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Documents related to » s part 12


Lean Simplified: Part 1
Take advantage of expertise about lean manufacturing. With all the discussion, books, Web sites, and other materials on the topic of lean manufacturing, it’s hard to know which resources are credible—much less understand the mounds of information. The first part of this series breaks down the definition of lean manufacturing into easy-to-digest concepts and shares the real-life example of a supplier of remanufactured solvents that is working toward the goal of lean. Get tips on how to determine what you need in your production operation and why.

S PART 12: defect affects only 1 single part thus eliminating long hours of isolating and investigating different parts of the process to find the problem. Forming an effective problem solving group also becomes a challenge across departments as nobody wants to take responsibility. With single piece flow, each team is focused on its responsibilities and is motivated to avoid future defects. Employee - As mentioned above, in a lean manufacturing environment, each team is focused on its goals and work results.
7/14/2009 11:53:00 AM

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 for most of the common CRM phraseology. Here, in alphabetical order, we continue the Lexicon of CRM

S PART 12: 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,
11/2/2001

SAP Gives in to CRM (Part Time) Matrimony
On May 2, SAP AG, the leading provider of enterprise software applications, announced a strategic alliance with Nortel Networks to develop and integrate industry-specific CRM solutions.

S PART 12: that could extend the scope of collaborative customer relationship management (CRM). As part of the agreement, SAP has embedded within mySAP.com customer interaction applications from Nortel Networks Clarify eBusiness Applications unit to provide extended customer-service functionality and new levels of information access and use to businesses. SAP and Nortel Networks will further extend their alliance by creating Internet-based service solutions that enable virtual communities where vendors, partners
5/31/2000

GE GXS: Part and Parcel of B2B Exchange
General Electric’s GXS provides the infrastructure for a new digital marketplace. The announcement sheds light on the possibility that GXS can leverage its traditional infrastructure business into a lead position within the new economy.

S PART 12: GE GXS: Part and Parcel of B2B Exchange GE GXS: Part and Parcel of B2B Exchange D. Geller - November 1, 2000 Read Comments D. Geller - November 1, 2000 Event Summary eeParts.com provides a trading platform for buyers and sellers of electronic components. The service provides an environment in which buyers and sellers interact anonymously. Bidders locate the components they need in a searchable inventory database and proffer bids based on the information on product specifications, availability and asking
11/1/2000

Software Growth - Complete the Transaction! Part One
We got many letters for more ideas and details, so we are doing a more in-depth series for supply chain software leaders. In this article we will discuss the issue of completing the whole transaction—the complete solution—which is key to continued revenue growth.

S PART 12: Software Growth - Complete the Transaction! Part One Software Growth - Complete the Transaction! Part One Ann Grackin - March 18, 2004 Read Comments Software Growth— Complete the Transaction! In our last article about growth we discussed why software companies don t grow. Supply Chain software growth strategies were discussed then in an overview format [1] . We got many letters for more ideas and details, so we are doing a more in-depth series for supply chain software leaders. In this article we will
3/18/2004

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S PART 12: Access forbidden! You don t have permission to access the requested object. It is either read-protected or not readable by the server. If you think this is a server error, please contact the webmaster . Error 403 blog.technologyevaluation.com 10/11/13 19:07:53 Apache/2.2.11 (Win32) DAV/2 mod_ssl/2.2.11 OpenSSL/0.9.8i PHP/5.2.9 4 b 49 If you think this is a server error, please contact the webmaster . 14 Error 23 403 2b blog.technologyevaluation.com a 1b 10/11/13 19:07:53 6a Apache/2.2.11 (Win32) DAV/2

Baan – What Will The Future In Invensys’ Stable Bring? Part 1: About Baan
Baan, once a leading global provider of ERP software hopes its adoptive parent, Invensys, will put it back on the enterprise software applications map. However, we believe Baan’s path to full recovery will be quite thorny. Part 1 discusses Baan’s history and where it is headed under Invensys.

