Home
 > search for

Featured Documents related to »  3 sharp


MAPICS Moving On Pragmatically Part 3: Challenges
MAPICS remains at a critical point in time, where immaculate execution without much space for missteps will determine its future. Despite notable functional and

3 sharp  Moving On Pragmatically Part 3: Challenges Challenges For the last several months, MAPICS, Inc . (NASDAQ: MAPX), a global provider of extended ERP applications for world-class mid-sized manufacturers, has embarked on a painstaking process of producing a strategy going forward that would pragmatically blend the company's traditional values and success factors with new approaches to stay in tune with market trends. All the products mentioned in Part One will have lost their former trademarks. The Read More

ERP for the Oil and Gas Industry (Upstream)
The model of ERP systems for the upstream oil and gas sector addresses the particularly specialized business model of this industry. It is common practice for companies, individuals, and government...
Start evaluating software now
Country:
 Security code
Already have a TEC account? Sign in here.
 
Don't have a TEC account? Register here.

Documents related to » 3 sharp


“Act Vertical” vs. “Go Extinct” Retailers - Part 3
Part 1 of this blog series set the historical background for supply chain management (SCM) evolution and presented the advantages and shortcomings of vertical

3 sharp  Extinct” Retailers - Part 3 Part 1 of this blog series set the historical background for supply chain management (SCM) evolution and presented the advantages and shortcomings of vertical vs. horizontal integration . The analysis then moved onto the generally embattled retail sector, where a select group of innovative retailers has found a “happy medium” approach to stay well above the fray. Kurt Salmon Associated (KSA ), the leading global management consulting firm specializing in the retail and Read More
The Magic Behind Planning and Executing (Optimal) Service Supply Chains - Part 3
Part 1 of this series established that service supply chains have many planning levels and time horizons, which can be roughly divided into the following

3 sharp  Supply Chains - Part 3 Part 1 of this series  established that service  supply chains  have many planning levels and time horizons, which can be roughly divided into the following categories: the immediate period around the day of service, and  forecasting  and  planning for the day of service. My blog post then expanded on the various approaches to the challenges on the actual day of service. Part 2 delved more deeply into the intricate execution issues on the day of service , starting with Read More
J.D. Edwards' QUEST To End Its String Of Pyrrhic Victories Part 1: The News
J.D. Edwards has been trying hard to reverse a continuing decline of license revenue, which is in a sharp contrast to its direct competitors’ upbeat postures

3 sharp  P.J. Jakovljevic - July 3, 2001 Event Summary  During this year's FOCUS conference, which ran from June 11 -- 14, J.D. Edwards & Company (NASDAQ: JDEC), one of the leading providers of enterprise applications, demonstrated a somewhat more galvanized strategy than the one it initiated and less successfully executed during the last year (for more information, see J.D. Edwards Chooses Freedom to Choose EAI ), with its renewed mid-enterprise focus and commitment to deliver customer-driven solutions. At Read More
Made2Manage Affirms Its Technological Astuteness Part 3: Challenges and User Recommendations
Although recent initiatives should, to our mind, contribute to creating increased demand and acceptance of the offering in the intended SME market, nevertheless

3 sharp  Its Technological Astuteness Part 3: Challenges and User Recommendations Challenges Although initiatives covered in Part Two of this note should, to our mind, contribute to creating increased demand and acceptance of the offering in the intended SME market, nevertheless, Made2Manage will have to address certain challenges in order to continue to thrive in this cutthroat competitive environment. The competition is flying from all directions: its peers (e.g., Epicor , Lilly Software , Syspro , Read More
UNIT4: The (Largely) Untold Story - Part 3
Part 1 of this blog post series started with my invitation by UNIT4 (formerly Unit 4 Agresso), the second largest business applications provider in continental

3 sharp  Untold Story - Part 3 Part 1 of this blog post series  started with my invitation by  UNIT4 (formerly Unit 4 Agresso ), the second largest business applications provider in continental Europe , to attend its  UK 2010 users conference . Frankly, I was a bit skeptical about what new and exciting I might see and hear about at this event in light of the vendor’s analyst tour in Boston in late 2009. The post then discussed the recent development that preceded both the UK user conference and the Boston Read More
TurtleSpice ERP! (Week 3)
The story so far: Mike Chelonia, TurtleSpice’s comptroller, has been tasked to select an ERP system by his CFO. Swamped by phone calls from software vendors and

