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This article discloses a method for providing both improved ease of use and new functionality while editing a document in a word processing program. This method involves utilizing an always-present on-screen pane that can contain user instructions and help as well as access to a variety of existing and new functionality. In a typical embodiment of this concept, code is written that works in conjunction with a word processor. In the general case, this add-in code starts executing when the word processing program is opened and continues to run throughout the word processing session. If desired, however, the add-in code can be associated with a particular type of document and in this case the add-in code runs only when that type of document is opened in the word processor. The code first constructs an on-screen pane that is anchored to one side of the main word processing screen and is vertically sized to match the word processing screen. This pane is always visible so that the user never has to hunt through the menu system to find what he or she needs. This pane is then filled with a variety of information and controls that give the user detailed and context-sensitive instructions that provide easy access to both existing functionality and entirely new functionality.

The article presents a discussion on the significance of embracing lean management principles, adapted from the book "Supply Chain Management Best Practices," Second Edition, by David Blanchard.

The article reports on the move by the corn-based starches and syrups producer Roquette America Inc. to track its transportation and logistics expenditures. It mentions that the company has decided to use a freight payment audit process to analyze its rail shipment information and payment records. According to Nancy Motley, the company's senior team leader, accounts payable, payroll and compliance, the ability to spot billing discrepancies have generated a significant amount to the company.

The article discusses the importance of a distributor's involvement in business operations in the U.S. According to Bill Moore of SKF Service Division, distributors have the ability to bring into play engineering assistance from their manufacturer suppliers. He adds that engineering assistance could be helpful in addressing problems including recurring equipment failure. He also asserts that distributors could produce written procedures governing a variety of key activities.

The article discusses the dos and don'ts of third-party logistics (3PL). In using 3PL provider, it is necessary to develop a key performance indicators (KPIs). It also suggests that establishing comfortable reporting schedule and insisting on logs or time stamps is also important. There are some points to avoid also in selecting 3PL provider, such as hesitating to sweat the small stuff, being afraid to draw comparisons and underestimating the power of positive reinforcement.

The article discusses measuring supply chain performance. With current economic instability, it is important to be efficient in measuring supply chain performance despite the process itself being daunting. Establishment of integrated metrics to monitor performance is what a manufacturer needs, according to Andrew Kinder, director of product marketing for supply chain management solutions with Infor.

The article discusses a study which reveals the evolution of supply chains into more intelligent and interconnected networks as risks in the marketplace increase in 2009 in the U.S. A study conducted by IBM Corp. noted that 70 percent of global supply chain executives said their first challenge is trying to make sense of overwhelming and fragmented data. According to the study, the greatest opportunities are in integrated enterprise resourcing planning systems that capture real-time visibility.

The article reports on the findings of a survey conducted by RiskMetrics Group LLC concerning the environmental friendly of manufacturers in the U.S. The study shows that only 17% of the respondent companies states that their boards receive climate-specific updates from management. Moreover, it asserts that climate change is a core business issue that all consumer and technology companies should focused on despite the recession.

The article offers information on the partnership between Haworth Inc. and Perkins Logistics to implement a new packing procedure in the U.S. The new scheme is advantageous to Haworth because it allows the company to ship 65% more products into Perkin's trailers and reduce the number of loads needed and elimate cardboard waste. According to Allegiant Global Services, the move undertaken by the company would reduce carbon dioxide emission by more than 283 metric tons

The article offers tips for manufacturing companies in the preparation of demand planning. It recommends creating an integrated plan that meets that demands of the customers and at the same time improves the role of the business. The plan must be aligned with the company's marketing events and promotional activities. The article states that good educational programs will help the employees understand their role and contribution to the realization of the plan.

The article reports on the consequences in offshoring products, with emphasis on the case of U.S. offshoring. Retired vice president of lean technology of pool equipment maker Hayward Pool Products, Paul Adelberg, says when a company goes offshore, that decision must be evaluated. He adds that a company should not allow itself to be stranded that they can not withdraw product when things change and a lot of things must be considered such as currency, exchange rates, freight and the marketplace.

A chart is presented that lists the warehousing & inventory costs and transportation costs in billions in the U.S.

The article offers tips on how to establish a better silo-free supply chain. They include knowing what kind of cultures that drive the organization and identifying the tools for the plan. The tools are the strategies and methods use to build, day-to-day, a culture that drives effective communication. In addition, it also important to implement a plan for a culture that encourages communication and demolishes silos by making an incentive effort for it.

The article reports that a number of manufacturers have indicated they plan to use the railroads to deliver their products in the U.S. According to analyst William Greene, rail transportation is three to five times more efficient than using trucks. He adds that manufacturers expect rates for less-than-truckload carriers to remain relatively flat.

The article focuses on changes in the global logistic landscapes found in a study conducted by Chris Morgan, a lead analyst of Datamonitor Inc.'s Logistics and Express division. Morgan explained that although China will continue to be the manufacturing hub of the world, other geographical regions will subtract from the country's market share. He predicts that supply chains will continue to diversify and the industry will be hit by the U.S. subprime market crisis.

The article presents the locations of lean-green warehouse networks in the U.S., published by Chicago Consulting. The consulting firm aims to help manufacturers and distributors determine the shortest distance between a warehouse and customers. They include those in Bloomington, Indiana, Ashland, Kentucky, Allentown, Pennsylvania and Summit, New Jersey. Terry Harris asserts that the best city to locate a warehouse is Bloomington for it provides the shortest distance to the U.S. population.

