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Optiant Going to a (Much) Better Place: Logility - Part 1
The mergers and acquisition (M@A) market seems to be coming back slowly. One evidence of this could be the late-March acquisition of long-struggling

m part 8  independent competitors such as  Mercia (now part of Infor )  and  Demantra (now part of Oracle Value Chain Planning ) . Another best-kept secret in the market is that Logility has possibly the most complete SCM functional footprint. Namely, its fully integrated Voyager solution optimizes supply chain processes from forecasting to supply planning and global sourcing and production to final delivery (execution). Part 2 of this series will analyze current Logility’s offerings for companies of all Read More...
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Documents related to » m part 8


Vendors Jostle and Profess Economic Stimulus Readiness - Part II
Part I of this blog series tried to analyze not only the opportunity but also the many related strings attached stemming from the American Recovery and

m part 8  make reading the report mandatory. Part III of this blog series will focus on the construction industry’s current challenges, the outlook, and the trends that still bode well for the sector in the long term. The blog post will then talk about some software vendors that cater to the entire construction project’s lifecycle, i.e., the Plan, Build, and Operate (PBO) cycle, and these vendors’ efforts with regard to ARRA. Your views, comments and opinions, etc., are customarily welcome in the meantime. Read More...
“Act Vertical” vs. “Go Extinct” Retailers - Part 2
Part 1 of this blog series set the historical background for the supply chain management (SCM) evolution and presented the advantages and shortcomings of

m part 8  or pursues today (as mentioned in Part 1 ). The downside of owning such assets is getting locked into high costs and capital investments, with potentially inflexible capacity. Even many consumer goods manufacturers have been increasingly shedding their plants. Acting vertical, on the other hand, does not require retailers to own inflexible and costly manufacturing and other supply chain assets —yet it enables them to operate as though they do. This advantage comes in part from striking strong and Read More...
Progress Software Revs Up to Higher RPM via Savvion - Part 1
Late 2009 and early 2010 were characterized by a number of mergers and acquisitions (M@As) in the vibrant and buoyant business process management (BPM

m part 8  Revs Up to Higher RPM via Savvion - Part 1 Late 2009 and early 2010 were characterized by a number of mergers and acquisitions (M&As) in the vibrant and buoyant  business process management (BPM)  space.  The merger of Progress Software Corp. (NASDAQ: PRGS) and Savvion Inc. drew my attention  in particular. Why? Because, to my mind, Progress has thus made a large leap into the BPM space, a market where it has been notably absent. Namely, from Progress’ analyst event two years ago, I vividly Read More...
UNIT4: The (Largely) Untold Story - Part 1
February and bleak mid-winters are not exactly the high season for software user conferences in North America, and thus I accepted the invitation by UNIT4

m part 8  estimate that the SaaS market would reach $8 billion in 2009, a 21.9 percent increase from 2008 revenue of US$6.6 billion, no wonder that Salesforce.com has increased its interest in SaaS accounting (and likely in other applications down the track). Part 2 of this series will focus on FinancialForce.com’s strengths and potential challenges and on its on-premise step-sibling CODA’s recent developments. Your comments and opinions about post-implementation agility and UNIT4’s diversified strategy Read More...
Can We Intelligently Use Part Numbers to Configure and Order the Right Products?
In the industrial automation industry, an overlooked, fatal flaw of sales configurator solutions is their inability to simultaneously configure part numbers and

m part 8  is also known as meaningful part numbers or significant part numbers . This capability has become the norm in the industrial automation sector amid companies like Rockwell Automation , Eaton , ABB , Siemens , General Electric (GE), Schneider Electric, and so on. Such manufacturing and supplying companies generate several billion dollars in revenue by selling thousands of product lines (each with hundreds of thousands of possible product variants). Some other businesses that have benefited from using Read More...
Talking to an Unrelenting Cloud Enthusiast - Part 2
Part 1 of this blog series introduced Xactly Corporation, a provider of fully multi-tenant, software as a service (SaaS)-based solutions for sales performance

