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 i part 5


SaaSy Discussions (Part I)
Much has been said and written lately, on TEC's web site as well as on many other peer sites, about the on-demand deployment model, especially about multi

i part 5  I am and what I do at the company). Rapid deployment (measured in weeks -- versus months or years -- and cost-effective) and robust integration (with existing applications & data, support for industry-standard application and data interfaces, and portal-based infrastructure) are other tenets of adaptive CRM. Also critical for adaptive CRM are the inherent business intelligence (BI) capabilities to understand customer and market dynamics, and business process management (BPM) in a multi-tier way (via

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Service Parts Planning RFI/RFP Template

Planning, Service Delivery and Execution, Workforce Optimization, Logistics Transportation and Reverse Logistics, Analytics and Reporting, Utilities, Product Technology Get this template

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Documents related to » i part 5

The Automotive OEMs Might Soon Contract “BRAIN” Damage Part I


While BRAIN North America may have created a notable customer base due to its products’ functional appropriateness for the lower tiers of the automotive industry, its German parent’s impending insolvency might, in the worst-case scenario, leave all of them in the lurch.

i part 5  Contract “BRAIN” Damage Part I The Automotive OEMs Might Soon Contract 'BRAIN' Damage P.J. Jakovljevic - August 12, 2002 Event Summary While all eyes and ears have recently been on WorldCom 's bankruptcy, another insolvency under way is sending shockwaves throughout middle and lower tiers of automotive suppliers despite its insignificant financial magnitude in comparison to the WordCom's. On July 5, the board of BRAIN International AG , a German provider automotive and industrial business solutions, Read More

APICS 2009 From the Expo Floor: Is S&OP Coming of Age? - Part 5


Part 1 of this blog series talked about my attendance of the APICS 2009 international conference in Toronto, Canada in early October. I attended few education sessions, as 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 flavors

i part 5  in early October . I attended few education sessions, as 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 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’) current Read More

Deltek's Second Bite at the IPO Cherry (Part I)


In the last decade or so of covering the enterprise applications market, I've witnessed so many products and vendors disappearing and reappearing under a different name, ownership, etc., but it is for the first time now, at the end of 2007 that I saw basically the same vendor go public for the second time (and in a 10 year timespan). Namely, Deltek (evaluate its flagship product), the leading

i part 5  repositioning time in 2003.  I think the apex was when Deltek's then enlightened marketing engine churned out such cheeky gems as challenging the likes of the Big 3 ERP leaders at the time, by taking the entire back page of the June 6, 2003 Wall Street Journal business section with a signed “come to us” letter authored by Ken deLaski, the former Deltek CEO and President. The Part II of this topic will thus analyze the recent times at Deltek and whether the company has lately evolved and separated Read More

Global Trade Hits Home at MegaResistCap-Part I: You’ve Got Mail


Jim, information technology (IT) director of MegaResistCap Inc., was finally getting back to a reasonable schedule 3 months after the “go-live” date of the company’s new enterprise resource planning (ERP) system. He was hoping to spend the weekend in the garden, and was looking forward to checking messages on Sunday to get ready for a productive week. That was, until he saw the memo from the

i part 5  Sunday. This concludes Part I of our series. Stay tuned for Part II, where we’ll see how Jim responds to MegaResistCap’s growing business needs. 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, my initial reaction to Salesforce Chatter (a.k.a. Collaboration Cloud) was tepid when it was introduced at the Dreamforce 2009 conference. However, a few months have passed and this period has helped salesforce.com craft the much clearer

i part 5  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

BigIdeas 2011: Of BigMachines’ Quantum Leap - Part 2


Part 1 of this blog series talked about my very first attendance of BigIdeas, BigMachines’ annual user conference that takes place in the fall in Chicago. I wasn’t the only one that attended BigIdeas 2011 for the first time, as in May 2011 the company’s financial backers brought in David Bonnette, a seasoned Oracle executive in the customer relationship management (CRM) realm, as the new president

i part 5  fall in Chicago . I wasn’t the only one that attended BigIdeas 2011 for the first time, as in May 2011 the company’s financial backers brought in David Bonnette, a seasoned Oracle executive in the customer relationship management (CRM) realm, as the new president. Mr. Bonnette has since gradually replaced the company’s founder and former CEO Godard Abel . The highlights of Bonnette’s keynote presentation were that BigMachines has recently moved towards acting as an established company with more st Read More

Mega-Vendors Warming Up to the Cloud - Part 4


Part 1 of this blog series depicted the three evolutionary phases (or waves) of software as a service (SaaS) and cloud computing adoption. The post ended with some glimpses into the future and the likely implications for SaaS users. Part 2 then explored the apparent opportunities and accompanying challenges (and painstaking soul-searching exercises) that SaaS aspirants face in their endeavors

i part 5  budding SaaS offerings described in Part 2 and Part 3 , have been slow to market with SaaS offerings. Thus, the window of opportunity for Progress’ partners is still open. What Does Progress Software Offer On Demand? This link  was recently sent to more than 10,000 Progress Application Partners and independent software vendors (ISVs ) with Progress’ semi-monthly newsletter on interesting applications based on the Progress OpenEdge platform . Corporate strategies, plans, and events at Progress that Read More

