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Documents related to » j d edwards weakness


J.D. Edwards’ Mixed Blessings
On August 23, J.D. Edwards reported financial results for the third quarter ended July 31, 2000. Despite notable license fee revenue growth of 56% over the same period last year, the net loss for the Q3 2000 was a hefty $22.6 million.

J D EDWARDS WEAKNESS: J.D. Edwards’ Mixed Blessings J.D. Edwards’ Mixed Blessings P.J. Jakovljevic - September 27, 2000 Read Comments P.J. Jakovljevic - September 27, 2000 Event Summary In August, J.D. Edwards & Company reported financial results for the third quarter ended July 31, 2000. License fee revenue grew 56% over the same period last year, to $116.7 million (See Figure 1). Transactions over $1 million represented half of the license fee revenue in the third quarter of fiscal 2000 and led to a substantial increase
9/27/2000

J.D. Edwards Names SynQuest Preferred Solution
September 8, 1999 09:00 AM DENVER and ATLANTA, Sept. 8 /PRNewswire/ -- Enterprise business software provider J.D. Edwards & Company JDEC and advanced planning and scheduling (APS) software developer SynQuest Inc. today announced SynQuest Manufacturing Manager software is J.D. Edwards' preferred scheduling and execution solution for discrete manufacturing customers. Under the terms of the enhanced partnership agreement, both vendors will receive a percentage of sales revenue for every joint engagement.

J D EDWARDS WEAKNESS: J.D. Edwards Names SynQuest Preferred Solution J.D. Edwards Names SynQuest Preferred Solution Steve McVey - September 10, 1999 Read Comments J.D. Edwards Names SynQuest Preferred Solution S. McVey - September 10th, 1999 Event Summary J. D. Edwards has named SynQuest, Inc. a preferred solution for scheduling and execution in discrete manufacturing environments. As part of the agreement, the two companies will share in revenues generated from joint engagements. Michael Schmitt, senior vice president of
9/10/1999

Is J. D. Edwards’ xtr@ Ordinary?
J. D. Edwards’ supply chain messaging architecture may make life easier for xtr@ users, but offers questionable benefits for collaboration partners.

J D EDWARDS WEAKNESS: Is J. D. Edwards’ xtr@ Ordinary? Is J. D. Edwards’ xtr@ Ordinary? Steve McVey - April 24, 2000 Read Comments S. McVey - April 24th, 2000 Event Summary Last month in Las Vegas, IBM convened a meeting of executives to discuss current trends in today s digital marketplace and best practices for success. The IBM Supply Chain Executive Conference provided forums for participants from the user community and featured presentations by vendors and partners. Michael Schmitt, senior vice president of B2B
4/24/2000

J.D. Edwards Fires Siebel, Hires YOU
J.D. Edwards announced plans to acquire CRM vendor YOUcentric, Inc. At the same time, they have severed their 18 month relationship with Siebel and ended integration plans between J.D. Edwards core functionalities and Siebel’s eFrontOffice capabilities. Abrupt? Yes. Unexpected? Possibly. In the best interests of J.D. Edwards and their customers? Wholeheartedly yes.

J D EDWARDS WEAKNESS: J.D. Edwards Fires Siebel, Hires YOU J.D. Edwards Fires Siebel, Hires YOU Randy Garland - August 28, 2001 Read Comments R. Garland - August 28, 2001 Event Summary  J.D. Edwards announced plans to acquire CRM vendor YOUcentric , Inc . for approximately $86 million to help companies capitalize on customer and market demand for integrated CRM applications. At the same time, they have severed their 18 month relationship with Siebel and ended integration plans between J.D. Edwards core functionalities and
8/28/2001

Implementing Lean Manufacturing Principles in an A&D Environment
Lean manufacturing is a management philosophy, enabled and supported by various techniques, to eliminate non-value adding activity. However, aerospace and defense (A&D) government regulations impose very different business practices from those followed in the commercial sector. Can lean manufacturing principles really work in A&D? The answer: it depends on the architecture of the enterprise resource planning (ERP) system.

J D EDWARDS WEAKNESS: Map for Your Talent Journey ERP Implementation Best Practices: Manufacturers and the SaaS Delivery Model Economic Benefits of PLM-enabled Collaboration Acronym-Related White Papers: Business Intelligence (BI) |  Customer Relationship Management (CRM) |  Enterprise Resource Planning (ERP) |  Human Capital Management (HCM) |  Information Technology (IT) |  Key Performance Indicators (KPIs) |  Return on Investment (ROI) |  Software as a Service (SaaS) |  Total Cost of Ownership (TCO)
5/16/2007 4:08:00 PM

Descartes Systems Group Makes D&T Growth List
WATERLOO, Ontario--(BUSINESS WIRE)--Sept. 15, 1999 -- The Descartes Systems Group, Inc. DSGX, CA: DSG, a leading provider of e-business solutions, is proud to announce that it has been recognized as a 1999 Canadian Technology Fast 50 Company, an annual ranking by Deloitte & Touche of the 50 fastest growing technology companies in Canada. Rankings are based on the percentage of growth in revenues from 1994 - 1998 (five-year period). Descartes' increase in revenue of 1247% over 5 years resulted in a Number 21 ranking overall in the Canadian Technology Fast 50 for 1999.

