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Discrete Manufacturing (ERP)
The simplified definition of enterprise resource planning (ERP) software is a set of applications that automate finance and human resources departments and help manufacturers handle jobs such as or...
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Documents related to » k part 1


JDA FOCUS 2010 Impressions - Part 1
Last year I attended the JDA FOCUS 2009 conference to realize that Scottsdale, Arizona-based JDA Software (NASDAQ: JDAS) has become a force to be reckoned

k part 1  sets. JDA pledged several key commitments to its customers starting with that the company would continue to support all of its products. JDA will note replace one product with another, but will rather create a “Superior Solution” that is a “Superset” of the combined functionality. Last but not least, JDA will not impose a forced timeline to upgrade: JDA customers will be able to move to the converged solution when they are ready, i.e. in the normal cycle of upgrade. Meanwhile, certain products Read More...
Progress Software Revs Up to Higher RPM via Savvion - Part 2
Part 1 of this series began to analyze the recent merger of Progress Software Corp. [NASDAQ: PRGS] and Savvion Inc. With this acquisition, Progress has made a

k part 1  and managers need to keep updating their decisions based on a repository of rules, policies, and regulations. Some of the simple rules can be described as part of the process description via the decision gateways (e.g.,  if-then-else ). But there could be rules that are more complex, i.e., hierarchical in nature, and thus need to be maintained outside of business processes. In that case, the company needs a BPM system with a strong  business rules management system (BRMS) . Within a BRMS, users can 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

k part 1  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 discussion of recent developments at BigMachines. From the Read More...
Outsourcing 101 - A Primer Part Two: Outsourcing Categories
Outsourcing is a very diverse market, and there are many different outsourcing options and outsourcing service providers to choose from. This part examines the

k part 1  is a very diverse market, and there are many different outsourcing options and outsourcing service providers to choose from. This part examines the four broad outsourcing categories: Application software I.T. infrastructure Business process outsourcing (BPO), and Manufacturing This is Part Two of a three-part note. Part One discussed the history of outsourcing, described outsourcing pros and cons, and introduced offshoring concepts. This part defines and describes common types of outsourcing. Part Three Read More...
Progress Software Revs Up to Higher RPM via Savvion - Part 3
Part 1 of this blog series began with an analysis of the recent merger of Progress Software Corporation (NASDAQ: PRGS) and Savvion Inc. Progress has this way

k part 1  a top-down manner. Dr. K asked the audience What percentage of processes within enterprises run on a BPM system? The answer was less than 5 percent, although more than 80 percent of processes need improvements. It would be counterproductive to re-implement any business process to improve it. This suboptimal practice breaks away from the notional idea that “Model, Deploy, Execute, Monitor, and Improve” is the proper cycle for achieving process management and improvement nirvana. A major problem is Read More...
Outsourcing 101 - A Primer Part Three: Approaches and Recommendations
Outsourcing is a very diverse market, and there are many different outsourcing options and outsourcing service providers to choose from. This part discusses

k part 1  of these providers are known only by their customers and current prospects. These providers need to focus on differentiation and gaining visibility in a crowded market. This concludes Part Three of a three-part note. Part One discussed the history of outsourcing, described outsourcing pros and cons, and introduced offshoring concepts. Part Two defined and described four major outsourcing categories. Part Three recapped outsourcing approaches and categories, and described recommendations. About the Author Read More...
SOA From a Management Perspective: Part Two
Despite the numerous benefits companies can expect from service-oriented architecture, the technology is still relatively new and implementation costs are steep

k part 1  SOA. Concerns About SOA Back in the day when procedures and subroutines were all the rage, there was a performance concern: Did the use of subroutines, with all of its branching back and forth and passing of data, degrade performance as opposed to duplicating the code in stream? The same concern with message traffic in service-oriented architecture (SOA) is being voiced by some information technology (IT) shops. Vendors downplay this concern, explaining that today''s processing speeds more than compensate Read More...
MAPICS Moving On Pragmatically Part 3: Challenges
MAPICS remains at a critical point in time, where immaculate execution without much space for missteps will determine its future. Despite notable functional and

