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APICS 2009 From the Expo Floor: Is S&OP Coming of Age? - Part 5
Part 1 of this blog series talked about my attendance of the APICS 2009 international conference in Toronto, Canada in early October. I attended few education

s part 11  the strategic nature of S&OP . Part 5 will conclude by analyzing the S&OP solution from JDA Software as another product that arguably deserves to be in the S&OP Top 5. My guess is that  Nari Viswanathan, Aberdeen Group 's vice president (VP) and principal SCM analyst , who recently coauthored  the S&OP AXIS Report  (subscription required) and was mentioned in  Part 2 , did not lump JDA together with i2 Technologies, Oracle , and Demand Solutions (as the vendors that are reportedly leading the Read More...
Discrete Manufacturing (ERP)
The simplified definition of enterprise resource planning (ERP) software is a set of applications that automate finance and human resources departments and help manufacturers handle jobs such as or...
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Documents related to » s part 11


Deltek's Second Bite at the IPO Cherry (Part II)
Well, a few months after Part I of this blog post was published, which focused on Deltek's pre-New Mountain Capital private equity investment era, the time has

s part 11  Management Implementation Guide], SOX Section 404 , OMB Circular # A-11 Part 7 [Section 300], etc.). In that regard, Deltek Cobra, after importing project schedules, baselines and WBS, helps with project cost management, change management and forecasting. The solution features integration not only with the Open Plan sibling product, but also with the Microsoft Project/Project Server and Primavera project scheduling products. These new products certainly can create opportunities for Deltek to capture Read More...
A Tale of a Few Good SCM Players - Part 4
Part 1 of this blog post series followed the genesis of Manhattan Associates from its inception in 1990 throughout the mid-2000s. During this time, Manhattan

s part 11  workhorse has been a solid part of RedPrairie’s revenue stream. The  acquired retail store systems mentioned in Part 2  have sold relatively well independently, although even this business has somewhat slowed during the ongoing recession. The total customer count for RedPrairie's retail products is around 100, with a total of about 30,000 sites. The install base for the  build-to-order (BTO)  manufacturing suite is smaller, with about 30 customers. RedPrairie has cross-sold the retail Read More...
The Lexicon of CRM - Part 3: From R to Z
CRM. C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part three of a three-part article to provide explanation and meaning

s part 11  in the process.   S   Sales Pipeline - This is the list of potential customers that the sales department is currently trying to convert into paying customers. Typically, customer deals in the pipeline are assigned dollar values and percentages likely to convert , and from that, sales forecasts can be approximated. SFA - Sales Force Automation . One of the lynchpins of CRM. This enables the Sales team to capture and maintain lead and other contact information in one data store, conduct team selling, Read More...
Dreamforce 2010: Of Cloud Proliferation - Part 2
Part 1 of this blog series talked about my attendance of Dreamforce 2010, salesforce.com’s annual user conference, which has over the past several years become

s part 11  2 Part 1 of this blog series  talked about my attendance of Dreamforce 2010 , salesforce.com ’s annual user conference, which has over the past several years become a highly anticipated and entertaining end-of-the-year fixture for enterprise applications market observers. My post concluded that while Dreamforce 2009 was mostly about continued growth of the  cloud computing  trailblazer and unveiling of Salesforce Chatter , the company’s nascent social platform and collaboration cloud (as duly Read More...
Intelligent Manufacturing Systems: Beating the Odds, Mightily - Part 3
Part 1 of this blog series explained IQMS’ upbeat posture despite a hostile and depressed environment, while Part 2 analyzed the recent developments of

s part 11  Manufacturing Systems: Beating the Odds, Mightily - Part 3 Part 1 of this blog series explained IQMS ’ upbeat posture despite a hostile and depressed environment, while Part 2 analyzed the recent developments  of EnterpriseIQ [ evaluate this product ], the flagship offering of IQMS . This final part will focus on IQMS’ most recent involvement in the user experience (UX) design developments. Joining the “Winning Users’ Hearts and Minds” Fray Like many of its enterprise resource Read More...
SAP HANA: A Fast Developing “Toddler” - Part 2
Part 1 of this blog series analyzed a snapshot of the SAP HANA offerings’ achievements at the time of the product’s first anniversary in June 2012. SAP is now a

