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Project Management Communication: Developing a Plan (Part 2 Of 3)
Frequently when project teams convene to discuss post-project reviews, project team members feel that if communication had been better, the project would have

b part 3  post-project reviews, project team members feel that if communication had been better, the project would have gone smoother. The reason communication in project management is crucial is because it can impact a project’s success, and it is very important that project managers use the right types of communication during a project. Types of Project Management Communication The issues project managers (PMs) have to communicate about on a regular basis include 1. buy-in and acceptance of major project Read More

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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 gatheri...
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Documents related to » b part 3


A Tale of a Few Good SCM Players - Part 2
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

b part 3  architecture (SOA ) principles, BPP works with them all. Moreover, RedPrairie’s offering handles  reverse logistics  as part of its standard WMS, including repair, repackaging, redistribution, and disposal. The vendor just doesn’t market it as a separate capability or module. Manhattan also handle returns in its base WMS, but Manhattan's reverse logistics management (RLM) product is not about returns in the warehouse. Instead it is about managing the entire process, starting with the point of Read More
Supplier Logistics Management (SLM) Part 2
Supplier Logistics Management (SLM) offers the opportunity for considerable improvement in efficiency as well as cost reductions. SLM enables companies and

b part 3  senior management the silver bullet they are looking for to minimize operational inefficiencies, reduce costs and gain a sustainable competitive advantage. This is Part Two of three-part note. Part One covered how Technology Enables Supplier Logistics Management. Parts Two and Three cover the Seven Fundamental Issues Targeted by Supplier Logistics Management. (1) Kraft In Sync with Shaw's Supermarkets' Consumer Goods Technology, Ralph Bernstein, June 2001 (2) Unexplainable Losses' Traffic World, John Read More
The Lexicon of CRM - Part 1: From A to I
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part one of three-part article to provide explanation and meaning for most

b part 3  knowledge, or geographical location. B   B2B - Business to Business . Represents business that is conducted primarily between two businesses. B2C - Business to Customer . Represents business that is conducted between a business and end users or customers. Bluetooth - A wireless protocol that allows two objects to communicate with each other, transferring data and transmitting information without having to point at each other as today's devices equipped with IrDA technology do. BPR - Business Process Read More
Not Yet Sold on SaaS ERP in Manufacturing? Take a Hard Look at Plex Online - Part 3
Part 1 of this blog series explained Plex Systems’ ebullience and growth despite a hostile and depressed environment, especially in the discrete manufacturing

b part 3  a new industry would be a challenge (for the lack of dedicated product managers, see Part 1 ), would that also be the case with localization requirements? MS & PF : Plex Online is a solution that is easily configurable to meet localization requirements to accommodate different tax laws, regulations and languages. The language support is completely database-driven. New languages can be added very rapidly. Plex Online offers full support of double-bytes languages such as Chinese and Japanese. To understand Read More
A Modern Tale of Long (Supply Chain) Tails -- Part II
Part I of this blog series introduced the notion of long tails in modern supply chains. That blog post also introduced the vendor ToolsGroup and its solution

b part 3  features, it has long been an intrinsic part of ToolsGroup’s core DPM (Distribution Planning Model) product suite. The suite contains several models with more than 20 parameters for modeling demand across a broad variety of conditions such as slow-, medium-, and fast-movers, different lot sizes, different lead times, highly variable lead times, during periods of new product introduction (NPI), and so on. For those math and stats jocks that are interested in more detail, I suggest indulging in one of Read More
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

b part 3  Infor24 . The collaboration business network part of ION will be enabling enterprises to conduct business transactions internally or externally, across both on-premises and cloud applications. To be more precise, Infor ION is the (tool) basis for integration strategy, while Infor24 is the umbrella under which Infor's cloud/SaaS solutions are kept. The idea is to provide out-of-the-box enablement for Infor's on-premises and cloud-based applications as well as a bridge to third-party on-premises and cloud Read More
Some Belated Insights from, well, Deltek Insight 2010 - Part 2
Part 1 of this blog series started with me lamenting my inability to attend the Deltek Insight 2010 conference. However, I recently had an in-depth post-event

b part 3  Look for this to be a major part of the company’s strategy in the coming months. Insight 2011 will also likely feature an in-depth look at INPUT, and how its capabilities are further extending and differentiating Deltek’s solutions offering. Both the INPUT and Maconomy acquisitions have transformed Deltek, and we expect to see this transformed company on display in Nashville in May 2011. Dear readers, what are your comments, opinions, etc. on Deltek’s approach and strategy, as well as on whether 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.