Will 2013 Be IBS’ Comeback Year? Part 2


In part 1 of this series, we took a look at IBS, some of the challenges the company was facing, and its software offerings for the business community. To discuss the aforementioned issues (see part 1) and IBS’ ongoing turnaround, we recently spoke to Doug Braun, the chief executive officer (CEO) of IBS. As CEO, Mr. Braun is responsible for translating business needs into products that solve

i part 5  Comeback Year? Part 2 In part 1 of this series, we took a look at IBS , some of the challenges the company was facing, and its software offerings for the business community. To discuss the aforementioned issues (see part 1 ) and IBS’ ongoing turnaround, we recently spoke to Doug Braun, the chief executive officer (CEO) of IBS. As CEO, Mr. Braun is responsible for translating business needs into products that solve customer supply chain problems. TEC: How would you describe IBS’s current state of Read More

Infor ION-izes its Open SOA Strategy - Part 2


Part 1 of this blog series started by analyzing a certain change of the guard and a related product strategy shift at Infor. Two late June 2010 news announcements, which were entitled “Infor Simplifies Connectivity and Data Sharing with Infor ION(tm)” and “Infor Selects Microsoft as Preferred Technology and Tools Provider for Infor Software," were then demystified in an

i part 5  play the devil's advocate, I decided to give Infor ample chance to further explain and clarify our discussion from Part 1 , in writing and at its staff’s leisure. What follows are my prodding questions and Infor’s official answers: PJ: What were the reasons for ION taking over from Infor Open SOA.  What additional capabilities did it provide?  Was Infor struggling to deliver OpenSOA so took the cheaper and easier option by adopting the Microsoft technology stack? Infor: Just to recap, the Infor Read More

Frankie Does ERP, Part 2


[Editor’s note: Frank is not a composite character. He is a real person, employed at a real company. I’ve changed certain identifying particulars at his request. This interactive series, created and published with his permission, is an exercise in what-if analysis based on interviews I am currently conducting with him.  You may find Frank’s use of language a little colorful. I have toned it down

i part 5  in my face. “Frankie, I want you to contact SAP now and open negotiations for an ERP system.” “You what.” Theodore starts reading from his printout: “Best-run businesses are using SAP solutions to help close the gap between strategy and execution—optimizing the performance of the business as well as the business network. SAP solutions, along with services and a wealth of extended value from the SAP customer-focused ecosystem, help customers become clear enterprises by providing insight for Read More

Are PLM and Global Sourcing Related? Duh, And How! (Part II)


Part I of this blog post analyzed the white paper entitled "Manufacturing Outsourcing: Seven Common Pitfalls to Avoid" , authored by Symphony Consulting and Arena Solutions. It also established an intrinsic connection with product lifecycle management (PLM) software technology as a global sourcing collaboration enabler. Indeed, several macroeconomic trends seem to be helping the PLM market

i part 5  How! (Part II) Part I of this blog post analyzed the white paper entitled Manufacturing Outsourcing: Seven Common Pitfalls to Avoid , authored by Symphony Consulting and Arena Solutions . It also established an intrinsic connection with product lifecycle management (PLM) software technology as a global sourcing collaboration enabler. Indeed, several macroeconomic trends seem to be helping the PLM market, starting with the rampant offshoring of facilities and/or expansion of outsourcing and contract Read More

I Did It the iWay


After attending the iWay seminar on Enterprise Information Management (EIM) yesterday, I was thinking that a CIO who implemented their system might sing the following after the implementation:[Editor's note: sincere apologies to Frank Sinatra.]  I did it the iWay And now, the end* is near; And now it’s done - the integration. My friend, I’ll say it clear, We were so close from

i part 5  Information Management (EIM) yesterday, I was thinking that a CIO who implemented their system might sing the following after the implementation: [Editor's note: sincere apologies to Frank Sinatra.]   I did it the iWay And now, the end* is near; And now it’s done - the integration. My friend, I’ll say it clear, We were so close from devastation. I did all that they said. I even built a data warehouse; And more, much more than this, I did it the iWay. And bugs, they had a few; But then again, too few Read More

Prescient 5


Prescient 5, the company's flagship software, covers four areas of supply chain planning: demand, supply, collaboration, and performance measurement. Prescient 5 is a fully integrated supply chain planning suite, architected with a common data model and user interface across all modules. The company intends its solution's thin client footprint, n-tiered architecture, and auto-update features to require minimal IT resources.  

i part 5  5 Prescient 5, the company's flagship software, covers four areas of supply chain planning: demand, supply, collaboration, and performance measurement. Prescient 5 is a fully integrated supply chain planning suite, architected with a common data model and user interface across all modules. The company intends its solution's thin client footprint, n-tiered architecture, and auto-update features to require minimal IT resources. Read More