The article reports that the company SC Johnson & Son Inc., has created a system that optimizes truckloads in the U.S. This system allows the company to cut fuel usage and saved approximately $1.6 million by using 2,098 fewer trucks. Pat Penman, director of global environmental and safety actions at the company, explains that by focusing on a trailer's maximum weight can provide a huge opportunity to reduce energy consumption.

An interview with James Womack, founder of the Lean Enterprise Institute, is presented. Womack assesses the increased in interest in lean manufacturing in the U.S. He assesses the historical origin of lean manufacturing system in the automobile industry in Japan. He cites American companies that excel in lean manufacturing.

The article provides suggestions to manufacturers in the U.S. on creating supplier-relationship management strategies emphasizing compliance, conduct and strategic financing. Mutual relationship between a supplier and a buyer starts with identifying business needs. But this needs, according to Sara Ireton, assistant vice president with JPMorgan, should consider government regulations governing business transactions, as well as implementing alternative payment methods.

The article offers guidelines to managing suppliers effectively. Brian Mundy, managing director with consulting firm Management Logic, says that becoming skilled at managing suppliers will lead to a proactive solution of problems with them. He says that suppliers can be managed by following ten steps which include, among others, a review of supplier performance, analysis of areas and relationships that would profit from a supplier management process and identification of customer needs.

The article focuses on several forecasting fallacies that illustrate just how hard it is to predict the future with any kind of consistency according to Terry Harris, managing partner of Chicago Consulting. Forecasts are being blamed by marketing and sales organizations for poor customer service and lost sales. It provides a comparison between forecasting and stocking. It cites the most important aspects of any inventory.

The article discusses the importance of securing the supply chain. Supply chain consultant Rosalyn Wilson notes that despite improved security measures after the September 11, 2001 terrorist attacks, added disorders with greater impact are transpiring. Expansion of supply chains across different countries yielded greater collective risk and expensive security measures. Wilson stresses that companies should focus on security management on all their supply chain activities such as cargo security technology.

This article talks about the effect of supply chains failing to integrate with their suppliers and customers. According to the author, the time the goods sit at the ports can get longer based on the lack of integration between most manufacturers and their key supply chain partners. He said the longer the goods sit at the ports, the less attractive becomes the apparent labor savings overseas.

The article discusses the high costs on transportation and warehousing experienced by U.S. companies and offers the appropriate strategies to cope with such expenses. For 2005, transportation costs in the U.S. reached $583 billion. Transportation consultant Rosalyn Wilson states that the increases in fuel cost, capacity pressures and security requirement costs contribute to the rise of transportation costs. Relocation and diversification of warehouse, using of alternative landing points and local infrastructure developments are some of the strategies in reducing logistics cost.

The article focuses on the "Freight Pulse" survey of preferred transportation modes, conducted by equity research firm, Morgan Stanley in the U.S. The survey indicated that the only mode of transportation where manufacturers expected a rate increase is rail. Respondents also forecasted that freight volumes will continue to decrease. Morgan Stanley analysts, William Greene and Adam Longson, claimed that some companies shifted their freight from trucking to rail transportation.

The article focuses on the significance of upgrading the supply chain between suppliers and the consumers in the U.S. According to Jim Hilgendorf, buyer/planner of Cardiac Science Corp., the lack of attention from large molders is the problem faced by small to mid-sized original equipment manufacturers. Moreover, it notes the need to enhance the supply chain relationship through vendor-managed inventory and electronic data interchange.

The article presents the State of Logistics Report released by the Council of Supply Chain Management Professionals (CSCMP) concerning the impact of the economic recession on the logistics industry in the U.S. The report says that the 2008 recession has caused closures to trucking companies, with the cost of logistics dropped 3.5%. Author of the report and transportation consultant Rosalyn Wilson also explains the impact of auto plant shutdowns on the entire supply chain.

The article discusses the results of a survey of more than 300 information technology (IT) leaders conducted by talent solutions firm, Harvey Nash USA in 2009 in the U.S. The survey found the crucial role of information technology (IT) in the recovery of a business. It is noted that 90 percent of surveyed indicated that their companies are relying on their IT departments to improve competitive advantage through innovation.

The article focuses on Ubiquitous Sensor Network (USN), the third generation of active radio frequency identification (RFID), according to Peter Harrop, chairman of research and analyst firm IDTechEx. Harrop explains that USN, which sometimes referred as Wireless Sensor Network (WSN), is characterized by the tag doubling as a reader and a so-called mesh network being used with a choice of sensors on each tag. Moreover, Harrop mentions the capabilities of the tags.

The article reports on the slipping operational budgets on Information Technology (IT) of several companies in the U.S. and Canada caused by the current economic crisis. Research company InfoEdge reveals that 35% of organizations surveyed in the fall of 2008 have cut IT operational spending while majority did not change their IT spending. Moreover, InfoEdge forecasts that IT operational budgets will be at their slowest rate since 2004 if the economic recession growth will similarly flat.

The article reports on the forecast of senior consultant Vince Kellen, regarding the state of information technology (IT) product trends in social networks, mashups, as well as Analytics and business intelligence (BI) for 2009. Kellen states that only the few strong return on investment (ROI) social networks and web 2.0 projects will continue, while mashups' ROIs will slide down. Moreover, Kellen forecasts that most businesses will prefer lower-cost alternatives for turning data into insight.