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Documents related to » c part 27


Lean Simplified: Part 1
Take advantage of expertise about lean manufacturing. 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.

C PART 27: example of a subject company working towards the goal of lean. Lean Simplified   Part 1 With all the discussion, books, websites, 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 that one has to sift through to find the basic, most relevant facts. The purpose of this whitepaper is to do just that: simplify the concepts of lean manufacturing and present them in a manner in which the manufacturer can
7/14/2009 11:53:00 AM

The Lexicon of CRM - Part 1: From A to I
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part one of three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, is the Lexicon of CRM.

C PART 27: to foster intelligent decision-making. C   Call Me Now - A web-based electronic Service (or eService ) feature which enables the customer to immediately request that a support representative call them over a POTS (Plain Old Telephone System) line for discussion. Channel - Short-hand for Sales Channel; represents other companies that aid a company in the sale, and often implementation, of its products. CIC - Customer Interaction Center . The term has supplanted the age-old term Customer Support Center.
10/12/2001

GE GXS: Part and Parcel of B2B Exchange
General Electric’s GXS provides the infrastructure for a new digital marketplace. The announcement sheds light on the possibility that GXS can leverage its traditional infrastructure business into a lead position within the new economy.

C PART 27: GE GXS: Part and Parcel of B2B Exchange GE GXS: Part and Parcel of B2B Exchange D. Geller - November 1, 2000 Read Comments D. Geller - November 1, 2000 Event Summary eeParts.com provides a trading platform for buyers and sellers of electronic components. The service provides an environment in which buyers and sellers interact anonymously. Bidders locate the components they need in a searchable inventory database and proffer bids based on the information on product specifications, availability and asking
11/1/2000

The Lexicon of CRM - Part 3: From R to Z
CRM. C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part three of a three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, we continue the Lexicon of CRM

C PART 27: Comments The Lexicon of CRM Part 3: From R to Z R. Garland - November 2, 2001 The Lexicon is divided into three parts, this being the second of three. This third section covers the alphabet from R to Z. For A to I, see Part One . For J to Q, see Part Two . R  RDBMS - Relational DataBase Management System . The typical, standard database, with both data models, data definitions, and data storage capabilities. Examples include Oracle s 9i database, Microsoft s SQLServer 2000, and IBM s DB2 and Informix.
11/2/2001

Epicor Software Corp.: Completing Painstaking e Volution Part 1: About Epicor
Epicor Software is one of the first vendors and possibly the only mid-market vendor able to natively embrace customer and supplier activities tied to a core transactional back-office system. Fiscal 2001 will prove to be very challenging for Epicor Software and we believe the next 18 months will be the company's make-or-break period.

C PART 27: We expect acquisitions to continue to form an integral part of Geac s overall growth strategy, and the company to continue to be a leading global consolidator of mission critical applications in distinct niches within industrial, commercial and government sectors. Vendor Strengths Geac has proven itself an adroit and disciplined acquirer of application software businesses. Selective acquisitions have added breath through both attractive untapped market segments and a worldwide market presence. Its large
3/30/2001

JDA Portfolio: For the Retail Industry -- Part Five: Analysis of Market Impact
Given the competition for retail customers and wholesale orders is intense, retailers, including software vendors, must be able to meet consumer demand quickly, accurately and at the most competitive price. Despite its failed QRS acquisition, which promised to expand JDA's retail demand chain optimization applications, JDA Portfolio may be able to help retailers if it can overcome the challenges of servicing a fragmented sector and withstand the increasing competition.

C PART 27: its software products. This concludes Part Five of a six-part note. Part One presented the event summary. Parts Two through Four detailed the components of JDA Portfolio 2004.1. Part Six will look at ERP vendor and the retail market and make user recommendations. It will be published January 3.
12/31/2004

Is ROI King In Evaluating IT Investments? Part 2. Measuring the Impact of IT Investments
If the underlying business assumptions change, the cash flow projections may be critically flawed but the KPI’s can still be relatively reliable indicators of the impact of an IT project. In the long run, IT project KPIs may be the best indicators for IT managers to use in evaluating the results of their IT investments.

