality close? Discover solutions that can help you improve your close times and address the challenges of automating and testing internal controls.
Abstract: The
plm user landscape is changing
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Abstract: A Process PLM system must accommodate rapid, global deployment of the system. This need drives specific requirements to minimize both the start-up and the long-term cost of ownership of the system. This article, third in a series details those requirements.
Abstract: Companies that took an early adopter approach to PLM are beginning to show significant reductions in new product introduction lead times and to benefit from meaningful cost savings by executing a series of focused, high return projects
Abstract: Although CPM (aka EPM) starts with strong financial management, it will eventually extend beyond financial planning to almost all areas of corporate activity. Therefore, organizations choosing BI suites should consider both their financial management tools and future integration with key business-area solutions (for example, PLM, CRM, and SCM).
Abstract: To provide useful financial insight on projects, financial managers need to think about business strategy more like a series of options than a single projected cash flow. While the concepts of options are certainly familiar to most executives, the trick to valuing strategic choices lies in the complex and often overwhelming task of understanding the interaction between strategic options. This article provides a breakthrough planning approach for (1) rapidly realizing the business capabilities dictated by strategy (2) aligning process, technology and organization design and (3) through the financial lens of 'real options' shows how to quan
Abstract: In addition to traditional duties like financial planning, reporting, and governance, chief financial officers (CFOs) and financial managers are being tasked with more strategic responsibilities. Learn how the right data, performance management applications, and resources can help finance managers improve operational efficiency, ensure regulatory compliance, and control performance for maximized profitability.
Abstract: Financial performance management—often categorized as one aspect of enterprise performance management—can help chief financial officers (CFOs) maximize their companies’ profitability, protect against non-compliance, and optimize efficiency by ensuring delivery of information when it is needed, in context. Learn more about a solution that can help you adapt to rapid business change and predict future financial performance.
Abstract: As competition in the financial sector increases, many financial services providers are seeking ways to improve customer service and profitability through process efficiency. By developing rich integration between customer data and allowing that data to be managed by the business users, customer process management (CPM) enables financial services organizations to adapt to changing market demands and maximize their competitive edge.
Abstract: When it comes to US Sarbanes-Oxley Act (SOX) compliance, the role of financial information systems simply cannot be overlooked. This was recently underscored by a study naming 'financial systems and procedures' as the most common problem among companies disclosing material weaknesses. Indeed, this weakness has prompted organizations to take a deeper look at their business processes—and underlying financial systems.