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 c part 3


Frankie Does ERP, Part 3
[Editor’s note: Frank is a real person, employed at a real company. However, I’ve changed certain identifying particulars for a variety of reasons. This

c part 3  employed at a real company. However, I’ve changed certain identifying particulars for a variety of reasons. This interactive series is an exercise in what-if analysis based on ongoing interviews with Frankie as well as your feedback. You may find Frank’s use of language a little colorful. I have toned it down. It’s still colorful.] Previously: Episode 1 | Episode 2 * My boss wants an ERP system. My boss wants an SAP ERP system. My boss wants me to call SAP now so we can get this ERP system. He’s

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Service Parts Planning RFI/RFP Template

Planning, Service Delivery and Execution, Workforce Optimization, Logistics Transportation and Reverse Logistics, Analytics and Reporting, Utilities, Product Technology Get this template

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Documents related to » c part 3

Project Management Communication: Developing a Plan (Part 2 Of 3)


Frequently when project teams convene to discuss post-project reviews, project team members feel that if communication had been better, the project would have gone smoother. The reason communication in project management is crucial is because it can impact a project’s success, and it is very important that project managers use the right types of communication during a project.Types of

c part 3  Management Communication: Developing a Plan (Part 2 Of 3) Frequently when project teams convene to discuss post-project reviews, project team members feel that if communication had been better, the project would have gone smoother. The reason communication in project management is crucial is because it can impact a project’s success, and it is very important that project managers use the right types of communication during a project. Types of Project Management Communication The issues project Read More

Microsoft Dynamics AX: The Chosen One Among Microsoft Dynamics ERP Equals? - Part 3


Part 1 of this blog series positioned all four Microsoft Dynamics enterprise resource planning (ERP) product lines and concluded that Microsoft Dynamics AX [evaluate this product] has been selected as the ace in the Dynamics ERP lineup and a global “platform” player in selected industries. In other words, the product has been providing an industry-enabling layer upon which certified partners can

c part 3  the Microsoft Convergence 2011 conference. Part of a “People-ready” Operations Messaging Framework Trio Colin Masson, Worldwide Director, Operation Solutions Category at Microsoft, believes that, as discussed in Part 2, the damage has been done and enterprises large and small are now skeptical of deploying ERP in support of their operations . This is due to the general belief that deploying any ERP solution will be costly, complex to use, and actually reduce visibility and effectiveness of their Read More

The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures


This part discusses the causes of ill-fated implementation

c part 3  Multi-division Enterprise . This concludes Part Three of a four-part report. Part One summarized a report titled ERP Trends by The Conference Board. Part Two commented on the major Key Success Factors. Part Four makes User Recommendations. Read More

Microsoft Dynamics CRM: Much More Than Meets the Eye - Part 3


Part 1 of this series discussed the current upbeat state of affairs of Microsoft Dynamics CRM, as one of the three best-performing products within the entire Microsoft Corporation of late. In a nutshell, during 2009, the product grew notably and surpassed one million licensed users. Microsoft’s customer relationship management (CRM) offering has become attractive to companies

c part 3  innovation of Microsoft Dynamics CRM in many ways. Part 2 analyzed the following embodiments of rapid innovation:  the Microsoft Dynamics CRM Online  offering ,  CRM Product Accelerators , and the so-called  xRM (extended relationship management)  framework. The xRM approach takes CRM one step further by targeting the management of all imaginable relationships, not just those with customers. CRM Platform Wars As analyzed in TEC ’s article  “War Looms in the On-demand CRM Market (and Read More

Tier 3 And Tier 4 ... Where Do You Go If You Don't Know, What You Don't Know.


If you are an executive in a Tier 3 or Tier 4 manufacturing company and you have wondered where to start, whom to call, what questions to ask, this article is for you.

c part 3  What You Don't Know. Introduction For many small to mid size manufacturing companies it has become abundantly clear that in order to be competitive, there is a definitive need for strong technology systems. Unfortunately, technology needs are frequently preceded by immediate financial demands in payroll, capital equipment, and other areas. In many cases, these small to mid size companies have similar needs as their larger competitors. Without proper technology and information systems tools, their Read More

It’s About Process (or the Ability to be Responsive) -- Part IV


Part III of this blog series introduced Webcom ResponsAbility, the on-demand workflow automation and business process management (BPM) solution. Anyone interested can take the product for a free trial test drive here. Other Real Life ResponsAbility Use Examples In addition to the examples described in Part III, another example of the ResponsAbility software in use can be found in Grayhill

c part 3  is repaired at no cost or a new part is sent to a customer. The defective part is also sent to the engineering department for analysis to determine the root cause and future corrective actions. Namely, in order to ensure the highest quality for which Grayhill is known, the case cannot be closed until all the corrective and preventive action (CAPA) requirements are fulfilled. To that end, the following outputs must be generated: the detailed explanation of the root cause of the problem, the short-term Read More

