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Plex Systems at a Crossroads: Part 2
At the beginning of June, I attended the PowerPlex 2013 conference, Plex System’s 12th annual user conference, in Columbus, Ohio, where the focus was on the

d part 20  Systems at a Crossroads: Part 2 At the beginning of June, I attended the PowerPlex 2013 conference, Plex System’s 12th annual user conference, in Columbus, Ohio, where the focus was on the Plex Manufacturing Cloud, Plex’s cloud-based vertical ERP software solution for managing the lean manufacturing process. Following is a look at the product and its position in the marketplace, as well as the company’s new product roadmaps and what looks to be missing from Plex’s current strategy. For more 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 20


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 20  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
A Tale of a Few Good SCM Players - Part 1
Throughout the late 1990s and the mid-2000s, Manhattan Associates was the epitome of a well-managed supply chain management (SCM) software company in terms

d part 20  Tale of a Few Good SCM Players - Part 1 Throughout the late 1990s and the mid-2000s,  Manhattan Associates  was the epitome of a well-managed  supply chain management (SCM) software company in terms of market share, growth, profitability, and its products’ capabilities. Simply stated, the company set the industry standard for the supply chain execution (SCE) space and was the envy of its competitors.  The Long Trail of Excellence The company was founded in 1990 in Manhattan Beach, California, Read More
SCE Leaders Partner To See Beyond Their Portfolio Part Two: Market Impact
Further acquisition, partnerships, and internal development will continue to accelerate offering a much-richer level of functionality throughout the entire

d part 20  three-part note. Part One detailed recent announcements. Part Three will cover Challenges and make User Recommendations. Market Impact Continued acquisition, partnerships, and internal development will continue to accelerate offering a much-richer level of functionality throughout the entire commerce chain software market, as seen in the past with maybe not that fruitful partnerships like those of EXE Technologies and i2 Technologies and of SAP and Catalyst, albeit the reasons for suboptimal alliances' Read More
Will 2013 Be IBS’ Comeback Year? Part 1
Several years ago enterprise applications market observers might have talked about Sweden’s “Three I” enterprise resource planning (ERP) vendors: Intentia, IFS,

d part 20  the pharma sector and Dynaman WMS sales. IBS has also changed the strategy toward partners—in 2012, 10 percent of its revenues were reportedly via value-added resellers (VARs), and the company wants this figure to be 15 percent in 2013. In Part 2 of this blog post series, IBS CEO Doug Braun unveils his game plan. Recommended Reading IBS Enterprise (v.7) ERP for Distribution Product Certification Report (2013) . February 4, 2013. Dealing with Food Industry Pressures . November 3, 2006. Infor Joins the Read More
Frankie Does ERP, Part 1
[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

d part 20  Does ERP, Part 1 [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. This interactive series, created and published with his permission, is an exercise in what-if analysis based on interviews I am currently conducting with him. You may find Frank’s use of language a little colorful. I have toned it down. It's still colorful.] * My name is Frank. I’m a mid-level manager for a Read More
SaaSy Discussions (Part I)
Much has been said and written lately, on TEC's web site as well as on many other peer sites, about the on-demand deployment model, especially about multi

d part 20  scripting, multi-function BPM) to define, manage and change customer processes without writing code. It also goes without saying that the underlying product architecture has to feature modern service oriented architecture (SOA) infrastructure to enable processes to extend across enterprise boundaries and to support easy integration using extensible markup language (XML)/web services standards. Part Ia of this blog post will continue with Consona's concrete CRM portfolio that enables TCM, and will Read More
The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures
This part discusses the causes of ill-fated implementation

d part 20  applications projects. This part discusses the causes of enterprise systems implementation failures. Part Four will make User Recommendations based on this information. Other Causes of Ill-fated Implementations Some other causes of ill-fated implementations and/or poor live system performances worth pointing out would be: Lack of system discipline , which can be illustrated in many ways. One is inaccurate data in the system owing to users tardy updates or inaccurate initial data capturing. Experience has Read More
How Some ERP Vendors Demonstrated - Warts And All Part 2: Results
This is part two of a case study from a recent selection engagement for an ETO mid-size manufacturer; we assess Oracle, J.D. Edwards, SAP, and IFS in terms of

