曼哈顿纵横供应链软件市场 (ZT)

Popeye88

Hi Leader of SCM,

听说SSA EXE在上海有个代理商，是台湾公司，技术上比原厂还强呢。听说乐购DC、苏果都是他们的客户，前两天有个广州的猎头还向我打听认不认识一个姓郑的和一个叫Jason的，还有几个销售，据说都是那家公司的人，好像蛮认可的样子。

They are an OLD partner - over 8 years. Now many "support" of EXE's previous accounts already transferred to them. Why this company 技术上比原厂还强呢, becoz they have stable technical team (many staffs worked over 3 to 5 years)

log96

真理越辩越明，只要不是无理取闹我都支持！！！

anderson22558

最初由 执着的臭水沟 发布
[B]to:vigoro
     老大,你是不是这个行业里面混的?看来不太知道这些项目的情况,华诠好不好我不知道,但是这个项目和华诠的关系不大,你怎么拿人家的案子硬套在华诠的头上?你这和硬要把你老妈说成别人的老婆有什么区别?
     还有个问题,你是不是MA的? [/B]

呵呵，你还是不太清楚情况。出言粗鲁哦，比较没风度。

devote me to MA

最初由 执着的臭水沟 发布
[B]to:vigoro
     老大,你是不是这个行业里面混的?看来不太知道这些项目的情况,华诠好不好我不知道,但是这个项目和华诠的关系不大,你怎么拿人家的案子硬套在华诠的头上?你这和硬要把你老妈说成别人的老婆有什么区别?
     还有个问题,你是不是MA的? [/B]

看我的名字你就知道我和MA有关的。这里我想说的是，论坛是大家纯粹讨论行业应用的地方，不应该有广告或者恶意攻击别人的动机。对于TNT怎样了我不知道具体的内容，所以我只能看，但不能发表评论。这位仁兄这样说话，就太没教养了吧，从这个帖子来看－－你脸上分别写着”华诠”二字。我问你，如果“华诠好不好？”你都不知道，你又如何知道人家和哪个项目有没有关系呢？
     前面有人问到华诠的团队。我在南京知道，苏果确实是由华诠来实施EXE的，我不评论项目成功与否，确实团队里面有在产品上非常有经验的人（3～5年？）。不久前，在苏宁wms项目中有人非常肯定的说，华诠已经有重量级的团队成员离开，碰巧当时我在场，后来与MA上海谈到此事，基本证实，据说还与TNT还有关系呢。
     在我个人看来，代理的资源超过原厂不符合逻辑。代理的价值无非是中国市场的关系，或是某个行业的独到经验，那是原厂无法替代的东西。
    如果我有不符合事实的地方，请各位指正。

log96

最初由 devote me to MA 发布
[B]
这里我想说的是，论坛是大家纯粹讨论行业应用的地方，不应该有广告或者恶意攻击别人的动机。 [/B]

支持这个观点

汉字az

to Popeye88:

       非常感谢你的一番实在的忠告.
1,The successful "package" project needs to be considered 4 stuffs with 3 parties

2,有没有成功实施的希望呢? Yes, I think so. But it is difficult. That depends on so many elements.

关于第一点,我们在做项目的过程中有所体会,虽然不一定有你那么深刻,但有一定的意识.

那么关于第二点,因为目前我们公司的可行性已经论证完成,要建一个仓库(姑且也把它叫物流中心吧),所以摆在我们面前的就是怎么样来实施并确保成功了,所以,如你所说的,一个项目的失败有许多不同因素所致.但我想,一个项目的成功应该有许多相同的因素吧?

关于WMS的实施,有更好的建议吗?

leader of scm

最初由 Popeye88 发布
[B]Hi 汉字az朋友

Try to answer your questions:


You said you are a WMS需求者, then you should know what is WMS? If you don't know WMS的真正作用是什么, how you know you need WMS? And I think this is a typical problem for China User. They know they have Warehouse, they know they need the system due to the market competitive, they know if they have no more value-added service for their customers, they may lose the market share in the future.