S PART 12: a financial summary. The second part contains specific analyses of Baan s strengths and challenges along with bottom line predictions and recommendations for the company and users. Corporate and Product Profiles appear in both parts. Baan History Founded in the Netherlands in 1978 and with dual headquarters in Barneveld, the Netherlands, and Herndon, VA, USA, Baan Co. was once the fifth-ranked ERP vendor, with $736 million revenue in 1998. The Company posted stellar growth (over 80% year over year) from
11/29/2000

PeopleSoft Building Muscles To Overcome The Rough Patch Part 2: Market Impact
With a large investment in architecture made early, PeopleSoft has so far resisted the downturn in the market and has gained ground by making its core applications a compelling choice. However, the company has tempted the fate with touting that its product architecture would make it bulletproof to the weak economy, making the market reward it at that stage for being the poster child of a success in the tough environment. One should not be surprised with the market’s harsh knee-jerk reprisal once the pure-Internet magic was dented with the latest tamed results.

S PART 12: PeopleSoft Building Muscles To Overcome The Rough Patch Part 2: Market Impact PeopleSoft Building Muscles To Overcome The Rough Patch Part 2: Market Impact P.J. Jakovljevic - June 20, 2002 Read Comments PeopleSoft Building Muscles To Overcome The Rough Patch Part 2: Market Impact P.J. Jakovljevic - June 20, 2002 Event Summary At the beginning of 2001, PeopleSoft Inc . (NASDAQ: PSFT), one of the largest enterprise applications providers, ebulliently indicated its continued interest in rounding out its
6/20/2002

Selecting PLM Software Solutions Part 5 - User Recommendations
This tutorial points out the significance of buyers researching PLM technology vendors before determining the short list and vendors researching the viability of the opportunity before committing time and money to a sales effort. Since a 'one-size-fits-all' product is still not quite a viable possibility, almost every product can win provided certain set of requirements. The Catch 22 for both buyers and vendors/VARs is to pinpoint the right opportunity in this ongoing 'dating game'.

S PART 12: Problems in Selecting PLM Software Part Three Presents a Solution Part Four Presents Examples of Applying the Solution Part Five Makes User Recommendations User Recommendations Perhaps the most important take away from this analysis is the significance of buyers researching technology vendors before determining the short list, while vendors should research the viability of the opportunity beforehand. Issuing a comprehensive Request For Information (RFI) to a number of vendors is an important first step
5/27/2003

The Path to ERP for Small Businesses - Part 1: The Research
An ERP software implementation has three steps. Here's a comprehensive look at how a successful ERP software implementation for small businesses can be achieved. Most consultants agree that there are three stages that precede a software implementation project: research, evaluation, and selection. This three-part article will describe each of them, providing tips and real life examples that will help small businesses better understand what they need and how they can find the best product and vendor for them.

S PART 12: Path to ERP for Small Businesses - Part 1: The Research The Path to ERP for Small Businesses - Part 1: The Research Gabriel Gheorghiu - February 10, 2010 Read Comments When looking for business software, small companies might fall into the trap of being selected instead of selecting vendors. This usually happens because small companies do not allocate extensive time and resources to the process and do not have selection methodologies, which help decision makers select a product without further
2/10/2010 11:43:00 AM

EAM Versus CMMS: What s Right for Your Company? Part One
As companies continue to look for more areas from which to squeeze out revenues and reduce expenses, enterprise asset management (EAM) and computerized maintenance management systems (CMMS) software continue to receive good press as the systems providing an answer--and with justification. But what software makes the most sense for your company and from which providers--EAM/CMMS best-of-breed incumbents or enterprise resource planning (ERP)

S PART 12: EAM Versus CMMS: What s Right for Your Company? Part One EAM Versus CMMS: What s Right for Your Company? Part One Joe Strub and P.J. Jakovljevic - March 15, 2004 Read Comments Introduction Enterprise asset management (EAM) software and computerized maintenance management systems (CMMS) continue to grab headlines as a realistic way to reduce expenses and increase revenues. For one, maintaining an adequate level of repair and service parts inventory based on forecasted equipment usage can prevent already
3/15/2004


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