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Manugistics Indulges In The Open M&A Season. Part 2: Market Impact, Challenges, and User Recommendations
Experience teaches us to be wary of the outcome of mergers and acquisitions as the market has witnessed both success and disaster stories. While we believe that

m part 5  Indulges In The Open M&A Season. Part 2: Market Impact, Challenges, and User Recommendations Manugistics Indulges In The Open M&A Season. Part 2: Market Impact, Challenges, and User Recommendations P.J. Jakovljevic - June 5, 2002 Market Impact Continued Manugistics , remains one of the leading providers of supply chain management (SCM) solutions, with the extra sophistication of its supplier relationship management (SRM), profitable order management system (POMS), and pricing and revenue optimization Read More
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Documents related to » m part 5


“Act Vertical” vs. “Go Extinct” Retailers - Part 2
Part 1 of this blog series set the historical background for the supply chain management (SCM) evolution and presented the advantages and shortcomings of

m part 5  or pursues today (as mentioned in Part 1 ). The downside of owning such assets is getting locked into high costs and capital investments, with potentially inflexible capacity. Even many consumer goods manufacturers have been increasingly shedding their plants. Acting vertical, on the other hand, does not require retailers to own inflexible and costly manufacturing and other supply chain assets —yet it enables them to operate as though they do. This advantage comes in part from striking strong and Read More
UNIT4: The (Largely) Untold Story - Part 3
Part 1 of this blog post series started with my invitation by UNIT4 (formerly Unit 4 Agresso), the second largest business applications provider in continental

m part 5  an existing  general ledger. Marrying “Cloud” and “Soil” To that end, Robinson also explained that having FinancialForce.com in its arsenal allows UNIT4 to cross-sell, in a s oftware plus service  manner ( discussed on Part 2 ), into parts of an organization that do not necessarily need the overkill of an on-premise solution but which are content to take an on-demand offering. That is exactly what recently happened at the Telegraph Media Group , which has selected UNIT4 solutions for use in Read More
Geac Awakens On Its Deathbed - Part 2: Geac's Response
While Geac’s balance sheet was boosted by recent events, a more positive sign is the company’s intent to become a true software-developing vendor, not simply a

m part 5  ( Expert ) and M ( Millennium ) series, which are IBM S/390 mainframe-based, will likely not receive major functional enhancements owing to aging technology. The SmartStream suite that supports client/server-based Unix and NT systems, the StreamLine series of NT-based back-office products, and System 21 are the most likely recipients of R&D funds. However, overlapping modules in SmartStream and StreamLine will likely be rationalized to minimize duplicated R&D costs. System21 and StreamLine are the likely Read More
Essential ERP - Current Market Trends - Part II
ERP applications are designed to optimize an organization’s underlying business processes — primarily accounting/financial, manufacturing, distribution, and

m part 5  ERP - Current Market Trends - Part II Essential ERP - Current Market Trends - Part II P.J. Jakovljevic - May 3, 2000   This is the second part of an extended note on the current market trends for Enterprise Resource Planning. The growth of ERP has been a direct result of the fierce global competition, short product life cycles, highly distributed operations, and information-driven management that characterize today's business environment. The vast majority of companies have always hoped to 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

m part 5  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 with some glimpses into the future and likely implications for SaaS users. Part 2 explores the apparent opportunities and accompanying challenges (and inevitable soul-searching exercises) that SaaS aspirants face in their endeavors. Some concrete examples of vendors and their new strategies and solutio 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

m part 5  Scavo and Ray Wang, mentioned in Part 1 ). For one, some observers and practitioners still believe that Infor’s own tools were quite necessary to sell its product strategy. What Infor is doing now can be seen by some as the vendor admitting to not having the resources, will (perhaps even guts), and vision to deliver the original product strategy. In addition, while the new Microsoft-based  business intelligence (BI) , reporting, and  user interface (UI)  tools may be as good or even better than Read More
The Wizardry of Business Process Management - Part 3
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

m part 5  here . In the main part of his presentation in Part 2 , Trefler maintained that to follow the Yellow Brick Road, which will lead any business to Oz (and back to profitability ), requires three capabilities in particular, starting with the ability to directly capture business objectives into the BPM system by the business users . It cannot be overemphasized how important it is for business users to be able to capture corporate objectives directly into the software technology so that these new 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

m part 5  Executive Series Report. The more delectable part of the financial leadership experience: interpreting the financial data, creating strategies and visions for its usefulness…and having the TIME to do it adequately, will make Corefino a strategic accelerator for CFOs. PWR adds that this is a very bad thing for the ERP on-premise old guard. Once financial leaders taste this newfound technology freedom and quit the green eyeshade crowd babysitting – why would they ever go back to multi-million-dollar Read More
The Power of Knowledge -- Knowledge is Power (Part 3)
Part 1 of this blog series introduced the need for knowledge management (KM) software applications as part of a more comprehensive and strategic service

m part 5  SKM deployments were briefly mentioned at the end of Part 2 , more comprehensively, Servigistics states that the SKM solution can: Reduce troubleshooting time by solving issues once and making the resolutions available across the service organization for the future; Decrease the number of service calls by empowering customers, technicians, partners, and dealers to reliably and accurately find their solutions through self-service. In other words, organizations can avoid service calls for problems that can 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

m part 5  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 Associates was the epitome of an immaculate  supply chain management (SCM ) software company in terms of market share, growth, profitability, and its products’ capabilities. Indeed, the company was the industry standard for the supply chain execution (SCE) space and the envy of competitors. But 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

m part 5  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 excellence . The article then introduced KANA Software , a provider of Service Experience Management (SEM) solutions. Although KANA has focused on enabling superior customer service for its enterprise clients since being founded in 1996, it has experienced periods of ups and downs. Having been acquired and Read More
Finding the Key to Small Manufacturer's Profits - Part 2
Part 1 of this blog series discussed the genesis of ProfitKey International, one of the longest-standing enterprise resource planning (ERP) providers for small

m part 5  the Key to Small Manufacturer's Profits - Part 2 Part 1 of this blog series discussed the genesis of ProfitKey International , one of the longest-standing  enterprise resource planning (ERP)  providers for small to midsize discrete manufacturers that has never been merged with another peer product. After the protracted bankruptcy saga of its former parent company, HALO Technology Holdings , ProfitKey was recently bought out by Phoenix Asset Management , and is now keen on starting a new chapter. What Read More
The Lexicon of CRM - Part 2: From J to Q
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part two of a three-part article to provide explanation and meaning for

m part 5  the company by phone. M   Mbps - Megabits per second . Similar in concept to Kbps. There are 8 bits per byte. Hence, the rate of 8 Mbps actually represents 1 MB per second. mCRM - Mobile Customer Relationship Management . A new term that covers the area of field force automation and remote access to corporate information in real time. Such access is becoming more and more critical as economies move towards the service sector, and there are more people in the field working at client company sites who Read More

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