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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

f part 2  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 Associates was the epitome of an immaculate  supply chain management (SCM ) software company in terms of market share, growth, profitability, and its products’ capabilities. Indeed, the company was the industry standard for the supply chain execution (SCE) space and the envy of competitors. But la Read More
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Documents related to » f part 2


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

f part 2  shape the food/CPG Industry' F ood Logistics, Ronald Margulis and Mina Williams, July/August 2000 Read More
APICS 2009 from the Expo Floor: Is S&OP Coming of Age? - Part 1
While my colleagues Khudsiya Quadri and Gabriel Georghiu diligently attended numerous conference sessions and reported their impressions of each convention

f part 2  2009 from the Expo Floor: Is S&OP Coming of Age? - Part 1 While my colleagues Khudsiya Quadri and Gabriel Georghiu diligently attended numerous conference sessions and reported their impressions of each convention day ( Day 1 ,  Day 2 ,  Day 3 , and  Day 4 ), my much shorter  attendance of the APICS 2009 International Conference in Toronto (Canada) in early October revolved mainly around exploring the expo floor and talking to the exhibitors . My overwhelming impression from the conference's expo fl Read More
Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions Part 2: Financial Metrics
If the key financial metrics for creating corporate value relate to costs, capital charges and consumption, and profitability, then the corporate capabilities

f part 2  supply chain costs. The financing charges are part of the weighted average cost of capital that is affected directly by inventory decisions. Supply Chain Capability #2 -Optimizing Operational Cycle Time For this discussion, the term cycle time denotes the total time elapsed from the time an order is received until the customer can be invoiced or charged. In the case of post-sale service, cycle time refers to the time from the identification of a need for the service until the completion of the service. Cy Read More
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

f part 2  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 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 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

f part 2  two-part analysis of news from Epicor. Part Two continues to examine the Market Impact and makes User Recommendations. Market Impact Unfazed by its partner-competitor Microsoft's blatant intrusion into the enterprise applications space (see Microsoft Throws .NET At SMEs, With CRM As Bait and Microsoft 'The Great' Poised To Conquer Mid-Market, Once and Again ), Epicor has accepted the challenge of co-opetition and has decided to bet on its strong CRM heritage and identity, which has possibly been Read More
The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures
This part discusses the causes of ill-fated implementation

f part 2  the major Key Success Factors. Part Four makes User Recommendations. 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

f part 2  deployed in only a few days at some customers including setting up processes, users, permissions, and import of legacy data. Part IV of this blog series will continue to delve into the Webcom’s ResponsAbility on-demand workflow/BPM offering . In the meantime, your comments, thoughts, suggestions or individual experiences with workflow/BPM tools are more than welcome. Read More
Future Trends in Wholesale Distribution—Part 2: Outside-In Omnichannel Fulfillment
The TEC Vendor Challenge was in full swing last week, with 2 days' worth of vendor demonstrations from Epicor, IBS, Infor, Microsoft, NetSuite, SAP, and VAI, as

f part 2  worth of vendor demonstrations from Epicor , IBS , Infor , Microsoft , NetSuite , SAP , and VAI , as well as presentations and dynamic discussions. In  part 1 of this blog post series , I provided highlights from the TEC Vendor Challenge on how disruptive innovations are changing the landscape of the wholesale distribution industry. In this second post we recap the panel’s presentation on omnichannel fulfillment, the “Next-Day Delivery” mandate, and what wholesale distributors are doing to deliver 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

f part 2  with reactive adjustments. The final part of this blog series will describe how the above-mentioned ToolsGroup's capabilities have been parlayed into solutions for long-tail environments. In the meantime, your comments, opinions, experiences, etc. are highly encouraged and appreciated. Read More
Microsoft’s Underlying Platform Parts for Enterprise Applications: Somewhat Explained - Part 4
Part 3 of this blog series analyzed the ever-evolving user interface (UI) and visualization technologies, and related approaches of Microsoft and other

f part 2  all also be available for WPF, which on its part has received the controls like DataGrid, DatePicker, Ribbon, Calendar and VisualState Manager . These controls are already also included in the Silverlight 2.0 announcement , albeit the Ribbon control from WPF is not in Silverlight yet. These capabilities are in great part what the Dynamics team has been waiting for before jumping in broadly on the Silverlight/WPF bandwagon. In addition, Microsoft Developer Division is open-sourcing the Silverlight Read More
Sustainability From a Roles Perspective: Reflections from DSCC 2010 (Day 2)
As Dassault Systèmes Customer Conference (DSCC) 2010 moved to day 2, use of the word “innovation” continued its popularity at various sessions. However, I’d

f part 2  From a Roles Perspective: Reflections from DSCC 2010 (Day 2) As Dassault Systèmes Customer Conference (DSCC) 2010 moved to day 2, use of the word “innovation” continued its popularity at various sessions. However, I’d like to refrain from using this hot keyword and move to “sustainability,” one of the outcomes of innovation, and discuss it from a role perspective. This thought was triggered by today’s ENOVIA Brand Overview session by Michel Tellier, Chief Executive Officer, Read More
Tier 1 vs. Tier 2 vs. Tier 3 ERP: What’s the Difference, Anyway?
In the software industry, at least in the enterprise resource planning (ERP) segment, there is an implicit understanding of what is meant by tier 1, 2, and 3

f part 2  3 ERP: What’s the Difference, Anyway? In the software industry, at least in the enterprise resource planning (ERP) segment, there is an implicit understanding of what is meant by tier 1, 2, and 3 vendors. Though the distinction may seem obvious, definitions of software vendor tiers are sparse. Those that exist vary from source to source and are mainly based on the vendor’s clients’ company size, the number of the vendor’s remote business units, and the vendor’s annual revenue. Nonetheless, it Read More
The Pain and Gain of Integrated EDI Part Two: Automotive Suppliers Gain
The nature of the global automotive supply chain means that the suppliers must be tightly integrated into the trading partner’s enterprise, whose supply chain

f part 2  Pain and Gain of Integrated EDI Part Two: Automotive Suppliers Gain What Are Automotive Leaders Doing? The global automotive industry is becoming leaner, faster, and less forgiving than ever before. Product life cycles are shorter, customer requirements are stricter, business is dramatically more international, and profits are increasingly harder to squeeze out of any enterprise's day-to-day business operations. Infor Global Solutions Discrete Group focuses on providing deep vertical expertise to the au Read More
Outsourcing 101 - A Primer Part Two: Outsourcing Categories
Outsourcing is a very diverse market, and there are many different outsourcing options and outsourcing service providers to choose from. This part examines the

f part 2  service providers to choose from. This part examines the four broad outsourcing categories: Application software I.T. infrastructure Business process outsourcing (BPO), and Manufacturing This is Part Two of a three-part note. Part One discussed the history of outsourcing, described outsourcing pros and cons, and introduced offshoring concepts. This part defines and describes common types of outsourcing. Part Three will recap outsourcing approaches and categories, describe recommendations for firms Read More

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