So before you choose WMS solution, you need to understand what is your biz, what is your current operation flow? If your biz have specific process flow, like Phramacy Industry (that may follow China GMP or other Govenment Rules) or Gamment Industry or related Custom (In China, every port has their own custom rule). I suggest you look for experienced Logistics Software vendor to tailer made the solution for you. If your biz is a quite standard, like 3PL - electricity, frozen food...handle multiple warehouse, multiple storer. The WMS package is much better than tailor made. But that is not 100% choice, you need to consider many other elements. The successful "package" project needs to be considered 4 stuffs with 3 parties - 4 stuffs are "Budget", "Resource", "Time" and "Risk". 3 parties are "Customer/User", "Agent/Implementation Team" and "Vendor/R&D".

Why so much projects are failed, too many reasons are affected. E.g. the implementation site is in Beijing and Agent is in Sheung Hai and Vendor is in US or Singapore...etc. Every one know the RISK how's big. You still want to select this Agent or Vendor. Don't only believe the Sales "Sweet Mouth", you need to think and analyst about the Resource (People and Time), Budget and Risk from 3 parties, not only customer side.

TT or other projects also face to same issues. The final problem is "Budget - $$$". Who bear the extra cost? The extra cost include the changing the scope of project, "Add 1 Want 2"...When can complete the project? To Package Solution, this is critical. One US consultant one manday needs arround USD1,000 per day, To Customer, To Agent. It is a very big pressure for project implementation - "DELAY NO MORE"...even not yet ready also. To Vendor, they have not only 1 case in the year, they have limited resource, if project delay, they need to face the resource problem. Who pick up the extra cost? So be careful when some vendor or agent give you a BIG BIG discount, don'y Too happy eariler. Please analyst the RISKs from every parties, have enough margins to pickup the extra cost or not? Actually every project will have this extra cost, So I think this is normal cost (should put this extra cost in the project amount). In here, I don't want to talk too many. I think you can get my meaning.

Why DC (one of TMS package) failed? The real reason is Resource Planning. They have STRONG Sales Team ( Peak Period, they had over 10 projects on hand) but they have No One support the implementation. To Vendor, that is really sad. Not Easy...not easy...ahhhhhhhhh

有没有成功实施的希望呢? Yes, I think so. But it is difficult. That depends on so many elements. May be we can talk as new topic. [/B]

    景仰中！
  But the reality is, Sales always promise more and more to customer, and down  their quotation again and again. They always convince their boss that is the unique way to win the deal. Otherwise, the customer always dream of attracting the vendor investing more to him, even exceed the actually cost of project ,  becoze customer trust he would be the important demo site for the vendor, it is worth of investing more in for vendor. Who are  the losers? Vendor and Customer. Vendor run out of the project cost, be obliged to announce the failure  and get a  bad reputation; Customer waste their time, their resource and investment on project. Who is the winner? Bull shits-- sales man. He get commission from the deal, and add a good history on his career.
       When a sales man promise you more and more, and  down his quotation again and again. You must be taking care of him, for his honest and his motivation. That is the "Sweat Mouth",  but is very popular around us. Please remember the word "reasonable", everything should be reasonable, Bugets, Scope, Resource and so on.

Popeye88

To 汉字az,

关于WMS的实施,有更好的建议吗?

Could you describe your current warehouse situation? That will be easier to analyst.

takicheng

devote me to MA:
"确实团队里面有在产品上非常有经验的人（3～5年？）"

you seems think consultants with 3~5 years WMS experience are still green?
so I have a question for you and MA: how many years your consultants work in real WMS?
as I know, no on in MA implement team has more than 2 years experience (no including from USA) .

what do you think?

and don't talk to me about SUGUO, it's not your level.

Popeye88

Dear devote me to MA,

[B] you seems think consultants with 3~5 years WMS experience are still green? [/B]

I have not said 3 to 5 years experienced consultant still "GREEN". And I think the definition of "experience" is NOT ONLY measured by TIME, it should be depended on the solid experience which is real project experience. One warehouse man worked in Warehouse over 10 or 20 years, can you said he was an warehouse solution expert, i don't think so. Need to know what stuffs he exactly involved or what is his responsible. Do u agree?

[B] so I have a question for you and MA: how many years your consultants work in real WMS? [/B]

How do u know I have consultant team? [seem i have not mentioned before]

[B] don't talk to me about SUGUO, it's not your level. [/B]

I already worked in Logistics field over 10 years. Implemented over 20 projects. I am not sure what my level is? And would you tell me what level you are?

In here, I just want to share my experience to everyone. I think everyone should be respected, please aware your manner. Be gentle...My friend.