d part 20  covered the Scripted Scenario Demonstrations. Part Two discusses the specific results of the demonstrations with recommendations for users facing a similar selection process. Rating of Vendor Preparation and Performance  Here we examine the preparation and performance of each vendor, giving each a general rating. The categories we examine are: Show vs. Tell Preparation of Script Items Ability to Follow Scripts or Mapping Document Ability to Finish During the Allotted Time Show vs. Tell Oracle Fair - The Read More
Is Epicor Poised to Rule the Mid-Market Retail Sector? (Part III)
Part II of this blog topic analyzed Epicor's forays into the attractive retail sector via the CRS Retail acquisition two years ago. Most recently, with the

d part 20  research and development (R&D) departments, in great part by leveraging both public companies' offshore experience. However, on the down side, the merger does not involve purely complementary product sets, because there is overlap in key products such as POS, merchandizing and retail CRM. It remains to be seen whether Epicor will go for product conversion and rationalization or it will try to position these products for different prospects with different needs. Given the similar transactional 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

d part 20  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
Global Trade Hits Home at MegaResistCap-Part III: Be Careful What You Ask For
In the first two parts of this series (part I, part II), Jim, director of IT at MegaResistCap, learned that the company’s recently rolled out enterprise

d part 20  Trade Hits Home at MegaResistCap-Part III: Be Careful What You Ask For In the first two parts of this series ( part I , part II ), Jim, director of IT at MegaResistCap, learned that the company’s recently rolled out enterprise resource planning (ERP) system would have to support global trade management (GTM) functionality more quickly than expected. He had sent an e-mail off to his chief information officer (CIO), Mike, suggesting a new project be set up and managed by the project management office Read More
Up Close and Personal: Martin Schneider, Senior Director of Communications at SugarCRM-Part 2
In part one of my interview with Martin Schneider, Senior Director of Communications at SugarCRM, we discussed the history of SugarCRM and the open source

d part 20  Personal: Martin Schneider, Senior Director of Communications at SugarCRM-Part 2 In part one of my interview with Martin Schneider , Senior Director of Communications at SugarCRM , we discussed the history of SugarCRM and the open source customer relationship management (CRM) space. Part 2 describes SugarCRM’s approach to development, their partner ecosystem, and how social media has changed CRM. Q: About development—most of it is done by your team of programmers, right?   A: That’s correct. Read More
Taming the SOA Beast - Part 2
Part 1 of this blog topic introduced the notion of how complex and tricky it can be to manage and govern enterprise applications' service oriented architecture

d part 20  but not least, as discussed in Part 1, the ultimate goal is to provide better control over the lifecycle of services by enforcing policy compliance from software development to operations. But what really impressed me post-acquisition was Oracle’s due diligence and even (atypical) humility in admitting BEA’s advantages (e.g., in terms of Enterprise System Bus [ESB] and service mediation capabilities) and bundling it with Oracle’s established capabilities of workflow management and Web services orche Read More
Leveraging 3-D for Sales Automation
It’s no longer acceptable for salespeople to respond to customers’ inquiries with “I’ll get back to you.” In the time it takes to respond, a competitor with

d part 20  3D Prototypes | 3 D Prototype | 3 D Configurators | Sales Reps 3D | Sales Automation Software | Sales Automation Solutions | Sales Force Automation | Sales Automation System | Sales Automation Tools | Sales Automation Support | Free Sales Automation | Sales Automation Services | Sales Automation Program | Sales Automation Vendors | Sales Automation Application | TEC White Paper on 3-D for Sales Automation | Manufacturer Sales Reps Main Advantage Technology Evaluation Centers | Difficult for Manufacturer Read More

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