According to Thomas R. Cutler, manufacturing journalist, in the current issue of Tag44’s Food and Beverage News, TraceGains was recently awarded two new patents relating to its core technology, connecting “upstream activities” to “downstream outcomes” across different companies in any supply chain allowing companies to understand suppliers’ true impact. These new patents increase to fourteen the TraceGains’ patent portfolio for its cross-enterprise solutions and technology engine, and both broaden and deepen the range and scope of previously issued patents.
The mission at TraceGains (www.TraceGains.com) is to protect the brand of food and beverage clients by eliminating problems before product is shipped to the customer. This mission is in now way mutually exclusive from identifying new profit opportunities. TraceGains’ Supplier Compliance and Supplier Impact applications identify how individual suppliers affect finished-goods yield, quality, profitability, customer satisfaction, or any other downstream outcome, giving companies new tools to evaluate their supplier base on much more than just price and on-time delivery.
The first new patent enables the ability to normalize and exchange upstream and downstream attribute data among independent systems in different companies, as well as identifying location and event data to help track a product or ingredient in a supply chain and to improve product quality. The second patent revolves around the ability to analyze received upstream data for the purpose of automatically certifying whether a product satisfies a product marketing claim such as whether or not it is counterfeit, whether or not it has been sustainably produced, or any other product marketing claim.
“Many companies receive detailed ingredient information from their suppliers that they then store in paper or electronic filing cabinets, essentially collecting dust,” said Gary Nowacki, CEO of TraceGains. “By turning this data from each company in a supply chain into actionable information, our customers not only automate their QA procedures, they also evaluate their suppliers in a whole new light allowing them to understand better each supplier’s true impact.”
In combination, both patents solidify the ability of TraceGains’ SaaS-delivered Supplier Compliance and Supplier Impact applications to immediately deliver a positive return-on-investment.
TraceGains makes the food supply chain safer and more profitable by helping companies produce finished goods faster, better, and more cost-effectively. Supplier Compliance is a food safety firewall that allows companies to detect and eliminate problems in the supply chain before they are incorporated into finished goods and shipped to customers. By reducing ingredient variability, the finished product becomes less costly to manufacture, performs better, and ultimately increases customer satisfaction. Supplier Impact enables companies to easily measure how each supplier affects finished goods quality and profitability, and connects product outcomes and customer feedback to specific upstream ingredient suppliers. Suppliers are continuously scored based on performance of key attributes for each shipment, and rank ordered against their peers. Effective product recalls are accelerated and performed at the unit level, so recall costs, long-term brand damage, and brand rehabilitation costs are minimized. All TraceGains solutions present findings in easy-to-understand dashboard graphics with full drilldown capabilities, which are available for onsite deployment or delivered as SaaS (software-as-a-service).
TraceGains, Inc. is the SaaS (software as a service) leader in helping companies reduce costs and improve product quality-automatically. Food & Beverage, Quick Service Restaurant Chains, Life Sciences, Chemicals, and related industries can leverage the Supplier Compliance and Supplier Impact applications to eliminate manual certificate of analysis (CoA) review, automatically reject shipments that are not compliant with critical business rules, and rank-order suppliers based on yield, quality, finished-good profitability, customer feedback, or any other downstream outcome. The company is headquartered near Denver, CO, USA, with direct and partner offices throughout North America, Europe, Latin America, and Asia.
TraceGains Inc.
www.tracegains.com
Marc Simony
Director of Marketing
mms@tracegains.com
303-682-9898
Posts Tagged ‘Beverage’
New Patents Awarded to TraceGains According to TAG44 Food and Beverage News
Friday, September 3rd, 2010TraceGains Awarded New Patents According to Food and Beverage News
Friday, August 20th, 2010The mission at TraceGains (www.TraceGains.com) is to protect the brand of food and beverage clients by eliminating problems before product is shipped to the customer. This mission is in now way mutually exclusive from identifying new profit opportunities. TraceGains’ Supplier Compliance and Supplier Impact applications identify how individual suppliers affect finished-goods yield, quality, profitability, customer satisfaction, or any other downstream outcome, giving companies new tools to evaluate their supplier base on much more than just price and on-time delivery. According to Thomas R. Cutler, manufacturing journalist, in the current issue of The Tag44 Food & Beverage News, the company was recently awarded two new patents relating to its core technology, connecting “upstream activities” to “downstream outcomes” across different companies in any supply chain allowing companies to understand suppliers’ true impact. These new patents increase to fourteen the TraceGains’ patent portfolio for its cross-enterprise solutions and technology engine, and both broaden and deepen the range and scope of previously issued patents.
