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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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 d part 1


A Tale of a Few Good SCM Players - Part 1
Throughout the late 1990s and the mid-2000s, Manhattan Associates was the epitome of a well-managed supply chain management (SCM) software company in terms

d part 1  Tale of a Few Good SCM Players - Part 1 Throughout the late 1990s and the mid-2000s,  Manhattan Associates  was the epitome of a well-managed  supply chain management (SCM) software company in terms of market share, growth, profitability, and its products’ capabilities. Simply stated, the company set the industry standard for the supply chain execution (SCE) space and was the envy of its competitors.  The Long Trail of Excellence The company was founded in 1990 in Manhattan Beach, California,

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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 » d part 1

IFS Bucking the Trends - Part 1


IFS is a public business software company (listed on the Stockholm Stock Exchange) founded in 1983 with headquarters in Linkoping, Sweden and with US$362 million in revenues in 2009. The company develops, supplies, and implements IFS Applications, an integrated and component-based extended enterprise resource planning (ERP) suite built on service oriented architecture (SOA

d part 1  Bucking the Trends - Part 1 IFS is a public business software company (listed on the  Stockholm Stock Exchange ) founded in 1983 with headquarters in Linkoping, Sweden and with US$362 million in revenues in 2009. The company develops, supplies, and implements IFS Applications , an integrated and component-based extended  enterprise resource planning (ERP)  suite built on  service oriented architecture (SOA)  technology [ evaluate this product ]. The vendor has about 2,700 employees and more than 2, Read More

Not Yet Sold on SaaS ERP in Manufacturing? Take a Hard Look at Plex Online - Part 1


The software as a service (SaaS) model is now mainstream in many functional areas of business, quite outperforming its on-premise counterpart in this tough economic environment. Consider customer relationship management (CRM), transportation management, talent management, payroll processing, travel and expense (T@E) management, strategic sourcing and procurement, and many

d part 1  Yet Sold on SaaS ERP in Manufacturing? Take a Hard Look at Plex Online - Part 1 The  software as a service (SaaS)  model is now mainstream in many functional areas of business, quite outperforming its on-premise counterpart in this tough economic environment. Consider customer relationship management (CRM) , transportation management, talent management, payroll processing, travel and expense (T&E) management, strategic sourcing and procurement, and many other point (or departmental) solutions in Read More

Epicor Claims The Forefront Of CRM.NET-ification Part 1


By harnessing .NET possibly more zealously than its creator Microsoft’s Great Plains and Navision enterprise counterparts, and while difficult market conditions continue to persist, Epicor might be showing us that ‘a brave heart and wise mind’ can keep it in the mid-market leadership race amongst aslew of formidable opponents.

d part 1  uses ClienteleNet . This division of Geac Computer Corporation Limited (TSE: GAC), one of Epicor's competitors in the ERP space, stays on top of call management and problem resolution solution for supporting external customers by using Clientele Customer Support and ClienteleNet. ClienteleNet, a Web-based application used in conjunction with Clientele Customer Support, gives Geac's customers access to call history information, and, with the AnswerBook feature, the ability to search in an online Read More

Will 2013 Be IBS’ Comeback Year? Part 1


Several years ago enterprise applications market observers might have talked about Sweden’s “Three I” enterprise resource planning (ERP) vendors: Intentia, IFS, and IBS. While hardly anyone has ever questioned those publicly traded vendors’ industry savvy and product functionality, all three of them have struggled with stagnant growth and red ink for the major part of the late 1990s and early

d part 1  the pharma sector and Dynaman WMS sales. IBS has also changed the strategy toward partners—in 2012, 10 percent of its revenues were reportedly via value-added resellers (VARs), and the company wants this figure to be 15 percent in 2013. In Part 2 of this blog post series, IBS CEO Doug Braun unveils his game plan. Recommended Reading IBS Enterprise (v.7) ERP for Distribution Product Certification Report (2013) . February 4, 2013. Dealing with Food Industry Pressures . November 3, 2006. Infor Joins the Read More

Should Your Software Selection Process Have a Proof of Concept? Part Two: Advantages, Disadvantages, and Conclusion


A proof of concept (POC) should be completed as part of the selection process when the risk of project failure is comparatively high. Risk can be measured by two key variables. These variables are complexity of requirements and level of expertise of the selection/implementation team. The more complex the system requirements, the greater the benefit obtained from a POC.

d part 1  have marketing content that does not add value to the project. This is Part Two of a two-part tutorial. Part One discussed the structure of a POC and how it fits in the selection process. Advantages and Disadvantages to the Vendor These are the advantages to the vendor: Gain a competitive edge in the sales process. The POC is another tool in the sales toolkit. The POC can be used to move prospects into the next step of the sales process without the client having to make a full commitment. Better Read More

A Modern Tale of Long (Supply Chain) Tails -- Part I


As a little kid growing up in former (and erstwhile happy) Yugoslavia and watching my elders, day in, day out, downing dozens of strong Turkish coffees with their neighbors and relatives (while discussing sports, weather, world politics, and the neighborhood gossip) I would sometimes naively ask for a sip of coffee. The deterring line (a bogey-man tale) from my folks would be that “kids that drink

d part 1  Modern Tale of Long (Supply Chain) Tails -- Part I As a little kid growing up in former (and erstwhile happy) Yugoslavia and watching my elders, day in, day out, downing dozens of strong Turkish coffees with their neighbors and relatives (while discussing sports, weather, world politics, and the neighborhood gossip) I would sometimes naively ask for a sip of coffee. The deterring line (a bogey-man tale) from my folks would be that “kids that drink coffee end up with a tail on their rear side.” A few Read More

