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Documents related to » d part 22


AribaLIVE 2012: What Was Jolly Good (and What Could Improve) - Part 1
A recent blog post talked about my attendance of the AribaLIVE 2012 user event and outlined the main premise of the event: Ariba has become a public cloud

d part 22  2012: What Was Jolly Good (and What Could Improve) - Part 1 A recent blog post talked about my attendance of the AribaLIVE 2012 user event and outlined the main premise of the event: Ariba has become a public cloud commerce network provider first and foremost , while also offering additional related  spend management  software as required. The vendor is striving to become a  business-to-business (B2B)  commerce version of Amazon.com and eBay  to enable painless transactions by providing a Read More...
Geac Awakens On Its Deathbed - Part 2: Geac''s Response
While Geac’s balance sheet was boosted by recent events, a more positive sign is the company’s intent to become a true software-developing vendor, not simply a

d part 22  Geac Awakens On Its Deathbed Part 2: Geac''s Response P.J. Jakovljevic - October 18, 2001 Event Summary  On September 5, Geac Computer Corporation Limited (TSE: GAC), a struggling Canadian supplier of enterprise management software, announced that net income from continuing operations of Can$17.2 million in Q1 2002, compared to a net loss from continuing operations of Can$43.2 million during the first quarter of the previous year. While it may seem that returning to profits by merely trimming fat and Read More...
Microsoft Analyst Event Part Two: Dynamics Offerings for ERP and CRM


d part 22  Chosen One Among Microsoft Dynamics ERP Equals? – Part 3  (Oct 2010) Read More...
Nothing Succeeds Like Success(Factors) - Part 3
Part 1 of this series introduced SuccessFactors, a public provider of software as a service (SaaS) talent management solutions. The article first analyzed the

d part 22  Succeeds Like Success(Factors) - Part 3 Part 1 of this series introduced SuccessFactors , a public provider of  software as a service (SaaS)   talent management  solutions. The article first analyzed the vendor’s evolution from its traditional People Performance realm to the seemingly more opportune Business Execution (BizX) province. Then the article talked about SuccessFactors’ diverse product editions (tailored to satisfy companies of all sizes) and detailed the two core modules of the Read More...
Has KANA Gotten Its Mojo Back? - Part 2
Part 1 of this blog series presented the opportunity of service economy and associated complexity of providing consistently an experience of customer service

d part 22  performing very well. As described in Part 1, KANA offers agent desktop and self-service solutions on SEM that offer desktop consolidation and knowledge infused processes to offer unprecedented visibility, agility and consistency to customer service processes. PJ : What is your message to customers where knowledge management (KM) and call-centers is not the top pain? In other words, how do you compete with the broader service suite providers (e.g., Oracle Siebel, Servigistics , RightNow, etc.)? VN : What Read More...
Pricing Management in a Down Economy -- Part 2
Part 1 of this blog series expanded on some of TEC''s earlier articles about companies'' need for better pricing management and optimization practices. It also

d part 22  Management in a Down Economy -- Part 2 Part 1 of this blog series expanded on some of TEC ''s earlier articles about companies'' need for better pricing management and optimization practices. It also introduced the FUD (fear, uncertainty & doubt) notion about how appropriate these solutions might be in a down market. It appeared that at least the service sector (including spare parts pricing) remains largely impervious to the economic climate (if not even bolstered by a downturn). So, What''s in Store Read More...
Can We Intelligently Use Part Numbers to Configure and Order the Right Products?
In the industrial automation industry, an overlooked, fatal flaw of sales configurator solutions is their inability to simultaneously configure part numbers and

d part 22  example, can learn a defined part number schema that may use the following approach, where all positions are of variable length: first position for voltage; second position for horsepower; third position for amperage rating; fourth position for color; and nth position for material. Where most commercial product configurators fall short, however, is when a fixed length in each position is required. It is quite important not to impose fixed lengths onto the customers. Why? Here is an example of how coding Read More...
Social ERP Emerges, Transforms the Way People Work (Part 2)
In part one of this series, we looked at how and why social media capabilities are impacting enterprise resource planning (ERP) solutions. We looked at the

d part 22  to be where you do your work, it needs to be part of your business processes to drive business results, and it needs to be one foundation for all social collaboration across your business and processes.   That one foundation for social at SAP is Jam. In the past year alone, there have been four major releases of the SAP Jam product. SAP is definitely putting the pedal to the metal when it comes to not only a social media strategy, but also social media execution.   Oracle— The Oracle Social Network 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

d part 22  ), 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...
A Tale of a Few Good SCM Players - Part 3
Part 1 of this blog post series followed the progress of Manhattan Associates from its inception in 1990 throughout the mid-2000s. During this time, Manhattan

d part 22  Tale of a Few Good SCM Players - Part 3 Part 1 of this blog post series followed the progress  of  Manhattan Associates  from its inception in 1990 throughout the mid-2000s. During this time, Manhattan was the epitome of a well-managed  supply chain management (SCM ) software company in terms of market share, growth, profitability, and its products’ capabilities. Indeed, the company set the industry standard for the supply chain execution (SCE) space and was the envy of its competitors. But 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

d part 22  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 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 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 22  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 5
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 22  Wizardry of Business Process Management: Part 5 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 ,  Part 3 , and  Part 4  then analyzed in depth a number of the vendor’s “BPM secret sauce” ingredients. Pega is one of the leading vendors in the overall BPM software market (it has been Read More...

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