Forgot password?
|
|
|
|
We were unable to sign you in.
Please verify your user name and password and try again. If you do not have a TEC account, register now.
Read Comments

By Anne Le Bris and Melissa Vaes, with contributions from TEC analyst data

 

So, you’re a discrete manufacturer looking for an enterprise resource planning (ERP) system.

This reference guide, based on TEC’s Discrete ERP Request for Proposal (RFP) Template, provides insight into the discrete manufacturing ERP features and functions currently available on today’s market. It will help you to determine which ERP features are a high priority for your organization, and which features are a lower priority.

You can download a detailed guide in Excel format at TEC’s Discrete ERP System RFP Template page.

Before we get started, here is a short overview:

 

What Is Discrete Manufacturing ERP Software?

Discrete ERP addresses discrete manufacturing requirements (according to APICS: “the production of distinct items such as automobiles, appliances, or computers” [APICS Dictionary, Eleventh Edition, 2005]). The goal of discrete ERP systems is to fully integrate organizational management and resources. Discrete ERP manages all aspects of production, inventory, purchasing, etc., within a manufacturing environment, as well as other enterprise management modules.

Other modules (quality, sales management, and product technology) can be integrated with the system according to your needs.

To learn more about the distinction between discrete ERP and process ERP, see Process ERP vs. Discrete ERP Differentiation.

 

About this Discrete ERP Guide
Our ERP discrete RFP template contains about 4,000 criteria; consequently, we’ll focus here on the “big picture” features.

You’ll note that we’ve brought discrete ERP features together by broad category:

1. Financials
2. Human resources
3. Manufacturing management
4. Inventory management
5. Purchasing management
6. Quality management
7. Sales management
8. Product technology

These categories correspond to a high-level functional breakdown of software features. In this reference guide, we give a short explanation of how each category impacts your discrete manufacturing processes.

If you would like more information about full listings of enterprise software functions and features, please see TEC’s RFP Templates.


 

Reference Guide to Discrete Manufacturing ERP System Functions and Features

 

1. Financials

General ledger
General ledger keeps centralized charts of accounts and corporate financial balances. It supports all aspects of the business accounting process. In this module, financial accounting transactions are posted, processed, summarized, and reported. It maintains a complete audit trail of transactions and enables individual business units to view their financial information, while parent companies can roll up all business subsidiaries and view the consolidated information.

Accounts Payable (AP)
Accounts payable (AP) schedules bill payments to suppliers and distributors, and keeps accurate information about owed money, due dates, and available discounts. It provides functionality and integration to other areas such as customer service, purchasing, inventory, and manufacturing control. The software should support the following functionality: AP company policies and procedures; suppliers/voucher master data; payment controls; invoice processing and aging analysis; payment processing; journal voucher processing; AP ledger posting; check processing; AP transactions and controls; and AP reporting.

Fixed Assets
Fixed assets manage depreciation and other costs associated with tangible assets such as buildings, property, and equipment. The software should support the following functionality: fixed assets records; asset transactions; asset depreciation; depreciation books; revaluation and interest calculation; and tax reporting.

Cost Accounting
Cost accounting analyzes corporate costs related to overhead, products, and manufacturing orders. It provides a variety of costing approaches such as standard, first-in-first-out  (FIFO), last-in-last-out (LIFO), average, target, and activity-based costing (ABC). The software should support the following functionality: cost data; cost allocation definitions; cost allocation process; cost management; cost and sales price calculation; ABC; and ABC tracing and tracking.

Cash Management
Cash management involves the capability of the system to record cash charges or deposits, recording of cash payments and receipts, cash projection reporting, calculation of expected cash uses/sources, current cash availability, etc. It monitors and analyzes cash holdings, financial deals, and investment risks.

Budgeting
Budgeting involves budgetary controls, budget accounting, budget development, and budget allocation. The software should provide sufficient tools to enable detailed budget development and analysis. Additional functionality should be available to integrate with project management software applications, either natively or with external interfaces.

Accounts Receivable (AR)
Accounts receivable (AR) tracks payments due to your company from your customers. It contains tools to control and expedite the receipt of money from the entry of a sales order to posting payments received. The software should support the following functionality: AR company policies and procedures; customers/voucher master data; bill processing and aging analysis; credit management; cash/payment application, receipt processing; journal voucher processing; AR ledger posting; multicurrency accounting and conversions; AR transactions and controls; and AR reporting.

Financial Reporting
Financial reporting enables robust analysis of company performance through delivered reports. These reports allow individual business units to view their financial information, while parent companies can roll up all business subsidiaries and view the consolidated information. Additionally, solutions should provide you generated reporting tools that are easy to use and provide sufficient depth of and access to the financial data to permit comprehensive analysis.

Project Accounting
Project accounting uses financial practices to monitor the schedules and spending of projects process.


 

2. Human Resources (HR)

Personnel Management
Personnel management automates personnel processes including recruitment, personnel profile, organizational structure, career development and training, reward management, job position and wage profiles, and business travel and vacation allotments. The software should support the following functionality: recruitment management; personnel information and tracking; organizational structuring; job position and salary profile; career development, training and performance management; compensation management; budgeting and cost control; government compliance reporting; expenses management; union information; discipline actions and grievances tracking; and employment history/personnel reporting.

Benefits
Benefits functionality is used to administer a diverse range of benefit plans. Such plans typically cover accidental death and dismemberment (AD&D), disability, life, medical, retirement plans, flexible benefits, and profit sharing plans.

Payroll
Payroll handles accounting and preparation of checks related to employee salaries, wages, and bonuses. The software should support the following functionality: employee payroll profile; earnings and deductions; eligibility controls; user balances; tax deductions and calculation; payroll calculation; payroll and payment processing; check processing and printing; labor distribution and accounting; payroll and regulatory reporting; IRS documentation; security and audit; and automated timesheets.

Employee Self-service
Employee self-service lets workers access their personal information and benefit allocations on-line to manage life events and benefit selections without having to send forms to human resources. The software should also support benefit enrollment programs and new hire initiation.

Employee Metrics
Employee metrics allow HR managers to analyze and report on such variables as staff headcount and movement, workforce planning, absences and leaves, wage and salary costs, competency profiles, and training requirements and histories.

Health and Safety
Health and safety provides the tools to administer compliance with the health and safety regulations, accident and injury reporting, and tracking of lost time by employee.

Workforce Management
Workforce management enables organizations to efficiently plan and organize their labor resources. It helps employers assess part-time employee labor, evaluate and project the contribution from individual employees, track time and expenses, as well as manage contracts.

Training
Training functionality covers the planning and administration of employee training programs, and allows administrators to track training schedules, training budgets, training costs, and more.


 

3. Manufacturing Management

Product Costing
Product costing analyzes product costs related to overhead, labor, material, and manufacturing costs. It provides a variety of costing approaches such as standard, actual, and average.

