TEC Products

Oracle http://www.technologyevaluation.com/ppc/evaluation-erp.asp

Welcome to BI Showdown: Oracle Hyperion System 9 vs. Microsoft ...

by Lyndsay Wise <% articleid = 4100%>. ... http:/.../ResearchHighlights/BusinessIntelligence/2007/09/research_notes/VS_BI_LW_09_26_07_1.asp - 101k - 2007-12-14 Summary: I'm Lyndsay Wise, senior research analyst at Technology Evaluation Centers. Welcome to another in TEC's series of enterprise software Vendor Showdowns. Today's Showdown pits three of the top business intelligence (BI) vendors against each other in a head-to-head contest: Oracle's Hyperion System 9 vs. Mi

Oracle Product Showdown! JD Edwards EnterpriseOne vs. E-Business ...

by Neil Stolovitsky <% articleid = 4086%>. ... http:/.../Research/ResearchHighlights/ERP/2007/09/research_notes/VS_ER_NS_09_12_07_1.asp - 101k - 2007-12-12 Summary: In JD Edwards EnterpriseOne and E-Business Suite, Oracle has two of the most popular enterprise solutions available in the marketplace today. To compare these two Oracle products, we looked at six standard enterprise resource planning (ERP) modules: supply chain management, distribution process managemen

Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP ...

by P.J. Jakovljevic ... Pull vs Push: a Discussion of Lean, JIT, Flow, and ... To that end, for example, Oracle's and American Software's ... A further example would be QAD that uses MRP for ... http:/.../Research/ResearchHighlights/Erp/2004/01/research_notes/TU_ER_PJ_01_15_04_1.asp - 21k - 2004-01-15 Summary: While lean/flow leverages practices to stay ahead of actual demand, traditional approaches better coordinate secondary, back-office systems like accounting and HR. Moreover, flow should be a company-wide strategy that impacts more than manufacturing.

ERP Showdown: A Case Study Lawson M3 vs. mySAP ERP vs. IFS ...

by Dylan Persaud <% articleid = 4112%>. ... http:/.../Research/ResearchHighlights/ERP/2007/10/research_notes/VS_ER_DP_10_10_07_1.asp - 101k - 2007-11-21 Summary: I'm Dylan Persaud, senior research analyst at Technology Evaluation Centers. Today, we are pleased to present a different kind of Vendor Showdown, one based on an actual enterprise resource planning (ERP) evaluation and selection conducted by one of the world's largest producers of construction materials

Mid-Market ERP Vendors Doing CRM & SCM In A DIY Fashion Part 2 ...

by P.J. Jakovljevic ... WS-I; J2EE vs. ... While that has long not been the news for SAP, Oracle, and PeopleSoft ... many Tier 2 vendors like JD Edwards, Baan, IFS, Intentia, QAD, and others ... http:/.../Research/ResearchHighlights/Erp/2002/04/news_analysis/NA_ER_PJ_04_22_02_1.asp - 19k - 2002-04-22 Summary: Tier2/Tier 3 vendors are prepared to endure the onslaught of the likes of SAP, Oracle, and PeopleSoft, as well as of proverbial mid-market leaders such as J.D. Edwards, Baan, Intentia, QAD, IFS and Epicor, and newly formed mid-market juggernauts like Microsoft Great Plains, Best Software (formerly Sage S

Two Stalwart Vendors Discuss Market Trends

by P.J. Jakovljevic ... Epicor Software and QAD will continue to offer ... are involved with joint development of applications with Oracle. ... Question 7. What about going mid-market vs. ... http:/.../Research/ResearchHighlights/ERP/2007/06/research_notes/TN_ER_PJ_06_29_07_1.asp - 28k - 2007-06-29 Summary: In this unique question and answer series, vendors were given the opportunity to put forth their views on market trends, platform approaches, and mid-market issues. The questions posed to willing participants of this opinion poll are elaborated on here.

Frantic Merger-Mania Spiced Up With Vendettas Leaves Customers ...

by Olin Thompson & Predrag Jakovljevic ... Euro) in revenues vs. ... the market share was the major order winner, then SAP or Oracle would have never had their noses bloodied by the likes of QAD or IFS ... http:/.../Research/ResearchHighlights/Erp/2003/06/news_analysis/NA_ER_XOT_06_18_03_1.asp - 26k - 2003-06-19 Summary: To continue to be healthy, an enterprise software vendor either needs a defendable niche or a large market share. For the latter, acquisitions are often required to grow and prosper. With revenue streams shifting from new accounts to up- and cross-sales to existing customers, software support and servic

Will Glovia Glow Again Through Its Hub And VARs? Part 2 ...

by P.J. Jakovljevic ... tier ERP players such as Intentia, IFS, QAD, and Frontstep ... the competition from SAP and Oracle in the ... confusion (associated with different markets, ie, ERP vs. ... http:/.../Research/ResearchHighlights/Erp/2002/09/news_analysis/NA_ER_PJ_09_10_02_1.asp - 15k - 2002-09-10 Summary: While the Fujitsu/Glovia relationship has worked well in Japan, a difficult market for many other ERP vendors to penetrate, it may prove to be quite a different case in other markets. Further, until recently, Glovia s middle and top management team had long been in a state of flux and often poached by

PeopleSoft Building Muscles To Overcome The Rough Patch Part 3 ...

by P.J. Jakovljevic ... provide a due feedback on their perception of price vs. ... ERP sense, it competes against SAP, Oracle, and JD ... faces Intentia, IFS, Baan, SSA GT, QAD, MAPICS, and ... http:/.../Research/ResearchHighlights/Erp/2002/06/research_notes/EN_ER_PJ_06_24_02_1.asp - 28k - 2002-06-24 Summary: In PeopleSoft s case, the fact remains that it is still the best-attuned offering (in terms of pricing, vertical extensions, customizability, professional service approach, etc.) to the needs of large, service-oriented enterprises, or for greenfield sites. However, to put things in the right pers

Agilisys Continues Agilely Post-SCT Part 3: Challenges and User ...

by P.J. Jakovljevic ... foundation disparity of the products (ie, proprietary vs. ... the larger players, particularly SAP, Oracle, JD Edwards ... Systems, Geac, SSA GT and QAD, which have ... http:/.../Research/ResearchHighlights/Erp/2002/10/research_notes/EN_ER_PJ_10_16_02_1.asp - 18k - 2002-10-16 Summary: Still, although it is indisputably better that Agilisys had not stayed any longer under a parent that did not quite fathom its direction, and had even imposed a heavy overhead burden on it to be part of that company, and hindered its growth, the company faces both new and many old challenges.