X
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 solutions by funtionality, so that you can make accurate and informed software purchasing decisions.
Compare Now
 

 fourth shift sample


J.D. Edwards Reaches $1B Milestone In Another Losing Year
On December 4, J.D. Edwards & Company announced its return to profitability in Q4 2000, a sign the market may be buying into its Internet collaboration approach

fourth shift sample  financial results for the fourth quarter and fiscal year ended October 31, 2000. License fee revenue grew to $137.4 million in Q4, 2000, a 36% increase over license fee revenue of $101.1 million in Q4 1999 (See Figure 1). It represents the second largest quarterly license fee revenue results in company history. Total revenue for Q4 2000 was $277.2 million, compared to revenue of $257.6 million in the same period last year. Net income from normalized operations tripled to $12.3 million, compared to $3.8

Read More


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

Quote-to-Order (Q2O) Systems

Quote-to-order (Q2O) solutions (sometimes known as configure, price, and quote or CPQ) enable manufacturers to mobilize their mass customization initiatives. These systems can reduce time-consuming quoting and ordering processes, decrease unit costs, and lower sales costs. Q2O suites can further help enterprises increase sales effectiveness across all channels. These solutions help companies that sell complex products and services shift their focus to customer-facing sales and service issues. 

Evaluate Now

Documents related to » fourth shift sample

Supply Chain Cost-cutting Strategies


Process industries (chemicals, food and beverage, oil and gas, etc.) face rising manufacturing and logistics costs. And they’re finding that the old strategies for cost containment no longer pack the same punch. Some surveys show that 75 percent of all respondents are redesigning their supply chains to keep these costs in check. Are you one of them? No? You’ve got a lot of catching up to do—and very little time to do it.

fourth shift sample  on the bookmark icon (fourth icon from the left on the standard toolbar) to access this feature. The TOC is both expandable and collapsible; simply click on the plus sign to the left of the chapter titles listed in the TOC. This feature enables you to change your view of the TOC, depending on whether you would rather see an overview of the report or focus on any given chapter in greater depth. Scroll Bar: Another online navigation feature can be accessed from the scroll bar to the right of your document Read More

4 Steps to a Best-run Business


To promote fast growth, small businesses often sacrifice process control for creativity. But sooner or later, unstructured creativity compounded by fast growth leads to the inability to make fact-based business decisions. Learn about four steps to developing a business strategy that can help you run your business more effectively by applying better control over your cost structure, minimizing risk, and anticipating change.

fourth shift sample  of your business. The fourth step in becoming a best-run business is to build a flexible business model to manage and embrace changes that will invariably come. When you open a new line of business, expand into a new geography, or decide to offer services in addition to products, your business model must be agile. You must be able to roll out new processes or adapt existing business processes to suit a global account or new supplier ' or extend these processes to new regions. You may also need to change Read More

The Advanced Sourcing and Negotiation Benchmark Report


The wave of e-sourcing that began a decade ago resembled a “crash diet:” it had an immediate and noticeable effect on enterprises. Today’s challenge is to develop new programs that can sustain the benefits of e-sourcing and “keep the weight off.” Find out how employing advanced sourcing strategies can help you positively impact product development cycles, build stronger supplier relationships, and make better decisions.

fourth shift sample  on the bookmark icon (fourth icon from the left on the standard toolbar) to access this feature. The TOC is both expandable and collapsible; simply click on the plus sign to the left of the chapter titles listed in the TOC. This feature enables you to change your view of the TOC, depending on whether you would rather see an overview of the report or focus on any given chapter in greater depth. Scroll Bar: Another online navigation feature can be accessed from the scroll bar to the right of your document Read More

10 Key Steps to Effective HR Succession Planning


Two forces are driving organizations to consider succession planning as a component of overall strategy: the aging workforce and a shortfall in labor skills. Both factors will only become more pressing as time goes on. That’s why succession planning requires a long-term strategic commitment rather than a short-term (and sometimes panic-driven) effort to fill vacancies as they occur.

fourth shift sample  successful. Step Four: A fourth step is to establish (or reengineer) an organizational performance management system. One fact of life is that individuals are seldom eligible for promotion, advancement, or other developmental opportunities if they are not performing successfully in their current jobs. Individuals must thus be measured, as objectively as possible, against the performance expectations for their current level of responsibility. Step Five A fifth step is to assess individual potential for Read More

