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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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 s part 13


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

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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.

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

Software Test Tools

Tools exist to support software testing at all stages of a project. Some vendors offer an integrated suite that will support testing and development throughout a project's life, from gathering requirements to supporting the live system. Some vendors concentrate on a single part of that life cycle. The software test tools knowledge base provides functional criteria you might expect from a testing tool, the infrastructure that supports the tool, and an idea of the market position of the vendor.  

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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 Intelligence (SCI) and Total Cost to Serve (TCS). I discussed other Manhattan SCOPE suite modules as well as the company’s recent evolution from being a mere supply chain execution (SCE) provider. In Part 2, I zoomed in on the Distributed

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, partial shipments, expediting efforts, and improvements in customer service. This is an excerpt from the book Managing Your Supply Chain Using Microsoft Navision.

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 tried-and-true business model, partnerships and technologies has been ROI Systems' formula of success. It is now in a position to move forward with its plans for further needed product enhancements, staffing expansion and company growth, at a time when many of its peers continue to struggle.

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 different name, ownership, etc., but it is for the first time now, at the end of 2007 that I saw basically the same vendor go public for the second time (and in a 10 year timespan). Namely, Deltek (evaluate its flagship product), the leading

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 (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

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 promote its ASP solution.

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 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

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 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.

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 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

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 difficult economic milieu. Part IIa then analyzed the top five SaaS assumptions (misconceptions) recently outlined by Gartner. Before any vendor can embark onto delivering a SaaS offering, it must thoroughly consider a number of harrowing

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 of the common CRM phraseology. Here, in alphabetical order, is the Lexicon of CRM.

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 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

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 "Manufacturing Outsourcing: Seven Common Pitfalls to Avoid" , authored by Symphony Consulting and Arena Solutions. It also established an intrinsic connection with product lifecycle management (PLM) software technology as a global sourcing collaboration enabler. Indeed, several macroeconomic trends seem to be helping the PLM market

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