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The Lexicon of CRM - Part 1: From A to I
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part one of three-part article to provide explanation and meaning for most

g part 1  other means. F - G   Fail over Capability - The ability for a server, when it fails, to fail over to a machine that is running in parallel and provide seamless, non-stop processing for users. FAQs - Frequently Asked Questions . A list of questions that are repetitively asked of Customer Support Representatives. If a user views the FAQ list, they will find answers to the most commonly asked questions, saving the Support organization time and effort in handling repeat questions or problems. FFA - Field Read More...
ERP for Services (Non-manufacturing)
A multinational consulting company specializing in industrial automation turned to TEC for help selecting an enterprise resource planning (ERP) solution to replace its legacy system—a patc...
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Documents related to » g part 1


PROACTIS: The Best-kept Secret in Indirect Spend Management? - Part 1
In this day and age of news flying fast over the Internet and tweets reaching every nook and cranny of the world, it still took physical attendance at an

g part 1  Secret in Indirect Spend Management? - Part 1 In this day and age of news flying fast over the Internet and tweets reaching every nook and cranny of the world, it still took physical attendance at an overseas event for me to learn about a lesser-known successful software vendor. Namely,  during my attendance of UNIT4 ’s user event in the UK in early 2010 , I encountered PROACTIS as UNIT4’s exhibiting partner for spend management and e-procurement solutions. PROACTIS Group , a wholly owned Read More...
Partner-Friendly Oracle Update - Part 2
Part 1 of this blog series outlined Oracle’s recent (and seemingly genuine) change of heart and approach towards partnering. The analysis then moved into Oracle

g part 1  Oracle Application Server 10 g Standard Edition (US$230 per user, with a minimum 10-user requirement) Oracle Business Intelligence (BI) Standard Edition One (US$1,200 per user, with a minimum 5-user requirement) Oracle Weblogic Server 10g Standard Edition (US$200 per user, with a minimum 10-user requirement) Oracle Universal Content Management (UCM) Standard Edition (US$1,200 per user, with a minimum 10-user requirement) Oracle Document Capture (US$7,000 per processor) Oracle Internet Developer Suite Read More...
The 11th Vendor Shootout for ERP: Observations - Part 1
Over the last few years I have repeatedly seen ads for the Vendor ShootoutTM for ERP event appearing in TEC’s website banners and newsletters. In addition, I

g part 1  management system [TMS]   G-Log might be overkill unless you handle US$25 million in freight annually). The product also features strong  enterprise asset management (EAM)  functionality for both internal plant maintenance & external service maintenance. Logically, over the past several years since being acquired by Oracle, JD Edwards has benefited from many Oracle’s tools being embedded and certified. For example, Oracle BI Publisher , which is part of Oracle Fusion Middleware (OFM) , comes bundled Read More...
Filling the Holes and Breaking Down Artificial Walls in a Process PLM Solution Set - Part 1
The product lifecycle management (PLM) software market for process industries (food @ beverage, life sciences, chemicals, paints, consumer products, etc.) is

g part 1  the Holes and Breaking Down Artificial Walls in a Process PLM Solution Set - Part 1 The  product lifecycle management (PLM)  software market for  process industries (food & beverage, life sciences, chemicals, paints, consumer products, etc.)  is serviced by a plethora of solution providers, but it hasn’t been well-defined as compared to its counterparts in the  discrete manufacturing  and  fashion (apparel) industry  segments. Indeed, the Process PLM solution market is a mosaic of speciali Read More...
Can ERP Speak PLM? Part Two: Examples and Recommendations
Product Lifecycle Management (PLM) solutions have to work with many other systems, not just ERP, so integration is not a new issue for PLM vendors. Most PLM

g part 1  of required replacements by geographical or organizational boundaries. For commercial or regulatory reasons, it is common to have alternative part requirements in certain geographies or for certain commercial entities. Without strong conceptual alignment in how alternates are defined between the product design and the production order, and therefore the PLM and ERP systems, material planning to accommodate multiple substitutions and approved supplier lists would be cumbersome if not impossible. If both 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