Shop Floor Control
Shop floor control is a system for using data from the shop floor to maintain and communicate status information on manufacturing orders and on work centers. Shop floor control can use order control or flow control to monitor material movement through the manufacturing facility.

Field Service and Repairs
Field service and repairs administers installed-base service agreements and checks contracts and warranties when customers call for help.

Production Planning
Production planning performs capacity planning and creates a daily/weekly/monthly production schedule for a company’s manufacturing plants. It involves forecasting, production scheduling, and material planning.

Project Management
Project management monitors costs and work schedules on a project-by-project basis. It usually includes the following sub-modules: project control, project analyzer, project budgeting, project timekeeping, project billings, contract management, and a workflow communicator.

Product Data Management (PDM)
Product data management (PDM) provides the ability to integrate at the engineering level to ensure accurate updated product information. It involves bills of materials and routings creation, and engineering change management. It also provides a consolidated view of the product.

Product/Item Configurator
Planning bill of materials (BOM) applies more to family BOMs (for example, what percentage of PCs with 20 GB, 50 GB or 100 GB drives will we make?). This is important during sales and operations planning, and forecasting phases. A software tool that simplifies order entry by asking which options the customer needs, then applies predefined rules to correctly configure the end products. The configurator populates the attributes of the newly configured item, tests for conflicts, and generates the appropriate BOM, routing, and price based on rules and calculations.


 

4. Inventory Management

Inventory Management—Online Requirements
Online requirements for inventory management include the ability to view, sort, or run a query and obtain ad hoc reports for different aspects of inventory-related activities, online (including the ability to derive a historical perspective).

Processing Requirements
Processing requirements include the ability to manipulate inventory data online, and to trace and separate stored items based on different criteria.

Data Requirements
Data requirements include the ability to obtain additional detailed item-related information from the inventory master file.

Reporting and Interfacing Requirements for Inventory Management
Reporting and interfacing requirements refer to types and categories of standard inventory reporting functionality as well as the ability to interface to the general ledger (GL) in order to obtain information from the GL and to update GL records.

Locations and Lot Control
Locations and lot control functionality provides you with the ability to create or modify system options related to storage location description, classification, usage, and setup. These parameters can then be linked to specific items and can trigger inventory processing functions.

Forecasting
Forecasting provides you with standard system functionality for deriving purchasing or manufacturing item requirement forecasts along with forecasting parameters and massive data calculation capabilities.

Reservations and Allocations
Reservations and allocations refer to the processes that allow you to link items ordered by a customer with finished items that have already been manufactured or purchased, and that are usually located in a finished goods warehouse. When items are reserved or allocated, no other client can directly use those items, unless they are properly unreserved or unlinked.

Adjusting Inventory
Inventory adjusting functionality allows you to change quantity, storage locations, or any other parameters associated with particular items, via either a manual or a batch process.


 

5. Purchasing Management

Profile of Suppliers
Functionality for profiling suppliers refers to the system's capability for entering, storing, and retrieving master data information related to suppliers. This may include bank data, preferred payments, shipping conditions, etc. This data is used by the system when transactions with the supplier are generated.

Rating of Suppliers
Functionality for rating suppliers refers to the system's ability to define comparison parameters, and to analyze, compare, and rank suppliers according to performance. The results of supplier comparison can be leveraged when revising existing contracts or when planning new supply contract assignments.

Requisitions and Quotations
Functionality for requisitions and quotations refer to built-in procedures for the creation, processing, and approval of requisitions and requests for quotation (RFQs) that the user organization sends to its existing and prospect suppliers in order to obtain the most favorable prices and supply conditions for procurement.

Purchase Orders
Functionality for purchase orders (POs) provides you with the ability to set up parameters; create, modify, and maintain various types and numbers of purchase orders; and to perform conversions of manufacturing requirements planning (MRP) items and other requirements into purchase orders.

Pricing
Pricing functionality allows you to define, group, and maintain prices for purchasing goods that are further used in purchase orders. It also includes functionality for price discount calculation.

Vendor Contracts and Agreements
Functionality for vendor contracts and agreements allows you to enter, store, and maintain specific information used in contracts with your suppliers and in other supplementary documents.

Management of POs
Functionality for the management of POs allows you to maintain, modify, and close previously created purchase orders. They can also classify items, categorize orders, maintain purchasing history, etc.

Procurement Reporting and Online Reporting
Procurement reporting and online reporting refers to built-in procurement reporting functionality that requires no additional programming or supplementary online reporting tools. All reports can be run online. Reporting information includes purchase order history and tracking, sorting, status reporting, alerts setup, etc., for items received. User-defined report modifications are also included.

Repeat Procurement
Procurement is the process of acquiring the goods and services required by an organization to fulfill its objectives (manufacture products, maintain assets, etc). Depending on the type of resources and their use, the frequency of procurement can vary from very low (as for capital goods) to very high (as for raw materials). This criterion refers to medium- or high-frequency procurement.

Receipts for Procurement
Receipts for procurement refers to the criteria related to the reception of ordered goods from the supplier. Between the moment when goods arrive and the moment when they are physically stored in the warehouse, there are a few factors that need to be taken into consideration, such as the quantity of the good received (Does it correspond to the quantity ordered?); the quality of the goods (Were the goods damaged during transportation or handling? Did perishable goods expire before getting shipped?); and pricing (Did the price of the goods delivered change due to unexpected factors?).

Online Requirements for Purchasing Management
Online tools and portals are increasingly used by organizations for supplier interactions. In order to make communication efficient for both parties, these tools should provide functionality such as information on all available suppliers; the possibility of creating purchase orders with advanced options (e.g., define frequency, define delivery method, define payment methods, etc); collaboration that will allow changes to be easily communicated to suppliers, etc.).

Reporting and Interfacing Requirements for Purchasing Management
In order to track the efficiency of the purchasing department, organizations need to access statistics and reports on what has been ordered compared to what has been received; the quality of the services provided by each supplier; price comparisons  between different suppliers, etc. These reports are useful not only for the purchasing department, but also for other departments that depend on goods received, such as production, sales, and accounting.


 

6. Quality Management

Production Quality Management
Production quality management activities relate to the production process, starting with raw materials or components, and ending with the finished product. Inspections need to be performed at all stages of production flow where the quality of the final product may be altered. Workflows need to be defined in order for you to know when and how to test the quality of the product, and corrective actions need be defined depending on what happens, and when.

Non-production Quality Management
Quality management should start before the production process and end after the finished products are created. Downstream quality management is related to purchasing: companies need to make sure that they receive the best-quality raw materials and components, in the right quantity and on time. Upstream quality management concerns the delivery and shipment processes, including returns, customer service, warranties, etc.

