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They do it like that in the Balkans -- Select and deploy ERP, I mean (Part I)
The launch of TEC’s blog has somewhat coincided with my visit to Belgrade, Serbia (what used to be Yugoslavia and then Serbia @ Montenegro) for personal reasons

i part 7  solid multi-national capabilities. But I digress again, and Apollo will get an in-depth coverage in a separate blog post or in a research article on our web site/newsletter... Going back to the era of late 80’s & early 90’s, Oracle was the main provider of underlying relational database management systems (RDBMS) and development tools, whereas IBM DB2 also played a part (albeit to a much lesser degree). Much later, software developers started using Microsoft SQL Server and related cheaper integrated Read More...
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Documents related to » i part 7


The Lexicon of CRM - Part 1: From A to I
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part one of three-part article to provide explanation and meaning for most

i part 7  1: From A to I The Lexicon of CRM Part 1: From A to I R. Garland - October 12, 2001 0 - A  360 degree view of the customer - A term used to describe the ability for virtually anyone in the company to know anything about the customer (products bought, support calls made, web site visits conducted, etc.). A complete, 306 degree view of customer information. 3G - Supposedly the ultimate wireless protocol technology that is already being used in areas outside of North America where countries have more Read More...
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 7  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...
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

i part 7  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...
Tracing Food Quality and Safety, or We Are What We Eat, After All (Part I)
Besides the ongoing (seemingly never-ending) presidential campaign and celebrity scandals/gossip, food safety is very much in the news. Indeed, incidents of

i part 7  that enable this detailed interrogation of the data supplied by “capture” systems. Part II of this blog post will introduce the Lawson M3 Trace Engine as one such stand-alone solution. Your views, comments, opinions, etc. about the abovementioned food safety issues are welcome in the meantime. Read More...
The Wizardry of Business Process Management - Part 2
Part 1 of this blog series provided a lengthy discussion about business process management’s (BPM's) necessary parts-and-parcels, and the software category’s

i part 7  here . But before I start to paraphrase the spirited presentation, some introduction to Pegasystems and Trefler is in order. Pegasystems provides BPM software to drive revenue growth, productivity , and business agility  to over 760 of the world's most sophisticated organizations in financial services, insurance, health care, government, life sciences, communications, manufacturing, and other industries. Headquartered in Cambridge, Massachusetts (US), the company employs over 900 people in its offices i Read More...
Curbing MESsy Shop Floor State of Affairs - Part III
Part II of this blog series expanded on some of TEC's earlier articles about companies' need for better links between the plant floor and the enterprise offices

i part 7  the necessary information . I fully agree with AMR Research’s 2007 alert entitled “CDC Software Delivers Operations Excellence in Plain English” that states: “…Knowledge workers on the shop floor can’t waste time—downtime or overtime—filling out forms or navigating complex screens and menus to accomplish their goals… …Role-based workflows, stored procedures, and no-nonsense user interfaces are designed to guide operations personnel through common scenarios. The UI is also designed to w Read More...
Deltek's Second Bite at the IPO Cherry (Part IV)
Part III of this blog series analyzed the relatively recently launched Deltek Vision 5 [evaluate this product] and Deltek Costpoint 6 [evaluate this product

i part 7  in relevant trade magazines. I believe that this is the right marketing approach (on a micro-level) for this conservative market segment, and is likely to continue improving awareness of the Deltek offering in the foreseeable future. Improving awareness will facilitate migration onto the Deltek platforms from legacy manual or point project management systems, given the benefits of Deltek products and services and the inability for service firms to manage growth using manual and legacy point systems. Read More...
Tentative Unification in Server I/O Architecture Battle
The Next Generation I/O (NGIO) and Future I/O groups have agreed to unify their efforts to develop the next I/O architecture.

i part 7  Unification in Server I/O Architecture Battle Tentative Unification in Server I/O Architecture Battle R.A. Krause - September 3rd, 1999 Event Summary The Next Generation I/O (NGIO) and Future I/O (FIO) groups announced on August 31st, 1999, that they intend to merge their specifications into one, to be used by server and peripheral vendors throughout the industry. The unified architecture will be called System I/O. (NGIO includes Intel, Dell, Sun, Hitachi, NEC and Siemens; FIO was founded by Read More...
Bonitasoft, Part 2: Interview with Marketing VP Mac McConnell
Part 1 offered some background on Bonitasoft, provider of open source business process management (BPM) software, and highlighted its approach of targeting

i part 7  capabilities into their applications. I could see it being a requirement for HR, sales, or finance applications to have a process management component to it. That creates opportunity for Bonitasoft in our partnerships with ISVs and technology providers, but it also creates some risk. If BPM is native in every application, there isn’t as much of a need for an independent BPMS like us. That said, that’s a longer-view fear. There are so many different technologies competing with each other; Bonitasoft 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

i part 7  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...
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 7  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 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 7  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...

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