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Lilly Software - Product Enhancements Remain Its Order 'Du Jour' Part Two: Market Impact
Lilly continues to invest uncompromisingly in R&D, and consequently espouses a convincing broad but compact product portfolio for its target market.

d part 19  its product line. The details are covered in Part One of this note. This part discusses the Market Impact of those announcements. Having achieved within its first decade of existence much more (e.g., over 3,000 customers worldwide) than many of its more visible, publicly-traded and much longer present competitors, Lilly Software has so far done many things right. Total revenues for 2002 are expected to be ~$41 million, which might be flat compared to 2001 and down compared to 2000's ~$45 million, but the Read More...
Discrete 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 or...
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Documents related to » d part 19

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

d part 19  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...
Collaborative Commerce: ERP, CRM, e-Proc, and SCM Unite! A Series Study: IFS - Part 2 of 2
IFS needs to bolster its brand awareness, and let the world know that they are, in fact, a real contender in the Collaborative Commerce space. Once companies

d part 19  Commerce: ERP, CRM, e-Proc, and SCM Unite! A Series Study: IFS - Part 2 of 2 Collaborative Commerce : ERP, CRM, e-Proc, and SCM Unite! A Series Study: IFS - Part 2 of 2 R. Garland - October 24, 2001 Introduction  In the early 90's, ERP came of age. Everyone had to have the functionality ERP packages promised. Since then, as Web and Internet technologies have matured, CRM on the front end, and e-Procurement and Supply Chain Management on the back end, these packages have come into their own. Now in 2001, Read More...
Agresso + CODA, VITA + Link (+ CODA 2go): What's the Sum? (Part 1)
Over the last few years I have produced a number of articles and blog entries on two once-independent and occasionally competing products: Agresso Business

d part 19  Agresso and CODA can do to alleviate the MDM and SOA governance conundrum when it comes to BLINC plug-ins? To that end, Part 2 of this blog series will focus on the CODA Link architecture that espouses superior interconnectivity. Your comments and opinions about post-implementation agility and Agresso’ bifurcated strategy are welcome in the meantime. To be more precise, how crucial are a system’s inherent agility and interoperability in your evaluation efforts? Read More...
QAD Pulling Through, Patiently But Passionately Part Two: Company Background
QAD, a notable player in the upper middle of the discrete manufacturing market, embarked a few years ago on reinventing itself by delivering applications that

d part 19  Three and Four will discuss the market impact. Part Five will cover challenges and Part Six will make user recommendations. QAD Background QAD (supposedly standing for quality, applications, delivery ), headquartered in Carpinteria, CA, has evolved into a global provider of e-business enabled ERP and supply chain management (SCM) software and services to multinational companies of all sizes, with a special focus on the mid-market. The company was founded in 1979 when its founder Pamela Meyer Lopker was 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

d part 19  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 Considerations , and Read More...
Infor ION-izes its Open SOA Strategy - Part 2
Part 1 of this blog series started by analyzing a certain change of the guard and a related product strategy shift at Infor. Two late June 2010 news

d part 19  explain and clarify our discussion from Part 1 , in writing and at its staff’s leisure. What follows are my prodding questions and Infor’s official answers: PJ: What were the reasons for ION taking over from Infor Open SOA.  What additional capabilities did it provide?  Was Infor struggling to deliver OpenSOA so took the cheaper and easier option by adopting the Microsoft technology stack? Infor: Just to recap, the Infor Open SOA strategy had the following three major goals: Deliver new functional Read More...
SAP Keeps Traction On Some Tires Of Its Omni-Wheel-Drive Part 1
Although SAP’s recently announced tamed results for Q1 2002, which fit within the current market milieu, may add to some challenges moving forward, particularly

d part 19  Some Tires Of Its Omni-Wheel-Drive Part 1 SAP Keeps Traction On Some Tires Of Its Omni-Wheel-Drive P.J. Jakovljevic - June 6, 2002 Event Summary At the end of April, SAP AG (NYSE: SAP), the leading provider of business software solutions, announced growing momentum for mySAP Customer Relationship Management (mySAP CRM) among companies seeking to leverage SAP's understanding of global business, industry-specific business solutions, and CRM functionality for the chemical industry. SAP claims that because Read More...
TradeStone Software STARS 2013: Retail Rocks! Part 2
Part 1 recapped TradeStone Software's user conference, STARS 2013. TradeStone’s Core CapabilitiesTradeStone Software’s bread-and-butter capabilities

d part 19  Software STARS 2013: Retail Rocks! Part 2 Part 1 recapped TradeStone Software's user conference, STARS 2013.   TradeStone’s Core Capabilities TradeStone Software’s bread-and-butter capabilities continue to be sourcing, supplier management (including quality testing, inspections, and social, legal, and compliance-based supplier performance as exemplified in Guitar Center ’s case study), and order management, which includes global trade management (GTM) as well. Enterprise resource 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

d part 19  intelligence to make key decisions. As explained in Part 2 , the system should understand the business purpose (intent) of each interaction and thus perform the work to achieve management objectives based on best practices  and the most current information. In this setup, people are not asked questions the system can figure out itself. Neither are business users forced to go through steps that are not relevant to a valid outcome. With adept BPM solutions that accommodate change and with business Read More...
LeveragePoint Adds Value to B2B Pricing - Part 2
Part 1 of this blog series introduced LeveragePoint as a cloud-based newcomer to the business-to-business (B2B) pricing market with a novel pricing approach

d part 19  Adds Value to B2B Pricing - Part 2 Part 1 of this blog series introduced LeveragePoint as a cloud-based newcomer to the business-to-business (B2B) pricing market with a novel pricing approach: value-based pricing . In this day and age of highly accelerated new product introductions, history-based pricing approaches are often inadequate. My previous post explained the company’s approach and current state of affairs. Part 2 follows with my discussion with LeveragePoint’s CEO Steven Forth 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 (

d part 19  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...

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