s part 11  HANA: A Fast Developing “Toddler” - Part 2 Part 1 of this blog series analyzed a snapshot of the SAP HANA offerings’ achievements at the time of the product’s first anniversary in June 2012. SAP is now a de facto database provider that intends to become the #2 database vendor by 2015. The company’s recently unveiled real-time data platform combines the SAP HANA platform, Sybase data management offerings, and SAP BusinessObjects solutions for  enterprise information management (EIM) . The comb Read More...
E2open—An Unexpected S&OP Player: Part One
E2open has not generally been known for its sales and operations planning (S&OP) capabilities. But the software provider deserves a second look for those in

s part 11  Unexpected S&OP Player: Part One Cloud software solutions provider E2open usually gets associated with the words “cloud,” “on-demand,” “supply chain management,” “supply chain visibility,” “collaborative execution,” “trading networks,” and so on. Indeed, E2open is known for enabling enterprises to procure, manufacture, sell, and distribute products more efficiently through collaborative execution across global trading networks, using real-time information, integrated Read More...
How Some ERP Vendors Demonstrated - Warts And All Part 2: Results
This is part two of a case study from a recent selection engagement for an ETO mid-size manufacturer; we assess Oracle, J.D. Edwards, SAP, and IFS in terms of

s part 11  to the pertinent system sessions. For the most part the team followed the scripts in the original order. Ability to Finish During the Allotted Time Oracle Good - The demo team finished the scripts with acceptable requests for additional time. Some digressions were long and could have been avoided though. J.D. Edwards Good - The demo team finished the scripts with acceptable requests for additional time. The team also paced themselves well with only minor digressions. SAP Good - The demo team finished the Read More...
LeveragePoint Adds Value to B2B Pricing - Part 2
Part 1 of this blog series introduced LeveragePoint as a cloud-based newcomer to the business-to-business (B2B) pricing market with a novel pricing approach

s part 11  Value-based pricing is a standard part of many of the stage-gate processes used in new product development and introduction (NPD&I) at many companies. Companies want to ensure that what they are developing will have a differentiated value and will sell at a price premium that will enable them to get a high return on investment. PJ : Some so-called big iron” pricing players view you as being complementary rather than competitive. They claim that, when one peels back your solution, what your software Read More...
TradeStone Software STARS 2013: Retail Rocks! Part 2
Part 1 recapped TradeStone Software's user conference, STARS 2013. TradeStone’s Core CapabilitiesTradeStone Software’s bread-and-butter capabilities

s part 11  Software STARS 2013: Retail Rocks! Part 2 Part 1 recapped TradeStone Software's user conference, STARS 2013.   TradeStone’s Core Capabilities TradeStone Software’s bread-and-butter capabilities continue to be sourcing, supplier management (including quality testing, inspections, and social, legal, and compliance-based supplier performance as exemplified in Guitar Center ’s case study), and order management, which includes global trade management (GTM) as well. Enterprise resource Read More...
Mega-vendors Warming Up to the Cloud - Part 2
Part 1 of this blog series depicted the three evolutionary phases (or waves) of software as a service (SaaS) and cloud computing adoption. The article ended

s part 11  and likely implications for SaaS users. Part 2 explores the apparent opportunities and accompanying challenges (and inevitable soul-searching exercises) that SaaS aspirants face in their endeavors. Some concrete examples of vendors and their new strategies and solutions will be presented.   Carpe Diem Is Still There for SaaS Aspirants The consequences of the upcoming SaaS wave 3 (mentioned in Part 1 ) for vendors (especially start-ups) will come from many new markets that are expected to open for Read More...
The (NA)Vision of Microsoft Dynamics NAV 2009 - Part 3
Part 1 and Part 2 of this blog series went through the five previous generations of the Microsoft Dynamics NAV (formerly Navision) product. In late 2008, at the

s part 11  change posted transactions. As said in Part 2 , the Reverse Posting capability was introduced with Navision 4.0 , but it is not possible to simply delete or change erroneously posted transactions. Microsoft claims to have insisted on doing it this way (with an audit log of reversed transactions) for security and regulatory purposes. Then, for a long time, third-party applications using “alien” (non-C/SIDE) database platform have had issues with addressing Navision’s native database, especially in Read More...

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