g part 1  This obscurity was in great part due to JDA's protracted disinterest in engaging in sharing its strategy with the market influencers and with a hodgepodge of point solutions on disparate technologies and with no coherent vision and strategy. For more details on the pre- Manugistics JDA, see TEC’s six-part series from 2004 entitled  “JDA Portfolio: For the Retail Industry.” The Turning Tides of 2008/9 Well, what a difference a few years can make. Based on recent quarterly reports,  JDA Software Read More...
SOA From a Management Perspective: Part Two
Despite the numerous benefits companies can expect from service-oriented architecture, the technology is still relatively new and implementation costs are steep

g part 1  From a Management Perspective: Part Two This is Part Two of a two-part note. Part One provides a basic understanding of SOA, the rollout plans for major software vendors, and the benefits of SOA. Concerns About SOA Back in the day when procedures and subroutines were all the rage, there was a performance concern: Did the use of subroutines, with all of its branching back and forth and passing of data, degrade performance as opposed to duplicating the code in stream? The same concern with message traffic Read More...
Case Study: SAP Business One Making The Difference For Source 1 Enterprises
For compliance with vendor requirements, Source 1 Enterprises, a supplier of health and beauty products, needed a solution to automate bill-back revenue and

g part 1  Study: SAP Business One Making The Difference For Source 1 Enterprises Case Study: SAP Business One Making the Difference for Source 1 Enterprises If you receive errors when attempting to view this white paper, please install the latest version of Adobe Reader. Source 1 Enterprises implemented the SAP® Business One application to replace its existing but limited software package with a robust and integrated application capable of meeting current and future objectives. Source : Vision33 Resources Read More...
Provia Proves Its Way To Success Part Two: Market Impact
From the moment an order is created, Provia Software’s ViaWare and ViaView suites aim at helping managers track orders in real time and make orders visible

g part 1  latest trends and/or without good execution? This is Part Two of a three-part note. Part One detailed the recent product announcements. Part Three will cover Competitive Strategy, Challenges and make User Recommendations. Provia Product Strategy As for Provia, its ability to prudently expand its traditional WMS savvy into a full-fledged SCE expertise to address increasingly required customers' order fulfillment management has played well to its ongoing strong performance. In today's depressed market, the Read More...
Whose ROI is it Anyway? Part One: Introduction
With growing frequency, we hear business and IT managers asking a technology vendor to

g part 1  try putting in the guest rooms without that infrastructure. This concludes Part One of a two-part note. Part Two will continue the discussion. About the Author Dennis J. Crane is the President of Business Navigation Group. BNG assists clients as they chart a course and get underway with new initiatives—products, markets, partnerships, and entire businesses. Over the past twenty years, Mr. Crane has held executive positions in information services and software firms including GE, AOL, Bell & Howell, and 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

g part 1  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. Engineering is done more than 90 percent Read More...
Agilisys Continues Agilely Post-SCT Part 2: Market Impact
Agilisys is also leveraging its former parent's pedigree on professional services and outsourcing, the 'Concept to Customer' and 'Early Upgrade Program' being

g part 1  Continues Agilely Post-SCT Part 2: Market Impact Market Impact As Agilisys might have changed its name and owners but never its nature, it has been executing the strategy it espoused at the time when the spin-off was announced. The new independent company has benefited from having control of its own financial and product development destiny, being able to make decisions based upon its own needs and objectives rather than being a small part of the much larger and consequently more rigid entity's 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

g part 1  the same time, is gaining itself a popular image in the public's eye. This concludes Part One of a two-part analysis of recent news from SAP. Part Two will continue to discuss the Market Impact and make User Recommendations. Read More...
ERP Selection Facts and Figures Case Study - Part 2: Qualitative Assessments and Analysis
This is part two of a note describing an opportunity TEC had to evaluate and compare the four top ERP vendors for a client. Each vendor’s offering differed in

g part 1  Selection Facts and Figures Case Study - Part 2: Qualitative Assessments and Analysis ERP Selection Facts and Figures Case Study Overview of the Selection  A mid-market Engineer-to-Order manufacturer in the aerospace and defense sector retained the services of TEC to help select an Enterprise Resource Planning System. This system is intended to replace disparate applications that lacked the functionality and integration to support the company's Lean Manufacturing initiatives. The Scripted Scenarios Read More...

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