Home
 > search for

Featured Documents related to »  c part 28


PLM as a Strategic Weapon: An Underlying PlanetPTC Live 2011 Theme - Part 1


c part 28  as a Strategic Weapon: An Underlying PlanetPTC Live 2011 Theme - Part 1 Living in close proximity to the headquarters of PTC (NASDAQ: PMTC) in the Boston metropolitan area, and given numerous contacts and interactions with the vendor in the past, it might sound surprising that only this past summer I attended the vendor’s annual PlanetPTC Live conference for the very first time. Well,  at least my former colleague Kurt Chen did attend PlanetPTC Live 2010 , and based on his report from the time, Read More...
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 gatheri...
Start evaluating software now
Country:

 Security code
Already have a TEC account? Sign in here.
 
Don't have a TEC account? Register here.

Documents related to » c part 28


Managing Risks, Managing Measures: Decision Support Methodologies in Business Part 1: Guidelines
Poor measurement methods can take off millions or more from bottom lines, and contribute at least in part to project failures, corporate inefficiencies and poor

c part 28  overlooked or overly optimistically considered a small part of the cost/benefit equation. The risks here should be much more carefully looked at, as the process can lead to closure of the business. Often the cause is related to insufficient information on the gaps that need to be closed (discussed in 1. above) for a successful implementation, sometimes a result of a lack of the implementer's knowledge of your business in detail: suddenly that home-spun inventory system needs to become a JD Edwards ERP Read More...
Exact Software--Working Diligently Towards the
While not really a household name in North America before the Macola acquisition, Exact has always been a force to reckon with in the lower end of the ERP mid

c part 28  other germane capabilities). This concludes Part Three of a six-part note. Parts One and Two detailed the event summary. Parts Four and Five will continue the market impact. Part Six will cover challenges and make user recommendations. Read More...
Best Software Delivers More Insights To Its Partners (As Well As To The Market) Part Four: Market Impact Continued
Sage Group's decision to finally group its plethora of enterprise-level applications in North America under the Best Software brand in 2002 emanated from the

c part 28  Microsoft CRM product. This concludes Part Four of a five-part note. Parts One and Two summarized the event. Part Three began the Market Impact. Part Five will cover Challenges and make User Recommendations. Read More...
Processing Complex Events (During These, oh well, Complex Times) - Part III
Part I of this blog series introduced the concept of complex event processing (CEP) and possible needs for CEP software applications. One such broad CEP

c part 28  (During These, oh well, Complex Times) - Part III Part I of this blog series introduced the concept of complex event processing (CEP ) and possible needs for CEP software applications. One such broad CEP platform, Progress Apama , has been offered by Progress Software Coporation after acquiring formerly independent Apama LTD in 2005. Part II then discussed Apama’s current state of affairs and its real-life deployments at companies outside its traditional stronghold of capital markets and algorithmic 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.

c part 28  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...
DP&C Enterprises L.L.C.
Founded in 2001, DP@C Enterprises, LLC provides consulting, process enhancements, technology applications, project management, and supply chain solutions

c part 28  C Enterprises L.L.C. Founded in 2001, DP&C Enterprises, LLC provides consulting, process enhancements, technology applications, project management, and supply chain solutions designed to help clients with the management and movement of raw materials, manufacturing processes, distribution, and customer service functionality. DP&C can also help provide real-time access to management data and asset visibility throughout the supply chain. DP&C is headquartered in East Brunswick, New Jersey (US). Read More...
Are PLM and Global Sourcing Related? Duh, And How! (Part II)
Part I of this blog post analyzed the white paper entitled

c part 28  PLM and Global Sourcing Related? Duh, And How! (Part II) Part I of this blog post analyzed the white paper entitled Manufacturing Outsourcing: Seven Common Pitfalls to Avoid , authored by Symphony Consulting and Arena Solutions . It also established an intrinsic connection with product lifecycle management (PLM) software technology as a global sourcing collaboration enabler. Indeed, several macroeconomic trends seem to be helping the PLM market, starting with the rampant offshoring of facilities 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

c part 28  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 module or a Read More...
Frankie Does ERP, Part 2
[Editor’s note: Frank is not a composite character. He is a real person, employed at a real company. I’ve changed certain identifying particulars at his request

c part 28  your thoughts in the comment field below. Likewise, if you have any questions for Frank, let me know, and I’ll pass them along to him. Update April 22, 2010: Find out what happens next, in Part 3 ! Frankie’s resources (to date) Reader comments from Episode 1 TEC's Software Selection Methodology TEC Advisor ERP Selection Challenge: Sage vs. Microsoft Read More...
A Case Study and Tutorial in Using IT Knowledge Based Tools Part 2: A Tutorial
This tutorial, part 2 of a two part series on Knowledge Based Selection, demonstrates the selection processes and capabilities of Knowledge Based Selection

c part 28  significant or a major cause for differentiation) As a noted in part 1, most IT selection tools on the web contain only features and functions criteria. For many complex decisions, this can be inadequate. After selecting the PDA KB, you will be placed in a window entitled Summary . There are four sections to this window. On the left side is the decision hierarchy - in fact the value tree of criteria. The top three criteria are Features , PDA Configuration , and Other Product and Manufacturing Read More...
The Wizardry of Business Process Management - Part 4
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

c part 28  Wizardry of Business Process Management - Part 4 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 then analyzed in depth the vendor’s ability to help business users capture (and then realize) business objectives and intent, while Part 3 focused on Pega’s ability to automate programming and execute Read More...
A Modern Tale of Long (Supply Chain) Tails -- Part II
Part I of this blog series introduced the notion of long tails in modern supply chains. That blog post also introduced the vendor ToolsGroup and its solution

c part 28  Tale of Long (Supply Chain) Tails -- Part II Part I of this blog series introduced the notion of long tails in modern supply chains. That blog post also introduced the vendor  ToolsGroup and its solution for planning and optimizing finished goods in distribution environments. So, How Does ToolsGroup Solve the Distribution Puzzle? Most of the benefits are driven here by the distinctive Stock Mix Optimization capability that has delivered higher service levels with much less inventory for ToolsGroup Read More...
Outsourcing 101 - A Primer Part Two: Outsourcing Categories
Outsourcing is a very diverse market, and there are many different outsourcing options and outsourcing service providers to choose from. This part examines the

c part 28  process outsourcing markets. This concludes Part Two of a three-part note. Part One discussed the history of outsourcing, described outsourcing pros and cons, and introduced offshoring concepts. Part Three will recap outsourcing approaches and categories, and offer recommendations for firms looking to outsource and recommendations for outsourcing providers. About the Author A.B. Maynard has over twenty years of technology, industry, management consulting and application software experience. He is an Read More...
Curbing MESsy Shop Floor State of Affairs - Part II
Part I of this blog series expanded on some of TEC's earlier articles about companies' need for better links between the plant (

c part 28  MESsy Shop Floor State of Affairs - Part II Part I of this blog series expanded on some of TEC 's earlier articles about companies' need for better links between the plant ( blue collar trenches ) and the enterprise ( white collar ivory tower ). It also pointed out the difficulties in achieving this idea. An obvious solution would be a tightly integrated enterprise resource planning (ERP) and manufacturing execution system (MES) package that would help manufacturers close the gap between the shop Read More...

Recent Searches
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Others