A. Inferior content. Neither does the book present a sound theory of enterprise/ B2B software, nor does it do do justice to the intellect and experience of its authors.
For example, why should "Drum Buffer Rope" software be part of the larger enterprise system? Or why companies need enterprise software in the first place? Just because the technologies are there?
Potential readers looking for ground-breaking thoughts in enterprise management and enterprise software are advised to read following previous works by two of the book's authors: 1. "The Haystack Syndrome" by Dr. Eli Goldratt 2. "Management Dilemmas" by Eli Schragenheim
B. Defeats the purpose. Enterprise software users, enterprise software providers and management consultants all risk being led down the wrong path by following superficial advice contained in the book.
For example, isn't it impractical to ask outsiders (enterprise software providers) to ensure that the insiders (enterprise managers) create value for their organizations? Does it mean that management also can be outsourced?
C. Amateurish storyline and poor editing. At a minimum readers should not be denied the pleasure of good reading!
The only value rendered by this book is reminding managers that all their investments, even in software, should have measurable payoff.
There are also glimpses of what makes advanced planning and scheduling important, an interesting way of developing a pull-based supply chain, and a VERY interesting perspective on getting supply chain partners to collaborate. The book is not meant as an exhastive reference, but only a means to get you to think. It succeeds.
I would have given it 5 stars, but there are too many typos, and I think they could have gone more deeply into many of the subjects they brushed over. It would have been more satisfying to have a little more depth at the expense of breadth.