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Poor usability leads to irritation and fatigue and it has an adverse impact on the usage experience. In an on-line shopping web site, it can lead to loss of revenues. Poor usability in business applications leads to increased help desk costs. On the other hand, better usability makes our usage experience more fun and can increase productivity. A highly usable on-line shopping web site tempts repeat visits, builds customer loyalty, and increases its revenue-earning potential.
: the not too distant future when software and web sites are not just useful but also usable. About the Author S. Ketharaman has seventeen years of work experience in the IT industry in various roles in sales, marketing, delivery, and general management and across a wide range of markets like India, USA, Europe, Asia Pacific, and the Middle East. Apart from solid experience in SAP, PeopleSoft, Oracle, and Ramco ERPs over the last eight years, S. Ketharaman has strong expertise in other IT products and
IBI + IBM = EAI
The latest entrant in the race to support IBM's MQSeries Integrator Version 2 is Information Builders (IBI) with its Middleware Technology Group's 'Enterprise Connector for MQSeries Integrator'. The product provides SQL access to over 80 different data sources, and should prove a good fit with MQSI. In addition, IBI has announced support for IBM’s WebSphere Application Server.
What is SRFM?
The planning, execution and partner collaboration processes of nearly all companies today are driven by a
: get what across possible future outcomes, and on what terms. Rather than firefighting, execution over time is an efficient process of optimally leveraging the assets and options put in place to best meet actual supply and demand conditions as they unfold, regardless of what they may be. Parallel benefits accrue within the company. Procurement can now put clearly specified alternatives for performance across prospective supply and demand outcomes on the table, gain consensus with other functional leaders
The ASP Decision
The ASP model is the latest in a long line of silver bullets that are supposed to simplify the delivery of technology’s benefits to the business world. This article provides some simple guidelines for determining if you should consider the ASP model along with thoughts on selecting an ASP.
: your service in the future. Likewise, define and document the process for handling issues. If the first level of operational managers can t satisfactorily resolve an issue, how quickly does it escalate and to whom? Remedies . The final aspect of the SLA is the remedy. Unsatisfactory or untimely performance should trigger performance remedies. The purpose of discussing remedies is to first eliminate from consideration those ASPs that won t be able to deliver your required service levels and second to focus
The Third Paradigm
Supply chain systems to date have represented the back-end of that process of servicing markets and have taken us a long way in replacing assets with information. But the fact is, building products still takes a long time. Contrastingly, markets require short response times--days. For the last few years, we have begun the process of trying to understand the unplanned event. The first and second paradigm systems deal in knowns--this is what I think I need and therefore this is what I will buy. The Third Paradigm focuses on the uncertainty elements to understand risk. This is the key. Isolate, understand and organize the chaos—creating an operational and financial model.
: The Third Paradigm The Third Paradigm Ann Grackin - January 28, 2005 Read Comments The Third Paradigm Featured Author - Ann Grackin Introduction Over the last few years, we have evolved supply chain practices and systems from industrial age concepts to the information age—an age rich with connectivity and data. This has allowed us to change the foundational structure on how we manage the enterprise. The information age that brought us supply chain systems has allowed us to begin to control the chaos
The Technology Choices
In the battle between Microsoft Business Solutions (MBS) and the UK-based the Sage Group for the small-to-medium enterprise (SME) market segment, technology choices will be a major factor.
: level with the vendor s future directions and its ways to drive product usability, innovation, and acceptance, whereby productivity at both personal and organizational levels will be enhanced when technology is built and presented in an engaging, context-sensitive manner. Also, it is rarely a question of one product being better than another—the real challenge for all prospective users is to find the best fit with their business requirements. While current MBS and Sage users should be encouraged by
Intel Corporation has announced a major reorganization, in an attempt to address some of the problems that have plagued it in the past year.
: the way of the future. Intel has been unable to produce sufficient supply to match the demands of its major customers, especially for the Celeron and Pentium III processors. In February, Intel said it was ramping up its production and predicted it would be able to meet supply needs by the end of the first quarter, but early in April company officials pushed back that timetable to June. Intel has blamed the problems on a combination of unexpectedly high demand and lousy forecasting by industry analysts.
The mantra of most e-commerce ventures is usually “Change the way that business is done.” eSprocket thinks that the way business is done is just fine, thank you. Their goal is to enable instead of replace.
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N-Tier Demand Management
The classic bull-whip effect means that the further a supplier is removed from the end consumer, the worse are the fluctuations in demand that they see. This has led many to recommend an n-tier approach to demand management, where everyone gets visibility to the end-customer demand at the same time. In practice, very few companies have been able to actually realize this vision. There are some practical approaches that a few leading suppliers deep in the supply chain are have taken to successfully mitigate the bull-whip effect.
: N-Tier Demand Management N-Tier Demand Management Bill McBeath - December 23, 2004 Read Comments Introduction The classic bull-whip effect means that the further a supplier is removed from the end-consumer, the worse are the fluctuations in demand that they see. This has led many to recommend an n-tier approach to demand management, where everyone gets visibility to the end-customer demand at the same time. In practice, very few companies have been able to actually realize this vision. There are some
Gateway Drops AMD
Gateway Inc. will phase out its use of CPUs from AMD.
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