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ROI Systems MANAGE-s Well Past 2000 Part 1: Recent Developments
ROI Systems' strategy in terms of enhancing its MANAGE 2000 product and its geographic coverage has apparently been paying off, which comes as a welcome news

s part 13  Systems MANAGE-s Well Past 2000 Part 1: Recent Developments Event Summary On March 13, ROI Systems , Inc. ( www.roisystems.com ), a privately held provider of extended ERP software systems, with its headquarters in Minneapolis, MN, announced that Indiana-based Core Business Software Solutions (CBSS) would serve as a business partner in its Midwest region. CBSS, a technology consulting firm, will distribute and implement ROI Systems' MANAGE 2000 extended ERP system. CBSS's decision to distribute ROI's Read More

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Documents related to » s part 13


Analyzing Manhattan Associates’ Supply Chain Platform Play - Part 3
Part 1 of this blog series analyzed Manhattan Associates’ innovative Supply Chain Process Platform (SCPP)-based analytic applications, including Supply Chain

s part 13  Coremetrics consumer intelligence capabilities. S terling Commerce has arguably been a DOM pioneer via former Yantra , with 20 of Top 25 global retailers as customers, as discussed in my 2009 research article on the company . Manhattan’s current DOM install base is about a dozen large retailers. Certainly, IBM has been an equal opportunity partner and co-opetitor to continue to offer WebSphere Commerce Server to Manhattan’s DOM customers, but the company will likely focus more on rounding its own Read More
Sales and Operations Planning Part Three: Game Plan Guidelines
Effective game plans lead to improved firm performance and bottom line results. Metrics include reductions in stock-outs, delivery lead-time, missed shipments

s part 13  and Operations Planning Part Three: Game Plan Guidelines Sales and Operations Planning Part Three: Game Plan Guidelines Featured Author - Dr. Scott Hamilton - December 13, 2003 Guidelines Concerning S&OP Game Plans Effective game plans lead to improved firm performance and bottom line results. Metrics include reductions in stock-outs, delivery lead-time, missed shipments, partial shipments, expediting efforts, and improvements in customer service. The lack of effective game plans is typically cited Read More
ROI Systems MANAGE-s Well Past 2000 Part 2: Impact and Recommendations
Expanding incrementally, with goals that are carefully balanced with providing excellent customer support, close attention to the bottom line, and leveraging a

s part 13  Systems MANAGE-s Well Past 2000 Part 2: Impact and Recommendations Event Summary On March 13, ROI Systems , Inc. ( www.roisystems.com ), a privately held provider of extended ERP software systems, with its headquarters in Minneapolis, MN, announced that Indiana-based Core Business Software Solutions (CBSS) would serve as a business partner in its Midwest region. CBSS, a technology consulting firm, will distribute and implement ROI Systems' MANAGE 2000 extended ERP system. CBSS's decision to distribute 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

s part 13  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 from the competition, and whether it is going to be a very strong public company. Your views, comments and opinions, etc. are welcome in the meantime. Read More
Taming the SOA Beast - Part 2
Part 1 of this blog topic introduced the notion of how complex and tricky it can be to manage and govern enterprise applications' service oriented architecture

s part 13  the SOA Beast - Part 2 Part 1 of this blog topic introduced the notion of how complex and tricky it can be to manage and govern enterprise applications' service oriented architecture (SOA). That blog post also tackled Progress Software ’s recent acquisition of Mindreef in order to round out its SOA governance solution for distributed information technology (IT) environments. Mindreef joined the Progress Actional SOA Management product family that provides policy-based visibility, security, and co Read More
ManagedOps.com - 13 Years and 93,000 Square Feet
New Hampshire’s “Taylor Group” changes its name, builds a 93,000 square foot data center and lays out a plan to leverage 13 years of application experience to

s part 13  com - 13 Years and 93,000 Square Feet ManagedOps.com - 13 Years and 93,000 Square Feet A. Turner - May 8, 2000 Vendor Genesis The Taylor Group of Bedford, New Hampshire, recently changed its name to ManagedOps.com and secured $50 million in first-round financing. The investment will help accelerate the expansion of the company as it pursues an Application Service Provider business model. Dan Taylor started The Taylor Group in 1987 after he purchased a copy of Insight, (a popular accounting 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

s part 13  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 Service Optimizer 99+ (SO99+)  suite's name is that a 99+ percentage represents the gold standard in customer service levels, and it takes a product purposely built to achieve service level excellence and to support such a high standard. ToolsGroup’s latest version of software continues to Read More
Evolving Business Application Preferences, Part 1: Best-of-breed or Suite?
Do executives prefer to purchase business applications as part of an integrated suite or as part of a best-of-breed approach? Are there differences by software

s part 13  part of an integrated suite or as part of a best-of-breed approach? Are there differences by software category? By region? By company size? How have these preferences changed over time? What are the implications for users and vendors of business applications? Get the answers to these and other questions in this Strategic Perspective from Saugatuck Technology. Read More
The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures
This part discusses the causes of ill-fated implementation

s part 13  on the major Key Success Factors. Part Four makes User Recommendations. Read More
The (NA)Vision of Microsoft Dynamics NAV 2009 - Part 2
Part 1 of this blog series went through the first three generations of the Microsoft Dynamics NAV product, which at the time was called Navision and was owned

s part 13  (NA)Vision of Microsoft Dynamics NAV 2009 - Part 2 Part 1 of this blog series went through the first three generations of the Microsoft Dynamics NAV product, which at the time was called Navision and was owned by the formerly independent namesake company. How has new parent  Microsoft treated the product since acquiring it in 2002 ? Well, ongoing feedback from customers, partners, and market observers shows that Microsoft Dynamics NAV [ evaluate this product ] has maintained Navision’s original Read More
To SaaS or Not, Is That a Question? - SaaSy Discussions (Part IIb)
The first part (Part II) of this blog series described the opportunities for software as a service (SaaS) or on-demand applications, especially in the current

s part 13  SAS 70 Level II, Systrust, etc. Each part of the system must be audited and these audits can cast to the amount of US$100.000 and higher . Thus, multiple components in any architecture will lead to higher compliance costs, but that’s another blog topic. Forget Not About the “SaaS Plumbing” Thingies, Either! But even solving these multiple pieces of the architectural puzzle is only the beginning, since one also must include many SaaS-specific “must have” pieces of functionality, such as a Read More
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

s part 13  Part 1 of the series. Part 2 covers the Lexicon of CRM from J to Q. Part 3 covers the Lexicon of CRM from R to Z. 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

s part 13  i2’s products-plus-services traditional strategy was in part an attempt to solve these issues. Namely, if end users could not be relied upon to perform the correct steps (i.e., feed the system with correct data and interpret the system’s output), i2 wanted to take some responsibility for making sure they get and act on the correct answer (and also earn some additional bucks). We will have to wait and see whether JDA can structure its indisputable vast SCM knowledge and products into Read More
Are PLM and Global Sourcing Related? Duh, And How! (Part II)
Part I of this blog post analyzed the white paper entitled

s part 13  remedying all of the seven outsourcing pitfalls listed in Part I , it is more likely that its services revolve around selecting the right supplier, improving on the ineffective quote-and-go approach (with contract negotiation), and revealing and eliminating the hidden costs of going offshore. Outsourcing or transferring production offshore is not for everyone, especially in light of the over $4 per gallon gas prices of today . Therefore, the total cost of ownership (TCO) model should encapsulate not only Read More

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