The first new patent enables the ability to normalize and exchange upstream and downstream attribute data among independent systems in different companies, as well as identifying location and event data to help track a product or ingredient in a supply chain and to improve product quality. The second patent revolves around the ability to analyze received upstream data for the purpose of automatically certifying whether a product satisfies a product marketing claim such as whether or not it is counterfeit, whether or not it has been sustainably produced, or any other product marketing claim.
“Many companies receive detailed ingredient information from their suppliers that they then store in paper or electronic filing cabinets, essentially collecting dust,” said Gary Nowacki, CEO of TraceGains. “By turning this data from each company in a supply chain into actionable information, our customers not only automate their QA procedures, they also evaluate their suppliers in a whole new light allowing them to understand better each supplier’s true impact.”
In combination, both patents solidify the ability of TraceGains’ SaaS-delivered Supplier Compliance and Supplier Impact applications to immediately deliver a positive return-on-investment.
TraceGains makes the food supply chain safer and more profitable by helping companies produce finished goods faster, better, and more cost-effectively. Supplier Compliance is a food safety firewall that allows companies to detect and eliminate problems in the supply chain before they are incorporated into finished goods and shipped to customers. By reducing ingredient variability, the finished product becomes less costly to manufacture, performs better, and ultimately increases customer satisfaction. Supplier Impact enables companies to easily measure how each supplier affects finished goods quality and profitability, and connects product outcomes and customer feedback to specific upstream ingredient suppliers. Suppliers are continuously scored based on performance of key attributes for each shipment, and rank ordered against their peers. Effective product recalls are accelerated and performed at the unit level, so recall costs, long-term brand damage, and brand rehabilitation costs are minimized. All TraceGains solutions present findings in easy-to-understand dashboard graphics with full drilldown capabilities, which are available for onsite deployment or delivered as SaaS (software-as-a-service).
TraceGains, Inc. is the SaaS (software as a service) leader in helping companies reduce costs and improve product quality-automatically. Food & Beverage, Quick Service Restaurant Chains, Life Sciences, Chemicals, and related industries can leverage the Supplier Compliance and Supplier Impact applications to eliminate manual certificate of analysis (CoA) review, automatically reject shipments that are not compliant with critical business rules, and rank-order suppliers based on yield, quality, finished-good profitability, customer feedback, or any other downstream outcome. The company is headquartered near Denver, CO, USA, with direct and partner offices throughout North America, Europe, Latin America, and Asia.
TraceGains Inc.
www.tracegains.com
Marc Simony
Director of Marketing
mms@tracegains.com
303-682-9898
The role and effects of out sourcing various aspects of food and beverage:
Saturday, July 31st, 2010 The role and effects of out sourcing various aspects of food and beverage:
Introduction and definition:
In another word, outsourcing is a kind of decentralizing business management and operations in order to enhance minimum cost of operation and to maximize profit while bearing in mind the risk involved. Outsourcing not only include getting external sources of goods and services, it also encourage sharing of ideas and this leads to coexistence of various chains of businesses and this facilitate spread of risk among the chain and spreading the cost of operation among the businesses.
Outsourcing:
In strategic outsourcing, more detailed operations are incorporated. This involves all managers that are supposed to be there and this process follows a certain rational process of decision taking. In this type of outsourcing, it is possible to outsource various activities that are essential to the company day to day’s operations and maintenance that leads to medium or long-term corporation with the suppliers who are not main competitors. Strategic outsourcing is all inclusive, since it involves achieving improved quality for the goods and services provided. It also involves stiff operation methods that would enhance proper competition, availability of resources, abilities to develop activities or to access capabilities and knowledge to operate efficiently. Strategic operation is broader, and involves more competitive concept of process.