Enterprise Resources Planning (ERP) Market - Dismal 1999, the New Millennium to bring Relief (for Some)


The worsening plight of most ERP vendors, caused by the market slowdown, which started in the fourth quarter of 1998, continued in full force throughout 1999. The market size for 1999, with the 4th quarter yet to be reported, is estimated at $18.5B-$19.5B (12%-16% growth over 1998), with sales expected to top $55B-60B by 2003, for a CAGR of 28%-32%. ERP software suites will become universal business applications that will encompass front-office, business intelligence, and e-commerce/supply chain management, and ERP will no longer be the acronym sufficient enough to cover it, so we would like to suggest a new acronym - iERP, meaning Inter(

fourth shift sample  Great Plains Software, Navision, Fourth Shift Corporation, to name but a few), we will limit our list of market challengers to the four vendors described bellow. They are either already ranked high on the ERP ladder or have exhibited steady growth and expansion in recent years. In addition, they possess attractive product portfolios and innovative technology foundations. Geac has snatched the 5th largest ERP vendor position owing to its acquisition of JBA International. Geac is also the largest Canadian Read More

MAPICS Reports Solid Profitability Despite Dismal Fiscal 1999 4% Growth


On October 27, MAPICS, Inc. reported revenues and net income for the fourth quarter and fiscal year ended September 30, 1999. For fiscal 1999, total revenues amounted to $134.7 million compared with $129.7 million in fiscal 1998. Net income for the year totaled $13.2 million, or $0.62 per share (diluted), compared with $18.7 million, or $0.81 per share (diluted) in the prior year.

fourth shift sample  net income for the fourth quarter and fiscal year ended September 30, 1999. Total revenues for the fourth fiscal quarter amounted to $33.9 million compared with $39.1 million in the year-earlier period. Net income for the quarter totaled $2.8 million, or $0.14 per share (diluted), compared with $6.4 million, or $0.27 per share (diluted) in the year-ago quarter. For fiscal 1999, total revenues amounted to $134.7 million compared with $129.7 million in fiscal 1998. Net income for the year totaled $13.2 Read More

SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Four: SoftBrands


This partnership provides SAP with the opportunity to further extend its reach within its large corporate customer base by serving the needs of its distant smaller plants and divisions dispersed around the globe. Thus, SAP should hereby have the wherewithal to defend its major accounts from encroachment by vendors touting low-cost, astute plant systems that "happily co-habit" with SAP.

fourth shift sample  to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Four: SoftBrands What SoftBrands Brings into the Picture? At the National Manufacturing Week ( NMW ) event, held February 23-26, 2004 in Chicago, Illinois (US), SAP AG (NYSE: SAP), the leading provider of enterprise applications, announced the availability of new industry-specific solutions for small and midsize manufacturing companies, with the aim of extending its leadership as a provider of solutions for an even Read More

Product Developers Need to Shift to an All-Digital Mindset


Over the past several decades, processes to design and build cars, airplanes, and other products have typically followed a linear, sequential path. But the inefficient flow of information has frequently led to delays in product delivery. To remedy the situation, product development groups are shifting to a more holistic digital mindset using digital business models, processes, and tools. By embracing digital like never before, product developers can become fully integrated digital businesses and, therefore, well positioned to be more competitive.

fourth shift sample  Developers Need to Shift to an All-Digital Mindset Over the past several decades, processes to design and build cars, airplanes, and products used in various other industries have typically followed a linear, sequential path. This process typically started with product research, ideation, and concept development, followed by design and development, prototype and validation, leading to production, launch, operation, and, eventually, product retirement. Although widely used and straightforward, the Read More

SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Two: SoftBrands


As for the lower-end of the market, SAP has designed SAP Business One to meet the core management needs of dynamically growing small and midsize businesses, and is moving to better address the specific needs of small manufacturers through a planned strategic solution relationship with SoftBrands whereby the two vendors have initiated efforts to integrate SoftBrands' leading manufacturing software product Fourth Shift with SAP Business One.