3 sharp  ERP! (Week 3) The story so far : Mike Chelonia, TurtleSpice’s comptroller, has been tasked to select an ERP system by his CFO. Swamped by phone calls from software vendors and consultants, and facing pressure from his VP to short-circuit the selection process, Mike faces some tough choices. When we asked you what you would do in Mike’s shoes, you voted to pursue the creation of an ERP selection team . Don’t forget, you decide the fate of TurtleSpice’s ERP selection. Cast your vote at the Read More
3 Key Areas to Reduce Costs with Lean Techniques
Continuous process improvement is more critical than ever for manufacturers to become lean. One key area of focus is on the flow of product from supplier to

3 sharp  now and learn about 3 key areas to reduce costs and improve product flow from quote to cash. Read More
Nothing Succeeds Like Success(Factors) - Part 3
Part 1 of this series introduced SuccessFactors, a public provider of software as a service (SaaS) talent management solutions. The article first analyzed the

3 sharp  Like Success(Factors) - Part 3 Part 1 of this series introduced SuccessFactors , a public provider of  software as a service (SaaS)   talent management  solutions. The article first analyzed the vendor’s evolution from its traditional People Performance realm to the seemingly more opportune Business Execution (BizX) province. Then the article talked about SuccessFactors’ diverse product editions (tailored to satisfy companies of all sizes) and detailed the two core modules of the SuccessFactors Read More
How to Start a No-fail Project, Part 3: Planning for Success
An estimated two-thirds of IT projects aren’t completed on time or budget, while 15 percent are cancelled entirely. But your IT project doesn’t have to be a

3 sharp  a No-fail Project, Part 3: Planning for Success Logic Software is a leading custom software development and outsourcing company in its field.Some of the World's most successful Independent Software Vendors. Source : Logic Software Resources Related to How to Start a No-fail Project, Part 3: Planning for Success : Information Technology (IT) (Wikipedia) How to Start a No-fail Project, Part 3: Planning for Success Project Management is also known as : Project Management Application , Project Management Read More
Navigating Between Service Management Scylla & Charybdis - Part 3
Part 1 of this series analyzed the phenomenon of the service economy or the increasing importance of the service sector in industrialized economies. Especially

3 sharp  & Charybdis - Part 3 Part 1 of this series  analyzed the phenomenon of the service economy  or the increasing importance of the  service sector  in industrialized economies. Especially in a sluggish market, the service delivered after the initial sale of a product is what can truly differentiate competitors. The service opportunity is also there, since after-sale service is quite difficult to replicate. Thus, while  durable (hard) goods  orders decline and product-based  profit margins  diminish Read More
Hewlett-Packard’s NetServer Division - #3 to Get Ready, or #4 to Go?
Hewlett-Packard is one of the leading computer companies in the world, but they have fallen to fourth place in the Intel-based server market. Will they move

3 sharp  Packard’s NetServer Division - #3 to Get Ready, or #4 to Go? Vendor Genesis Hewlett-Packard (HP) was formed in 1939 by Bill Hewlett and David Packard, starting out in the famous garage behind Mr. Packard's house in Palo Alto, CA. The first product was a resistance capacity audio oscillator, an instrument used to test sound equipment. HP continued to grow through design and production of instruments and test equipment. HP's first entry into a computer-related business was in 1958, when it acquired Read More
The ERP Market 2001 And Beyond - Part 3: Rating The Vendors
We generally believe that, in the long run, market winners will be those vendors with an established large customer base and with huge financial and human

3 sharp  Tier 2 & Tier 3 ERP vendors will not survive until 2004 (65% probability). About half of these will transform into system integrators, while either relegating their product to a niche 'bolt-on'or legacy status. The remaining half will be acquired, and those will be vendors with poor financial performance and undervalued market capitalization but with a large customer base and a deep focus and expertise in a specific industry. To single out only a few of these as market losers would only do them a Read More
3 Tips for Integrating Field Service Management Software with ERP
Field service management software often needs to be integrated with other enterprise software. Learn the three essential tips for integrating your service

3 sharp  Tips for Integrating Field Service Management Software with ERP Field service management software often needs to be integrated with other enterprise software. Learn the three essential tips for integrating your service management system with enterprise resource planning (ERP) software and other operational systems, data warehouses, or data sources. Read More
A Tale of a Few Good SCM Players - Part 3
Part 1 of this blog post series followed the progress of Manhattan Associates from its inception in 1990 throughout the mid-2000s. During this time, Manhattan

3 sharp  SCM Players - Part 3 Part 1 of this blog post series followed the progress  of  Manhattan Associates  from its inception in 1990 throughout the mid-2000s. During this time, Manhattan was the epitome of a well-managed  supply chain management (SCM ) software company in terms of market share, growth, profitability, and its products’ capabilities. Indeed, the company set the industry standard for the supply chain execution (SCE) space and was the envy of its competitors. But lately, the two Read More
Popular Searches

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