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APICS 2009 From the Expo Floor: Is S&OP Coming of Age? - Part 4
Part 1 of this series talked about my attendance of the APICS 2009 international conference in Toronto (Canada) in early October. I attended only a few

i part 4  in early October . I attended only a few education sessions, and my conference visit focused more on exploring the expo floor and talking to the exhibitors. My overwhelming impression from the conference's expo floor was that its main  value proposition  this year revolved around the various flavors of  demand management , most notably  Sales & Operations Planning (S&OP) . Part 2  analyzed the traditional shortcomings and the reasons for the S&OP concept’s (and accompanying software solutions’) Read More...
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Documents related to » i part 4


Grape Escape 2010: Of Cloud & Angels, Fun & Games, and “In Vino Veritas” - Part 4
Part 1 of this blog series talked about the historical background of the JRocket Marketing Grape Escape(TM) event. Grape Escape has become a June fixture over

i part 4  getting the “cloud religion.” I am still amazed to see some of these vendors’ businesses transform from “Our customers do not ask for it!” to “We are in the cloud too!” in just a couple of years. Indeed, it has been interesting and satisfying for me to watch the increased traction and the shifts in company size, applications footprint, and vertical markets that are looking to  cloud computing  technologies. And all that mindset change took place in a manner of a few years, from the times Read More...
PLM (Vendors) and Lean Product Development-Part 4: PTC
If you have followed my previous posts of this blog series (Part 1, Part 2, and Part 3), I guess you may have an idea about who will be the third vendor I’m

i part 4  and Part 3 ), I guess you may have an idea about who will be the third vendor I’m going to discuss concerning the relevance between its product lifecycle management (PLM) offerings and the lean product development (LPD) concept. Yes, it is PTC . Like Dassault Systèmes and Siemens PLM Software , PTC is also located in the CAD-PLM camp (read this article if you want to know more about how I categorized major PLM vendors into two categories) that provides both PLM tools and PLM as the management Read More...
What's in a Name? or Enterprise Systems' Reincarnations (Part I)
Well, the ERP Graveyard blog might sometimes be slightly deceiving, since not all enterprise resource planning (ERP) products necessarily die there. Some of

i part 4  product managers or developers. I recently met with AXIS and Cimnet (parts of Consona) and have vicariously learned that the staff at both places have been with the company an average of 16 years, plus, the founder of Cimnet is still there, now as a managing director of the division. Therefore, Consona is today an enterprise-class application software and services provider for both small-to-medium enterprises (SME) and Global 2000 businesses. The customer size and industry depend on the solutions from Read More...
A Tale of a Few Good SCM Players - Part 4
Part 1 of this blog post series followed the genesis of Manhattan Associates from its inception in 1990 throughout the mid-2000s. During this time, Manhattan

i part 4  Ingredients In broader terms, I think RedPrairie's strategy of expanding its  E2e Solutions (End-to-end) suite  into retail operations, possibly even more in the future with Flowcasting, has been more successful than Manhattan's attempts to leverage  the Evant acquisition to combine planning and execution (mentioned in Part 1) . Manhattan has narrowed its focus too much, i.e., by still focusing on the distribution of finished goods and staying away from the the supply chain upstream (i.e., manufacturin Read More...
Do You Want Your App to Talk Back to You (as a Chatterbox)? - Part 3
In Part 1 of this blog series I admitted to being a late adopter of a sort, in part for not immediately jumping onto the social media bandwagon. In particular

i part 4  platform, not Force.com (and I always thought Chatter was an intrinsic part of Force.com)? You still need to flesh out any pricing data on Chatterbox, and also, what other usage scenarios do you envision (other than those that are related to accounting and that you mention in the PR)? JR: You are correct and I may have explained it badly. We built Chatterbox on Force.com using the underlying social components of Chatter as the basis for it. And since it is on Force.com, Chatterbox will work with any Read More...
Can Technology Make CFO's and Controller's Jobs More Strategic? (Part 2)
Part 1 of this blog series established that by offloading non-essential and non-value-adding routine tasks to third-party business process outsourcing (BPO

i part 4  and BPO parts), but I am not aware of anyone else having both SaaS accounting and BPO parts together with an assembly line-style platform approach. This performance visibility platform is replete with best practices and workflows on a pre-built technology layer. What Corefino's founder (a seasoned ex-CFO) has done is to take a car manufacturing style (an assembly line or cell) approach. This approach affords pertinent expertise in each part of the process, which is then handed off to the next person who Read More...
Curbing MESsy Shop Floor State of Affairs - Part II
Part I of this blog series expanded on some of TEC's earlier articles about companies' need for better links between the plant (