J D EDWARDS WEAKNESS: has resulted in five major acquisitions since 1997. At an average price of over $10 million USD, these purchases have enabled Descartes to expand its Supply Chain Execution (SCE) product suite, increase its overseas presence, and broaden its vertical product market focus. Company Name Acquisition Cost Date Business Michael Mead & Associates, Inc. $13.2 million 2/97 Distribution software for bakery and other food industries Roadshow International, Inc. $29.9 million 11/97 Vehicle routing and scheduling sof
9/20/1999

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. However, 2000 remains a more bitter than sweet year for the company owing to the posted loss and staff departures earlier on.

J D EDWARDS WEAKNESS: J.D. Edwards Reaches $1B Milestone In Another Losing Year J.D. Edwards Reaches $1B Milestone In Another Losing Year P.J. Jakovljevic - January 11, 2001 Read Comments P.J. Jakovljevic - January 11, 2001 Event Summary On December 4, J.D. Edwards & Company (NASDAQ: JDEC), one of the biggest providers of enterprise applications, reported 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
1/11/2001

PeopleSoft Strategy a Good Deal for JD Edwards Customers
Putting PeopleSoft's strategy to work for the JD Edwards community. What can the JD Edwards install-base expect from the PeopleSoft merger?

J D EDWARDS WEAKNESS: a Good Deal for JD Edwards Customers PeopleSoft Strategy a Good Deal for JD Edwards Customers Ann Grackin - September 17, 2003 Read Comments Event Summary The executive team of the new PeopleSoft addressed a tough audience of financial and industry analysts this day. We got to ask them the tough questions on the JD Edwards/PeopleSoft merger. This merger is about product expansion, not consolidation is Craig Conway s (CEO of PeopleSoft) commitment and mantra to customers and investors. His analogy is
9/17/2003

J.D. Edwards QUEST To End Its String Of Pyrrhic VictoriesPart 2: The Implications
During this year's FOCUS conference for its QUEST User Group, J.D. Edwards demonstrated somewhat more galvanized strategy than the one it initiated and less successfully executed during the last year. With its renewed mid-enterprise focus and commitment to deliver customer-driven solutions, the company seems to be going back to its mid-market roots. The new initiatives and the profitability are steps in the right direction, but the market will have a close eye on new license sales

J D EDWARDS WEAKNESS: J.D. Edwards QUEST To End Its String Of Pyrrhic Victories Part 2: The Implications J.D. Edwards QUEST To End Its String Of Pyrrhic Victories Part 2: The Implications P.J. Jakovljevic - July 5, 2001 Read Comments J.D. Edwards QUEST To End Its String Of Pyrrhic Victories Part 2: The Implications P.J. Jakovljevic - July 5, 2001 Event Summary  During this year s FOCUS conference, which ran from June 11 - 14, J.D. Edwards & Company (NASDAQ: JDEC), one of the leading providers of enterprise applications,
7/5/2001

J.D. Edwards Finds Its Inner-Self Within Its 5th IncarnationPart 3: Market Impact
In a nutshell, J.D. Edwards seems poised to deliver applications within its traditional verticals that are wide-ranging, integrated, and modular (loosely decoupled) at the same time, which is apparently a clearer message and a better business model for the company. With a new management team the company seems to have found its soul, as it has finally pinpointed the right offering for its target market (both geography, customer size, and vertical segments wise), and it also seems to be exuding an air of confidence without arrogance, which had rarely, if ever, been seen in the past.

J D EDWARDS WEAKNESS: J.D. Edwards Finds Its Inner-Self Within Its 5th Incarnation Part 3: Market Impact J.D. Edwards Finds Its Inner-Self Within Its 5th Incarnation Part 3: Market Impact P.J. Jakovljevic - October 4, 2002 Read Comments Market Impact This is yet another example of what difference a year can make, and of a vendor taking advantage of a given second chance. A year ago, J.D. Edwards was in a rather self-loathing mood amid sagging sales, massive layoffs and restructuring, and with rumors of a possible buyout
10/4/2002

Enterprise Financial Application Software: How Some of the Big ERP Vendors Stack Up
Contrary to what vendors may contend, not all of them are able to supply a cost effective solution that satisfies the critical requirements of an organization. In this case study from a recent selection engagement for a large series book publisher, we size up Oracle, JD Edwards, PeopleSoft, and Lawson in terms of corporate viability, vision, product functionality, technology, and cost.

J D EDWARDS WEAKNESS: 25, 2001 Overview The subject of this case study is a large series and single-title book publisher that needed to replace a decade-old, highly customized financials system. Though accounting personnel had grown adept at using the existing system, it was clearly unable to keep pace with the client s evolving business model - one that included some ambitious E-commerce initiatives. In addition to providing considerable flexibility in the areas of budgeting, management reporting, and royalty calculations, th
12/25/2001


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