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Curbing MESsy Shop Floor State of Affairs - Part I
Those that follow manufacturing-oriented enterprise applications have likely noticed for some time an uptick of conversations about the need to better integrate

i part 6  of Affairs - Part I Those that follow manufacturing-oriented enterprise applications have likely noticed for some time an uptick of conversations about the need to better integrate high-speed manufacturing operations (the real-time world of the plant) with the planning and engineering departments (the transactional and design world of enterprise systems). The nirvana (or utopia) hoped for thus far has been to provide a single point of operation and control for manufacturers to: Plan, Define, Control, Read More
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Documents related to » i part 6


They do it like that in the Balkans-Select and deploy ERP, I mean (Part II)
The Part I of this blog topic concluded with SAP's supremacy in the upper-end of the regional market. What also helps SAP ERP [evaluate this product] is a

i part 6  Balkans-Select and deploy ERP, I mean (Part II) The Part I of this blog topic concluded with SAP 's supremacy in the upper-end of the regional market . What also helps SAP ERP [ evaluate this product ] is a number of well-established value added resellers (VARs) that cover the entire former Yugoslavia region, some of which have a few dozen renowned installation sites (customer references) and a roster of experienced consultants. Some of these are the earlier mentioned S&T Group from Austria and Read More
Are PLM and Global Sourcing Related? Duh, And How! (Part I)
A number of TEC blog posts have discussed benefits but also the inevitable caveats of white papers (including all too common vendors' self-serving marketing

i part 6  white papers , and I am going to stay away from all that here. My intention here is rather to acknowledge that, as part of my daily routine of doing research on vendors and their strategies and offerings, I've read a ton of white papers in the last decade or so. And yes, these have ranged from vendors' blatant bragging about their capabilities (a la the Every man thinks his own geese swans proverb) to some exceptional ones that were quite educational and established someone's expertise in something. 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

i part 6  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
JDA FOCUS 2010 Impressions - Part 1
Last year I attended the JDA FOCUS 2009 conference to realize that Scottsdale, Arizona-based JDA Software (NASDAQ: JDAS) has become a force to be reckoned

i part 6  and based on whom I met at the conference, JDA has retained key i2 personnel with industry-wide respect (those that have survived many previous voluntary and involuntary exoduses at i2), and many of whom are in positions of authority at JDA (e.g., Kelly Thomas is now SVP in charge of discrete manufacturing). JDA announced multi-year integrated product roadmaps 60 days after the i2 close. In these roadmaps, JDA plans to converge most of its existing and acquired product sets. JDA pledged several key Read More
How Some ERP Vendors Demonstrated - Warts And All Part 2: Results
This is part two of a case study from a recent selection engagement for an ETO mid-size manufacturer; we assess Oracle, J.D. Edwards, SAP, and IFS in terms of

i part 6  Figures 1 & 2 in Part 1) indicate that one vendor's Yes may be less valid than the other vendor's Yes, but , and the importance of putting the products through their paces. However, a neutral expert's presence is preferable as to discern the substance from a mere ability to demonstrate. When more than one vendor ranks close within a given set of areas, the decision model provides the supporting material required to justify further investigations. These include scripted scenario demonstrations follow-up Read More
Taking Stock of TAKE Supply Chain Solutions - Part 2
Part 1 of this blog series introduced TAKE Supply Chain, a supply chain management (SCM) division of TAKE Solutions, Ltd. The TAKE Solutions parent company is a

i part 6  of which were mentioned in Part 1 ): High procurement, receiving, and A/P costs Invoice matching discrepancies Payment delays and errors Supplier claims and payment disputes Errors not discovered until 30 – 45 days after the fact Schedules wrong, delayed and/or not published Commitments wrong, delayed and/or not communicated High inventory, scrap, and rework due to excess purchases, fulfillment mistakes, and early shipments Suppliers do not provide compliant shipping documents and labels Orders are erro 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

i part 6  are a KANA user, I would appreciate hearing about your experiences with the product and the company. Read More
Mega-vendors Warming Up to the Cloud - Part 2
Part 1 of this blog series depicted the three evolutionary phases (or waves) of software as a service (SaaS) and cloud computing adoption. The article ended