fourth shift sample  to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Two: SoftBrands SoftBrands At the National Manufacturing Week ( NMW ) event, held February 23-26, 2004 in Chicago, Illinois (US) SAP AG (NYSE: SAP), the leading provider of enterprise applications, announced the availability of new industry-specific solutions for small and midsize manufacturing companies, with the aim of extending its leadership as a provider of solutions for an even broader range of companies, from Read More

A Well-designed Solution for Sourcing: Its Technological Foundation and How It Works


TradeStone has developed an application that can be quickly configured to shift data in and out of traditional enterprise planning systems. Organizations can thus more easily intertwine basic procurement information with crucial sourcing data such as specifications, schedules, and statuses.

fourth shift sample  Well-designed Solution for Sourcing: Its Technological Foundation and How It Works The Technological Foundation Explained TradeStone Software, Inc . ( http://www.tradestonesoftware.com ) has displayed consummate perseverance in becoming a provider of collaborative e-sourcing solutions for Global 2000 companies. The vendor offers what is possibly the first composite application to the retail global sourcing market that leverages an organization's information technology (IT) infrastructure. This Read More

Enterprise Application Provider May Deepen Market Impact


The worst is past for SoftBrands. However, the vendor must still deal with the problem of blending many formerly independent organizations together, while figuring out how best to leverage their different technological and industrial strengths.

fourth shift sample  discussion of the Classic Fourth Shift and Fourth Shift Edition for SAP Business One products, see Classic Enterprise Resource Planning Solution Shifts Over . For a discussion of the evolution and DemandStream products, see Extended Enterprise Resource Planning Vendor Shows Its Lean Side . For details on SoftBrands Hospitality, see Vendor Extends the Welcome Mat for Hospitality Industry . This is Part Five of the five-part SoftBrands' Recovery Softens the AremisSoft Bankruptcy Blow series. SoftBrands' Read More

Building a Business Case for Next-generation Enterprise Financial Systems


The role of finance departments needs to shift from cost center and scorekeeper to that of key advisor to the business. That’s why you need to change processes to help employees work more efficiently on high-value analytical tasks. Implementing next-generation enterprise financial systems will help balance control, transaction processing, and decision support—as well as lower your total cost of ownership.

fourth shift sample  a Business Case for Next-generation Enterprise Financial Systems The role of finance departments needs to shift from cost center and scorekeeper to that of key advisor to the business. That’s why you need to change processes to help employees work more efficiently on high-value analytical tasks. Implementing next-generation enterprise financial systems will help balance control, transaction processing, and decision support—as well as lower your total cost of ownership. Read More

Is Baan Clinically Dead?


On January 4, 2000 Baan, Europe's No. 2 business software company, sank deeper into trouble as its CEO resigned and it forecast a fourth quarter loss of $240 million to $250 million after restructuring. Its shares plunged over 30 percent as analysts cut recommendations on the loss-making vendor, which has yet to name a replacement for Mary Coleman, who is returning to her Silicon Valley home after taking charge only last May.

fourth shift sample  bad profit news. A fourth quarter revenue forecast of $140 million to $150 million from Baan also failed to impress, looking flat after its third quarter revenue of $143 million slid from $195 million in the third quarter of 1998. Baan's third quarter loss at $24.7 million was already below market forecasts, but its chief financial officer Jim Mooney said in November that the company planned to get back in the black in 2000, even allowing for a shift in its product pricing. I'm really surprised by Read More

SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Three: Market Impact


SAP seems to have grasped that the key to success in the SMB market is brand awareness and an apt product, since SMBs are looking for support from incumbent vendors, with intimate knowledge of their vertical and business processes, ample local resources, and the commitment to support them both off- and on-site to achieve value over a long-term relationship. SAP partners' solutions have been leveraged and managed through SAP Global Solutions Network, so that partners do not have to reinvent the wheel, and even unnecessarily compete in the same industries.

fourth shift sample  to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Three: Market Impact Market Impact At the National Manufacturing Week ( NMW ) event, held February 23-26, 2004 in Chicago, Illinois (US), SAP AG (NYSE: SAP), the leading provider of enterprise applications, announced the availability of new industry-specific solutions for small and midsize manufacturing companies, with the aim of extending its leadership as a provider of solutions for an even broader range of companies Read More