Inventory Quality Management
The quality of the goods in inventory (either received or produced) has an impact on the quality of the final goods or services delivered by your company. If raw materials are damaged during storage or manipulation, the quality of the finished goods created using them will suffer. Also, improper storage of finished goods can damage them before they get shipped to the customer, or delay the delivery process.


 

7. Sales Management

Online Requirements
Online functionality for sales management allows all types of users (employees, salespeople, customers, partners, etc) to easily perform sales-related activities such as searching for customer information; looking for available products in inventory; creating quotes and orders; managing  sales documents; displaying sales history for one or more customers, etc. When these options are available online, all authorized users can access them from a Web browser, without requiring that a special program be installed on their computer.

Reporting and Interfacing Requirements
Reporting for sales management is used to generate statistics about who has ordered what and when; or about how much of the ordered quantity has been shipped, returned, canceled, etc. This functionality provides you with the ability to print invoices, either individually or as a batch (per customer, per product, per date range, etc.). Another important aspect is the ability to generate comparisons between quantities ordered and shipped by the same customer or for the same product in different periods of time (weekly, monthly, yearly, etc) In order to generate these reports, integration with other systems holding sales data is required.

Available-to-Promise (ATP)
Available-to-promise (ATP) refers to the quantity of product that can be ordered without affecting existing orders. In other words, when a certain quantity of a product has been ordered but not yet shipped and paid for, that quantity is reserved and will not be taken into account when another customer orders the same product. For instance, suppose that a product has 100 pieces in stock, but 30 have already been ordered by a customer: the ATP is 70 pieces (100 - 30).

Pricing and Discounting
Pricing and discounting modules help automate the data entry process of your customers’ orders and track the status of orders. It involves order entry, order tracing and status reporting, pricing, and invoicing. It also provides basic functionality for lead tracking, customer information, quote processing, and pricing and rebates.

Customer Service and Returned Goods Handling
Goods may be returned by customers either because of their low quality or simply because the customers do not need the products they received. Depending on the situation, organizations define workflows to accept or reject the returned products. Functionality for customer service and returned good handling include tracking customer complaints, creating and managing documents for returns, and reporting statistics on what has been returned, by whom, for what reason, etc.

Customer Relationship Management and E-commerce Requirements
Customer relationship management (CRM) covers a wide range of functionality, including campaign and leads management, sales force automation, customer service, etc. Most ERP solutions cover basic CRM functionality, including functionality for electronic commerce (online catalogs, Web-based interfaces for orders) and CRM (interfacing with phone systems, personal digital assistants [PDAs], e-mail tools, etc.).

Order Entry
Order entry functionality refers to the ability to create orders manually or automatically, including validation rules (for instance, a US customer should not be able to order goods that are only available in Europe).


 

8. Product Technology

Architecture
Architecture refers to the framework for organizing the planning and implementation of data resources. It also refers to the way the system is designed and how the components are all connected to one another.

User Interface
User interface refers to the manner in which people access and interact with the software. It includes usability and configurability of the software. The user interface should facilitate the easy operation of the software

Platforms
The platform refers to the framework, both the hardware (e.g., type of processor) and the operating system that allows a computer or set of computers to function. For a compatibility reason, it’s important you pay a special attention to this category.

Application Tools
Application tools are the components that provide the ability for an application or program to work.

Workflow and Document Management
Workflow and document management automate the manual processing of paper. It provides flexible control and supports cooperation on a workflow level, while taking versioning into account.

Reporting
Functionality for reporting refers to technical options for generating and delivering reports.

SaaS and Hosting Options
This category refers to features for software-as-a-service (SaaS) or hosted solutions.


 

Although this guide has covered the “big picture” elements of a discrete ERP solution, a comprehensive RFP will also include general considerations, including reseller and value-added reseller (VAR) channels and specific modules. It should also address technology-related information, such as technical requirements, control and audit features, and operational functionality.

We hope you find this reference guide useful. For more information on discrete manufacturing ERP software features and functions, see TEC’s Discrete ERP RFP Template page.

For more information and to start your own custom discrete ERP solution comparison, please visit TEC’s ERP System Evaluation Center.