When it comes to tactical outsourcing, it is less detailed as compared to strategic outsourcing. It involves operation whose motive is to lower the cost of operation as opposed to strategic which incorporates stated methods there above.
There are various aspects that are associated with the benefits of outsourcing. Each type of outsourcing process has its role and effects. To start with, the first advantageous role is the availability of wide range of goods and services at your disposal. These services as stated before include, provision of services sought from the qualified specialist, experts, and from firms with reputable brands, names, and that are believed to offer excellent services. By externalizing the service, it is effective since the restaurant is in a position to easily adopt the process of responding to changes that may arise as a result to customer’s demand, changes in market operations, eruption of new rules and regulations as it pertains to running of businesses etc.
From the third abstract that was attached, concerning a hotel in shanghai China; it is observed that the other role of decentralization of services enables the restaurant to reduce the risk of operating at a loss. When tactical system of outsourcing is maintained, there is cost reduction within the central organization. When the cost is reduced, outsourcing would lead to running of businesses efficiently. Importation of services from other sources will enable the management team to select the services and goods that would lead to the company making or running at a profit. There is a chance of a company to call for an improvement where they have failed by outsourcing from external experts.
Being responsive; Outsourcing easies the process of adopting, improving, and eventually advancement of technology. Stiff competition causes innovation of new ideas, hence technology to allow operating in a competitive world. The managers would not relax to see their restaurant or any other business vanishing. They must do something to save the situation this involves upgrading of services, buildings, and operation strategies.
It is advisable, to concentrate on areas where the company can do best and outsource where it cannot. Otherwise outsourcing might become solely dependable leading to extinction of internal operation even where the managerial system can do better.
Conclusion:
From the discussion about roles and effects of outsourcing, it is importance to note that the key to developing an efficient operation strategy boils down to understanding how to create or add value for the customers. This would be achieved by working on and stressing different competitive priorities.
References:
Alphas, p. Saharia, A.N, (1995) “Outsourcing information systems functions”, A journal of organizing computing 5(3), 197-217
Bernard Davis, Andrew Lockwood, Sally Stone (2004),”Food and beverage management”, pg 416
Camerron K.S, (1994)”Strategic outsourcing for successful organization”, a journal on downsizing, Human Resource Manager, volume 33 No.1 pg 179-203
Food and beverages (2005) key dimension of outsourcing food and beverages, retrieved on 23rd August
Food and beverage (2006) Branding and repositioning food and beverage, retrieved on 23rd August
Tomas F and Victor Robaina (2004) “Outsourcing and its impact on operational objectives and performance: a study of hotels in the Canary Islands” Journal on outsourcing food and beverage
Nigel H. and Christopher K. (2000) “Key dimension of outsourcing hotel food and beverage services” International Journal of contemporary Hospitality management, 12/4 256-261
Terry L. and Michael Han (2005) “A study of outsourcing strategy: a case involving the hotel industry in Shanghai, China” Journal of Hospitality Management, 24, 41–56
Oracle data base (2007) Strategic optimization, retrieved on 23rd August
Hallary G. and Baum T. (1996),”Contracting outsourcing foods and beverages operations in hotels)”: a journal of hospitality management vol.15 no. 1, pg41-50
Krawjeski and Rismin, (2000), “competitive priorities”, a journal on food outsourcing
Hammington, N.R and King, C, (1998),”hotel and restaurant; key dimension in co-branding”,
Hothorn, M. (1992),”restaurant business, market tracker international, (1998), UK, catering report1999-2002, DewberryBoyes.
Outsourcing (2004) key dimension of outsourcing food and beverages, retrieved on 23rd August
Harrigan K, (1985),”strategies for intrafirm transfer and outside sourcing”, a journal on academic management, volume 28, No.4, pg 914-925.