b part 3  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 rate of new products Increasing the profitability of products Increasing return on assets Accelerating Time-to-Market Time-To-Market is the delay between an idea, from the marketing department or a customer, to the general availability of the product. The compression of this time leads to Read More
b-Open Ltd.
b-Open Ltd., founded in 2004, is a software company specialized in cloud solutions. b-Open aims to provide innovative products based on its proprietary PaaS

b part 3  Open Ltd. b-Open Ltd., founded in 2004, is a software company specialized in cloud solutions. b-Open aims to provide innovative products based on its proprietary PaaS (Platform As A Service) technology jPlaton. Since 2008, b-Open provides SaaS (Software As A Service) solutions for CRM, ERP, MIS, e-Commerce, EDI & Social Marketing at an international level and specialized vertical solutions to national markets such as Public Sector Organizations and Vehicle testing centers. b-Open also undertakes complex 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

b part 3  Planning decisions play a bigger part in the bottom-line performance of the service business (i.e., financial profitability or  net income ). In other words, by omitting or neglecting any of these important logical steps, any company’s ability to deliver customer service will likely be impaired. Scheduling and Executing: Where the Rubber Meets the Road It is likely that every service business experiences the operational service chain optimization challenge on a daily basis. Simply said, service chain Read More
3 Steps to Increasing Profit with a WMS
In 3 steps to increasing profit with a wms, you'll discover a three-step plan to turn your supply chain into a powerful engine for profiteven durin...

b part 3  Your company's warehouse or distribution center could be delivering significantly more profit—and now you can learn how. In 3 Steps to Increasing Profit with a WMS , you'll discover a three-step plan to turn your supply chain into a powerful engine for profit—even during difficult economic times. Determine if an outdated warehouse management system (WMS) is dragging you down. Put extended WMS capabilities to work for you. Integrate supplier enablement, and transportation and delivery management. The Read More
Financial Forecasting and Planning Summit, London UK, June 2-3, 2011
Financial Forecasting and Planning Summit, London UK, June 2-3, 2011. If you're interested in learning about the latest innovations in financial pl...

b part 3  you're interested in learning about the latest innovations in financial planning and business forecasting from some of world's leading experts, the Financial Forecasting and Planning Summit is for you! At this two-day summit of forward-thinking business and financial leaders, you'll learn how to: engage senior leadership around financial forecasts and reviews use the financial forecast as a vehicle to drive accountability for results optimize the role of financial forecasting and planning in your company Read More
It’s About Process (or the Ability to be Responsive) -- Part III
Part II of this blog series continued the introduction of the concepts of workflow automation and business process management (BPM). It also zoomed in on

b part 3  (or the Ability to be Responsive) -- Part III Part II of this blog series continued the introduction of the concepts of workflow automation and business process management (BPM). It also zoomed in on similarities and subtle differences between the two related software categories. Finally, the idea of on-demand workflow and/or BPM solutions was introduced. To that end, W ebcom Inc.  has leveraged its vast expertise earned while addressing many complex sales quote-to-order (Q2O) process issues (i.e., Read More
Exploring Epicor Productivity Pyramid - Part 2
Part 1 of this blog series introduced Epicor Software Corporation’s set of tools called the Epicor Productivity Pyramid. The Pyramid enables one of Epicor’s

b part 3  useful as standalone products, can be even more powerful when used in combination. As said in Part 1, all three of the Productivity Pyramid solutions were architected as what Epicor calls “extend” components . That is, these tools were created to enhance the value of Epicor customers’ existing investments in ERP systems. Therefore, the current Version 9.x of Epicor Productivity Pyramid actually works with the following Epicor product generations: Epicor 9.x, Vantage 8.x, Enterprise 7.x, iScala 2.x Read More

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