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Software Functionality Revealed in Detail
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 d part 11


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

d part 11  GXS: Part and Parcel of B2B Exchange GE GXS: Part and Parcel of B2B Exchange 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 price. Sellers may accept or decline the bid

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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

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 gathering requirements to supporting the live system. Some vendors concentrate on a single part of that life cycle. The software test tools knowledge base provides functional criteria you might expect from a testing tool, the infrastructure that supports the tool, and an idea of the market position of the vendor.  

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Documents related to » d part 11

Deltek's Second Bite at the IPO Cherry (Part II)


Well, a few months after Part I of this blog post was published, which focused on Deltek's pre-New Mountain Capital private equity investment era, the time has finally come for us to analyze why being again publicly traded should (or should not) work better for Deltek this time. If one is to judge merely by the most recent financial figures, it would appear to be working well, but my focus here is

d part 11  post will wrap up Deltek's opportunities, which in great part stem from the latest developments to its traditional breadwinning products, and also analyze some still outstanding challenges for the upbeat vendor. Your comments, opinions, suggestions, etc. are welcome in the meantime. 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 ("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

d part 11  but not least, Oracle delivered its own integrated MES-ERP-Supply Chain Management (SCM) offering within Oracle E-Business Suite (EBS) release 12 . This was in great part possible due to the vendor's existing manufacturing capabilities/modules (e.g, flow manufacturing , work-in-process [WIP ], etc.) and many customer deployments in certain manufacturing industries. More recently though, Oracle has been deeply involved in delivering its own integrated MES-ERP-Supply Chain Management (SCM) offering Read More

Epicor Claims The Forefront Of CRM.NET-ification Part 1


By harnessing .NET possibly more zealously than its creator Microsoft’s Great Plains and Navision enterprise counterparts, and while difficult market conditions continue to persist, Epicor might be showing us that ‘a brave heart and wise mind’ can keep it in the mid-market leadership race amongst aslew of formidable opponents.

d part 11  uses ClienteleNet . This division of Geac Computer Corporation Limited (TSE: GAC), one of Epicor's competitors in the ERP space, stays on top of call management and problem resolution solution for supporting external customers by using Clientele Customer Support and ClienteleNet. ClienteleNet, a Web-based application used in conjunction with Clientele Customer Support, gives Geac's customers access to call history information, and, with the AnswerBook feature, the ability to search in an online Read More

MAPICS Moving On Pragmatically Part 3: Challenges


MAPICS remains at a critical point in time, where immaculate execution without much space for missteps will determine its future. Despite notable functional and technological initiatives, the biggest challenge for MAPICS and its affiliate channel remains the management of still dual flagship ERP product lines.

d part 11  fragmented buying processes (e.g., disparate part numbers and unconsolidated requirements across multiple sites) Excessive manual transactions Arms-length and casual customer and supplier relationships, with lack of information sharing Lack of sales and operational planning (SOP), and Critical equipment maintenance (unplanned downtime). To eliminate these, MAPICS would come up with the following best practices of world-class performance: Integration across the enterprise Concurrent capacity and Read More

Lean Manufacturing: Part Two


Part One of the "Lean Manufacturing" series looked at manufacturing wastes, lean principles, and the benefits of lean manufacturing. Here, in Part Two, you'll be taken through the action stage of lean practices: implementing lean. Understand the "5S" program toward implementing lean and begin laying the foundation of a discipline that is necessary for effective implementation of more complicated lean tools such as kanban.

d part 11  the Lean Manufacturing series looked at manufacturing wastes, lean principles, and the benefits of lean manufacturing. Here, in Part Two, you'll be taken through the action stage of lean practices: implementing lean. Understand the 5S program toward implementing lean and begin laying the foundation of a discipline that is necessary for effective implementation of more complicated lean tools such as kanban. Read More

J. D. Edwards FOCUSes on Active Supply Chain


With co-founder McVaney once again at the helm, J. D. Edwards flexed its new supply chain management capabilities at FOCUS 2000 in Denver.

d part 11  D. Edwards FOCUSes on Active Supply Chain J. D. Edwards FOCUSes on Active Supply Chain S. McVey - July 7, 2000 Event Summary At its annual user conference, FOCUS 2000, J. D. Edwards previewed the latest components of its Active Supply Chain solution, the mid market ERP vendor's reincarnation of technology acquired from Numetrix in 1999. Active Supply Chain (ASC) comprises modules for Production Scheduling, Production & Distribution Planning, and Enterprise Planning with a module for discrete production 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 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

d part 11  ), this time the discussion continues with the recently minted 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 Read More

To SaaS or Not, Is That a Question? - SaaSy Discussions (Part IIb)


