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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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 h part 4


“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

h part 4  nodes, a strategy that hardly anyone recommends 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

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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 » h part 4

Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions Part 2: Financial Metrics


If the key financial metrics for creating corporate value relate to costs, capital charges and consumption, and profitability, then the corporate capabilities or competencies required to drive those metrics must include controlling supply chain costs, managing supply chain cycle time, and optimizing responsiveness to the marketplace.

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JDA Portfolio: For the Retail Industry Part One: Event Summary


From how to price and promote products to how to optimize profits, JDA Portfolio tries to create that perfect "moment of truth"--when the right consumer product at the right price is at the right place and at the right time. Yet, the portfolio rounding out process has to continue in earnest, especially after JDA’s aborted merger with QRS.

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Federal Procurement Essentials: Sealed Bidding


Selling to the government can bring new life to contract winners, particularly small and medium businesses. In fact, organizations that understand and leverage federal acquisition methods and processes can grow from scratch to a profitable bottom line, whatever their size.

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How Do You Categorize Notebooks?


The notebook computer market has become one of the remaining battlegrounds for computer manufacturers. Our purpose here is to define the notebook market segments, describe what the general characteristics of each segment are, and to give users an idea of what features they can expect for each segment.

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Taking Stock of Infor’s HCM “Inventory Items” - Part 2


Part 1 of this blog series started by expressing the “New Infor” sentiments (backed up with concrete examples and rationale) following my recent attendance of Inforum 2012. Then the article provided some historical background and described the lineage of the products that currently form the Infor10 HCM portfolio. The article also detailed some technical and organizational issues on both the

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“Act Vertical” vs. “Go Extinct” Retailers - Part 3


Part 1 of this blog series set the historical background for supply chain management (SCM) evolution and presented the advantages and shortcomings of vertical vs. horizontal integration. The analysis then moved onto the generally embattled retail sector, where a select group of innovative retailers has found a “happy medium” approach to stay well above the fray. Kurt Salmon Associated (KSA

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What's in a name? or Enterprise systems' reincarnations (Part II)


While the Part I of this topic focused on Consona Corporation (former M2M Holdings), this time the discussion continues with the recently minted Solarsoft entity, privately owned by Marlin Equity Partners. True, in Part I, besides Infor, I could have also mentioned as old news the renaming of Verticent ERP Plus (formerly PowerCerv [evaluate this product]) as part of the ASA International parent

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Jaspersoft 4, New Year . . . New Gear


On January 11, 2011, Jaspersoft launched a new version of its BI suite named Jaspersoft 4. The open source software provider will be promoting its new business intelligence (BI) suite designed to provide users with self-service BI features via its Web Application user interface (UI). Built on open Web standards, Jaspersoft 4 is a complete Web application, and it’s ready to be deployed on premise

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Optiant Going to a (Much) Better Place: Logility - Part 3


Part 1 of this series analyzed the late-March acquisition of long-struggling inventory optimization (IO) provider Optiant by long well-performing supply chain management (SCM) provider Logility. I then discussed Logility’s acquisition history to set the stage for the current offerings that Optiant will join.The 2004 acquisition of Demand Management, Inc. (DMI) and its Demand Solutions brand was

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The 11th Vendor Shootout for ERP: Observations - Part 2


Part 1 of this blog series talked about my attendance of the 11th Vendor ShootoutTM for ERP event, which took place in Boston in mid-August 2011. I was able to experience this co-opetitive gathering of eight solution providers and several dozen end users seeking new solutions first-hand as a neutral (and yet very active) observer (for the inner workings of the event, see my article Demystifying

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