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What Can Manufacturers Do in a Tough Economy? - Part II
Part I of this blog series outlined the first three suggested

s part 29  each suggested strategy. The second and final part of this blog series continues with the remaining three pieces of advice, and with my analysis. Advice #4: Collaborate with Channel Partners to Promote Products with Bloated Inventories Caused by the Downturn – For the products that have fallen victim to the abrupt economic downturn, manufacturers should work collaboratively with their channel partners to aggressively promote those products, alleviating excess levels of inventory. This action can free 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 29


Navigating Between Service Management Scylla & Charybdis - Part 3
Part 1 of this series analyzed the phenomenon of the service economy or the increasing importance of the service sector in industrialized economies. Especially

s part 29  Between Service Management Scylla & Charybdis - Part 3 Part 1 of this series  analyzed the phenomenon of the service economy  or the increasing importance of the  service sector  in industrialized economies. Especially in a sluggish market, the service delivered after the initial sale of a product is what can truly differentiate competitors. The service opportunity is also there, since after-sale service is quite difficult to replicate. Thus, while  durable (hard) goods  orders decline Read More
Do You Want Your App to Talk Back to You (as a Chatterbox)? - Part 3
In Part 1 of this blog series I admitted to being a late adopter of a sort, in part for not immediately jumping onto the social media bandwagon. In particular

s part 29  late adopter of a sort , in part for not immediately jumping onto the  social media  bandwagon. In particular, my initial reaction to  Salesforce Chatter (a.k.a. Collaboration Cloud)  was tepid  when it was introduced at the Dreamforce 2009 conference . However, a few months have passed and this period has helped salesforce.com craft the much clearer cloud computing evolution message that was analyzed in Part 2 . The article then also went on to explain my change of heart and discussed Salesforce Read More
The Empires Strike Back - Part II: The Likes Of IBM, EDS, And CSC In E-Business
In the past year the traditional consulting houses have executed major initiatives to counter the challenges of the pure play and fringe market invaders. Being

s part 29  In E-Business The Empires Strike Back - Part II: The Likes Of IBM, EDS, And CSC In E-Business E. Robins - June 2, 2000 Event Summary: Since the early 90's website developers and digital business builder pure plays have rapidly grown to take a large piece of the evolving e-business service provider space. Realizing they were losing not only market share, but also skilled expertise vital to their future, the legacy consulting houses and systems integrators have announced measures to counter the rising Read More
Optiant Going to a (Much) Better Place: Logility - Part 2
Part 1 of this series analyzed the late-March acquisition of long struggling inventory optimization (IO) provider Optiant by long well-performing supply chain

s part 29  price discounts, coupons, advertising, special packaging, and product placement. Event Planning uses the latest in  neural network  technology. The final part of this series will conclude with the analysis of Logility Voyager Solutions and how Optiant might fit in. In the meantime, please send us your comments, opinions, etc. on Optiant and Logility (especially your experience with their solutions). We would certainly be interested in your experiences with the abovementioned SCM software categories (if Read More
The Wizardry of Business Process Management - Part 3
Part 1 of this blog series provided a lengthy discussion about business process management’s (BPM's) necessary parts and parcels, and the software category’s

s part 29  and so on. As said in Part 2 , Pegasystems  (also known as Pega ) users can use the familiar Microsoft Visio diagramming tool to visually create (model) the processes that will deliver better customer service . There are many pre-built solution frameworks with industry best practices to get them jump-started if necessary. But the second brick in the Yellow Brick Road is the ability of the technology to automate all necessary computer programming . Namely, business people can draw nice pictures and Read More
Frankie Does ERP, Part 1
[Editor’s note: Frank is not a composite character. He is a real person, employed at a real company. I’ve changed certain identifying particulars at his request

s part 29  Does ERP, Part 1 [Editor’s note: Frank is not a composite character. He is a real person, employed at a real company. I’ve changed certain identifying particulars at his request. This interactive series, created and published with his permission, is an exercise in what-if analysis based on interviews I am currently conducting with him. You may find Frank’s use of language a little colorful. I have toned it down. It's still colorful.] * My name is Frank. I’m a mid-level manager for a 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

