| 1. |
'Collaborative Commerce': ERP, CRM, e-Proc, and SCM Unite! A Series Study: SAP AG ( Pages)
by Randy Garland
Sep 22, 2001
Abstract : SAP AG has seemingly crossed a strategy chasm, from a strict, stodgy, Not-Invented-Here (NIH) approach to software development and delivery, to a seemingly quite open approach of broad development alliances, company acquisitions, Internet portals development, and a deep, new relationship with IBM for both technology sharing as well as bolstering IBM Consulting’s support for SAP’s new multiple mySAP.com™ initiatives. 'Collaborative' and 'SAP' were not two words you might have ever seen in the same article. You’re seeing it now.
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| 2. |
Geac Gets Its Commonsense Share Of Consolidation, With Revolving Door CEOs No Less Part Three: Challenges and User Recommendations ( Pages)
by P.J. Jakovljevic
Aug 14, 2003
Abstract : The rejuvenated management team has done a praiseworthy job of bringing the company back to health while concurrently unveiling a new System21 product that can compete with the other products in the market. Deep vertical functionality, process integration, and the communication of a detailed product strategy blueprint to the market should help users manage total cost of ownership (TCO) during this era of conservative IT budgets.
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| 3. |
SAS and Action-Oriented Business Processes: Alliances, Partnerships, and Acquisitions ( Pages)
by P.J. Jakovljevic
Aug 11, 2005
Abstract : Combining deep analytics with BI solution functionality, expanding in certain verticals, and by acquiring several well thought out companies, have been key for SAS to further entrench itself in the market.
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| 4. |
A Focused Web-based Solution for Chemicals, Drugs, and Mill-based Industries ( Pages)
by P.J. Jakovljevic
Jul 25, 2006
Abstract : SSI shows deep understanding of the requirements for chemical, drug, and mill-based industries. Consequently, it has developed such must-have capabilities as potency controls, container movements, top-down and bottom-up traceability, and controls for customs and excise, shelf life, and location validation.
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| 5. |
Made2Manage Systems 'One Year After': Reenergized and Growing Part Five: Summary, Challenges, and User Recommendations ( Pages)
by P.J. Jakovljevic
Feb 26, 2005
Abstract : Although not necessarily unique to Made2Manage Systems, the strategy of taking a deep breath and reflecting upon how to proactively better serve existing customers, and building upon that with a combined organic growth and growth via acquisitions, seems to be a recipe for success these days.
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| 6. |
Andersen/Enron Affair Precipitates "Big Five" Divorces ( Pages)
by P.J. Jakovljevic
Feb 20, 2002
Abstract : While the current focus of the public is on the future of Andersen and the entire accounting practice, the implications on the consulting industry will be deep as well.
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| 7. |
N-Tier Demand Management ( Pages)
by Bill McBeath
Dec 23, 2004
Abstract : The classic bull-whip effect means that the further a supplier is removed from the end consumer, the worse are the fluctuations in demand that they see. This has led many to recommend an n-tier approach to demand management, where everyone gets visibility to the end-customer demand at the same time. In practice, very few companies have been able to actually realize this vision. There are some practical approaches that a few leading suppliers deep in the supply chain are have taken to successfully mitigate the bull-whip effect.
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| 8. |
The Name and Ownership Change Roulette Wheel for Marcam Stops at SSA Global Part Three: Last-Ditch Effort by Invensys ( Pages)
by P.J. Jakovljevic
Oct 16, 2004
Abstract : Under Invensys, Marcam has seen things change frequently including reorganizations, management changes, strategy changes, and the loss of many employees with deep domain knowledge.
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| 9. |
The ERP Market 2001 And Beyond – Part 5: Recommendations ( Pages)
by P.J. Jakovljevic
Oct 15, 2001
Abstract : Winning ERP products will demonstrate deep industry functionality and tight integration with best-of-bread ‘bolt-on’ products in a particular vertical. Users should focus on the handful of business objectives they need to achieve and the ways to measure their success.
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