Home
 > search for

Featured Documents related to »  s part 3

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 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...
Start evaluating software now
Country:

 
   

 Security code
Already have a TEC account? Sign in here.
 
Don't have a TEC account? Register here.

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

s part 3  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...
E2open—An Unexpected S&OP Player: Part Two
Last week in the TEC blog we took a close look at E2open’s sales and operations planning (S&OP) strategy, including the vendor’s four-step blueprint to

s part 3  Unexpected S&OP Player: Part Two Last week in the TEC blog we took a close look at E2open’s sales and operations planning (S&OP) strategy , including the vendor’s four-step blueprint to collaborative S&OP. We talked to E2open vice president of product marketing Sean Rollings to find out more about E2open’s S&OP strategy and capabilities. Following is a Q&A with Rollings, including more information about E2open’s S&OP offerings and Rollings’s ideas about trends in the S&OP market. Read More...
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

s part 3  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 various flavors of  demand management , most notably 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 3  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...
May a New Day Begin for Mature Enterprise Applications - Part 2
Part 1 of this blog series outlined the trend of enterprise applications vendors’ attempts to win their users’ hearts and minds (as well as wallets) via more

s part 3  Day Begin for Mature Enterprise Applications - Part 2 Part 1 of this blog series outlined the trend of enterprise applications vendors’ attempts to win their users’ hearts and minds (as well as wallets) via more intuitive and appealing user interface (UI ) and user experience (UX ) design. What that means is that users can now more quickly obtain all of the relevant information they need in a personalized way, with drill-downs and other slick navigational Web 2.0 gadgets. For users, personalized Read More...
Deltek's Second Bite at the IPO Cherry (Part IV)
Part III of this blog series analyzed the relatively recently launched Deltek Vision 5 [evaluate this product] and Deltek Costpoint 6 [evaluate this product

s part 3  more comprehensive competitive landscape, see Part II of this blog series ). Staying Away From On-demand, For Now One potential stumbling block could come from the company not yet having any plans to roll out on-demand versions of its software, which would allow customers to download its applications over the Internet, and which is a backbone of businesses such as Salesforce.com and NetSuite . Software as a Service (SaaS) vendors such as Salesforce.com, ADP and RightNow compete only in Deltek’s Read More...
The Magic Behind Planning and Executing (Optimal) Service Supply Chains - Part 1
The recent three-part series entitled “Navigating Between Service Management Scylla @ Charybdis” analyzed the phenomenon of service economy, or the

s part 3  and Executing (Optimal) Service Supply Chains - Part 1 The recent three-part series entitled “Navigating Between Service Management Scylla & Charybdis” analyzed the phenomenon of  service economy , or the increasing importance of the service sector  in industrialized economies. But while the vast  customer service  software market’s opportunity was examined there, the series also pointed out the treacherous complexity of planning and executing service supply chains. Compared to manufacturing Read More...
Deltek's Second Bite at the IPO Cherry (Part III)
Part II of this blog series analyzed the relatively recently launched Deltek EPM suite, which came as a result of three focused acquisitions. It also analyzed

s part 3  s Second Bite at the IPO Cherry (Part III) Part II of this blog series analyzed the relatively recently launched Deltek EPM suite, which came as a result of three focused acquisitions . It also analyzed the suite's resulting potential cross- and up-sell opportunities and its prospective additional revenue for Deltek in a standalone manner. However, Deltek has not been sitting still when it comes to continually enhancing its core products either. Deltek Vision 5 Series For example, the new Resource Read More...
Integrated Security: A New Network Approach Part Two: The Shift Toward Integration
This part describes the key elements and benefits of an integrated security solution in comparison to current security solutions.

s part 3  two-part article on Network Security. Part One provided an overview of the key drivers behind the shift toward integrated security, including the growing sophistication of network attacks; and summarized the business impact of attacks on networks that are not employing integrated security. Current Security Solutions Current security solutions typically consist of multiple point products. These are products that must be purchased, installed, deployed, managed, and updated separately. With this approach, Read More...
TOTVS S/A
Founded in 1983 as the Microsiga Software Company, TOTVS is a software company focused on innovation, relationship, and management support. It is the top

s part 3  S/A Founded in 1983 as the Microsiga Software Company, TOTVS is a software company focused on innovation, relationship, and management support. It is the top leader in both Brazil (48.6% market share) and Latin America (34.5% market share). TOTVS is the largest application software company located in emerging countries and the 6th-largest ERP company in the world.  In Latin America, TOTVS was the first company in this segment to go public. It has more than 26,000 active clients and counts on the 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 3  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...
Nothing Succeeds Like Success(Factors) - Part 2
Part 1 of this series introduced SuccessFactors, a public provider of software as a service (SaaS) talent management solutions. My post first analyzed the

s part 3  Succeeds Like Success(Factors) - Part 2 Part 1 of this series introduced SuccessFactors , a public provider of  software as a service (SaaS)   talent management  solutions. My post first analyzed the vendor’s evolution from its traditional People Performance realm to the seemingly more opportune Business Execution (BizX) province. Then, I talked about SuccessFactors’ multiple product editions to satisfy companies of all size and detailed the two core modules of the SuccessFactors BizX suite Read More...
Product Life Cycle Management (PLM) in Process Part 2 Process PLM Motivation
This part of the series on Product Life Cycle Management in Process explores the business motivations by review business strategies.

s part 3  Cycle Management (PLM) in Process Part 2 Process PLM Motivation Introduction In Part One of this series, we discussed Product Life Cycle Management as a proven concept in the discrete industries and as a growing concept in process. In this part, we explore the business motivations for PLM in process enterprises by reviewing business strategies. In part three, we will look at requirements for Process PLM decisions. The business strategies reviewed are: Accelerating Time-to-Market Increasing the success Read More...

Recent Searches
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Others