s part 29  We Intelligently Use Part Numbers to Configure and Order the Right Products? Previous articles have clearly defined the concepts and features of product configurators, such as product options' selection rules, procedures, constraints, variants, and so on (see Product Configurators Pave the Way for Mass Customization and CRM for Complex Manufacturers Revolves Around Configuration Software ). However, there is one feature that is sorely needed by some industries and businesses that has hardly been Read More
A Tale of a Few Good SCM Players - Part 3
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

s part 29  of a Few Good SCM Players - Part 3 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 was the epitome of a well-managed  supply chain management (SCM ) software company in terms of market share, growth, profitability, and its products’ capabilities. Indeed, the company set the industry standard for the supply chain execution (SCE) space and was the envy of its competitors. But lately, the Read More
Lean Manufacturing: Part Two
Part One of the

s part 29  of the Lean Manufacturing series looked at manufacturing wastes, lean principles, and the benefits of lean manufacturing. Here, in Part Two, you'll be taken through the action stage of lean practices: implementing lean. Understand the 5S program toward implementing lean and begin laying the foundation of a discipline that is necessary for effective implementation of more complicated lean tools such as kanban. Read More
How to Select a Sales and Operations Planning (S&OP) System
Mature sales and operations planning (S&OP) is more than a sales forecasting or tactical planning tool. S&OP is a decision-making mechanism for aligning

s part 29  to Select a Sales and Operations Planning (S&OP) System Mature sales and operations planning (S&OP) is more than a sales forecasting or tactical planning tool. S&OP is a decision-making mechanism for aligning strategic plans with sales, operational, and financial plans. Download this TEC executive brief for pointers on selecting an S&OP system, information about how mature S&OP processes can help tackle critical business issues, and key S&OP system capabilities to look for. Read More
SAP Keeps Traction On Some Tires Of Its Omni-Wheel-Drive Part 1
Although SAP’s recently announced tamed results for Q1 2002, which fit within the current market milieu, may add to some challenges moving forward, particularly

s part 29  of recent news from SAP. Part Two will continue to discuss the Market Impact and make User Recommendations. Read More
The Power of Knowledge -- Knowledge is Power (Part 2)
Part 1 of this blog series introduced the need for knowledge management (KM) software applications as part of a more comprehensive and strategic service

s part 29  of Knowledge -- Knowledge is Power (Part 2) Part 1 of this blog series introduced the need for knowledge management (KM) software applications as part of a more comprehensive and strategic service management (SSM) suite . One such broad SSM suite has been offered by Servigistics . Servigistics’ Service Knowledge Management (SKM) solution, the newest module within Servigistics SSM , is designed to meet the requirements of the technical service organizations that manage complex problem resolution. The Read More
Outsourcing Security Part 3: Selecting a Managed Security Services Provider
As the final article in a three-part series on outsourcing security, the following article provides guidelines for selecting a dependable managed security

s part 29  Security Part 3: Selecting a Managed Security Services Provider Introduction It's the middle of the night. A shadowed figure crouches by the window. He retrieves a menacing instrument and begins fiddling with the lock. But the intruder won't get far: the homeowners have contracted a security provider to monitor a tight alarm system-or so they thought. Actually, the security company has recently gone out of business and failed to notify its customers. As the intruder makes his way into the Read More
Mega-Vendors Warming Up to the Cloud - Part 4
Part 1 of this blog series depicted the three evolutionary phases (or waves) of software as a service (SaaS) and cloud computing adoption. The post ended with

s part 29  the likely implications for SaaS users. Part 2 then explored the apparent opportunities and accompanying challenges  (and painstaking soul-searching exercises) that SaaS aspirants face in their endeavors. Some concrete examples of vendors and their new strategies and solutions were presented, most notably  SAP Business ByDesign . Part 3 of this blog series  analyzed recent SaaS initiatives by mainstream mega-vendors. Some concrete examples of vendors and their new strategies and solutions were Read More

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