i part 4  - Part II Part I of this blog series expanded on some of TEC 's earlier articles about companies' need for better links between the plant ( blue collar trenches ) and the enterprise ( white collar ivory tower ). It also pointed out the difficulties in achieving this idea. An obvious solution would be a tightly integrated enterprise resource planning (ERP) and manufacturing execution system (MES) package that would help manufacturers close the gap between the shop floor and the offices by gaining visibili Read More...
Pricing Management in a Down Economy -- Part 2
Part 1 of this blog series expanded on some of TEC's earlier articles about companies' need for better pricing management and optimization practices. It also

i part 4  many pricing vendors mentioned in Part 1 claim that business remains great for them (some continue to grow at over 60 percent year-over-year).  One vendor recently (incognito) said that the economy hasn’t hurt its business yet, but it would be a stretch to say it’s helping. A recent Business Week article entitled Five Don'ts for Marketing in Tough Times might also provide a ray of hope for pricing management solutions. The jury is still out on whether the recently announced Oracle Deal Management 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

i part 4  fashion and so on, I believe that ToolsGroup remains “best in class” by differentiating with its traditionally strong demand modeling and inventory modeling capabilities. This includes the ability to seamlessly model a wide range of product behaviors (for both fast- and slow-moving SKUs). ToolsGroup has had the demand modeling feature for more than a decade -- it is basically its DNA. ToolsGroup has the ability to accurately model demand and inventory behavior, and like the mix optimization and STS Read More...
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

i part 4  few years back, though I still don’t know if any vendor could ever monetize it. Compared to Manhattan’s capabilities mentioned in Part 1 , RedPrairie also has a distributed order management (DOM) product that features distributed sourcing,  available-to-promise (ATP ), item substitution, and transportation cost comparisons. The vendor also has a  Business Process Platform (BPP) offering  that it launched with a pilot application at its R edShift 2008 conference  and followed up with the full Read More...
Lean Manufacturing: Part 1
With all the discussion, books, Web sites, and other materials on the topic of lean manufacturing, it's hard to know which resources are credible@much less

i part 4  Manufacturing: Part 1 With all the discussion, books, Web sites, and other materials on the topic of lean manufacturing, it's hard to know which resources are credible—much less understand the mounds of information. The first part of this series breaks down the definition of lean manufacturing into easy-to-digest concepts and shares the real-life example of a supplier of remanufactured solvents that is working toward the goal of lean. Get tips on how to determine what you need in your production Read More...
A Modern Tale of Long (Supply Chain) Tails -- Part III
Part II of this blog series explained ToolsGroup’s value proposition for achieving service level excellence in distribution environments. The point of the

i part 4  Webcast mentioned in Part I , Joseph Shamir, ToolsGroup’s chief executive officer (CEO), ascertained that when the long tail is viewed from a supply chain perspective, the tail starts where demand becomes “intermittent.” Using this definition, ToolsGroup’s research shows that most brick-and-mortar companies (and not only e-tailers, as one might think) are also facing an increasingly long tail environment. This is because they are dealing with far more SKUs and slow-moving items with lumpy, unpredi Read More...
Taming the SOA Beast - Part 2
Part 1 of this blog topic introduced the notion of how complex and tricky it can be to manage and govern enterprise applications' service oriented architecture

i part 4  for Microsoft Windows , I could imagine the similar decoupling of OMF products to also include non-Oracle/Java technologies in the future. It remains to be seen how the impending acquisition of ClearApp and its planned rolling into Oracle EM will help in this regard. In addition to not limiting the sale of middleware to Oracle or BEA Java-oriented environments, the giant can gain further credibility for interoperability in this market by expanding its SOA governance partner ecosystem. For its part, 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

i part 4  and related events. Then, I discussed the need for the “People Cloud” that transforms people-driven enterprises and analyzed a number of social software use case scenarios. My post ended with a description of Saba’s current state of affairs: 700 employees, 1,600 customers, and 23 million users worldwide (its solutions have been deployed in 195 countries in 30 languages). How Did Saba Get Here? Having developed its learning management systems (LMS) and talent management modules internally since its i Read More...

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