 
comments powered by Disqus


Epicor's Mid-Market Pitch Becomes Higher For (One) Scala Part Two: How Scala Complements Epicor | Epicor's Mid-Market Pitch Becomes Higher For (One) Scala Part One: Event Summary | Understand J2EE and .NET Environments Before You Choose | When Is It Time to Re-implement? | ICICI-Infotech's North American Strategy for Success Part Three: Challenges and User Recommendations | ICICI-Infotech's North American Strategy for Success Part Two: Customer Focus and Innovative Pricing | ICICI-Infotech's North American Strategy for Success Part One: Company Background and Market Focus | Inovis Delves into PIM by Snatching QRS Part Five: Challenges and User Recommendations | Inovis Delves into PIM by Snatching QRS Part Four: Market Impact | Inovis Delves into PIM by Snatching QRS Part Three: QRS Background | Inovis Delves into PIM by Snatching QRS Part Two: QRS Marketing | Inovis Delves into PIM by Snatching QRS Part One: Event Notes | Not All Acquisitions Happen: JDA and QRS Part Two: Market Impact | Not All Acquisitions Happen: JDA and QRS Part One: Event and Market Impact | The Name and Ownership Change Roulette Wheel for Marcam Stops at SSA Global Part Three: Last-Ditch Effort by Invensys |
The Name and Ownership Change Roulette Wheel for Marcam Stops at SSA Global Part One: Event Summary | Master Requirement Planning and Master Production Scheduling Software: Hard Facts Part Two: Materials Requirement Planning and Master Production Scheduling | Intentia: Stepping Out With Fashion and Style Part Four: Movex Case Study Continued With User Recommendations | Intentia: Stepping Out With Fashion and Style Part Three: Movex, a Case Study of Fashion Industry Software | Intentia: Stepping Out With Fashion and Style Part Two: Software Challenges in the Fashion Industry | The Trap of Accountancy Systems; When to Move on to ERP | Fed Warms Up to ERP Spending, but Will Contractors and Their ERP Vendors Comply? Part Two: Challenges and User Recommendations | Feds Warms Up to ERP Spending, but Will Contractors and Their ERP Vendors Comply? Part One: Event Summary and Market Impact | Retail Market Dynamics for Software Vendors Part Two: Progress | Retail Market Dynamics for Software Vendors Part One: Software Requirements for Retail | TEC Talks to the Compiere ERP/CRM ProjectFree and Open Source Software Business ModelsPart Three: Compiere/ComPiere | TEC Talks to the Open For Business ProjectFree and Open Source Software Business ModelsPart One: OFBiz | Process Manufacturers--Great Batch, Every Batch | Enterprise Process Improvement (EPI) Software: Customer and Software Vendor Collaboration | PeopleSoft Revamps World for Its Mid-Market "Express" Conquest Part Four: Challenges and User Recommendations | PeopleSoft Revamps World for Its Mid-Market "Express" Conquest Part Three: Strengths | PeopleSoft Revamps World for Its Mid-Market "Express" Conquest Part Two: Market Impact | Is MAPICS Getting the Magic of PLM? Part Three: Challenges and User Recommendations | Is MAPICS Getting the Magic of PLM? Part One: Recent Events and Market Impact | PLM Coming of Age: ERP Vendors Take Notice | Future Compatible | Buy, Build, or Somewhere Between | Mid-market Getting the Taste of Some Emerging Technologies | Can Webplan Reconcile Planning and Execution? Part Three: Market Impact Continued | ROI for RFID: A Case Study Part Two: Implementation and Results | ROI for RFID: A Case Study Part One: Company Background | Nonprofits and Public Sector: The Latest Hot Market | Intuitive Manufacturing Systems Shows Maturity in Adolescent Age Part Four: Challenges and User Recommendations | Intuitive Manufacturing Systems Shows Maturity in Adolescent Age Part Three: Market Impact Continued | Intuitive Manufacturing Systems Shows Maturity in Adolescent Age Part Two: Market Impact | Intuitive Manufacturing Systems Shows Maturity in Adolescent Age Part One: Company Overview | ERP II Demystified | Rewrite or Wrap-Around Old Software? Part Two: Extending to the Web and Challenges | Rewrite or Wrap-Around Old Software? Part One: Event Summary | What's Wrong With Application Software? Business Changes, Software Must Change with the Business. | Process Manufacturing: Industry Specific Requirements Part One: Introduction | Encompix--Thriving on Encompassing Complexity Part One: Event Summary | Leveraging Technology to Maintain a Competitive Edge During Tough Economic Times -- A Panel Discussion Analyzed Part Six: Custom Development and Single-Vendor versus Multi-Vendor | Leveraging Technology to Maintain a Competitive Edge During Tough Economic Times -- A Panel Discussion Analyzed Part Three: Applications Hosting | Leveraging Technology to Maintain a Competitive Edge during Tough Economic Times --A Panel Discussion Analyzed Part One: Introduction | SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Five: Challenges and User Recommendations | SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Four: SoftBrands | SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Three: Market Impact | SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Two: SoftBrands | SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part One: Event Summary | ERP Systems and the ETO Manufacturing Market Part Three: User Recommendations | ERP Systems and the ETO Manufacturing Market Part Two: ETO versus Repetitive Differences | ERP Systems and the ETO Manufacturing Market Part One: Event Summary | Catering to Small and Medium-Size Enterprises | Fatal Flaws in ERP Software Create Opportunity for Niche Software in CPG Companies | Cookie-cutter Solutions Won't Cut It with the Mid-Market Part Two: Challenges and the Lower-End | Cookie-cutter Solutions Won't Cut It with the Mid-Market Part One: Historical Relationships | Integrating All Information Assets Part Four: What Approach Do You Take? | Integrating All Information Assets Part Three: What Constitutes Integration? | Integrating All Information Assets Part Two: Why is integration an issue? | Integrating All Information Assets Part One: Why is integration an issue? | ERP and SCM Implementations Part Two: Interfaces and Priorities | ERP and SCM Implementations Part One: Doing Too Much Too Soon | Enterprise Applications--The Genesis and Future, Revisited Part Six: Looking to the Future | Enterprise Applications--The Genesis and Future, Revisited Part Five: More on ERP Evolution | Enterprise Applications--The Genesis and Future, Revisited Part Four: Another Step in ERP Evolution | Enterprise Applications--The Genesis and Future, Revisited Part Three: 2000s--Back to the Future | Enterprise Applications--The Genesis and Future, Revisited Part Two: 1990s--Enterprise Resource Planning | Enterprise Applications--The Genesis and Future, Revisited Part One: 1960s--Pre-Computer Era | The World Of Software Buying Has Changed; Will the Vendors Change With It? | BI Approaches of Enterprise Software Vendors | The Old ERP Dilemma--The Refresh Option | Exact Software--Working Diligently Towards the "One Exact" Synergy Part Two: Macola, the ERP and BAM Solutions | Usability | Justification of ERP Investments Part Four: Replacing or Re-implementing an ERP System | Justification of ERP Investments Part Three: Costs of Implementing an ERP System | Justification of ERP Investments Part Two: The Intangible Effects of ERP | Intentia's Movex for Food and Beverage: Gaining a Foothold in North America Part Three: Observations and User Recommendations | Comparison of ERP and CRM Markets' Life cycle Snapshots | PeopleSoft Gathers Manufacturing and SCM Wherewithal Part Three: The Manufacturing Industry | PeopleSoft Gathers Manufacturing and SCM Wherewithal Part Two: Market Impact | PeopleSoft Gathers Manufacturing and SCM Wherewithal Part One: Recent Anouncements | Fujitsu Poised to (Inter)Stage Glovia's Comeback Part Four: Challenges and User Recommendations | Fujitsu Poised to (Inter)Stage Glovia's Comeback Part Three: Market Impact | Fujitsu Poised to (Inter)Stage Glovia's Comeback Part Two: Fujitsu's Support of Glovia | Fujitsu Poised to (Inter)Stage Glovia's Comeback Part One: Event Summary | Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part Two: Challenges and User Recommendations | Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part 1: Tutorial | Deltek Remains the Master of Its Selected Few Domains Part Six: Challenges and User Recommendations | Deltek Remains the Master of Its Selected Few Domains Part Four: Deltek's Differentiators | Deltek Remains the Master of Its Selected Few Domains Part 1: Product Announcements 2003 | Support for Old Releases-Good for the User but Is It Good for the Vendor? | Sales and Operations Planning Part Three: Game Plan Guidelines | Sales and Operations Planning Part Two: Common Scenarios | Sales and Operations Planning Part One: Identifying and Forecasting Demand | FRx Poised to Permeate Many More General Ledgers Part Four: Competitors and User Recommendations | FRx Poised to Permeate Many More General Ledgers Part Three: Market Impact continued | FRx Poised to Permeate Many More General Ledgers Part Two: Market Impact | FRx Poised To Permeate Many More General Ledgers Part One: Executive Summary | Financial Reporting, Planning, and Budgeting As Necessary Pieces of EPM Part Two: Challenges and User Recommendations | Financial Reporting, Planning, and Budgeting As Necessary Pieces of EPM Part One: Executive Summary | Be Bold with Benefits but Subtle with Pains | Evaluating Enterprise Software-Business Process or Feature/Function-Based Approach? All the above, Perhaps? Part Three: Knowledge Bases and User Recommendations | Evaluating Enterprise Software - Business Process or Feature/Function-Based Approach? All the above, Perhaps? Part Two | Evaluating Enterprise Software - Business Process or Feature/Function-Based Approach? All the above, Perhaps? | Has Consolidation Made the PLM Market More Agile? Part Three: Challenges and User Recommendations | Has Consolidation Made the PLM Market More Agile? Part Two: Market Impact | Has Consolidation Made the PLM Market More Agile? | Audit Considerations for Enterprise Software Implementations Part 2: Applying Controls and Audit Emphasis | Audit Considerations for Enterprise Software Implementations Part 1: Project Planning and Management | The Different Evolutionary Stages of ERP and PLM | Trends Affecting Manufacturers and ERP Part Three: Four More Trends | Living And Thriving With Channel Master Customers | If Software Is A Commodity - Can You Still Win Some Competitive Advantage? | Customization Drives Complexity - Why It's Hard to Design, Sell, and Produce "Simple" Products | The Power of One | Product Configurators Pave the Way for Mass Customization | Has The BI Market Consolidation Been Crystal-Clearly Actuated? Part Three: Competition and User Recommendations. | Geac Gets Its Commonsense Share Of Consolidation, With Revolving Door CEOs No Less Part Three: Challenges and User Recommendations | Geac Gets Its Commonsense Share Of Consolidation, With Revolving Door CEOs No Less Part Two: Market Impact | Geac Gets Its Commonsense Share Of Consolidation, With Revolving Door CEOs No Less | Best of Breed Versus Fully Integrated Software: The Pro's and Con's | Commodity Software, Best Practice and Competitive Advantage | Can ERP Speak PLM? Part Two: Examples and Recommendations | If Software Is A Commodity...Then What? | Analyse This | Examples Of How Some Mid-Market Vendors Might Remain Within The Future Three (Dozen)? Part Three: Made2Manage Market Impact and User Recommendations | Examples Of How Some Mid-Market Vendors Might Remain Within The Future Three (Dozen)? Part Two: Agilisys Market Impact | Examples Of How Some Mid-Market Vendors Might Remain Within The Future Three (Dozen)? | Computerized Maintenance Management Systems: A Tutorial Part Two: Benefits and Interfaces | Computerized Maintenance Management Systems: A Tutorial Part One: Challenges and Features | Desktop Management's Dirty Little Secret | Software Selection: An Approach | What's Wrong With Enterprise Applications, And What Are Vendors Doing About It? Part Three: A New Approach and User Recommendations | What's Wrong With Enterprise Applications, And What Are Vendors Doing About It? Part Two: A New Framework Strategy | What's Wrong With Enterprise Applications, And What Are Vendors Doing About It? | Frantic Merger-Mania Spiced Up With Vendettas Leaves Customers Anxious Part Two: Analysis Continued | ERP and WMS Co-Existence: When System Worlds Collide | Software Giants Make Courting A Small Guy Their "Business One" Priority Part Four: Challenges and User Recommendations | Software Giants Make Courting A Small Guy Their "Business One" Priority Part Three: Market Impact Continued | Software Giants Make Courting A Small Guy Their "Business One" Priority Part Two: Market Impact | Software Giants Make Courting A Small Guy Their "Business One" Priority | A User Centric WorkWise Customer Conference | What You Should Know Before Selecting a WMS | Selecting PLM Software Solutions Part 5 - User Recommendations | Selecting PLM Software Solutions Part 4 - Comparing 3 Vendors | Selecting PLM Software Solutions Vendors Part 3 - A Timesaving Solution | Selecting PLM Software Solutions Part 2 - Problem Overview | Selecting PLM Software Solutions | Tier 3 And Tier 4 ... Where Do You Go If You Don't Know, What You Don't Know. | Invensys Production Solutions - Can Historic Strengths And The 'Protean Boost' Overcome Its Liabilities? Part Two: Liabilities, Strategy, and User Recommendations | Invensys Production Solutions - Can Historic Strengths And The 'Protean Boost' Overcome Its Liabilities? | What Does Vendor Consolidation Mean To The End User? | The Reinvention of Software Vendors and End-User Value | Can ERP Meet Your eBusiness Needs? Part Three: The Effect of eBusiness on Your Business | Can ERP Meet Your eBusiness Needs? Part Two: ERP is the Foundation | Can ERP Meet Your eBusiness Needs? | Inventory Planning & Optimization: Extending Your ERP System Part Three: Business Case for Inventory Optimization Solutions | Inventory Planning & Optimization: Extending Your