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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

b part 2  architecture (SOA ) principles, BPP works with them all. Moreover, RedPrairie’s offering handles  reverse logistics  as part of its standard WMS, including repair, repackaging, redistribution, and disposal. The vendor just doesn’t market it as a separate capability or module. Manhattan also handle returns in its base WMS, but Manhattan's reverse logistics management (RLM) product is not about returns in the warehouse. Instead it is about managing the entire process, starting with the point of Read More...
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Documents related to » b part 2


AribaLIVE 2012: What Was Jolly Good (and What Could Improve) - Part 2
Part 1 of this blog series analyzed the positive impressions from my attendance of the AribaLIVE 2012 user event. Still, while it might appear that Ariba is

b part 2  2012: What Was Jolly Good (and What Could Improve) - Part 2 Part 1 of this blog series analyzed the positive impressions from my attendance of the AribaLIVE 2012 user event . Still, while it might appear that Ariba is firing on all cylinders, as is typically the case, Ariba is not all things to all people and no company is without issues. Thus this post will discuss some challenges and related rooms for improvement. To date, Ariba has been offering a focused solution and this strategy is working. Read More...
Appointment Scheduling - Achieving the Positive Ripple Effect Part 2: A Solution
Integration of the appointment scheduling system with other systems is necessary for maximum benefit.

b part 2  that significant improvements may be realized through the appropriate use of technology. This is Part Two of a three-part article. Part One discussed the problem. Part Three will be a case study illustration. Far Reaching Benefits Achieving and implementing the above mentioned improvements through an Internet appointment scheduling system would widely increase the opportunity for many more benefits to be gained from better information. SKU level visibility, increased capacity utilization, decreased rates Read More...
Supplier Logistics Management (SLM) Part 2
Supplier Logistics Management (SLM) offers the opportunity for considerable improvement in efficiency as well as cost reductions. SLM enables companies and

b part 2  senior management the silver bullet they are looking for to minimize operational inefficiencies, reduce costs and gain a sustainable competitive advantage. This is Part Two of three-part note. Part One covered how Technology Enables Supplier Logistics Management. Parts Two and Three cover the Seven Fundamental Issues Targeted by Supplier Logistics Management. (1) Kraft In Sync with Shaw's Supermarkets' Consumer Goods Technology, Ralph Bernstein, June 2001 (2) Unexplainable Losses' Traffic World, John Read More...
Selecting PLM Software Solutions Part 2 - Problem Overview
Past experience shows us that the vast majority of enterprise technology evaluations run over time and budget, and once selected, the majority of the

b part 2  the viewpoint of the Buyers and Vendors. Part One Lessons Learned from Previous Enterprise Software Selections Part Two Overview of the Problems in Selecting PLM Software Part Three Presents a Solution Part Four Presents Examples of Applying the Solution Part Five Makes User Recommendations Problem Overview Prospective customers typically struggle with the following issues when selecting enterprise technologies: Their selection project teams have no effective way to define their business requirements and 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.

b 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...
#2 Dell Tries Harder, Compaq Hurts
Dell Computer Corporation is the #2 Intel server manufacturer in the world. Can they beat Compaq and make it to #1?

b part 2  tried to expand much beyond the Intel market. Part of the reason for this is that IBM and HP had a successful non-PC business before PCs took over the world. It was therefore easier for them to become and remain total systems houses. Compaq expanded beyond Intel through acquisition, and so it has been more difficult for them to match the IBM/HP fully-rounded product offerings. Although Intel only has been a successful strategy for Dell to date, we expect they will want to expand their markets. We Read More...
It's the Aftermarket Service, Stupid! (Part I)
Regardless of the economic environment (and sentiments), I always think of the opportunity within the aftermarket service and support as a profitable, high

b part 2  also a way to become a strategic part of the customer's business after the sale is completed. In another Harvard Business Review article titled Winning in the Aftermarket from May 2006, MCA Solutions' co-founders, Dr. Morris Cohen and Dr. Vipul Agrawal, shared their insights on opportunities to increase corporate profitability through better management of the service business. The “Six Steps for Managing Service Networks” outlined therein explain how all service-oriented companies (not to be confused Read More...
Deltek's Second Bite at the IPO Cherry (Part II)
Well, a few months after Part I of this blog post was published, which focused on Deltek's pre-New Mountain Capital private equity investment era, the time has

b part 2  s Second Bite at the IPO Cherry (Part II) Well, a few months after  Part I of this blog post was published, which focused on Deltek 's pre- New Mountain Capital private equity investment era, the time has finally come for us to analyze why being again publicly traded should (or should not) work better for Deltek this time. If one is to judge merely by the most recent financial figures , it would appear to be working well, but my focus here is on some lingering softer issues too. So, when the new 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

b part 2  has also been a bestseller. In his part of the Webcast mentioned in Part I , Joseph Shamir, ToolsGroup’s chief executive officer (CEO), ascertained that when the long tail is viewed from a supply chain perspective, the tail starts where demand becomes “intermittent.” Using this definition, ToolsGroup’s research shows that most brick-and-mortar companies (and not only e-tailers, as one might think) are also facing an increasingly long tail environment. This is because they are dealing with far 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

b 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...
One Year Later at Deltek: More of the Same (And Then Some More) - Part III
Part I of this blog series explained Deltek’s ebullience despite a hostile and depressed environment, and also analyzed the recent developments (and anticipated

b part 2  Office of Management and Budget (OMB) Part 300 reporting capabilities and simplified data integration. The latter was enabled via a United Nations Centre for Trade Facilitation and Electronic Business (UN/CEFACT ) Extensible Markup Language (XML) data interchange to communicate EVM data to clients more easily. Acquisition Further Bolsters EVM Leadership As the second major move in the EPM space, in September 2008 Deltek announced the acquisition of MPM, Planview's former EVM solution.  Deltek received bo Read More...
D&B
D@B is a data provider that delivers customer, prospect, and supplier information collected from 30,000 sources. The D@B database uses the DUNSRight Quality

b part 2  B D&B is a data provider that delivers customer, prospect, and supplier information collected from 30,000 sources. The D&B database uses the DUNSRight Quality Process, which eliminates duplicate contacts and points out companies that are involved in tight collaborations. Records include company firmographics, with financial, industry, and multichannel contact information. The information is aggregated and monitored by industry-specific business analysts. The database contains about 130 million active Read More...
BigMachines: Getting Bigger and Better - Part II
Part I of this blog post series talked about my encounter with BigMachines, a provider of slick software-as-a-service (SaaS) configure, price, and quote (CPQ

b part 2  Getting Bigger and Better - Part II Part I of this blog post series  talked about my encounter with  BigMachines , a provider of slick  software-as-a-service (SaaS)  configure, price, and quote (CPQ)/ quote-to-order (Q2O)  solutions during my recent attendance of  Gartner’s CRM Summit in Scottsdale, Arizona (US).  Prior to analyzing recent events at BigMachines, Part I explained the general value proposition of on-demand Q2O and CPQ software solutions . Part II will continue with a di Read More...

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