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Supplier Logistics Management (SLM) Part 2
Supplier Logistics Management (SLM) offers the opportunity for considerable improvement in efficiency as well as cost reductions. SLM enables companies and

b part 4  senior management the silver bullet they are looking for to minimize operational inefficiencies, reduce costs and gain a sustainable competitive advantage. This is Part Two of three-part note. Part One covered how Technology Enables Supplier Logistics Management. Parts Two and Three cover the Seven Fundamental Issues Targeted by Supplier Logistics Management. (1) Kraft In Sync with Shaw's Supermarkets' Consumer Goods Technology, Ralph Bernstein, June 2001 (2) Unexplainable Losses' Traffic World, John Read More...
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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 gatheri...
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Documents related to » b part 4


The Future of Secure Remote Password (SRP) Part Two: Overcoming Obstacles to Success
This article explores the possibilities for the Secure Remote Password (SRP) in today’s multi-channel world, specifically how it improves upon the inherent

b part 4  (SRP) Part Two: Overcoming Obstacles to Success Introduction In Part One of this article, the possibilities for The Secure Remote Password (SRP) in today's multi-channel world, specifically how it improves upon the inherent insecurity of password authentication was discussed. It holds great promise as a way to strongly authenticate a user without the usual risks of dictionary attack(s) faced by other password-based authentication schemes. Obstacles To Acceptance Smart Clients A smart' client is required Read More...
Appointment Scheduling - Achieving the Positive Ripple Effect Part 2: A Solution
Integration of the appointment scheduling system with other systems is necessary for maximum benefit.

b part 4  that significant improvements may be realized through the appropriate use of technology. This is Part Two of a three-part article. Part One discussed the problem. Part Three will be a case study illustration. Far Reaching Benefits Achieving and implementing the above mentioned improvements through an Internet appointment scheduling system would widely increase the opportunity for many more benefits to be gained from better information. SKU level visibility, increased capacity utilization, decreased rates Read More...
EAM versus CMMS: What's Right for Your Company? Part Three: Analysis of IFS and Intentia
Having traditionally done implementations via their product delivery organization, IFS and Intentia also have long exhibited a focus on product quality and

b part 4  market focus, which thereby became part of its identity and a key ingredient in its ability to deliver an even deeper vertical industry functionality. While specific astute modules within the IFS Applications Suite have contributed to IFS' success within certain verticals, one thing that IFS has long had going for it is its product architecture, which is highly component- and standards-based. Also recognizing its scalability limitation, in addition to the rigidity of its erstwhile two-tier client/server Read More...
Project Management Communication: Developing a Plan (Part 2 Of 3)
Frequently when project teams convene to discuss post-project reviews, project team members feel that if communication had been better, the project would have

b part 4  post-project reviews, project team members feel that if communication had been better, the project would have gone smoother. The reason communication in project management is crucial is because it can impact a project’s success, and it is very important that project managers use the right types of communication during a project. Types of Project Management Communication The issues project managers (PMs) have to communicate about on a regular basis include 1. buy-in and acceptance of major project Read More...
Lean Manufacturing: Part 1
With all the discussion, books, Web sites, and other materials on the topic of lean manufacturing, it's hard to know which resources are credible@much less

b part 4  With all the discussion, books, Web sites, and other materials on the topic of lean manufacturing, it's hard to know which resources are credible—much less understand the mounds of information. The first part of this series breaks down the definition of lean manufacturing into easy-to-digest concepts and shares the real-life example of a supplier of remanufactured solvents that is working toward the goal of lean. Get tips on how to determine what you need in your production operation and why. Read More...
Deltek's Second Bite at the IPO Cherry (Part IV)
Part III of this blog series analyzed the relatively recently launched Deltek Vision 5 [evaluate this product] and Deltek Costpoint 6 [evaluate this product

b part 4  s Second Bite at the IPO Cherry (Part IV) Part III of this blog series analyzed the relatively recently launched Deltek Vision 5 [ evaluate this product ] and Deltek Costpoint 6 [ evaluate this product ] suites. It also tackled the related potential opportunities for Deltek. For one, key up- and cross-sell opportunities should come from: Additional modules, especially from the newly minted Deltek EPM [ evaluate this product ] suite: The majority of new Deltek customers initially purchase a single Read More...
Talking to an Unrelenting Cloud Enthusiast - Part 2
Part 1 of this blog series introduced Xactly Corporation, a provider of fully multi-tenant, software as a service (SaaS)-based solutions for sales performance

b part 4  or it will inevitably become a part of another ecosystem, e.g., a financial management system (FMS) , a human capital management (HCM) system, some other (given its possible synergy with configure, price, quote (CPQ), contract management, pricing, etc.)? CC : At the core of the SPM market lies compensation automation. This is the underpinning that allows for all of the rich analytics and performance improvements. When you realize that almost every company on the planet sells something and has humans who 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

b part 4  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...
Social ERP Emerges, Transforms the Way People Work (Part 2)
In part one of this series, we looked at how and why social media capabilities are impacting enterprise resource planning (ERP) solutions. We looked at the

b part 4  work, it needs to be part of your business processes to drive business results, and it needs to be one foundation for all social collaboration across your business and processes.   That one foundation for social at SAP is Jam. In the past year alone, there have been four major releases of the SAP Jam product. SAP is definitely putting the pedal to the metal when it comes to not only a social media strategy, but also social media execution.   Oracle— The Oracle Social Network (OSN) is the heart of Read More...
Has KANA Gotten Its Mojo Back? - Part 2
Part 1 of this blog series presented the opportunity of service economy and associated complexity of providing consistently an experience of customer service

b part 4  KANA Gotten Its Mojo Back? - Part 2 Part 1 of this blog series presented the opportunity of  service economy  and associated complexity of providing consistently an experience of  customer service excellence . The article then introduced KANA Software , a provider of Service Experience Management (SEM) solutions. Although KANA has focused on enabling superior customer service for its enterprise clients since being founded in 1996, it has experienced periods of ups and downs. Having been acquired and Read More...
Can We Intelligently Use Part Numbers to Configure and Order the Right Products?
In the industrial automation industry, an overlooked, fatal flaw of sales configurator solutions is their inability to simultaneously configure part numbers and

b part 4  hypothetical situation: the letter B could denote 480 volts, H could denote 208 volts, and DA could denote120/220 volts. Likewise, the number 5 could stand for 5 horsepower, the number 10 for 10 horsepower, and so on. Similarly, 10A might denote 10 amperes, and 20A , 20 amperes. For colors, blue (the default, let's say) might not require a code, but R could signify red, and G could signify green . Thus, if somebody wanted a blue 480-volt, 5-horsepower, 10-ampere contactor, the person would fax in an Read More...
Mega-vendors Warming Up to the Cloud - Part 2
Part 1 of this blog series depicted the three evolutionary phases (or waves) of software as a service (SaaS) and cloud computing adoption. The article ended

b part 4  levels and authorizations, system b ackup and recovery , and defining and exploiting operational metrics. Still, all these notable challenges can be parlayed into delivering continuous innovation and ongoing functional enhancements. There is a real opportunity for ISV’s to redefine and expand their product portfolios and business values by, e.g. their ability to aggregate benchmark data on customers actual software features’ use, espouse new offerings, and so on. The Well-established Vendors’ Read More...

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