The first part (Part II) of this blog series described the opportunities for software as a service (SaaS) or on-demand applications, especially in the current difficult economic milieu. Part IIa then analyzed the top five SaaS assumptions (misconceptions) recently outlined by Gartner. Before any vendor can embark onto delivering a SaaS offering, it must thoroughly consider a number of harrowing

d part 11  especially in the current difficult economic milieu. Part IIa then analyzed the  top five SaaS assumptions (misconceptions) recently outlined by  Gartner . Before any vendor can embark onto delivering a SaaS offering, it must thoroughly consider a number of harrowing SaaS technology choices and their implications. Thus, Part IIa also analyzed the decision's impact on the functional footprint (scope) of the future SaaS product, after which the aspiring SaaS vendor must identify gaps within its Read More

Taking Stock of TAKE Supply Chain Solutions - Part 3


Part 1 of this blog series introduced TAKE Supply Chain, a supply chain management (SCM) division of TAKE Solutions, Ltd. The parent TAKE Solutions is a global technology solutions and service provider, which focuses on two principal business areas – life sciences and SCM (the company is listed on the Indian Stock Exchange). My first post described TAKE Supply Chain’s

d part 11  other business-impacting processes (as described in Part 2 ). And to reiterate from Part 1 , unlike other players in the value chain collaboration segment, TAKE offers customers an end-to-end solution – where supplier collaboration, compliance labeling, shipment controls, package tracking,  electronic invoice presentment and payment (EIPP) ,  accounts payable (A/P)  automation, and workflow management can all be addressed using an integrated out-of-the-box solution from one vendor. Not Yet in the Read More

To SaaS or Not, Is That a Question? - SaaSy Discussions (Part IIc)


The first part (Part II) of this blog series described the opportunities for software as a service (SaaS) or on-demand applications, especially in the current difficult economic milieu. Part II and Part IIa then analyzed the top five SaaS assumptions (misconceptions) recently outlined by Gartner. Part IIa and Part IIb also analyzed the major technical considerations that any vendor has to go

d part 11  especially in the current difficult economic milieu. Part II and Part IIa then analyzed the  top five SaaS assumptions (misconceptions) recently outlined by  Gartner . Part IIa and Part IIb also analyzed the major technical considerations that any vendor has to go through before it can embark on delivering a SaaS offering. This final part will will conclude with the Internet hosting service considerations as well as with key success factors (KSFs) for SaaS providers. What About Hosting, Really? At Read More

“Act Vertical” vs. “Go Extinct” Retailers - Part 2


Part 1 of this blog series set the historical background for the supply chain management (SCM) evolution and presented the advantages and shortcomings of vertical vs. horizontal integration. The analysis then moved onto the generally embattled retail sector, where a select group of innovative retailers has found a “happy medium” approach to stay well above the fray. Retailers such as PetSmart Inc.

d part 11  40 years ago, as described in Part 1), it has accelerated over the last decade. Why? From KSA’s consulting experience, the following five factors are the cause: 1) The consolidation of retail brands — As said in Part 1, over the last 10 years the number of department store chains has shrunken more than threefold . The survivors wield greater clout over suppliers to create distinct products for their stores and expand their private-label business. To try to differentiate their products and customer exp 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 four broad outsourcing categories: application software, information technology infrastructure, business process outsourcing (BPO), and manufacturing.

d part 11  This part defines and describes common types of outsourcing. Part Three will recap outsourcing approaches and categories, describe recommendations for firms looking to outsource and describe recommendations for outsourcing providers. Application Software Outsourcing During the past 30 years, software has automated and simplified many work-processes, which has resulted in increased worker productivity and reduced costs for products and services. Nevertheless, the development and support of software is Read More

The Power of Knowledge -- Knowledge is Power (Part 3)


Part 1 of this blog series introduced the need for knowledge management (KM) software applications as part of a more comprehensive and strategic service management (SSM) suite. One such broad SSM suite has been advanced by Servigistics, and Part 2 zoomed into the capabilities of one particular part of the Servigistics SSM suite: Service Knowledge Management (SKM). Potential SKM Benefits

d part 11  the user can be directed to the right part and its best source given the customer’s service level agreement (SLA) commitment and location as well as part interchangeability options and availability in the network. The feedback with regard to resolution history and part availability can be automatically delivered as notifications back to the planning process so that everyone’s processes improve. SKM can also attach possible parts to resolutions, ranked by probability, and provide links to Servigistics Read More

“Act Vertical” vs. “Go Extinct” Retailers - Part 3


Part 1 of this blog series set the historical background for supply chain management (SCM) evolution and presented the advantages and shortcomings of vertical vs. horizontal integration. The analysis then moved onto the generally embattled retail sector, where a select group of innovative retailers has found a “happy medium” approach to stay well above the fray. Kurt Salmon Associated (KSA

d part 11  slide deck can be downloaded here . Part 2 of this blog series then outlined the five drivers for retailers to act vertical, and the three key tenets of the approach. The post explained in depth the following first two requirements for acting vertical: Effectively bring unique and compelling products and services to consumers; and Offer differentiating customer experiences through multiple, integrated channels. This final part will focus on the need for retailers to collaborate and synchronize internall Read More