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Software Functionality Revealed in Detail
We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.
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 it management case studies upper management

Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Process Manufacturing (ERP)

The simplified definition of enterprise resource planning (ERP) software is a set of applications that automate finance and human resources departments and help manufacturers handle jobs such as order processing and production scheduling. ERP began as a term used to describe a sophisticated and integrated software system used for manufacturing. In its simplest sense, ERP systems create interactive environments designed to help companies manage and analyze the business processes associated with manufacturing goods, such as inventory control, order taking, accounting, and much more. Although this basic definition still holds true for ERP systems, today its definition is expanding. Today's leading ERP systems group all traditional company management functions (finance, sales, manufacturing, human resources) and include, with varying degrees of acceptance and skill, many solutions that were formerly considered peripheral (product data management (PDM), warehouse management, manufacturing execution system (MES), reporting, etc.). While during the last few years the functional perimeter of ERP systems began an expansion into its adjacent markets, such as supply chain management (SCM), customer relationship management (CRM), business intelligence/data warehousing, and e-Business, the focus of this knowledge base is mainly on the traditional ERP realms of finance, materials planning, and human resources. The old adage is "Such a beginning, such an end", and, consequently, many ERP systems' failures could be traced back to a bad software selection. The foundation of any ERP implementation must be a proper exercise of aligning customers' IT technology with their business strategy, and subsequent software selection. This is the perfect time to create the business case and energize the entire organization towards the vision sharing and a buy in, both being the Key Success Factors (KSFs). Yet, these steps are very often neglected despite the amount of expert literature and articles that emphasize their importance.    

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it management case studies upper management  the Serbian Association of IT Professionals , a team member of the Serbian National Committee for the UNESCO (United Nations Educational, Scientific and Cultural Organization) ICT (information & communication technologies) Cooperation, a member of the Serbian Economic Chamber Assembly , and a contributor to the former Racunari (Computers) magazine. As for his previous experience pertinent to enterprise applications per se, he was the CEO of DataLab Serbia , the director of marketing at former SYSCON , Read More

Justification of ERP Investments Part 1: Quantifiable Benefits from an ERP System


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it management case studies upper management  that receivables are outstanding. It is a measure of the management of credit and collections. Generally, the greater the number of days outstanding, the greater the probability of delinquencies in accounts receivable. The lower the number of days, the greater the cash availability. With an 18 percent reduction in receivables, the current days receivable of seventy-three days can be reduced to sixty. This means $356,200 is available for other purposes. Return on Assets (Profit Before Taxes/Total Assets). Read More

Running and Optimizing the Business of IT: The SAP Best-practices Approach


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it management case studies upper management  IT operations and rigid IT management processes that impede business agility. In the end, the complexity and the rigidity of IT infrastructure keep IT departments focused almost exclusively on managing technology rather than serving the business. True, IT must retain a focus on low-level operations. But today, business seeks more and wants IT to act less as a technology provider and more as a service provider - one that partners with the business to help it achieve its objectives efficiently and Read More

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IT Management and Development


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