ERP System Part Two: How It Works | Inventory Planning & Optimization: Extending Your ERP System | Resurrection, Vitality And Perseverance Of Former ERP 'Goners' Part Five: User Recommendations | Resurrection, Vitality And Perseverance Of Former ERP 'Goners' Part Four: Challenges | Resurrection, Vitality And Perseverance Of Former ERP 'Goners' Part Three: Market Impact | Resurrection, Vitality And Perseverance Of Former ERP 'Goners' Part Two: Geac & Baan | Resurrection, Vitality And Perseverance Of Former ERP 'Goners' Part One: Ross Systems & SSA Global Technologies | Caution! Will A Traditional ERP System Help You Deliver Projects? | Will A Big Fish's Splash Cause Minnows' Flush Out Of The CRM Pond? Part Two: Challenges and User Recommendations | Will A Big Fish's Splash Cause Minnows' Flush Out Of The CRM Pond? | Top 10 Reasons For Having A Project Kickoff - Part II | Top 10 Reasons For Having A Project Kickoff - Part I | The Art Of Distributed Development Of Multi-Lingual Three-Tier Internet Applications | Requirements Definition For Package Implementations | Evaluating Alternatives: Key Questions To Ask When Considering An Alternative ERP/MRP System | Rapid Prototyping Or Simply Over-hyping | How Much Wisdom Will BRAIN Bring To Agilisys? Part 2: Challenges and User Recommendations | How Much Wisdom Will BRAIN Bring To Agilisys? | Why Systems Fail - The Dead-end of Dirty Data | PowerCerv Finally Overpowered By The '02 Hurricane Season Part 2: Strengths and User Recommendations | PowerCerv Finally Overpowered By The '02 Hurricane Season | Data Conversion in an ERP Environment | Agilisys Continues Agilely Post-SCT Part 3: Challenges and User Recommendations | Agilisys Continues Agilely Post-SCT Part 2: Market Impact | Agilisys Continues Agilely Post-SCT | Fourth Shift's evolution Within SoftBrands' DemandStream Part 2: Challenges and User Recommendations | Fourth Shift's evolution Within SoftBrands' DemandStream | Software Piloting: How Do You Fly This Plane | Geac Hopes To See System21 Shine Again Like 'Aurora' Part 3: Challenges and User Recommendations | Geac Hopes To See System21 Shine Again Like 'Aurora' Part 2: Market Impact | Geac Hopes To See System21 Shine Again Like 'Aurora' | Enterprise Applications Battlefield Mid-Year Scoreboard Part 4: Other Vendors, CRM, SCP & User Recommendations | Enterprise Applications Battlefield Mid-Year Scoreboard Part 3: IBM | Enterprise Applications Battlefield Mid-Year Scoreboard Part 2: Microsoft | Enterprise Applications Battlefield Mid-Year Scoreboard | Beware of Legacy Data - It Can Be Lethal | Adonix Grows Roots Against The Odds Part 2: Challenges and User Recommendations | Adonix Grows Roots Against The Odds Part 1 | The Automotive OEMs Might Soon Contract “BRAIN” Damage Part 2: The Future and User Recommendations | The Automotive OEMs Might Soon Contract “BRAIN” Damage Part I | Scala Shows Far More Than A Bit Of A Backbone Part 3: Challenges and User Recommendations | Scala Shows Far More Than A Bit Of A Backbone Part 2: Market Impact | Scala Shows Far More Than A Bit Of A Backbone Part 1 | Two Highly Focused Vendors Team For Their Markets' Good | Integration is the Name of the Game in Software Systems | SalesLogix and ACT! Officially Branded As Best Software Part 2: Challenges and User Recommendations | SalesLogix and ACT! Officially Branded As Best Software | Team With Business Management to Drive Out IT Cost | Can 'Intuitive' And 'ERP' Words Be Associated? | The 'Joy' Of Enterprise Systems Implementations Part 4: User Recommendations | The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures | The 'Joy' Of Enterprise Systems Implementations Part 2: Implementation Key Success Factors | The 'Joy' Of Enterprise Systems Implementations Part 1: Inexorable Statistics | Fast-path Implementations - Are They Good or Bad? | Announcing Agilisys (Formerly SCT’s Process Manufacturing & Distribution Business) - Finally Fully Focused On Process Manufacturing | Datatex and Dan River Apparel Fabrics - Ten Years and Counting | Is Enterprise Market Consolidating? Exactly! | The Old ERP Dilemma - Should We Install The New Release? | Manugistics Indulges In The Open M&A Season. Part 2: Market Impact, Challenges, and User Recommendations | Manugistics Indulges In The Open M&A Season | Standardizing on One ERP System in a Multi-division Enterprise | Microsoft 'The Great' Poised To Conquer Mid-Market, Once and Again Part 2: Challenges and User Recommendations | Microsoft 'The Great' Poised To Conquer Mid-Market, Once and Again Part 1: Recent Acquisition Announcement | Siebel Rallies Its Integration Alliance Troops Part 2: Market Impact | INFIMACS Boasts MRP Relevant To MROs | Siebel Rallies Its Integration Alliance Troops Part 1: Recent Announcements | Lawson Enforces Its Stronghold Part 2: Market Impact | Lawson Enforces Its Stronghold Part1: Recent Announcements | iProcess.sct Enters Golden Gate Opportunity | CA Unloads interBiz Collection Into SSA GT's Sanctuary Part 1: Recent Announcement | Mid-Market ERP Vendors Doing CRM & SCM In A DIY Fashion Part 2: Market Impact | Mid-Market ERP Vendors Doing CRM & SCM In A DIY Fashion Part 1: Recent Announcements | QAD Seemingly Nearing The Corner | Your ERP System is Up and Running-Now What? | Stratyc's Laser-Sharp Focused Tools Retrofit Legacy Systems | Adonix Expands X3 And Its "French Connection" Part 2: The Future | Baan Resurrects Multi-Dimensionally Part 4: Challenges & User Recommendations | Baan Resurrects Multi-Dimensionally Part 3: Market Impact | Ross Systems – A Bright Spot On A Difficult Enterprise Application Landscape | PeopleSoft's Buying Momentum Goes On. Pageant Participants, Line Up Please! Part 2: User Recommendations | PeopleSoft's Buying Momentum Goes On. Pageant Participants, Line Up Please! Part 1: Market Impact | Feds Buckle Down on Customer Information Security | The Old ERP Dilemma: How Long Should You Pay Maintenance? | Made2Manage Offers New Functionality And A VIP Treatment Part 2: Market Impact | Made2Manage Offers New Functionality And A VIP Treatment Part 1: Announcements | Gosh, They Kill Partnerships, Don't They? | The 'Old ERP' Dilemma: Replace or Add-on | J.D. Edwards' CEO Retires Again; This Time For Good? | Lawson Software Braves IPO And Reports Strongly Against The Odds | PSI AG To Become More Germane Globally Via Relevant Partnership | J.D. Edwards On The Mend; This Time Might Be For Real | It Isn't the Fall, It's the Sudden Stop | PipeChain Adds Pragmatism Onto Simplicity | Besieged By The CRM Throne Aspirants, King Siebel Delivers "The Magic No.7" Part 2: Market Impact | How Some ERP Vendors Demonstrated - Warts And All Part 2: Results | How Some ERP Vendors Demonstrated - Warts and All Part 1 | Should interBiz Mean Intelligence And Prediction Beyond ERP? - Part 2: Challenges and Market Impact | Is SCT And Logistics.com Partnership A Déjà vu? | Should interBiz Mean Intelligence And Prediction Beyond ERP? | Navision Enhances Its e-Vision And Looks To Expand Vertically - Part 3: Challenges & User Recommendations | Navision Enhances