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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 6  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
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Documents related to » b part 6


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 6  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
Managing Your Supply Chain Using Microsoft Axapta: A Book Excerpt Part Three: Common Scenarios
The nature of a sales and operations planning (S&OP) game plan depends on several factors, such as the need to anticipate demand, the item's primary source of

b part 6  domestic customers while Company B sells it the foreign customers. Sales forecasts for the equipment are defined for each company and site. This concludes Part Three of a four-part excerpt from the book Managing Your Supply Chain Using Microsoft Axapta by Dr. Scott Hamilton. The book can be ordered on amazon.com. Part One began the discussion of Sales and Operations Planning . Part Two detailed Understanding Planning Calculations. Part Four will propose Guidelines and Case Studies. Reprinted with Read More
Talking to (and Learning from) a Retail Store Execution Software Leader - Part 1
My recent post (Software and Human) Help Wanted in Overwhelmed Retail Stores talked about how much attention (and IT investment) retailers pay to their

b part 6  (this story was reported by Computerweekly ) . For its part,  as part of its research into the store-level execution problems retailers face, Reflexis had surveyed 200 store managers working at several chains, and 98 percent of them complained about over-analysis of data. Judging by the high piles of paper on their desks, they should have all been PhD scholars. Reflexis Differentiation In the mid-2000s Reflexis built on the task management solution by developing software for task compliance auditing ( Read More
The Magic Behind Planning and Executing (Optimal) Service Supply Chains - Part 2
Part 1 of this series established that service supply chains have many planning levels and time horizons, which can be roughly divided into the following: the

b part 6  to assign to Job B given everything else in the schedule and not just the prior job. Travel time must be part of the scheduling decision and considered concurrently with all other scheduling criteria. There is a key distinction between “true SLR” and various kinds of “pseudo-SLR” tools, especially the kind where the SLR is done only after the routes are computed using “as the crow flies” travel times, and the SLR results are then used to fix each individual route This caveat is described in 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 6  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
The Lexicon of CRM - Part 2: From J to Q
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part two of a three-part article to provide explanation and meaning for

b part 6  (see definition of WIP bins, in Part 3 of this series). This concludes Part 2 of the series. Part 3 covers the Lexicon of CRM from R to Z. Read More
Has KANA Gotten Its Mojo Back? - Part 2
Part 1 of this blog series presented the opportunity of service economy and associated complexity of providing consistently an experience of customer service

b part 6  KANA Gotten Its Mojo Back? - Part 2 Part 1 of this blog series presented the opportunity of  service economy  and associated complexity of providing consistently an experience of  customer service excellence . The article then introduced KANA Software , a provider of Service Experience Management (SEM) solutions. Although KANA has focused on enabling superior customer service for its enterprise clients since being founded in 1996, it has experienced periods of ups and downs. Having been acquired and Read More
Epicor Claims The Forefront Of CRM.NET-ification Part 1
By harnessing .NET possibly more zealously than its creator Microsoft’s Great Plains and Navision enterprise counterparts, and while difficult market conditions

b part 6  logic (via XML and BizTalk) as web services, and one should expect that in the long term (although quite a long term) the suites will converge in this way. This completes Part One of a two-part analysis of recent news from Epicor. Part Two will continue to examine the Market Impact and make User Recommendations. Read More
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

b part 6  kind of data is being passed (see the example provided in Part 2, under the definition for Metadata). It is being heralded as the EDI of the Internet, and the future of inter-database, inter-application, and inter-company communications. ZLE - Zero Latency Enterprise . The latest, new-fangled term to come from the consulting world. It represents the Enterprise that is so technologically enabled that information is instantly accessible to anyone who needs it (or has need of it) at any time. Zero Read More
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

b part 6  FinancialForce.com , backed by both UNIT4 and Salesforce.com . Part 2 then focused on FinancialForce.com’s strengths and potential challenges and on its step-sibling CODA-Financials ’ recent developments. This final part of the series will present my observations of the recent UNIT4 user conference in the UK.  So, What Did I See in Wales? Attending UNIT4’s UK user conference gave me the complete picture of the company. Namely, prior to this opportunity, my knowledge of the vendor was limited to Read More
Saba Software: All about People (Cloud) - Part 2
Part 1 of this series introduced Saba Software, a public provider of what it calls “People Cloud,” which constitutes a new class of business-critical software

b part 6  Software: All about People (Cloud) - Part 2 Part 1 of this series introduced Saba Software , a public provider of what it calls “People Cloud,” which constitutes a new class of business-critical software that combines enterprise learning, talent management, and collaboration technologies. The post first described the vendor’s slew of industry rewards and accolades at the recent 2011 Enterprise 2.0 conference in Boston and related events. Then, I discussed the need for the “People Cloud” that Read More
SAP HANA: A Fast Developing “Toddler” - Part 2
Part 1 of this blog series analyzed a snapshot of the SAP HANA offerings’ achievements at the time of the product’s first anniversary in June 2012. SAP is now a

b part 6  Part 1 of this blog series analyzed a snapshot of the SAP HANA offerings’ achievements at the time of the product’s first anniversary in June 2012. SAP is now a de facto database provider that intends to become the #2 database vendor by 2015. The company’s recently unveiled real-time data platform combines the SAP HANA platform, Sybase data management offerings, and SAP BusinessObjects solutions for  enterprise information management (EIM) . The combination is being touted as an answer to handling 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

b part 6  analyzing this information. In brief, employees are also part of the social media networks. Due to the nature of social media sources and its behavior, it is difficult to calculate social media return on investment (ROI). Social media are means by which individuals can interact; they are also segmented channels—therefore, there is no direct ROI nor is there a general consensus on how to obtain it accurately. Some companies think social media analysis adds value to the company. Other companies assess Read More
Outsourcing Security Part 3: Selecting a Managed Security Services Provider
As the final article in a three-part series on outsourcing security, the following article provides guidelines for selecting a dependable managed security

b part 6  Part 1 noted the benefits of outsourcing security. Part 2 evaluated the cost of such an outsourcing. Part 3 provides guidelines for selecting a security services provider. Finding what You Want Businesses turn to outsourced security or managed security services (MSS) in order to protect their information assets more efficiently and effectively. MSS encompasses various types of services, including consulting, remote perimeter management, managed security monitoring, vulnerability/penetration testing and Read More

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