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Collaborative Commerce: ERP, CRM, e-Proc, and SCM Unite! A Series Study: IFS - Part 2 of 2
IFS needs to bolster its brand awareness, and let the world know that they are, in fact, a real contender in the Collaborative Commerce space. Once companies

r part 2  Commerce: ERP, CRM, e-Proc, and SCM Unite! A Series Study: IFS - Part 2 of 2 Collaborative Commerce : ERP, CRM, e-Proc, and SCM Unite! A Series Study: IFS - Part 2 of 2 R. Garland - October 24, 2001 Introduction  In the early 90's, ERP came of age. Everyone had to have the functionality ERP packages promised. Since then, as Web and Internet technologies have matured, CRM on the front end, and e-Procurement and Supply Chain Management on the back end, these packages have come into their own. Read More

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Documents related to » r part 2


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

r part 2  Lexicon of CRM from R to Z. Read More
Plex Systems at a Crossroads: Part 2
At the beginning of June, I attended the PowerPlex 2013 conference, Plex System’s 12th annual user conference, in Columbus, Ohio, where the focus was on the

r part 2  Systems at a Crossroads: Part 2 At the beginning of June, I attended the PowerPlex 2013 conference, Plex System’s 12th annual user conference, in Columbus, Ohio, where the focus was on the Plex Manufacturing Cloud, Plex’s cloud-based vertical ERP software solution for managing the lean manufacturing process. Following is a look at the product and its position in the marketplace, as well as the company’s new product roadmaps and what looks to be missing from Plex’s current strategy. For more Read More
Product Life Cycle Management (PLM) in Process Part 2 Process PLM Motivation
This part of the series on Product Life Cycle Management in Process explores the business motivations by review business strategies.

r part 2  in process enterprises by reviewing business strategies. In part three, we will look at requirements for Process PLM decisions. The business strategies reviewed are: Accelerating Time-to-Market Increasing the success rate of new products Increasing the profitability of products Increasing return on assets Accelerating Time-to-Market Time-To-Market is the delay between an idea, from the marketing department or a customer, to the general availability of the product. The compression of this time leads to 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

r part 2  pilot application at its R edShift 2008 conference  and followed up with the full product in 2009. But my understanding is that at this time DOM and BPP are mostly marketing with no actual customers. The platform integrates with both  Java Platform, Enterprise Edition (J2EE ) and  Microsoft .NET Framework  technologies, but I don’t know for sure whether it is built on one or the other (or on some mix of technologies). Thus, RedPrairie's BPP looks much less “fused” than  Manhattan SCPP Read More
Pricing Management in a Down Economy -- Part 1
Not long ago, I wrote about the pricing management and optimization software market, and in particular depth about two bullish vendors and fierce competitors in

r part 2  and only in certain regions (e.g., Europe). Part II of this blog post will analyze the pricing software market's current state of affairs and also report on the current pricing approaches and findings of retailers. Your views, comments, opinions, etc. about any above-mentioned pricing solution and about the software category per se are welcome in the meantime. We would also be interested in hearing about your experiences with this nascent software category (if you are an existing user) or your general Read More
Cloud Assets: A Guide for SMBs-Part 3
Cloud computing is allowing small to medium businesses (SMBs) to gain access to premium enterprise solutions without the traditional price tag of hardware and

r part 2  Assets: A Guide for SMBs-Part 3 This is the final installment on cloud assets designed to help small to medium businesses (SMBs) looking to incorporate cloud services into their information technology (IT) infrastructure. The two previous entries in this trilogy were about the basics of cloud computing and the procurement of cloud services, which gave you the necessary tools to initiate, broker, and implement a cloud solution to support your business. Now let’s close the loop by formulating a Read More
JDA FOCUS 2010 Impressions - Part 2
Part 1 of this blog series talked about my attendance of the JDA FOCUS 2010 conference on the heels of the recent merger between JDA Software (NASDAQ: JDAS) and

r part 2  FOCUS 2010 Impressions - Part 2 Part 1 of this blog series  talked about my attendance of  the JDA FOCUS 2010 conference  on the  heels of the recent merger between JDA Software  (NASDAQ: JDAS) and i2 Technologies . The article first discussed the different geneses and cultures of the two merging parties. One major outcome of the conference was JDA’s unveiled plan to converge most of its existing and acquired product sets. To that end, JDA pledged several key commitments to its customers, Read More
Plex Systems at a Crossroads: Part 1
Plex Manufacturing Cloud is an integrated manufacturing software solution for managing the manufacturing process (including specific lean manufacturing needs