Its e-Vision And Looks To Expand Vertically - Part 2: Market Impact | Navision Enhances Its e-Vision And Looks To Expand Vertically | ERP Selection Facts and Figures Case Study - Part 2: Qualitative Assessments and Analysis | ERP Selection Facts and Figures Case Study Part 1: Business Model Scenarios | Soft Economy Dents SAP’s Armored Shield As Well | PRISM Users Get A Dedicated, Independent Web Community | Geac Awakens On Its Deathbed - Part 2: Geac's Response | What's With Oracle's And SAP's Differing Clairvoyance? | Geac Awakens On Its Deathbed - Part 1: Event Summary | The ERP Market 2001 And Beyond – Part 5: Recommendations | The ERP Market 2001 And Beyond – Part 4: Market Predictions | The ERP Market 2001 And Beyond – Part 3: Rating The Vendors | The ERP Market 2001 And Beyond – Part 2: Vendor Reactions | The ERP Market 2001 And Beyond – Aging Gracefully With The ‘New Kids On The Block’ | Shall Bifurcated Tack Reverse J.D. Edwards’ Bad Spell? | E-Business Sell Side Success at H.B. Fuller | Business Intelligence Success at Biomet, Inc. | Sausage Producer Packs Out the Profit with Technology | Intentia’s Intents To Be More Fashionable | 'Collaborative Commerce': ERP, CRM, e-Proc, and SCM Unite! A Series Study: J.D. Edwards | E-Business Customer Service Success at H.B. Fuller Company | SCT Extends Into Business Intelligence | ERP Trivia - Every Why Should Have Its Wherefore Part 2: ERP Key Success Factors | ERP Trivia - Every Why Should Have Its Wherefore Part 1: ERP Trends | Single Source or Best of Breed - The Debate Continues | Can You Add New Life To an Old ERP System? | Lawson Software Means Business With PSA and IPO | NavisionDamgaard Reverts To Navision, But In Name Only | J.D. Edwards' QUEST To End Its String Of Pyrrhic Victories Part 2: The Implications | J.D. Edwards' QUEST To End Its String Of Pyrrhic Victories Part 1: The News | PeopleSoft: Giving Fervent Hope To The Market And Jitters To The Competition. Part 2: The Implications | PeopleSoft: Giving Fervent Hope To The Market And Jitters To The Competition. Part 1: The News | ERP Selection Case Study Audio Conference Transcript | Fed Gives ERP A Shot In The Arm | IFS' Tamed Growth + Continued Losses + Increased Competitors' Lobby Talk = Decreased Customer Confidence | Latest Development on Epicor's Trying The Divestiture Tack | Is Ross Systems Up To A Hat Trick? | The Mid-Market Is Consolidating, Lo And Behold | Where Is ERP Headed (Or Better, Where Should It Be Headed)? Part 4: ASP’s and New Pricing Models | Where Is ERP Headed (Or Better, Where Should It Be Headed)? Part 3: E-Business and Mid-Market Shakeout | Geac Decomposes To Survive | Where Is ERP Headed (Or Better, Where Should It Be Headed)? Part 2: Product Architecture and Web-Basing | Where Is ERP Headed (Or Better, Where Should It Be Headed)? Part 1: Functional Scope and Vertical Focus | Stalled Navision + Mixed Bag Damgaard = Satisfactory NavisionDamgaard | Small ERP Vendors Missing The ASP Boat | ERP Beginner's Guide In So Many Words | Will 2001 Be The Year Of Baan’s Miraculous Comeback?
Definitely Maybe.
| SCT Corporation: The Last Viable Process Manufacturing Vendor Standing? | QAD’s Costly eTransition Continues | Does NavisionDamgaard Merger Mark Further Mid-Market Consolidation? | Essential ERP - Its Functional Scope | The Essential ERP - Its Genesis & Future | Symix Starts New Year Under New Name, But Old Issues Remain | What On Earth Is Going On With SSA? | BEA Systems Has A Broad Vision For E-Business Infrastructures | Big ERP Players Courting Government Agencies | Geac Lives By Acquisitions; Will It Die By An Acquisition? | Lawson Software Expands Vertically As Well | Great Plains’ Latest Product Offering — Ready to Stampede the SME Market? | Great Plains' eEnterprise Solution 'N Sync with Microsoft's New Platforms | Navision Executes At a Slower Pace | Symix Systems Front-Steps Into Greener e-Commerce Pastures | Has SAP Found Magic Formula (One) To Learn The Ropes Of Marketing? | Is Baan Showing Signs of Life After Death? | Oracle – How to Disappoint Analysts by Doubling Profits | Ross Systems Ends Year On a Sour Note and Braces Itself For Survivor’s Game | Will Oracle’s Freebie Shot Hurt (Or Only Graze) Siebel? | Great Plains – An SME Market Leader, But At What Cost? | IFS Marches On, Although With a String of Losses | Siebel: Great Plans for Great Plains | Commerce One Holds Announcement Festival | Fourth Shift Corporation: Working Overtime To Provide Complete Customer Care | SynQuest Posts Mixed Results | J.D. Edwards’ Mixed Blessings | QAD Continues to Wade Through Red Ink | eConnections Expands Web With IPNet | Geac Trying Its Luck in Partnering | Ultimate Connection Seeking Its US Retail Connection Through Solomon Software Partners | New Release For Ariba’s Software | Thru-Put Announces Features For New APS Release | Oracle Applications - An Internet-Reinvented Feisty Challenger | American Software Has Been Starving While Delivering Innovations | Intentia Has Been Bleeding For Its Platform Independence | ERP Belle Époque Officially Ended With the Demise of Baan and SSA | PowerCerv Facing Another Stormy Season | The Pros and Cons of Collaborative Planning | MAPICS Back On Track, But Not Without Restructuring Pains | Global Vendor Negotiation Strategies | Winner Takes All – Siebel Ousts SalesLogix From Solomon’s Deal | PeopleSoft 8 Launched – Anything to Write Home About? | PeopleSoft: No More a Humble Kid From a Rough Neighborhood? | IBM Nabs Another Application Vendor | Epicor Software Corp.: How Far From Being 'One-Stop' Shop? | SCT Comes Back With a Vengeance | Lawson Software Marches Over $300M Milestone | SAP Remains Solid While Transitioning | They Can Run, But You Can’t Hide | How Has Made2Manage Systems Been Managing Itself? | Baan Defectors – Is This Only Tip of an Iceberg? | Is Fourth Shift Succeeding in Providing 'Complete Customer Care'? | SAP - A Leader Under Reconstruction | How Detrimental Can a 2nd-In-Charge’s Departure Be? | Can Geac Reshuffle the ERP Standings? | ERP Getting a New Breath of Fresh Air in Europe | Has Market Been Too Harsh On Great Plains? | J.D. Edwards Chooses Freedom to Choose EAI | Siebel Has Done It Again – This Time with Navision | American Software - A Tacit Avant-Garde? | Ross Systems, Inc.: In Process of Renaissance | How Has MAPICS Been Extending? | PeopleSoft Manufacturing - This Time For Sure?! | Oracle Proud To Be Number Two | i2 Technologies’ Latest Offering: J. D. Edwards OneWorld™ | SAP to Become Leaner, Meaner and More Organized | J. D. Edwards FOCUSes on Active Supply Chain | Infinium Software, Inc.: Having All the Right Cards? | SAP Gives Up, Declares Victory. Again. | Access Commerce Spices Up North American CRM Fray | No More Mr. Nice Guy With J.D. Edwards | Enterprise Resource Planning Systems Audio Conference | IFS Far Cry From Running Out of Breath | ROI Systems, Inc.: Will Slow and Steady Remain in the Race? | Baan Yet Another ERP Vendor to Find a Sanctuary Under Invensys’ Wing | MAPICS Red Ink Stained While Extending Its Offering | Intentia’s