|
An i2 Total Merchandise Management engagement begins with a strategic diagnostic that establishes key objectives, recommends strategies, and establishes best practices, process, and performance management initiatives. From there, i2’s results-focused engagement models, which are built on a continuous improvement framework, foster rapid and continued supply chain process innovation.
Traditional Software License and Implementation Services
The traditional software approach incorporates an on-site build model that can include integration with existing ERP and SCM systems. The next step is a rapid on-boarding process, with a diagnostic for each business line. When the i2 Total Merchandise Management solutions are up and running, i2 provides support and maintenance as needed, while the customer runs day-to-day supply chain operations.
i2 Operations Services
Customers can also leverage i2’s leading-edge knowledge and domain expertise through i2 Operations Services. Companies outsource supply chain processes related to merchandise management, bundling the services and solutions that they need. i2 Operations Services takes inventive, outcome-based approaches to resolving merchandise management challenges—redesigning processes when necessary and implementing technology to reflect those process changes. Learn more»
i2 Business Content Library
While many vendors are beginning to deliver products that implement business process platforms using a Service-Oriented Architecture (SOA), most lack the depth of supply chain management knowledge that maximizes the potential of a single platform to design, test, and execute new or changed business processes. On the other hand i2, a leader in providing supply chain management solutions for nearly 20 years, is making its domain expertise and solutions available in SOA environment to offer companies a better, more flexible and enterprise-friendly way to manage their supply chains. Learn more»
Want to learn more? Contact Us, call +1-800-800-3288, or contact your nearest i2 sales office.
|