r part 2  Systems at a Crossroads: Part 1 Plex Manufacturing Cloud is an integrated manufacturing software solution for managing the manufacturing process (including specific lean manufacturing needs), with functionality for: engineering and design; financing and accounting; electronic data interchange (EDI) and orders; materials and inventory purchasing; receiving and tracking; shop floor production and control; process inspection; parts production and traceability tracking; packaging and shipping; and Kanban, Read More
FRx Poised To Permeate Many More General Ledgers Part One: Executive Summary
FRx Software Corporation, a Microsoft company and a part of Microsoft Business Solutions, might be the best example of Microsoft’s coopetitiveness.

r part 2  Poised To Permeate Many More General Ledgers Part One: Executive Summary Event Summary FRx Software ( www.frxsoftware.com ), a prominent provider of financial analytic applications to mid-market and corporate businesses, has largely remained on its established track after being acquired first by one of its erstwhile greatest partners, former Great Plains Software in 2000, and particularly after its new owner subsequently ended up under Microsoft's roof in 2001 (see Microsoft And Great Plains - A Read More
What Can Manufacturers Do in a Tough Economy? - Part II
Part I of this blog series outlined the first three suggested

r part 2  Can Manufacturers Do in a Tough Economy? - Part II Part I of this blog series outlined the first three suggested winning strategies by JDA Software Group Inc. that manufacturers (especially of consumer goods) could instantly deploy to drive up margins and protect shareholder value in the current economic climate (malaise). I also took the liberty of mapping, with the help of some current and former employees of JDA Software  and former Manugistics (now part of JDA), the appropriate current JDA Read More
Grape Escape 2013: Customer Value a Priority for Both SYSPRO and UNIT4-Part 2
This is part 2 of a 2-part blog post on Grape Escape 2013, with my analyst take on the announcements and conversations with UNIT4 at the recent analyst event in

r part 2  Escape 2013: Customer Value a Priority for Both SYSPRO and UNIT4-Part 2 This is part 2 of a 2-part blog post on Grape Escape 2013, with my analyst take on the announcements and conversations with UNIT4 at the recent analyst event in Boston. UNIT4 Representing UNIT4 at the event were two top managers: regular attendee Ton Dobbe, the company’s vice president of product marketing, and Anwen Robinson, managing director in UK and Ireland, who was invited to share some of UNIT4’s news in that region Read More
The Pain and Gain of Integrated EDI Part Two: Automotive Suppliers Gain
The nature of the global automotive supply chain means that the suppliers must be tightly integrated into the trading partner’s enterprise, whose supply chain

r part 2  Pain and Gain of Integrated EDI Part Two: Automotive Suppliers Gain What Are Automotive Leaders Doing? The global automotive industry is becoming leaner, faster, and less forgiving than ever before. Product life cycles are shorter, customer requirements are stricter, business is dramatically more international, and profits are increasingly harder to squeeze out of any enterprise's day-to-day business operations. Infor Global Solutions Discrete Group focuses on providing deep vertical expertise to the Read More
PeopleSoft Internationalizes Its Mid-Market Forays Part 2: Challenges & User Recommendations
Despite the challenges, PeopleSoft has raised the bar in providing solutions for smaller enterprises, and Tier 2 and Tier 3 vendors might be in for a tough

r part 2  a two-part analysis of recent PeopleSoft announcements. Part One discussed the announcements and began the Market Impact. Challenges Consequently, one should not expect PeopleSoft's (or any other Tier 1 vendor's) mid-market initiative to have a smooth ride yet. Although less notoriously negatively publicized than SAP, PeopleSoft remains a complex application, and the Internet architecture and new interface can mitigate that only so much. This perception of complexity remains ammunition that the smaller Read More
Compiere ERP Becomes Part of Consona
In the enterprise open source space, a notable change came to light today affecting Compiere users and partners. Consona announced its acquisition of Compiere.

r part 2  ERP Becomes Part of Consona In the enterprise open source space, a notable change came to light today affecting Compiere users and partners. Consona announced its acquisition of Compiere . Compiere started back in 1999. One of its founders explained to me that the company's business (circa 2004) largely came from support, migration, and priority requests from clients. An integral component of the delivery model was Compiere's partners. So Compiere focused on providing second-level support to their Read More

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