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Software Functionality Revealed in Detail
We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.
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 b part 13


The Wizardry of Business Process Management - Part 1
The business process management (BPM) market is sizzling hot, with Gartner Dataquest estimating its compound annual growth rate (CAGR) at 13 percent in 2009. In

b part 13  elements of the business B ottom line improvements E liminate bottlenecks R apidly deploy new services (and processes). Indeed, these are some of the typical benefits of deploying BPM systems, but the trouble, called the lack of clarity and consensus, starts with the quandary about what exactly constitutes BPM, and what exact parts and capabilities of BPM help achieve those benefits? In other words, are there more important and better BPM suites and/or components vs. those that are of less importance? In

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Software Test Tools

Tools exist to support software testing at all stages of a project. Some vendors offer an integrated suite that will support testing and development throughout a project's life, from gathering requirements to supporting the live system. Some vendors concentrate on a single part of that life cycle. The software test tools knowledge base provides functional criteria you might expect from a testing tool, the infrastructure that supports the tool, and an idea of the market position of the vendor.  

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Documents related to » b part 13

Intentia Prepares for Merger with Lawson


Before merging with Lawson, Intentia already had initiated cost-cutting measures on its products, target markets, and sales channels. This, corporate cultural changes, and an infusion of research money help the "new" Intentia become a world class solutions provider to the mid-market.

b part 13  promotion management. Information from both the sales and order fulfillment processes is now available in the field sales solution, which should enable salespeople to improve individual efficiency during customer visits, and ultimately, create opportunities to increase sales. This is Part Two of a four-part note. Part One detailed the merger. Part Three will analyze the market impact. Part Four will cover challenges and make user recommendations. Supply Chain Management Within the supply chain planning Read More

Justification of ERP Investments Part Four: Replacing or Re-implementing an ERP System


An investment analysis focusing on enterprise resource planning (ERP) benefits frequently applies to those firms initially justifying an ERP implementation. It can also be used to justify a 're-implementation' when the initial efforts have failed to produce desired results. Reprinted from Maximizing Your ERP System by Dr. Scott Hamilton.

b part 13  the software vendor. Class B User . The formal ERP system is partially effective in being used to run the entire company. It defines S&OP game plans, but they typically lack company-wide agreement and completeness. Supply chain activities are frequently initiated that do not reflect schedules from the ERP system, and the volume of action messages frequently makes them difficult to use. Unrealistic delivery promises on many sales orders contribute to the problem, and also create a larger-than-necessary Read More

Thinking Radically: Interview with Transpara’s Michael Saucier and Robert Hylton


It appears that many organizations are rapidly adopting mobile business intelligence (BI), and the technology promises to become a natural component of every BI application in the near future. And this has only been made possible by the hard work of number of software companies over the past several years in establishing the foundation, changing mindsets, and applying new mobile-based techniques

b part 13  we have seen, most BI implementations still require months and a huge investment on the part of the customer. Also, I think the press and excitement about the cloud is great. We have yet to see our customers start putting their sensitive data or spending real dollars on it, but the interest is there. If the world will get to that point, I’ll bet we can get our deployment down to just minutes if someone knows what they want to track. This would be a huge win for us, but we have yet to see material Read More

The Magic Behind Planning and Executing (Optimal) Service Supply Chains - Part 1


The recent three-part series entitled “Navigating Between Service Management Scylla @ Charybdis” analyzed the phenomenon of service economy, or the increasing importance of the service sector in industrialized economies. But while the vast customer service software market’s opportunity was examined there, the series also pointed out the treacherous complexity of planning

b part 13  Planning decisions play a bigger part in the bottom-line performance of the service business (i.e., financial profitability or  net income ). In other words, by omitting or neglecting any of these important logical steps, any company’s ability to deliver customer service will likely be impaired. Scheduling and Executing: Where the Rubber Meets the Road It is likely that every service business experiences the operational service chain optimization challenge on a daily basis. Simply said, service chain Read More

Global Trade Hits Home at MegaResistCap-Part IV: Blinded Me with Science


At the end of part III of this series, the software selection team at MegaResistCap had turned in their software selection votes to the company’s executive operating committee. Jim, director of information technology (IT), was anxiously awaiting the voting result, which was now being announced by Francois, the company’s chief legal counsel. Francois wasn’t one to mince words, and got right to the

b part 13  2012 Supply Chain Management Buyer’s Guide . This concludes Part IV, the final post, of this series. Read More

The Wizardry of Business Process Management: Part 5


Part 1 of this blog series started a lengthy discussion about the value proposition and parts-and-parcels of business process management (BPM), with an ensuing focus on Pegasystems (also known as Pega) as one of the leading BPM suite providers. Part 2, Part 3, and Part 4 then analyzed in depth a number of the vendor’s “BPM secret sauce” ingredients. Pega is one of the leading vendors in the

b part 13  “multiple” and “cross-channel” have become part of the complicated game, starting with multiple enterprises involved in trade, whereby each enterprise will often have multiple locations with multiple brands, divisions, and independent business units (IBUs), each with its own back-end systems, sales channels, etc. Consequently, multiple catalogs with products or services and multiple product choices that require configuration and guided selling have long become a matter of course. Furthermore, glo Read More

To SaaS or Not, Is That a Question? - SaaSy Discussions (Part IIa)


The first part of this blog series described the opportunity for software as a service (SaaS) or on-demand enterprise applications, especially in the current difficult economic milieu. But before any vendor can embark on delivering a SaaS offering, it must understand several misconceptions about SaaS. Part two then analyzed the first two of the top five SaaS assumptions that Gartner recently

b part 13  SaaS applications cater only to basic functional requirements. As said in Part II, SaaS applications are highly configurable at the metadata level, with many customization capabilities coming inherently from within an application platform as a service (PaaS ). In the next parts of this blog series I will talk about some good examples in which complete custom applications have been built using a commercially available PaaS. However, Gartner warns that some gaps might remain for truly complex, end-to-end Read More

