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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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 johnson johnson global transportation organization


Coping with the Crunch: How Innovation Helps the Johnson & Johnson Sales and Logistics Company, LLC Optimize Transportation Capacity
The Global Transportation Organization, a division of Johnson & Johnson, successfully dealt with the global transportation crunch. Factors contributing to its

johnson johnson global transportation organization  How Innovation Helps the Johnson & Johnson Sales and Logistics Company, LLC Optimize Transportation Capacity Introduction Stories of innovation and success in dealing with the global transportation capacity crunch are rare. So when Kristyn Harkins—team leader for Sourcing and Supplier Performance within the Global Transportation Organization ( GTO ), a division of the Johnson & Johnson Sales & Logistics Company, LLC —presented its story at ChainLink 's annual conference recently, we were all ears.

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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

Transportation Management Systems

Transportation management systems should provide the basic components of a shared information system to support collaboration, rates, routes, roles, transaction sets, documents, and information exchanged to facilitate the booking, execution, and settlement of transportation movements. 

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Documents related to » johnson johnson global transportation organization

What's in a Name? or Enterprise Systems' Reincarnations (Part I)


Well, the ERP Graveyard blog might sometimes be slightly deceiving, since not all enterprise resource planning (ERP) products necessarily die there. Some of them might even be resurected under a different name and ownership. To that end, Infor might even seem like old news today. It's been five years since its formation (no pun intended here, given its subsequent acquisition of former Formation

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An Interview with Saj-nicole Joni (Author of The Third Opinion)


The term The Third Opinion was coined by Clark Clifford, advisor and friend to many US Presidents. One thing is clear to all of us who have been observing business, politics, and life: good advice is hard to get. Ms. Joni bases The Third Opinion on the years of her advisory work with some of the world’s top executives.

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SaaS Buyer's Guide for Wholesale and Distribution


SaaS, despite its phenomenal popularity, is certainly not one-size-fits-all. You need to consider decision criteria such as fit, return on investment, and risk. Learn how SaaS works, who the major vendors are, how SaaS can help your business grow, and how to find the SaaS solution that’s right for you. It’s all in this comprehensive SaaS Buyer’s Guide for Wholesale and Distribution from TEC and SupplyChainBrain.

From a business requirements perspective, the defining characteristic of wholesale and distribution (W&D) organizations is that they operate as intermediate agents between manufacturers and retailers. Their top business needs thus focus on requirements for:

  • processing high volumes of transactions,
  • maintaining constant communication between upstream and downstream collaborators (manufacturers and retailers/customers, respectively), and
  • managing products for multiple competitors within the same warehouse or distribution center

In this guide we will explore considerations for W&D organizations that are considering adoption of the SaaS delivery model, and examine the particular business issues that arise from this change.Specifically, we will address the following considerations:

  • the differences between SaaS and on-premise delivery models
  • SaaS architectures
  • SaaS pros, cons, and other considerations
  • selection criteria for SaaS-based applications
  • viable wholesale and distribution SaaS vendors

Later in this guide, we’ll provide examples of SaaS delivery model success stories, as well as a SaaS IT directory, segmented according to business area.


Table of Contents


Preface

Software as a Service: A Buyer’s Guide


Spotlight on Adaptability and Agility

Thought Leadership from SAP
SAP’s Perspective on Software as a Service

SAP Case Study
Johnson Products Capitalizing on New Sales after 30-day SAP Deployment


Spotlight on Manufacturing and Distribution

Thought Leadership from Epicor
SaaS ERP for Small Manufacturers and Distributors

TECSYS Case Study
LifeScience Logistics Achieves 99.97% Inventory Accuracy with TECYS’ EliteSeries for Healthcare


Spotlight on Growing Your Company with SaaS

Thought Leadership from NetSuite
The Benefits of a Business Management Software Suite for High-growth and Midsized Businesses: Overcoming the Barriers of Stand-alone Business Applications

NetSuite Case Study
Woodworking Machinery Maker Cuts Costs, Grows Efficiency with NetSuite

NetSuite Case Study
NetSuite Helps Manufacturer Take Advantage of Fast Market Growth


Spotlight on Distribution Centers

Thought Leadership from Bond International Software
Cloud Computing for Your Distribution Workforce

IBS Case Study
Konaflex Focuses on its Core Business with IBS Distribution Management Software


Vendor Directory


Download the full copy of the TEC 2010 SaaS Buyer’s Guide for wholesale and distribution.



