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ROI Systems MANAGE-s Well Past 2000 Part 2: Impact and Recommendations
Expanding incrementally, with goals that are carefully balanced with providing excellent customer support, close attention to the bottom line, and leveraging a

s part 7  Systems MANAGE-s Well Past 2000 Part 2: Impact and Recommendations Event Summary On March 13, ROI Systems , Inc. ( www.roisystems.com ), a privately held provider of extended ERP software systems, with its headquarters in Minneapolis, MN, announced that Indiana-based Core Business Software Solutions (CBSS) would serve as a business partner in its Midwest region. CBSS, a technology consulting firm, will distribute and implement ROI Systems' MANAGE 2000 extended ERP system. CBSS's decision to distribute 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 7


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 7  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...
“Act Vertical” vs. “Go Extinct” Retailers - Part 1
In over a decade of covering the enterprise application space, I’ve repeatedly lauded and advised vertical focus (i.e., someone’s proven expertise in some

s part 7  Vertical” vs. “Go Extinct” Retailers - Part 1 In over a decade of covering the enterprise application space, I’ve repeatedly lauded and advised vertical focus (i.e., someone’s proven expertise in some particular industry and market segment ), but not that much vertical integration per se . My beliefs were recently confirmed by what I learned while pursuing my APICS CSCP (Certified Supply Chain Professional) title. Namely, Module One of the APICS CSCP Learning System , entitled “Supply Read More...
Optiant Going to a (Much) Better Place: Logility - Part 3
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 7  which is a broader SCM offering for the upper end of the market. The final part of this blog series now continues with the analysis of the Logility Voyager Solutions suite and analyzes how Optiant might fit in. As depicted in Figure 1 below, Logility Voyager is a set of both SCP and supply chain execution (SCE) solutions, which is a comprehensive solution rarely offered in the market (even by much larger SCM providers). Supply Chain Planning This set of modules within Logility Voyager Solutions Read More...
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 7  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...
Lean Manufacturing: Part Two
Part One of the

s part 7  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...
TradeStone Software STARS 2013: Retail Rocks! Part 2
Part 1 recapped TradeStone Software's user conference, STARS 2013. TradeStone’s Core CapabilitiesTradeStone Software’s bread-and-butter capabilities

s part 7  Software STARS 2013: Retail Rocks! Part 2 Part 1 recapped TradeStone Software's user conference, STARS 2013.   TradeStone’s Core Capabilities TradeStone Software’s bread-and-butter capabilities continue to be sourcing, supplier management (including quality testing, inspections, and social, legal, and compliance-based supplier performance as exemplified in Guitar Center ’s case study), and order management, which includes global trade management (GTM) as well. Enterprise resource Read More...
Are PLM and Global Sourcing Related? Duh, And How! (Part II)
Part I of this blog post analyzed the white paper entitled

s part 7  remedying all of the seven outsourcing pitfalls listed in Part I , it is more likely that its services revolve around selecting the right supplier, improving on the ineffective quote-and-go approach (with contract negotiation), and revealing and eliminating the hidden costs of going offshore. Outsourcing or transferring production offshore is not for everyone, especially in light of the over $4 per gallon gas prices of today . Therefore, the total cost of ownership (TCO) model should encapsulate not only Read More...
To SaaS or Not, Is That a Question? - SaaSy Discussions (Part IIb)
The first part (Part II) of this blog series described the opportunities for software as a service (SaaS) or on-demand applications, especially in the current

s part 7  SAS 70 Level II, Systrust, etc. Each part of the system must be audited and these audits can cast to the amount of US$100.000 and higher . Thus, multiple components in any architecture will lead to higher compliance costs, but that’s another blog topic. Forget Not About the “SaaS Plumbing” Thingies, Either! But even solving these multiple pieces of the architectural puzzle is only the beginning, since one also must include many SaaS-specific “must have” pieces of functionality, such as a Read More...
To SaaS or Not, Is That a Question? - SaaSy Discussions (Part IIc)
The first part (Part II) of this blog series described the opportunities for software as a service (SaaS) or on-demand applications, especially in the current

s part 7  several thousand seats per site ( as mentioned in Part II ), and those recurring subscription volumes certainly help absorb their hefty research and development (R&D) and marketing investments. The recent merger of Xactly and Centive  might best illustrate how difficult it is for startup SaaS vendors to reach profitability. Namely, both on-demand incentive and compensation management (I&CM ) software providers respectively had great products, good partner ecosystems, and growing install bases, but Read More...

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