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Software Functionality Revealed in Detail
We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.
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APICS 2009 From the Expo Floor: Is S&OP Coming of Age? - Part 3
Part 1 of this blog series talked about my attendance of the APICS 2009 International Conference in Toronto, Canada in early October. I attended only a few

s part 3  as the Steelwedge Software’ s Enterprise-Enabled Excel front-end, as mentioned in Part 2 ), and economic necessity have stirred a re-awakening of interest in S&OP. For its part, by integrating  Oracle Hyperion Planning  and Demantra solutions, Oracle has expanded its S&OP footprint into IBP. As mentioned earlier, IBP fills a long-standing gap in corporate planning systems to provide the chief executive officers (CEOs) and chief financial officers (CFOs) with a much more accurate revenue forecast. In

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Software Test Tools

Tools exist to support software testing at all stages of a project. Some vendors offer an integrated suite that will support testing and development throughout a project's life, from gathering requirements to supporting the live system. Some vendors concentrate on a single part of that life cycle. The software test tools knowledge base provides functional criteria you might expect from a testing tool, the infrastructure that supports the tool, and an idea of the market position of the vendor.  

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Documents related to » s part 3

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

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UNIT4: The (Largely) Untold Story - Part 3


Part 1 of this blog post series started with my invitation by UNIT4 (formerly Unit 4 Agresso), the second largest business applications provider in continental Europe, to attend its UK 2010 users conference. Frankly, I was a bit skeptical about what new and exciting I might see and hear about at this event in light of the vendor’s analyst tour in Boston in late 2009. The

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APICS 2009 From the Expo Floor: Is S&OP Coming of Age? - Part 4


Part 1 of this series talked about my attendance of the APICS 2009 international conference in Toronto (Canada) in early October. I attended only a few education sessions, and my conference visit focused more on exploring the expo floor and talking to the exhibitors. My overwhelming impression from the conference's expo floor was that its main value proposition this year revolved around the

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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 need of S&OP, as its product lineage for S&OP aligns with its support of end-to-end supply chain management (SCM), providing a product suite suitable for product companies that depend on collaboration with customers, suppliers, and distributors.

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Manufacturing Systems with an IQ: Beating the Odds, Mightily - Part 1


Some time in mid-2005 TEC published a six part article on IQMS, a relatively small and obscure enterprise resource planning (ERP) vendor based in Paso Robles, California (US), with offices across North America (i.e., in Chicago, Canada, and Mexico), Europe (i.e., Sweden and with recently announced indirect presence in the UK) and Asia (i.e., China and Taiwan). Some readers were likely wondering

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Infor24: Demystifying Infor’s Cloud Strategy - Part 2


Part 1 of this blog series started with the assertion that cloud computing is reaching mainstream adoption in the enterprise applications space. Indeed, virtually all renowned independent software vendors (ISVs) already offer or plan to offer some or all of their products as a service (on-demand software). My blog post then expanded onto some cloud computing definitions and nuances, to

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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 "winning strategies" by JDA Software Group Inc. that manufacturers (especially of consumer goods) could instantly deploy to drive up margins and protect shareholder value in the current economic climate (malaise). I also took the liberty of mapping, with the help of some current and former employees of JDA Software and former

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Taking Stock of Infor’s HCM “Inventory Items” - Part 2


Part 1 of this blog series started by expressing the “New Infor” sentiments (backed up with concrete examples and rationale) following my recent attendance of Inforum 2012. Then the article provided some historical background and described the lineage of the products that currently form the Infor10 HCM portfolio. The article also detailed some technical and organizational issues on both the

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Fault Meets Performance -- Comprehensive Infrastructure Management Part 1: The Problem


Customers, suppliers, partners and other business needs dominate IT decision making, so when these business partners complain about slow applications or interminable downloads, IT listens – or else. Catching and correcting the innumerable faults and performance problems that bring down IT environments is more important than ever.

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Can Technology Make CFO's and Controller's Jobs More Strategic? (Part 2)


Part 1 of this blog series established that by offloading non-essential and non-value-adding routine tasks to third-party business process outsourcing (BPO) specialists, many human resource (HR) and payroll managers are now able to focus more on strategic and more important tasks of managing talent and human capital of the company. The discussion then went into the possible liberation of chief

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