i part 6  SaaS wave 3 (mentioned in Part 1 ) for vendors (especially start-ups) will come from many new markets that are expected to open for growth opportunities (or access, with lesser barriers of entry) in line with the Long Tail theory. This theory posits that the ability to sell a large number of unique items (point solutions, in software terms), each in relatively small quantities, to satisfy small target audiences, will open gates for new market entrants. This ability will require new specialized Read More
6 Signs That You Need to Upgrade Your Business Phone System
In 6 Signs that You Need to Upgrade Your Business Phone System, you'll find 6 key questions to ask about your company's current phone system.

i part 6  Signs That You Need to Upgrade Your Business Phone System 6 Signs That You Need to Upgrade Your Business Phone System Your business phone system is a vital communications link for your company's customers, suppliers, employees, and investors. But is it helping your company grow and prosper—or standing in its way? Fortunately, there's an easy way to find out. In 6 Signs that You Need to Upgrade Your Business Phone System , you'll find 6 key questions to ask about your company's current phone system. The Read More
Is Epicor Poised to Rule the Mid-Market Retail Sector? (Part II)
Part I of this blog topic  introduced Epicor Software and its traditional vertical solutions. It also analyzed Epicor's forays into the attractive retail sector

i part 6  Sector? (Part II) Part I of this blog topic   introduced Epicor Software and its traditional vertical solutions. It also analyzed Epicor's forays into the attractive retail sector via the CRS acquisition two years ago. Designed for integration and scalability, the  Epicor/CRS Retail Suite can support a wide variety of retail enterprises' requirements. These environments range from the rapidly expanding regional retailer requiring point-of-sale (POS) , store operations and merchandising, to the large, Read More
The Wizardry of Business Process Management: Part 5
Part 1 of this blog series started a lengthy discussion about the value proposition and parts-and-parcels of business process management (BPM), with an ensuing

i part 6  battleground sooner or later. I have seen that trend in many other enterprise applications markets, especially in enterprise resource planning (ERP ), and there is no reason that BPM should not follow suit. While Pega has not traditionally focused on the SMB market space, many of its customer implementations have focused on divisional or business unit projects to automate and assist groups of 50 users or fewer. Pega has historically derived a significant portion of its revenue from the “who's who” Read More
Frankie Does ERP, Part 1
[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

i part 6  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. It's still colorful.] * My name is Frank. I’m a mid-level manager for a manufacturer of scrotchets here in Greenfields, US of A. I have four direct reports, all of whom want my boss’s job after they’ve digested and shat mine out. Thanks to the latest round of layoffs, there are only 300 of us left at Scrotchets, Inc., so upward mobility is at a premium. Read More
Global Trade Hits Home at MegaResistCap-Part III: Be Careful What You Ask For
In the first two parts of this series (part I, part II), Jim, director of IT at MegaResistCap, learned that the company’s recently rolled out enterprise

i part 6  this series ( part I , part II ), Jim, director of IT at MegaResistCap, learned that the company’s recently rolled out enterprise resource planning (ERP) system would have to support global trade management (GTM) functionality more quickly than expected. He had sent an e-mail off to his chief information officer (CIO), Mike, suggesting a new project be set up and managed by the project management office, MegaPMO. Now, with some trepidation, he awaited the response from the CIO. The week following Read More
Frankie Does ERP, Part 3
[Editor’s note: Frank is a real person, employed at a real company. However, I’ve changed certain identifying particulars for a variety of reasons. This

i part 6  language a little colorful. I have toned it down. It’s still colorful.] Previously: Episode 1 | Episode 2 * My boss wants an ERP system. My boss wants an SAP ERP system. My boss wants me to call SAP now so we can get this ERP system. He’s got it in his head that SAP is the Rolls-Royce of ERP, and that’s why he wants it. And because my paycheck is the only one currently feeding the people who are fond of me, I should probably do what Theodore tells me to do. But committing our company to a six- to Read More

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