Growing Pains | After Strong Game, Logility Suffers Fourth Quarter Loss | Ross Systems’ Renaissance Yet to Happen | Ariba Gains Legs Courtesy of Descartes | Adexa Reports Record First Quarter Results | Epicor Continues To Bleed | Symix Systems’ Slips Into Red During Its E-Commerce Transition | Will Solomon Finally Satisfy Great Plains’ Insatiable Appetite? | Baan Sinks Deeper into Red Quicksand | Lawson Software’s CRM and ASP Moves – Wise, Bold, Injudicious, Enforced, or Something Else? | Is SAP Stumbling? Perhaps. | Yet Another ‘Big 5 ERP’ CEO Casualty | Navision Software a/s: Mid-market iNvasion | Essential ERP – Current Market Trends – Part II | Will That Wretched ERP Finally Die? Possibly, But Only the Acronym! | Yet Another ERP/CRM Partnership | Oracle Flying High on Q3 Report: Is Gold All That Glitters? | Navision Becoming More Visible | Geac Announces Q3 Results and Acquires CRM Vendor | ERP Demand Being Re-heated | ERP Vendors Venturing into PSA | Solomon Software: Breaking Away from Perception as “Best-of-Breed-Accounting” Vendor | JD Edwards’ Alliances: Is It Too Much of a Good Thing? | GLOVIA to be Resuscitated (Hopefully) | JD Edwards Reports Strong License Revenue Growth in Q1 2000, but… | Intentia Attempts to Become ‘Lean and Mean’ | Vendors Begin to Round Out Their CRM Suites | J.D. Edwards Names SynQuest Preferred Solution | Oracle Integrates Front and Back Office with Applications 11i | PeopleSoft's CEO Steps Down | SSA Seeks Support from Synquest | SAP sets up Apparel and Footwear team | Geac and JBA Join Forces to Form New ERP Giant | Computer Associates, Baan Japan and EXE Announce Strategic Alliance to Provide Total Supply Chain Management Solutions | Oracle to Enlist BPA Systems in its Mid-Market Quest | SAP Lowers Revenue Expectations | Symix Maintains Consistent Profitability Despite Y2K Market Conditions | Software Leasing Trend Slams Baan Earnings | Intentia Americas Gains Momentum with 10 New Deals Inked During Last Two Weeks | MAPICS Reports Solid Profitability Despite Dismal Fiscal 1999 4% Growth | Baan Releases New Supply Chain Products | French Government awards ERP contract to Peoplesoft | Business Software Firms Sued Over Implementation - Lawsuits Bring ERP Problems to Light | Geac Metamorphosises JBA Into Gear, but Cuts 20% of Staff | Deloitte & Touche Alliance with SynQuest Largely Symbolic | J.D. Edwards Incurs Further Losses In Third Quarter | Intentia and Dash Associates Team Up | Key Product Delays Take a Toll on Oracle Users | ERP Packages For Midsize Firms in the Works | QAD Reports Third-Quarter--Revenue Rises 56 Percent | Pronto ERP 'Coming to America' | System Software Associates Announces Fiscal Fourth Quarter Results - The Agony Continues | Boeing Expands Baan Licensing Deal | Oracle Reports Strong Profits | QAD Offers Improved E-Commerce Applications with Greater Flexibility and Customization Capabilities | Heads Roll at Consulting Giant in Wake of SEC Investigation | Is Baan Clinically Dead? | Manhattan Associates Partners with Intentia | PeopleSoft Completes Acquisition of Vantive; Vantive CRM Applications Integrate with PeopleSoft and Other ERP Systems | SAP, PeopleSoft Earnings Look Brighter; ERP Strikes Back | Great Plains on a Shopping Spree | Geac Upgrades Accounting And Human-Resources Apps -- SQL Release 6.0 Simplifies Purchasing And HR Services For Midsize Companies | MAPICS, Inc. to Acquire Pivotpoint, Expanding e-business Offerings for Mid-Sized Manufacturing Establishments | PeopleSoft Takes Aim at Foods Industry | ERP Vendors Moving to Aerospace and Defense Markets | PeopleSoft Recuperating Slowly, Hoping to Sink 1999 into Oblivion Quickly | Baan Posts $236 Million Loss and Sells Off Coda for Nearly $40M Less Than It Paid | Symix Expands Its Product Offering While Remaining Profitable | IFS Continues to Blossom | SAP Declares Victory Over Manugistics, Takes Aim at i2 | Food Producer Files $20m Lawsuit Against Oracle | Oracle Loses Again | PeopleSoft Programs Cause Headaches at Number of Universities | Hummingbird Announces Extraction and Portal Strategy for ERP | SAP Posts Solid Q499, but Warns of Q100 | Analysis of Lawson Delivering New Retail Analytic Capabilities | ERP Vendor Lawson Software Extends to IBM's DB2 Universal Database | J.D. Edwards Teams with FRx Software to Improve Reporting Solutions | SAP and HP on the Web Together | Analysis of SAS Institute and IBM Intelligence Alliance | E-Commerce Lesson: Success Gets a Yawn, Failure Takes a Beating | SAP's New Level of e-Commerce: mySAP.com | BAAN Announces "Open World": Business-To-Business Collaboration Over The Internet | Lawson Plays Well With Others | The "S" in SAP Doesn't Stand for Security (that goes for PeopleSoft too) | Oracle Co. - Internet Paradigm Boosts Applications Growth | J.D. Edwards and Numetrix Ponder the Future as One | SAP APO: Will it Fill the Gap? | Symix Sytems: Shifting SME's Focus to Their Customers | MAPICS: Will Customer Satisfaction be Enough? | Intentia: Java Evolution From AS/400 | SSA: Evolving into systems integrator to survive | JBA: Will it remain "@ctive Enterprise"? | Marcam Solutions: Shifting its Focus to MES | Industrial & Financial Systems, IFS AB: Thriving on Product Flexibility and Incremental Deployability | Enterprise Resources Planning (ERP) Market - Dismal 1999, the New Millennium to bring Relief (for Some) | Transition for Manhattan Associates Necessary for Long Term Growth | Lawson Software: Self-Evidently Thriving on Innovations | QAD Inc.: The Art of Vertical Focus | Great Plains: Strong Channel and Microsoft focus for Dynamic(s) Growth | SAP's Dr. Peter Barth on Client/Server and Database Issues with SAP R/3 | Baan E-Commerce: a Wing, a Prayer & a Single Platform | J.D. Edwards - Creating OneWorld of Mid-sized ERP Users | Q: Who Wants to Marry a Multi-Billionaire? A: Baan -- Foster Care for Its Orphans Needed As Well | Geac Computer Corporation: Mastering Growth by Acquisitions |


Use this index to search for white papers related to commonly used search terms A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Others 
Recent Searches
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Others
A: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
B: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
D: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
E: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
F: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
G: 1 2 3 4 5 6 7
H: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
I: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
J: 1 2 3 4 5
K: 1 2 3 4
L: 1 2 3 4 5 6 7 8 9 10 11 12 13 14
M: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
N: 1 2 3 4 5 6 7 8
O: 1 2 3 4 5 6 7 8 9 10 11 12 13 14
P: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Q: 1 2
R: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
T: 1 2 3 4 5 6 7 8 9 10 11 12 13
U: 1 2 3
V: 1 2 3 4
W: 1 2 3 4 5 6 7 8 9 10 11
X: 1
Y: 1
Z: 1
Others: 1 2 3


©2013 Technology Evaluation Centers Inc. All rights reserved. Search powered by Google