| 1. |
Vendors Beware! It’s Not What You Say, It’s How You Say It. ( Pages)
by D. Geller
Aug 22, 2000
Abstract : A study from Iowa State University’s Department of Electrical and Computer Engineering suggests that the format and organization of a proposal can significantly affect a vendor’s chance of winning a contract. And we thought those university professors didn’t know much about the real world!
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| 2. |
SAS Institute Shoots for the Two-Stop-Shop with new Release of Warehouse Administrator ( Pages)
by M. Reed
Sep 12, 2000
Abstract : SAS Institute, a vendor of integrated data warehousing, decision support and information delivery software, has announced the production availability of SAS/Warehouse Administrator® software, Version 2.1. With an open component-based architecture, improved data access and management capabilities, thin-client interfaces, and other enhancements, it is an important component of the new SAS® software V8.1.
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| 3. |
Analysis of SAS Institute and IBM Intelligence Alliance ( Pages)
by M. Reed
Jan 31, 2000
Abstract : The SAS Institute and International Business Machines announced a new business intelligence relationship on January 24, 2000. IBM has announced that it is refocusing its partnering efforts
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| 4. |
PeopleSoft Programs Cause Headaches at Number of Universities ( Pages)
by P.J. Jakovljevic
Mar 15, 2000
Abstract : For the students at Northwestern University registration was supposed to be as easy as point and click, however, it turned into crash and burn.
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| 5. |
The Challenges of a Business Intelligence Implementation: A Case Study ( Pages)
by Lyndsay Wise
Oct 27, 2006
Abstract : The University of Illinois provides a good example of extensive integration of its business intelligence (BI) solution and data warehousing environment with its enterprise resource planning (ERP) solution.
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| 6. |
SAS: Striving to Sustain Leadership ( Pages)
by P.J. Jakovljevic
Aug 10, 2005
Abstract : SAS Institute has been successful, moving beyond a business intelligence. Lately, it has lately focused on sustaining its technology leadership, expanding in some vertical markets, and becoming more attentive to the low-end market.
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| 7. |
SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Two: SoftBrands ( Pages)
by P.J. Jakovljevic
May 8, 2004
Abstract : 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.
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| 8. |
SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part One: Event Summary ( Pages)
by P.J. Jakovljevic
May 7, 2004
Abstract : As the contest for the lower-end of the market intensifies, SAP is further honing a twofold strategy of promulgating its mySAP All-in-One vertical offerings for the higher-end of the mid-market, while offering the SAP Business One product to appeal to smaller enterprises with less complex processes. SoftBrands comes to help with its Fourth Shift product to bolster long-missing manufacturing capabilities of SAP Business One, but the benefits should go both ways, once the integration materializes.
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| 9. |
Case Study: Manufacturing ERP Evaluation & Implementation ( Pages)
by Case Study Spotlight
May 29, 2007
Abstract : A leading South Korean auto parts manufacturer turns to new ERP system to reduce costs, create an integrated system featuring standard processes and links to automobile manufacturers, and institute profitability checks on each product via profit analysis. The company had been considering adopting a new ERP system for quite some time. ERP held out the promise of cost reduction by significantly cutting inventory, and encouraging transparency and process innovation. More…
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