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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 52  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...
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 52


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My recent article SAP SCM – Stepping Out of (Relative) Obscurity analyzed SAP’s revamped comprehensive supply chain management (SCM) suite, its major components

s part 52  with BoB solutions. The solution offers advantages as part of the SAP Business Suite , and that makes our WMS a top choice for those users. For its part, SAP TM 8.0 is a broad departure from the other BoB TMS solutions. We offer a solution for all transport modes and are delivering a solution to meet the needs of all industries. In addition, we have created a solution that links all of the logistics processes together, from taking an order to settling that order. We believe that these differentiators are Read More...
Aspen’s Step Backward in the First Quarter Part of Familiar Dance
First quarter results tend to be Aspen Technologies’ weakest of the year and 1Q 2001 is no exception. There are signs that suggest the process manufacturing

s part 52  Step Backward in the First Quarter Part of Familiar Dance Aspen’s Step Backward in the First Quarter Part of Familiar Dance S. McVey - November 7, 2000 Event Summary Aspen Technology's financial results for the first quarter ending September 30, 2000 fell short of last quarter's results but typify the vendor's cyclical business. License revenue decreased 31% to $32.6 million from the previous quarter of $47.3 million. A slight increase in service revenue softened the drop in total revenues, but Read More...
Architecture-Centered Information Systems In The Manufacturing Domain - Part III - Steps in the Architecture Process
Architecture bridges the semantic gap between the requirements and software. Application software systems must be architected in order to deal with the current

s part 52  Centered Information Systems In The Manufacturing Domain - Part III - Steps in the Architecture Process Glen B. Alleman is associated with Niwot Ridge Consulting, www.niwotridge.com About This Note: This note is presented in five parts as follows: Introduction to Software Architecture The Architecture Process Steps in the Architecture Process Moving from Planning to Implementation Applying the Methodology Part III - Steps in the Architecture Process Without a framework for defining Read More...
The User's Undying Quest for Exploring and Discovering Info - Part 1
SAP AG and Endeca Technologies might not appear to have much in common at first glance, other than occasional partnering in some joint opportunities, and

s part 52  User's Undying Quest for Exploring and Discovering Info - Part 1 SAP AG  and Endeca Technologies  might not appear to have much in common at first glance, other than occasional partnering in some joint opportunities, and perhaps that  SAP Ventures  owns a piece of privately held Endeca . In the world of home appliances, SAP would be analogous to a tried-and-true refrigerator, but with the most advanced features in the market, such as a built-in TV set. Such an appliance stores important food Read More...
A Case Study and Tutorial in Using IT Knowledge Based Tools Part 2: A Tutorial
This tutorial, part 2 of a two part series on Knowledge Based Selection, demonstrates the selection processes and capabilities of Knowledge Based Selection

s part 52  processes. In this, the second part of this article, we shall follow a simplified process as an illustration. The method was used by the author to conduct a selection on a Personal Digital Assistant (PDA). In this case, the end result was the purchase of the suggested item! The first part, is an overview of decision support systems and knowledge based selection. About This Note : This is a two part note where Part 1 is a discussion of the use of an IT Knowledge Based selection tool as part of a Decision 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 52  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...
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 52  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...
Global Trade Hits Home at MegaResistCap-Part IV: Blinded Me with Science
At the end of part III of this series, the software selection team at MegaResistCap had turned in their software selection votes to the company’s executive

s part 52  in Singh’s nephew ( see Part I of the series ) for training for his summer internship next year, but they also didn’t have to worry about being out of compliance with deemed exporter regulations. In addition to critical support for global trade operations, there were other benefits realized from the SCM system extensions. A short list of benefits included • improved visibility into the supply chain network, • increased collaboration within the supply chain, • better overall management of the Read More...
The Intelligence of Social Media (Part 2)
In the first part of this blog, I mentioned that sentiment analysis measures the polarity of opinion—positive, negative, or neutral—regarding a subject, a

s part 52  Intelligence of Social Media (Part 2) In the first part of this blog, I mentioned that sentiment analysis measures the polarity of opinion—positive, negative, or neutral—regarding a subject, a product, a service, etc. Two main approaches can be used to perform sentiment analysis or text mining : a knowledge-based approach, which uses linguistic models to classify sentiments; and a learning-based approach, which uses machine learning techniques to classify text. The concept of sentiment analysis Read More...
Social ERP Emerges, Transforms the Way People Work (Part 2)
In part one of this series, we looked at how and why social media capabilities are impacting enterprise resource planning (ERP) solutions. We looked at the

s part 52  formally announced in the spring of 2013, is part of Infor 10x, which provides major advancements across the entire suite of applications. Ming.le was more than two years in the making and provides the collaborative hub for collaborating across the Infor product suite. Unlike other vendors that have been slow to bring the collaborative capabilities across their product offerings, Infor Ming.le is now available and fully integrated with the entire lineup of top ERP solutions from Infor, including LN, Read More...
The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures
This part discusses the causes of ill-fated implementation

s part 52  on the major Key Success Factors. Part Four makes User Recommendations. 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 52  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...
Infor ION-izes its Open SOA Strategy - Part 2
Part 1 of this blog series started by analyzing a certain change of the guard and a related product strategy shift at Infor. Two late June 2010 news

s part 52  ION-izes its Open SOA Strategy - Part 2 Part 1 of this blog series started by analyzing a certain change of the guard and a related product strategy shift at Infor . Two late June 2010 news announcements, which were entitled  “Infor Simplifies Connectivity and Data Sharing with Infor ION(tm)”  and  “Infor Selects Microsoft as Preferred Technology and Tools Provider for Infor Software,  were then demystified in an interactive and constructive dialogue with  Soma Somasundaram, SVP of global 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 52  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...

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