Project Management Communication: Part 3 of 3


In this final installment of the Project Management Communication series, we look at a vital project management tool. This system has provided visibility to senior management, as well as justification for projects based on the expected value of each product in its planning stage, and in projects both in progress and completed. What Is Project Portfolio Management? Project portfolio

d part 1  tool. This system has provided visibility to senior management, as well as justification for projects based on the expected value of each product in its planning stage, and in projects both in progress and completed. What Is Project Portfolio Management? Project portfolio management (PPM) is a resource system that permits an enterprise to collect (or document), maintain, and view information on the various stages of all its projects. This allows the project manager to classify and assign priorities for Read More

Deltek's Second Bite at the IPO Cherry (Part III)


Part II of this blog series analyzed the relatively recently launched Deltek EPM suite, which came as a result of three focused acquisitions. It also analyzed the suite's resulting potential cross- and up-sell opportunities and its prospective additional revenue for Deltek in a standalone manner. However, Deltek has not been sitting still when it comes to continually enhancing its core products

d part 1  truly cool (like the Deltek Briefing Wizard product mentioned in Part II of this blog series ): they mirror the portfolio management tools that Wall Street traders use to manage investments. Other new enhancements in Deltek Vision 5 would be the Inventory Management module (for customers with inventory needs in the Information Technology [IT] Consulting, Architecture & Engineering [A&E] and Interior Design sectors); enhanced earned value reporting; new international capabilities (localized further for Read More

Deltek's Second Bite at the IPO Cherry (Part IV)


Part III of this blog series analyzed the relatively recently launched Deltek Vision 5 [evaluate this product] and Deltek Costpoint 6 [evaluate this product] suites. It also tackled the related potential opportunities for Deltek. For one, key up- and cross-sell opportunities should come from: Additional modules, especially from the newly minted Deltek EPM [evaluate this product] suite: The

d part 1  project-centric messaging that was described in Part I of this blog series . Every vendor must reinvent itself into something new/interesting every few years at a minimum. Deltek's continual focus on things like EVM or project portfolio management (PPM) without any sizzle might begin to sound a bit flat after a while, at least in the global market. But we may find out soon. Namely, in only a few days, during the Deltek Insight '08 annual user conference, the vendor might come out with a number of new Read More

What Are the Best Practices In Managing Outsourced R&D Projects?


Predictions about the growth of outsourcing have proven to be quite on the mark. According to Partnering Forum, by the end of 2010 it is projected that over 40 percent of research and development (R&D) will be outsourced in pharmaceutical industries alone. If your company is planning on outsourcing its R&D projects, this whitepaper can help you learn how to manage them successfully.

d part 1  Best Practices In Managing Outsourced R&D Projects? Predictions about the growth of outsourcing have proven to be quite on the mark. According to Partnering Forum, by the end of 2010 it is projected that over 40 percent of research and development (R&D) will be outsourced in pharmaceutical industries alone. If your company is planning on outsourcing its R&D projects, this whitepaper can help you learn how to manage them successfully. Read More

Whose ROI is it Anyway? Part Two: Sorting Through Claims


ROI (return on investment) has taken on new importance in examining business initiatives and programs that often involve deployment of enterprise software and information technology. In some cases, "Show me the ROI" has become a smokescreen for "Let's wait and see" or, "Go away. Don't bother me."

d part 1  things can happen. ROI: Do You Have what it Takes? Take time to think —about the business initiative behind the investment Take it with a grain of salt —when reviewing ROI analysis and experience of other companies Take ownership —as a customer and as a vendor—to turn the assumptions behind the ROI analysis into results As part of this collaboration, the vendor should concentrate on providing critical information that an individual customer cannot easily generate. This could include A Read More

Whose ROI is it Anyway? Part One: Introduction


With growing frequency, we hear business and IT managers asking a technology vendor to "justify the expenditure" or "demonstrate the ROI" on their particular hardware, software or service offering. In some cases, this may be possible.

d part 1  phase. Then it settles down to capture a valuable place in modern productivity and growth. What still floats around in hyper-space is how we measure the return from enterprise software investments. This is Part One of a two-part note. Part Two will continue the discussion. What is ROI? The concept of ROI ( return on investment ) is not new. It's quite straightforward. ROI relates the benefits of a project, initiative or purchase to the associated costs and investment. It helps compare different programs Read More

The Magic Behind Planning and Executing (Optimal) Service Supply Chains - Part 1


The recent three-part series entitled “Navigating Between Service Management Scylla @ Charybdis” analyzed the phenomenon of service economy, or the increasing importance of the service sector in industrialized economies. But while the vast customer service software market’s opportunity was examined there, the series also pointed out the treacherous complexity of planning

d part 1  jobs and resources. Planning decisions play a bigger part in the bottom-line performance of the service business (i.e., financial profitability or  net income ). In other words, by omitting or neglecting any of these important logical steps, any company’s ability to deliver customer service will likely be impaired. Scheduling and Executing: Where the Rubber Meets the Road It is likely that every service business experiences the operational service chain optimization challenge on a daily basis. Simply Read More

What Makes a Good White Paper Good… (Part 4)


Here's the final point in a series of four aimed at identifying a "good" IT white paper (and providing helpful hints, should you need to write one). The previous points addressed the importance of the white paper's introduction, of writing to a specific audience, and of proposing a viable solution. The final point, appropriately enough, considers key features of an effective conclusion. 4. All

d part 1  Makes a Good White Paper Good… (Part 4) Here's the final point in a series of four aimed at identifying a good IT white paper (and providing helpful hints, should you need to write one). The previous points addressed the importance of the white paper's introduction, of writing to a specific audience, and of proposing a viable solution. The final point, appropriately enough, considers key features of an effective conclusion. 4. All’s Well that Ends Well… The first paragraph of the white paper Read More