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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.
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 gantt chart for buklding a home


PLM Is An Industry Affair - Or Is It?
The question, 'Do vertical industry needs play a significant role in a PLM software selection?' should be a simple question to answer. Instead, it is a

gantt chart for buklding a home  management requirements. Producing a Gantt chart for the development of a new home appliance really isn't very different from producing a Gantt chart for introducing a new heat resistant ceramic. While the project management software may not be industry differentiated, the contents of the project, and the tasks required, are very different. Industry templates for stage-gate acceptance criteria will be very different for a regulated pharmaceutical product than the acceptance criteria for a new shock

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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

PLM for the Fashion Industry

Product Lifecycle Management (PLM) for Fashion is an evaluation model containing tailored PLM criteria and extra functionalities that serve the specificities of this industry in order to help fashion goods (including apparel, footwear, accessory and home fashion) manufacturers and retailers to achieve more efficient product development, lower cost, and better collaboration and control throughout the whole supply chain.  

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Documents related to » gantt chart for buklding a home

Facing A Selection? Try A Knowledge-Based Matchmaker Part 4: User Recommendations


This tutorial identifies the significance of researching technology vendors to both buyers and vendors/VARs. Buyers require research to determine the short list and vendors/VARs can use research to assess the viability of opportunities before committing time and money to a sales effort. Since a 'one-size-fits-all' product is still not a viable solution for most clients, the ability of technology products to meet clients' needs depends on client requirements. The Catch 22 for both buyers and vendors/VARs is to pinpoint the right match in this ongoing 'dating game'.

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Selecting a PLM Solution: Addressing the Needs of a Small Business


Selecting a product lifecycle management (PLM) system can be a challenge if a company is not aware of the options available on the market. But if an organization starts by understanding what the technology should address, and further understands the needs of its unique business and market segment, it can select a PLM tool that makes product development more efficient, and can help transform the organization. Find out how.

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Supply Chain Risk Management for Wholesale Distribution Companies: Planning for Disruption


Forward-looking companies are focusing on managing supply chain risk. The same functionality that supports supply chain network visibility, collaboration, and analytics can also enable supply chain risk management. This white paper shows that companies often actually possess the data they need, but disconnected systems impede the ability to make the right data accessible to the right people at the right time.

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Baan E-Commerce: a Wing, a Prayer & a Single Platform


Baan hopes e-Enterprise will put them on the e-commerce map.

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Case Study: How a Midsized Company Saved over $870,000 on a $3 Million Microsoft Enterprise Agreement, in Less Than Three Weeks


In 2004, Microsoft offered a midwestern-US-based financial services corporation a range of options to renew and replace its existing enterprise agreement. But without the right negotiating skills, how could it be certain Microsoft’s offer was the most cost-saving approach? The company engaged an independent consulting firm, and in less than three weeks recognized savings of 28 percent on a $3 million (USD) agreement.

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The Service Equation: 4 Keys for IT to Create Value for the Business


IT organizations struggle with the challenges of shrinking budgets, ever-changing technology, compliance pressures, and more. For greater efficiency, many IT organizations are turning to information technology service management (ITSM) to help improve processes. But there’s still too much focus on technology and not enough on business outcomes. Learn key strategies for changing your approach to delivering IT services.

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Creating a Business from a Project


Many software services companies are not able to turn their individual project successes into a line of business that brings in additional revenue streams. At the root of this is the simplistic assumption that "if you build, they will come."

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A Tale of a Few Good SCM Players - Part 2


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 Associates was the epitome of an immaculate supply chain management (SCM) software company in terms of market share, growth, profitability, and its products’ capabilities. Indeed, the company was the industry standard for

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Can a Mobile App Get You a Job Interview?


Serendipity, in addition to actual qualifications and experience, plays a major role in a job search. Indeed, scoring an interview increases one’s chances of impressing (or not) a potential employer. But how do you win that face time? Candidates struggle to distinguish themselves, while recruiting managers wade through the hundreds of cut-and-dried resumes they receive each day. In the interest

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A CRM System Needs A Data Strategy


A customer relationship management (CRM) system is inherently valuable for supporting customer acquisition and retention by gathering data from each contact with customers and prospects. Collecting data, however, cannot be isolated from a strategy for actually using that data. Here is an overview of how to evolve the focus of a data strategy to specifically suit both the acquisition and retention phases.

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