Will 2013 Be IBS’ Comeback Year? Part 2


In part 1 of this series, we took a look at IBS, some of the challenges the company was facing, and its software offerings for the business community. To discuss the aforementioned issues (see part 1) and IBS’ ongoing turnaround, we recently spoke to Doug Braun, the chief executive officer (CEO) of IBS. As CEO, Mr. Braun is responsible for translating business needs into products that solve

b part 13  2013 Be IBS’ Comeback Year? Part 2 In part 1 of this series, we took a look at IBS , some of the challenges the company was facing, and its software offerings for the business community. To discuss the aforementioned issues (see part 1 ) and IBS’ ongoing turnaround, we recently spoke to Doug Braun, the chief executive officer (CEO) of IBS. As CEO, Mr. Braun is responsible for translating business needs into products that solve customer supply chain problems. TEC: How would you describe IBS’s Read More

It's the Aftermarket Service, Stupid! (Part II)


Part I of this blog topic introduced MCA Solutions and its flagship Service Planning Optimization (SPO) solution for planning and optimizing spare parts [evaluate this product]. That blog post also tackled MCA's notably good times during 2007. In the meantime, an informative post on MCA was also published by the Sourcing Innovation blog. A related 2007 milestone at MCA included a significant

b part 13  (SLA's), impact of tradeoffs between part reliability and inventory stocking levels, etc. Finally, MCA Solutions is a member of SAP's Industry Value Networks (IVN's) for High-Tech and A&D. All of the above integrations have been undertaken with the idea of facilitating the customer's entry point flexibility and early “self-funding” return on investment (ROI), while preserving the current IT investment and lower total cost of ownership (TCO). Certainly, SAP customers can utilize MCA'a knowledge of Read More

Saba Software: All about People (Cloud) - Part 2


Part 1 of this series introduced Saba Software, a public provider of what it calls “People Cloud,” which constitutes a new class of business-critical software that combines enterprise learning, talent management, and collaboration technologies. The post first described the vendor’s slew of industry rewards and accolades at the recent 2011 Enterprise 2.0 conference in Boston and related events

b part 13  Software: All about People (Cloud) - Part 2 Part 1 of this series introduced Saba Software , a public provider of what it calls “People Cloud,” which constitutes a new class of business-critical software that combines enterprise learning, talent management, and collaboration technologies. The post first described the vendor’s slew of industry rewards and accolades at the recent 2011 Enterprise 2.0 conference in Boston and related events. Then, I discussed the need for the “People Cloud” that Read More

12th Vendor Shootout for ERP: Dallas, TX, USA, 12-13 Oct 2011 - Early Bird Rates Extended!


The 12th Vendor Shootout for ERP. Dallas, Texas, USA. October 12-13, 2011. Dallas Marriott Quorum. Manufacturers and distributors:Early-bird Rates ...

b part 13  Oct 2011 - Early Bird Rates Extended! 12th Vendor Shootout for ERP: Dallas, TX, USA, 12-13 Oct 2011 - Early Bird Rates Extended! Early-bird Rates Extended! The 12th Vendor Shootout for ERP Dallas, Texas, USA October 12-13, 2011 Dallas Marriott Quorum Manufacturers and distributors: Early-bird Rates are extended until September 30! Don’t miss out on this opportunity to see the following ERP solutions go head to head! Oracle, abas, Infor, Epicor, SAP, IQMS, Microsoft, and Plex! Hosted by the VAR Read More

Compiere ERP Becomes Part of Consona


In the enterprise open source space, a notable change came to light today affecting Compiere users and partners. Consona announced its acquisition of Compiere. Compiere started back in 1999. One of its founders explained to me that the company's business (circa 2004) largely came from support, migration, and priority requests from clients. An integral component of the delivery model was

b part 13  ERP Becomes Part of Consona In the enterprise open source space, a notable change came to light today affecting Compiere users and partners. Consona announced its acquisition of Compiere . Compiere started back in 1999. One of its founders explained to me that the company's business (circa 2004) largely came from support, migration, and priority requests from clients. An integral component of the delivery model was Compiere's partners. So Compiere focused on providing second-level support to their Read More

Nothing Succeeds Like Success(Factors) - Part 2


Part 1 of this series introduced SuccessFactors, a public provider of software as a service (SaaS) talent management solutions. My post first analyzed the vendor’s evolution from its traditional People Performance realm to the seemingly more opportune Business Execution (BizX) province. Then, I talked about SuccessFactors’ multiple product editions to satisfy companies of

b part 13  around the realms of Business Alignment and People Performance ( mentioned in Part 1 ), and Team Execution (which is the most recently added pillar of BizX, to be discussed shortly), SuccessFactors BizX solutions are designed to be easy enough for anyone to use, but powerful enough to uncover the critical insights that help drive business results. While available as standalone, the modules are tightly integrated with other modules as required. In fact, the appeal of managing the entire company’s executi Read More

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This part illustrates how selecting the right ERP product depends on each client's requirements. Epicor, QAD, and Ramco Systems' rank can change with different sets of client requirements.

b part 13  A Selection? Try A Knowledge-Based Matchmaker Part 3: Comparing Three ERP Vendors Executive Summary Selecting a piece of enterprise application software has never been an exact science. Vendors' hype, consultants' conflict of interest, users' doubts, tediously long selection processes, and unclear decisions rationale are some of the unfortunate watchwords for most selection practices. It is daunting for corporate IT buyers to discern the true capabilities, strengths and weaknesses of a given enterprise Read More