ERP Software Packages Part 1

TEC Products

Enterprise Resource Planning RFP Templates http://rfp.technologyevaluation.com/store.asp?catid=1 ERP Software Evaluation Reports http://rfp.technologyevaluation.com/rfi.asp?catid=ERP Enterprise Resource Planning (ERP) Evaluation Center http://erp.technologyevaluation.com/

The ERP Market 2001 And Beyond – Part 2: Vendor Reactions

by P.J. Jakovljevic ... Part 1: Functional Scope and Vertical Focus ... new functionality so that their packages go beyond ... While most traditional ERP software enables the integration and ... http:/.../Research/ResearchHighlights/Erp/2001/10/research_notes/MN_ER_PJ_10_05_01_1.asp - 15k - 2001-10-05 Summary: Faced with competitive inadequacies, the major ERP vendors have been vigorously busy developing, acquiring, or bundling new functionality so that their packages go beyond the traditional realms of finance, materials planning & management, and human resources.

The Power of Knowledge -- Knowledge is Power (Part 1) » The TEC ...

... software solutions range from small software packages for individual ... company is the only software vendor that ... […] Part 1 of this blog series introduced the ... blog.technologyevaluation.com/blog/2008/12/23/the-power-of-knowledge-knowledge-is-power-part-1/ - 57k - 2008-12-23

ERP and SCM Implementations Part One: Doing Too Much Too Soon

by Joseph Strub ... Rarely do packages go into production without problems ... To limit your exposure, implementing one software package at ... Starting an ERP implementation with the more ... http:/.../Research/ResearchHighlights/Erp/2004/04/research_notes/MI_ER_XJS_04_08_04_1.asp - 14k - 2004-04-08 Summary: In order to get ahead of the systems development power curve, companies are attempting what is equivalent to executing a quadruple jump in ice skating; running a sub 3:50 minute mile in track; and winning the Tour de France in cycling--all in the same year. How? By trying to implement enterprise resource

ERP and SCM Implementations Part Two: Interfaces and Priorities

by Joseph Strub ... ERP and SCM Implementations: Part Two: Interfaces and ... 3. Summary. Interfaces. To a large extent, software packages do work out of the box. ... http:/.../Research/ResearchHighlights/Erp/2004/04/research_notes/MI_ER_XJS_04_09_04_1.asp - 13k - 2004-04-09 Summary: To a large extent, software packages do work out of the box. Packages that do not perform perfectly or as users would expect is when dissatisfaction arises. These can be dealt with in a rational manner through the employment of effective project and change management procedures. However, an area that ty

How Some ERP Vendors Demonstrated - Warts and All Part 1

by P. Jakovljevic, L. Talarico, & B. Spencer ... Part 2 discusses the specific results of the ... The candidate vendors and packages in order of ... Although all were large, well-known ERP software providers that ... http:/.../Research/ResearchHighlights/ERP/2001/12/research_notes/CS_ER_PJ_12_12_01_1.asp - 26k - 2001-12-12 Summary: Contrary to what vendors may contend, not all of them are able to provide an effective out-of-the-box solution that satisfies the critical requirements of an organization. In this case study from a recent selection engagement for an ETO mid-size manufacturer, we assess Oracle, J.D. Edwards, SAP, and IFS

Justification of ERP Investments Part Three: Costs of Implementing ...

by Dr. Scott Hamilton ... ERP software package (and associated system software and hardware ... It may range from a part-time clerical ... group of MIS experts (for some mainframe ERP packages). ... http:/.../Research/ResearchHighlights/Erp/2004/02/research_notes/TU_ER_XSH_02_12_04_1.asp - 14k - 2004-02-12 Summary: Enterprise resource planning (ERP) implementation costs can be divided into one-time costs and ongoing annual costs. Both types of costs can be segmented into hardware, software, external assistance, and internal personnel. Reprinted from Maximizing Your ERP System by Dr. Scott Hamilton.

Where Is ERP Headed (Or Better, Where Should It Be Headed)? Part 1 ...

by P.J. Jakovljevic ... Part 1: Functional Scope and Vertical Focus PJ ... new functionality so that their packages go beyond the ... factors when making an ERP software selection: product ... http:/.../ResearchHighlights/BusinessApplications/2001/04/research_notes/TN_BA_PJ_04_18_01_1.asp - 23k - 2001-04-18 Summary: ERP applications are the information backbone for contemporary manufacturing enterprises. This note identifies current trends in the ERP market that we believe businesses that are both current and potential ERP users should be cognizant of in order to appropriately manage their expectations.

Stalled Oracle Fumbling For A Jump-Start Kit Part 1: Recent Events

by P.J. Jakovljevic ... lower end by open source database packages, particularly MySQL ... the line between CRM and ERP, as in ... an expansion of its contract management software suite with ... http:/.../Research/ResearchHighlights/ERP/2002/04/research_notes/EN_ER_PJ_04_12_02_1.asp - 16k - 2002-04-12 Summary: While Oracle's declining revenue and profit continue across main businesses, SAP and Siebel have been extending their leads in respective enterprise application markets, while PeopleSoft has been anticipating turning on the overtaking flashing indicators.

Intelligent Manufacturing Systems: Beating the Odds, Mightily ...

... are report writing and spreadsheet automation software packages out there ... Crystal Reports and Global Software) that handle this better than an ERP system ever ... blog.technologyevaluation.com/.../intelligent-manufacturing-systems-beating-the-odds-mightily-–-part-2/ - 57k - 2009-05-15

Enterprise Applications--The Genesis and Future, Revisited Part ...

by P.J. Jakovljevic ... In general, the second part of the definition holds true, given traditional ERP involves software packages that by and large automate and ... http:/.../Research/ResearchHighlights/Erp/2004/04/research_notes/TU_ER_PJ_04_01_04_1.asp - 14k - 2004-04-01 Summary: Integrated enterprise resource planning (ERP) software solutions became synonymous with competitive advantage, particularly throughout the 1990's. Customers were demanding to have their products delivered when, where, and how they wanted them. Companies were therefore compelled to develop and embrace the