k part 1  world-class mid-sized manufacturers, has embarked on a painstaking process of producing a strategy going forward that would pragmatically blend the company''s traditional values and success factors with new approaches to stay in tune with market trends. All the products mentioned in Part One will have lost their former trademarks. The applications discussed in Part Two outside the core ERP backbones can or will be used atop of both ERP systems, and will commonly be referred as e.g., MAPICS Portal, PLM, or 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

k part 1  screen, and so on. Key ResponsAbility Design Tenets In contrast, ResponsAbility was built with several design concepts in mind, starting with scalability in terms of users’ ability to create an unlimited number of cases, processes, statuses, status transitions, custom fields, users, user types, departments, etc. There is also flexibility in terms of creating permissions (e.g., by project, by process, by custom fields, etc.) and the assigning of rules and permissions is visible system-wide. As for data Read More...
J.D. Edwards Finds Its Inner-Self Within Its 5th Incarnation Part 2: FOCUS Announcements Continued
While significant new product deliveries have happened under the company’s own steam, J.D. Edwards has not departed from its traditional policy of congenial

k part 1  FOCUS Announcements Continued P.J. Jakovljevic - October 3, 2002 FOCUS Announcements Continued However, contrary to the concrete delivery announcements discussed in Part One, during FOCUS, J.D. Edwards announced merely its vision for a Supplier Relationship Management ( SRM ) suite with full capabilities to electronically collaborate with suppliers and partners across the supply chain. Having advanced the concept of SRM beyond other offerings currently on the market, J.D. Edwards believes to be in a Read More...
Social ERP Emerges, Transforms the Way People Work (Part 2)
In part one of this series, we looked at how and why social media capabilities are impacting enterprise resource planning (ERP) solutions. We looked at the

k part 1  Transforms the Way People Work (Part 2)  In part one of this series , we looked at how and why social media capabilities are impacting enterprise resource planning (ERP) solutions. We looked at the benefits of social media in ERP, social capabilities and features, and also pointed out that user adoption and corporate governance must be considered when rolling out these tools. This second post provides an in-depth look at the different approaches major ERP vendors have taken to integrate social Read More...
IFS Continues Its Reinvention Through Pruning Part Two: Background, Challenges, and Response
IFS could be an object case of how a great product (in terms of functionality scope and technological foundation) and knowledgeable employees are only part of

k part 1  and technological foundation) and knowledgeable employees are only part of the wholesale success in the finicky enterprise resource planning (ERP) market. Namely, back in 1994, IFS began a development project to transfer its flagship IFS Applications suite to object-oriented technology, which was completed in 1997, with the launch of the IFS Applications 1998 product suite. The IFS'' business concept has since been to increase the freedom of action and competitiveness of user companies by enabling Read More...
A Modern Tale of Long (Supply Chain) Tails -- Part II
Part I of this blog series introduced the notion of long tails in modern supply chains. That blog post also introduced the vendor ToolsGroup and its solution

k part 1  from retail giants ( Kroger or Wal-Mart that will not take no for an answer). Accordingly, Forecast MicroAllocation performs detailed demand pattern sensing and features a forecast consumption logic with reactive adjustments. The final part of this blog series will describe how the above-mentioned ToolsGroup''s capabilities have been parlayed into solutions for long-tail environments. In the meantime, your comments, opinions, experiences, etc. are highly encouraged and appreciated. BEGINLYXk Read More...
RedPrairie - New Name For A Brave New Value Proposition Paradigm Part Three: Continued Market Impact
RedPrairie''s solution for the first time enables both private & third party logistic providers (3PLs) to meet the needs of multiple vertical industries within a

k part 1  is one of the key tenets that have led to its continued success. The vendor has so far focused most of its R&D on enhancing execution capabilities for specific industry requirements, on real-time collaboration of the extended supply chain, and on delivering more functionality from its suite of optimization products, which take the raw data from WMS and transform it into useful information. This is Part Three of a four-part article on RedPrairie. Part One detailed recent events. Part Two began the Read More...

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