C PART 27: Part 2. Measuring the Impact of IT Investments Is ROI King In Evaluating IT Investments? Part 2. Measuring the Impact of IT Investments Olin Thompson and William Friend - July 24, 2002 Read Comments Measuring the Impact of IT Investments Ray Tucker, CFO of the $1.3 B adhesives manufacture H.B. Fuller, finds, We can t really understand all of the benefits that will come from electronically enabling our business. We know that as we standardize on technologies we will grow our business. The benefits will
7/24/2002

Selecting PLM Software Solutions Vendors Part 3 - A Timesaving Solution
In PLM, there is no single vendor that can meet all of the requirements, and the market is still immature, so almost every product can be the right solution provided a certain set of requirements. The Catch 22 for both buyers and vendors is to pinpoint the right opportunity in this ongoing 'dating game'.

C PART 27: the accompanying priorities). This concludes Part Three of a five-part tutorial on how to effectively streamline the PLM selection process. Part Four will present examples of applying the solution to a PLM evaluation. About the Authors Jim Brown has over 15 years of experience in management consulting and application software focused on the manufacturing industries. Jim is a recognized expert in software solutions for manufacturing and has broad knowledge of applying Product Lifecycle Management, Supply
5/24/2003

Complying with US FDA Title 21 CFR Part 11 for the Life Sciences Industry
Compliance with US FDA regulations is a market requirement. Thus, among the nearly 1,500 installations of mySAP ERP software among pharmaceutical, medical diagnostics and devices, and biotechnology companies worldwide, it is vital to be aware of the functions and features of mySAP ERP that demonstrate technical compliance with US FDA 21 CFR Part 11 Electronic Records; Electronic Signatures; Final Rule.

C PART 27: US FDA Title 21 CFR Part 11 for the Life Sciences Industry Complying with US FDA Title 21 CFR Part 11 for the Life Sciences Industry Source: SAP Document Type: White Paper Description: Compliance with US FDA regulations is a market requirement. Thus, among the nearly 1,500 installations of mySAP ERP software among pharmaceutical, medical diagnostics and devices, and biotechnology companies worldwide, it is vital to be aware of the functions and features of mySAP ERP that demonstrate technical compliance
11/23/2006 4:11:00 PM

ERP Selection Facts and Figures Case Study - Part 2: Qualitative Assessments and Analysis
This is part two of a note describing an opportunity TEC had to evaluate and compare the four top ERP vendors for a client. Each vendor’s offering differed in such areas as functionality, flexibility, process fit and ease of use. Find out what TEC learned as a result of the selection engagement.

C PART 27: Selection Facts and Figures Case Study - Part 2: Qualitative Assessments and Analysis ERP Selection Facts and Figures Case Study - Part 2: Qualitative Assessments and Analysis B. Spencer, L. Talarico, and P.J. Jakovljevic - November 21, 2001 Read Comments ERP Selection Facts and Figures Case Study Overview of the Selection  A mid-market Engineer-to-Order manufacturer in the aerospace and defense sector retained the services of TEC to help select an Enterprise Resource Planning System. This system is
11/21/2001

Performance Management Myths and Reality (Part One of Three)
Performance management systems have become an important tool in building an organizational culture of choice, and can deliver tremendous results. However, it’s not very common to have a comprehensive “road map” when embarking on a performance management system implementation—which can lead to serious mistakes in dealing with the people, process, and technology of performance management.

C PART 27: Performance Management Myths and Reality (Part One of Three) Performance Management Myths and Reality (Part One of Three) Source: Performance Solutions Technology Document Type: White Paper Description: Performance management systems have become an important tool in building an organizational culture of choice, and can deliver tremendous results. However, it’s not very common to have a comprehensive “road map” when embarking on a performance management system implementation—which can lead to
4/18/2007 5:44:00 PM


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