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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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 customer success story the business of architecture


Customer Success Story: The Business of Architecture
Eight years ago, architect Kevin Harris, like many other architects, found it difficult to accurately charge clients for his services. But after attending

customer success story the business of architecture  Success Story: The Business of Architecture Eight years ago, architect Kevin Harris, like many other architects, found it difficult to accurately charge clients for his services. But after attending courses to learn the proper methods for tracking time and costs, he realized that what he really needed was an integrated system. Since implementing BillQuick time billing and project management solution, Kevin has been able to easily and accurately manage billing.

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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

Process Manufacturing (ERP)

The simplified definition of enterprise resource planning (ERP) software is a set of applications that automate finance and human resources departments and help manufacturers handle jobs such as order processing and production scheduling. ERP began as a term used to describe a sophisticated and integrated software system used for manufacturing. In its simplest sense, ERP systems create interactive environments designed to help companies manage and analyze the business processes associated with manufacturing goods, such as inventory control, order taking, accounting, and much more. Although this basic definition still holds true for ERP systems, today its definition is expanding. Today's leading ERP systems group all traditional company management functions (finance, sales, manufacturing, human resources) and include, with varying degrees of acceptance and skill, many solutions that were formerly considered peripheral (product data management (PDM), warehouse management, manufacturing execution system (MES), reporting, etc.). While during the last few years the functional perimeter of ERP systems began an expansion into its adjacent markets, such as supply chain management (SCM), customer relationship management (CRM), business intelligence/data warehousing, and e-Business, the focus of this knowledge base is mainly on the traditional ERP realms of finance, materials planning, and human resources. The old adage is "Such a beginning, such an end", and, consequently, many ERP systems' failures could be traced back to a bad software selection. The foundation of any ERP implementation must be a proper exercise of aligning customers' IT technology with their business strategy, and subsequent software selection. This is the perfect time to create the business case and energize the entire organization towards the vision sharing and a buy in, both being the Key Success Factors (KSFs). Yet, these steps are very often neglected despite the amount of expert literature and articles that emphasize their importance.    

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Case Study: VAI Improves Customer Service with Business Portal


Vormittag Associates, Inc. (VAI) provides enterprise resource planning software and associated services to clients in the manufacturing, wholesale, and retail industries. To facilitate everyday business processes, VAI began to consider a business portal. As a software provider, VAI was intimately familiar with a number of portal products, and decided that IBM Workplace Services Express was best suited for the company.

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UNIT4: The (Largely) Untold Story - Part 3


Part 1 of this blog post series started with my invitation by UNIT4 (formerly Unit 4 Agresso), the second largest business applications provider in continental Europe, to attend its UK 2010 users conference. Frankly, I was a bit skeptical about what new and exciting I might see and hear about at this event in light of the vendor’s analyst tour in Boston in late 2009. The

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The Power of One


The typical mid-market company that has roughly $350 million in annual revenue, has not fully automated its business processes, and would gladly give up its legacy systems if everything could work from one server, and give the executives the information they need in the process. Another opinion in the dilemma - the one-stop shop versus best-of breed concept.

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Logistics.com Might Prove An Internet Success Story After All- Part 2: Market Impact


By being able to address the needs of all stakeholders across the board from shipper to transport provider, and with the marketplace/private trading exchange (PTX) tool in the middle, Logistics.com can connect trading partners at various levels.

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Keeping the Right People: Making the Right Decisions When It Counts


Corporate leaders must look carefully at how their companies are organized and staffed, and keep the “right” people. But who must be kept and who can you afford to let go? If you don’t know how to re-engineer your staff, you might not be saving as much as you think. Discover methods and technologies that can help you avoid the pitfalls inherent in any reduction in workforce—to save money while you retain the best talent.

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Winning the War for Finance Talent: Game Plan for the Digital Age


Big data is changing finance at every level. To be competitive, businesses must harness finance talent armed with skills beyond pure accounting. Consensus building, collaboration, communication, flexibility and other soft skills are also required. This infographic looks at six ways to modernize your finance department.

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Fear of the Unknown, the Art of War, and Competitiveness


It is not unusual to use the metaphor of war to construct theories of business competition—substituting competing vendors for the mortal enemy. But what about the enemy within? And what if it is in fact a company's strongest resource?

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CRM Selections: When An Ounce Of Prevention Is Worth A Pound Of Cure Part One: The CRM Selection Challenge


Two of the greatest challenges IT decision makers face when selecting a CRM package is first, having a comprehensive understanding of their functional and technical requirements and second, identifying the vendors that best match their requirements. This article will focus on determining the functionality and technology required to enable business processes, and how to compare vendor offerings once those requirements have been documented.

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Justification of ERP Investments Part Three: Costs of Implementing an ERP System


Enterprise resource planning (ERP) implementation costs can be divided into one-time costs and ongoing annual costs. Both types of costs can be segmented into hardware, software, external assistance, and internal personnel. Reprinted from Maximizing Your ERP System by Dr. Scott Hamilton.

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