m part 8  , and more. As mentioned in Part 1, prior to founding Xactly Corporation, Cabrera was the senior vice president of operations for Callidus Software , an on-premises enterprise incentive and compensation management (ICM) company at the time (Callidus has meanwhile embraced the cloud software delivery). At Callidus, he was responsible for the execution of worldwide sales and marketing strategies, customer advocacy, and strategic alliances with companies such as IBM, Accenture , and Deloitte . Under his Read More...
Consona’s CEO Clearing the Air (about Compiere) - Part 2
Part 1 of this blog series talked about Consona Corporation’s recent acquisition of leading open source and cloud computing enterprise resource planning (ERP

m part 8  Clearing the Air (about Compiere) - Part 2 Part 1 of this blog series talked about Consona Corporation ’s recent acquisition of leading open source and cloud computing  enterprise resource planning (ERP)  provider Compiere . After reading a slew of speculative blog posts (including the  one from TEC ’s free and open source [FOSS] buff and advocate Josh Chalifour ), I had an incisive briefing with Consona’s CEO Jeff Tognoni, to give the company a fair chance to explain its strategy and the Read More...
They do it like that in the Balkans-Select and deploy ERP, I mean (Part II)
The Part I of this blog topic concluded with SAP's supremacy in the upper-end of the regional market. What also helps SAP ERP [evaluate this product] is a

m part 8  and deploy ERP, I mean (Part II) The Part I of this blog topic concluded with SAP 's supremacy in the upper-end of the regional market . What also helps SAP ERP [ evaluate this product ] is a number of well-established value added resellers (VARs) that cover the entire former Yugoslavia region, some of which have a few dozen renowned installation sites (customer references) and a roster of experienced consultants. Some of these are the earlier mentioned S&T Group from Austria and Croatia-based B4B . 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

m part 8  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 in house. We have set up this model because, while we open source everything we do, we rely on our business customers, and they demand a very solid, secure code base. And you can’t have a Read More...
The (NA)Vision of Microsoft Dynamics NAV 2009 - Part 2
Part 1 of this blog series went through the first three generations of the Microsoft Dynamics NAV product, which at the time was called Navision and was owned

m part 8  deployment scenario that was mentioned at the end of Part 1 . The 4.0 release also unified and improved two human-to-application portal applications: Navision Commerce Portal (for customer, vendor, and partner access and self-service through a Web browser) and Navision User Portal (to provide personalized browser-based remote access to the solution for employees). For functional enhancements, there were improvements in the realm of financial management such as inter-company postings, partial payments, or Read More...
Job Scheduling Maze in Distributed IT Landscapes - Part 2
Part 1 of this blog series outlined the problem that, as the number of systems, applications, databases, and whatnot platforms increases, the IT business

m part 8  and User Views As mentioned in Part 1 , ActiveBatch attempts to provide “Intelligent Automation” for its users with an approach that can minimize or eliminate scripting. Up through Release 6, the product has offered the following five types of jobs (by comparison, most of other counterpart job scheduling products only support one or two job types): Process Job -- lets users run user-written scripts and/or executable program files . For example, I could un the Windows Internet Explorer executable Read More...
Infor ION-izes its Open SOA Strategy - Part 2
Part 1 of this blog series started by analyzing a certain change of the guard and a related product strategy shift at Infor. Two late June 2010 news

m part 8  Scavo and Ray Wang, mentioned in Part 1 ). For one, some observers and practitioners still believe that Infor’s own tools were quite necessary to sell its product strategy. What Infor is doing now can be seen by some as the vendor admitting to not having the resources, will (perhaps even guts), and vision to deliver the original product strategy. In addition, while the new Microsoft-based  business intelligence (BI) , reporting, and  user interface (UI)  tools may be as good or even better than Read More...
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

m part 8  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 the supply chain execution (SCE) space and the envy of competitors. But Read More...

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