LeveragePoint Adds Value to B2B Pricing - Part 2


Part 1 of this blog series introduced LeveragePoint as a cloud-based newcomer to the business-to-business (B2B) pricing market with a novel pricing approach: value-based pricing. In this day and age of highly accelerated new product introductions, history-based pricing approaches are often inadequate. My previous post explained the company’s approach and current state of affairs. Part 2 follows

c part 3  Adds Value to B2B Pricing - Part 2 Part 1 of this blog series introduced LeveragePoint as a cloud-based newcomer to the business-to-business (B2B) pricing market with a novel pricing approach: value-based pricing . In this day and age of highly accelerated new product introductions, history-based pricing approaches are often inadequate. My previous post explained the company’s approach and current state of affairs. Part 2 follows with my discussion with LeveragePoint’s CEO Steven Forth both during my 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

c part 3  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 and executing service supply chains. Compared to manufacturing and Read More

Can Technology Make CFO's and Controller's Jobs More Strategic? (Part 2)


Part 1 of this blog series established that by offloading non-essential and non-value-adding routine tasks to third-party business process outsourcing (BPO) specialists, many human resource (HR) and payroll managers are now able to focus more on strategic and more important tasks of managing talent and human capital of the company. The discussion then went into the possible liberation of chief

c part 3  embedded processes, alerts, quality checks, etc.), the third know-how part of its triple-play solution cannot easily be replicated. This three-prong offering should deliver business efficiencies and keep CFOs out of jail in cases where their in-house staff might not be schooled on the latest tax laws, compliances, regulatory changes, etc. For example, do companies have the ability to satisfy various compliance and information security criteria, including Payment Card Industry (PCI ) compliance Read More

Global Trade Applications in Global Credit Crunch - Part II


Part I of this blog series analyzed the appropriateness of global sourcing and spend management applications for helping companies improve their cash flows and reduce working capital. It also introduced the question what might happen to global trade management (GTM) applications down the track. Indeed, what about this credit crunch and recession, and how will that affect the global trade

c part 3  Applications in Global Credit Crunch - Part II Part I of this blog series analyzed the appropriateness of global sourcing and spend management applications for helping companies improve their cash flows and reduce working capital. It also introduced the question what might happen to global trade management (GTM) applications down the track. Indeed, what about this credit crunch and recession, and how will that affect the global trade, imports from China, Letters of credit (L/Cs), etc.? With the current Read More

IFS Bucking the Trends - Part 2


Part 1 of this blog series analyzed the current upbeat state of affairs of IFS, a public business software company (listed on the Stockholm Stock Exchange) founded in 1983 with its headquarters in Linkoping, Sweden. The company develops, supplies, and implements IFS Applications™, an integrated and component-based extended enterprise resource planning (ERP) suite built on

c part 3  Bucking the Trends - Part 2 Part 1 of this blog series analyzed the current upbeat state of affairs of IFS , a public business software company (listed on the  Stockholm Stock Exchange ) founded in 1983 with its headquarters in Linkoping, Sweden. 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 article Read More

The Path to ERP for Small Businesses - Part 1: The Research


Most consultants agree that there are three stages that precede a software implementation project: research, evaluation, and selection. This three-part article will describe each of them, providing tips and real life examples that will help small businesses better understand what they need and how they can find the best product and vendor for them.

c part 3  of information where you can find what you need for the next stage—comparable vendors and products best suited for your organization. Part 2 of this article will describe what you should do in order to ensure a successful software evaluation. Read More

The ITIL Version 3 Prescription for Transitioning Services


IT service transition is difficult to manage. But with the updated guidance found in ITIL Version 3, IT organizations can plan for a more successful transition, with a new perspective on all transition phases, including planning, configuration, and change management.

c part 3  every organization struggles with change. Projects run over time and over budget. New elements seem to break what was working before. Rollouts fail part way through, with no clear way to get back to the starting point. And all the while, we are hemorrhaging time and money, and losing credibility with the business. These are just a few of the challenges that the guidance in the Information Technology Infrastructure Library (ITIL) Version 3 is intended to help address, in particular through the volume Read More

It’s About Process (or the Ability to be Responsive) -- Part III


Part II of this blog series continued the introduction of the concepts of workflow automation and business process management (BPM). It also zoomed in on similarities and subtle differences between the two related software categories. Finally, the idea of on-demand workflow and/or BPM solutions was introduced. To that end, Webcom Inc. has leveraged its vast expertise earned while addressing

c part 3  About Process (or the Ability to be Responsive) -- Part III Part II of this blog series continued the introduction of the concepts of workflow automation and business process management (BPM). It also zoomed in on similarities and subtle differences between the two related software categories. Finally, the idea of on-demand workflow and/or BPM solutions was introduced. To that end, W ebcom Inc.  has leveraged its vast expertise earned while addressing many complex sales quote-to-order (Q2O) Read More