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What Are the Differences between the SaaS and On-premise Delivery Models?



Defining the on-premise delivery model is relatively straightforward:

  • The software is acquired by the customer up-front.
  • The software is installed, deployed, managed, and maintained at the customer’s site, generally with a great degree of involvement by the customer.
  • The customer provides the in-house infrastructure (e.g., servers, hardware, networks) to support the software.


Defining the SaaS model is slightly more complex, since different SaaS vendors offer different definitions. We’ll explore these variations in more detail shortly, but for now we’ll note the following SaaS characteristics:

  • The software vendor provides customers with access to the software via the Internet.
  • The customer pays for this service on a subscription basis (normally per user, per month, or per number of transactions).
  • The vendor is responsible for maintenance, upgrades, and software support, as well as the supporting infrastructure.

The major difference between the on-premise and SaaS delivery model lies in the ownership of the software. In the on-premise model, once the software is purchased, the customer owns it. In the SaaS delivery model, the software is not owned by the customer: it is provided to the customer in the same manner as any other service.


Download the full copy of the TEC 2010 SaaS Buyer’s Guide for wholesale and distribution.

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Global Integrated Solutions


Global Integrated Solutions is the Pronto Software business partner for the mining industry for companies operating primarily in Africa, Asia and the Middle East. Global Integrated Solutions utilises their decades of mining industry experience and business process knowledge to work with mining and exploration companies around the world to deliver and implement fully integrated enterprise resource planning (ERP) / business management system solutions exclusively to the mining industry. Our team has a combined total of over 50 years of mid to senior level mining industry experience, as well as business management systems implementation experience in corporate and site locations in developing and developed countries around the world, and over 20 years of specific Pronto user experience as well.  With our unparalleled knowledge and familiarity with the mining industry and it's business processes, we can provide our clients with a complete ERP solution completely tailored to thier business.  Since we have sat in your seat and been in similar situations ourselves, we know and understand what you are going through and can work with you to provide immediate benefits and lasting value to your organisation.

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Global Trade Applications in Global Credit Crunch - Part III


Part II of this blog series allowed members of the two global trade management (GTM) software providers, TradeBeam and Precision Software, to voice their outlooks on the market (in light of the recent global trade decline). But at the end of the post I introduced the question of the possible threat to GTM providers coming from the large enterprise resource planning (ERP) providers. Given that

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Queue Global Information Systems Corp.


Located in Vancouver, British Columbia (Canada), Queue Global Information System Corp. develops IT solutions to companies and individuals from fraud, identity theft, Internet fraud, credit card, and unauthorized access to privileged information on a global scale.

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Selecting an HRIS: Finding the Right HR System for Your Organization


Top organizations are turning to human resource information systems (HRIS) for all of their human resources (HR) needs. With an HRIS, companies can align HR strategy with business objectives to get the most out of their workforces and adapt quickly to market changes. Today’s best-in-class HRIS automate everything related to HR in a single Web-based software system This white paper was developed to help you select an HRIS.

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The Absolute Must-Do’s to Build an Agile Organization


What do we mean by agility? It’s how powerfully your organization can react to changes in the marketplace, recognize and close employee skill gaps, and align the right people in the right places to handle any pivots in business strategy. How can you make your organization more agile? There are several critical things you must do.

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Case Study: Gamber-Johnson




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Adaptive Logistics and Transportation


Innovative companies improve efficiencies by integrating logistics and transportation functions with critical operating processes. By factoring transportation constraints into the planning and execution of warehousing, production and fulfillment, these companies are outperforming their competition.

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