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Selecting PLM Software Solutions Part 2 - Problem Overview
Past experience shows us that the vast majority of enterprise technology evaluations run over time and budget, and once selected, the majority of the

b part 22  the viewpoint of the Buyers and Vendors. Part One Lessons Learned from Previous Enterprise Software Selections Part Two Overview of the Problems in Selecting PLM Software Part Three Presents a Solution Part Four Presents Examples of Applying the Solution Part Five Makes User Recommendations Problem Overview Prospective customers typically struggle with the following issues when selecting enterprise technologies: Their selection project teams have no effective way to define their business requirements and Read More...
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Documents related to » b part 22


Service Supply Chain Strategies to Increase Corporate Profitability
This article describes the unique challenges of the service supply chain, provides a framework for understanding the service management decision hierarchy, and

b part 22  by moving from point B to point C along the efficient frontier, they have found further progress difficult, limited by traditional modes of planning. These traditional modes of planning found in first-generation service supply chain systems are inspired by manufacturing and finished-product distribution thinking (e.g., ERP and DRP), which attempt to match service supply to demand by assigning enabling resources to specific service products in a static and separable fashion. After years of research and Read More...
The Impact of Demand-Driven Technology in the SCM Market: IBS
The integration solutions market will be an interesting area of growth. IBS has an attractive offer for companies with complex and expensive business software

b part 22  software applications. CTP has been a part of the IBS demand-driven manufacturing solution since the mid-1990s. CTP is a pull system, but with the intent of planning and not merely waiting for the execution time to act. It does not take into account every minute detail and parameter, but rather, nothing gets produced unless it is going to be ordered or has been consumed. Using CTP alongside MRP, IBS software offers an alternative way of working by prioritizing time instead of quantity as the basis for Read More...
The Role of ERP in Globalization
Globalizing your market reach presents technology and business challenges to profitable growth. Your supply chain strategy for globalization should include an

b part 22  that speak different languages but share a common instance of ERP. Translating Data Translation of data represents a different kind of challenge. Presenting internal descriptive data (such as general ledger account descriptions) is still not a supported feature of many ERP systems. Translation of product and part descriptions to the language of the supplier or customer remains a future feature for many as well. ERP vendors will employ various strategies for dealing with these issues, including product Read More...
Federal Procurement Essentials: Sealed Bidding
Selling to the government can bring new life to contract winners, particularly small and medium businesses. In fact, organizations that understand and leverage

b part 22  price. Sealed Bidding Sealed bidding (defined in FAR Part 14 ) is a procurement method used when the best value is expected to result from the selection of the lowest evaluated priced offer. This contracting method solicits (by means of a document called invitation for bid [IFB]) prospective providers for submitting offers, called sealed bids . Precedence of sealed bidding US federal regulations give preference to a procurement process based on sealed bids over competitive proposals if certain conditions Read More...
Evolving Business Application Preferences, Part 1: Best-of-breed or Suite?
Do executives prefer to purchase business applications as part of an integrated suite or as part of a best-of-breed approach? Are there differences by software

b part 22  executives prefer to purchase business applications as part of an integrated suite or as part of a best-of-breed approach? Are there differences by software category? By region? By company size? How have these preferences changed over time? What are the implications for users and vendors of business applications? Get the answers to these and other questions in this Strategic Perspective from Saugatuck Technology. Read More...
What's in a name? or Enterprise systems' reincarnations (Part II)
While the Part I of this topic focused on Consona Corporation (former M2M Holdings), this time the discussion continues with the recently minted Solarsoft

b part 22  Solarsoft entity, privately owned by Marlin Equity Partners. True, in Part I, besides Infor , I could have also mentioned as old news the renaming of Verticent ERP Plus (formerly PowerCerv [ evaluate this product ]) as part of the ASA International parent and SoftBrands (formerly Fourth Shift and AremisSoft ), but these companies have not that candidly professed their appetite for more acquisitions. In any case, in April 2007 Canada-based CMS Software merged with the United Kingdom (UK)-based XKO Read More...
D&B
D@B is a data provider that delivers customer, prospect, and supplier information collected from 30,000 sources. The D@B database uses the DUNSRight Quality

b part 22  B D&B is a data provider that delivers customer, prospect, and supplier information collected from 30,000 sources. The D&B database uses the DUNSRight Quality Process, which eliminates duplicate contacts and points out companies that are involved in tight collaborations. Records include company firmographics, with financial, industry, and multichannel contact information. The information is aggregated and monitored by industry-specific business analysts. The database contains about 130 million active Read More...
PLM (Vendors) and Lean Product Development-Part 4: PTC
If you have followed my previous posts of this blog series (Part 1, Part 2, and Part 3), I guess you may have an idea about who will be the third vendor I’m

b part 22  previous posts of this blog series ( Part 1 , Part 2 , and Part 3 ), I guess you may have an idea about who will be the third vendor I’m going to discuss concerning the relevance between its product lifecycle management (PLM) offerings and the lean product development (LPD) concept. Yes, it is PTC . Like Dassault Systèmes and Siemens PLM Software , PTC is also located in the CAD-PLM camp (read this article if you want to know more about how I categorized major PLM vendors into two categories) that 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

b part 22  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...
B&G Machine Selects abas ERP
B&G Machine, a provider of diesel engine rebuilding and industrial component machining, and a sister company of HE Parts, has selected abas USA as its

b part 22  G Machine Selects abas ERP B&G Machine, a provider of diesel engine rebuilding and industrial component machining, and a sister company of HE Parts, has selected abas USA as its enterprise resource planning (ERP) provider. B&G Machine services customers in mining, marine, oil, gas and other power generation industries around the world.   With abas ERP , which reportedly prevailed over Microsoft Dynamics NAV and Epicor ERP , B&G Machine expects to be able to run its business from one system to improve vis Read More...
Exploring Epicor Productivity Pyramid - Part 2
Part 1 of this blog series introduced Epicor Software Corporation’s set of tools called the Epicor Productivity Pyramid. The Pyramid enables one of Epicor’s

b part 22  useful as standalone products, can be even more powerful when used in combination. As said in Part 1, all three of the Productivity Pyramid solutions were architected as what Epicor calls “extend” components . That is, these tools were created to enhance the value of Epicor customers’ existing investments in ERP systems. Therefore, the current Version 9.x of Epicor Productivity Pyramid actually works with the following Epicor product generations: Epicor 9.x, Vantage 8.x, Enterprise 7.x, iScala 2.x Read More...
The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures
This part discusses the causes of ill-fated implementation

b part 22  Trends by The Conference Board. Part Two covered the major key success factors (KSF's) for enterprise applications projects. This part discusses the causes of enterprise systems implementation failures. Part Four will make User Recommendations based on this information. Other Causes of Ill-fated Implementations Some other causes of ill-fated implementations and/or poor live system performances worth pointing out would be: Lack of system discipline , which can be illustrated in many ways. One is Read More...
Mega-Vendors Warming Up to the Cloud - Part 4
Part 1 of this blog series depicted the three evolutionary phases (or waves) of software as a service (SaaS) and cloud computing adoption. The post ended with

b part 22  most notably  SAP Business ByDesign . Part 3 of this blog series  analyzed recent SaaS initiatives by mainstream mega-vendors. Some concrete examples of vendors and their new strategies and solutions were presented, most notably  Oracle ’s Platform for SaaS  and SAP ’s recently unveiled on-demand strategy for large enterprises. Coming back to the company that has inspired this series, Progress Software , the vendor believes that most mega-vendors, based on their nascent and budding SaaS offerings Read More...

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