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Software Functionality Revealed in Detail
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 s part 3

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 » s part 3

APICS 2009 From the Expo Floor: Is S&OP Coming of Age? - Part 3


Part 1 of this blog series talked about my attendance of the APICS 2009 International Conference in Toronto, Canada in early October. I attended only a few education sessions, as my conference visit focused more on exploring the expo floor and talking to the exhibitors. My overwhelming impression from the conference's expo floor was that the main value propositions this year revolved around the

s part 3  as the Steelwedge Software’ s Enterprise-Enabled Excel front-end, as mentioned in Part 2 ), and economic necessity have stirred a re-awakening of interest in S&OP. For its part, by integrating  Oracle Hyperion Planning  and Demantra solutions, Oracle has expanded its S&OP footprint into IBP. As mentioned earlier, IBP fills a long-standing gap in corporate planning systems to provide the chief executive officers (CEOs) and chief financial officers (CFOs) with a much more accurate revenue forecast. In a Read More

The Lexicon of CRM - Part 3: From R to Z


CRM. C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part three of a three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, we continue the Lexicon of CRM

s part 3  in the process.   S   Sales Pipeline - This is the list of potential customers that the sales department is currently trying to convert into paying customers. Typically, customer deals in the pipeline are assigned dollar values and percentages likely to convert , and from that, sales forecasts can be approximated. SFA - Sales Force Automation . One of the lynchpins of CRM. This enables the Sales team to capture and maintain lead and other contact information in one data store, conduct team selling, vie Read More

E2open—An Unexpected S&OP Player: Part Two


Last week in the TEC blog we took a close look at E2open’s sales and operations planning (S&OP) strategy, including the vendor’s four-step blueprint to collaborative S&OP. Following is a Q&A with E2open vice president of product marketing Sean Rollings, including more information about E2open’s S&OP offerings and strategy, and Rollings’s ideas about trends in the S&OP market.

s part 3  Unexpected S&OP Player: Part Two Last week in the TEC blog we took a close look at E2open’s sales and operations planning (S&OP) strategy , including the vendor’s four-step blueprint to collaborative S&OP. We talked to E2open vice president of product marketing Sean Rollings to find out more about E2open’s S&OP strategy and capabilities. Following is a Q&A with Rollings, including more information about E2open’s S&OP offerings and Rollings’s ideas about trends in the S&OP market. Read More

UNIT4: The (Largely) Untold Story - Part 3


Part 1 of this blog post series started with my invitation by UNIT4 (formerly Unit 4 Agresso), the second largest business applications provider in continental Europe, to attend its UK 2010 users conference. Frankly, I was a bit skeptical about what new and exciting I might see and hear about at this event in light of the vendor’s analyst tour in Boston in late 2009. The

s part 3  to cross-sell, in a s oftware plus service  manner ( discussed on Part 2 ), into parts of an organization that do not necessarily need the overkill of an on-premise solution but which are content to take an on-demand offering. That is exactly what recently happened at the Telegraph Media Group , which has selected UNIT4 solutions for use in its media sales department. Namely, FinancialForce Accounting will automate the largely manual invoicing and accounting processes used in this busy department and wi Read More

APICS 2009 From the Expo Floor: Is S&OP Coming of Age? - Part 4


Part 1 of this series talked about my attendance of the APICS 2009 international conference in Toronto (Canada) in early October. I attended only a few education sessions, and my conference visit focused more on exploring the expo floor and talking to the exhibitors. My overwhelming impression from the conference's expo floor was that its main value proposition this year revolved around the

s part 3  the Expo Floor: Is S&OP Coming of Age? - Part 4 Part 1 of this series  talked about my attendance of the  APICS 2009 international conference in Toronto (Canada) in early October . I attended only a few education sessions, and my conference visit focused more on exploring the expo floor and talking to the exhibitors. My overwhelming impression from the conference''s expo floor was that its main  value proposition  this year revolved around the various flavors of  demand management , most notably  Sa 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.

s part 3  new questions to the support team. This is Part One of a two-part analysis of news from Epicor. Part Two continues to examine the Market Impact and makes User Recommendations. Market Impact Unfazed by its partner-competitor Microsoft''s blatant intrusion into the enterprise applications space (see Microsoft Throws .NET At SMEs, With CRM As Bait and Microsoft ''The Great'' Poised To Conquer Mid-Market, Once and Again ), Epicor has accepted the challenge of co-opetition and has decided to bet on its strong 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

s part 3  more comprehensive competitive landscape, see Part II of this blog series ). Staying Away From On-demand, For Now One potential stumbling block could come from the company not yet having any plans to roll out on-demand versions of its software, which would allow customers to download its applications over the Internet, and which is a backbone of businesses such as Salesforce.com and NetSuite . Software as a Service (SaaS) vendors such as Salesforce.com, ADP and RightNow compete only in Deltek’s Read More

Dreamforce 2010: Of Cloud Proliferation - Part 2


Part 1 of this blog series talked about my attendance of Dreamforce 2010, salesforce.com’s annual user conference, which has over the past several years become a highly anticipated and entertaining end-of-the-year fixture for enterprise applications market observers. My post concluded that while Dreamforce 2009 was mostly about continued growth of the cloud computing

s part 3  2 Part 1 of this blog series  talked about my attendance of Dreamforce 2010 , salesforce.com ’s annual user conference, which has over the past several years become a highly anticipated and entertaining end-of-the-year fixture for enterprise applications market observers. My post concluded that while Dreamforce 2009 was mostly about continued growth of the  cloud computing  trailblazer and unveiling of Salesforce Chatter , the company’s nascent social platform and collaboration cloud (as duly Read More

Taming the SOA Beast - Part 1


Certainly, I admit to not being a programmer or a techie expert (not to use somewhat derogatory words like “geek” or “nerd”) per se. Still, my engineering background and years of experience as a functional consultant should suffice for understanding the advantages and possible perils of service oriented architecture (SOA). On one hand, SOA’s advantages of flexibility (agility), components

s part 3  the SOA Beast - Part 1 Certainly, I admit to not being a programmer or a techie expert (not to use somewhat derogatory words like “geek” or “nerd”) per se. Still, my engineering background and years of experience as a functional consultant should suffice for understanding the advantages and possible perils of service oriented architecture (SOA). On one hand, SOA’s advantages of flexibility (agility), components’ reusability and standards-based interoperability have been well publicized . Read More

Cambian C/3


Cambian C/3 provides 4 key capabilities: (1) Distributed Multi-Channel Order Fulfillment with customer-specific visibility into your product catalog and product availability, with automated order capture, commitment, and fulfillment; (2) Consensus-Based Demand Forecasting including automated collection, aggregation, and review of customer demand forecasts, with integration to decision support tools and historical records, as well as automated generation of replenishment plans; (3) Multi-Mode Replenishment with customer-specific visibility into distributed inventories, including consigned and in-transit inventories, with control and automation of replenishment transactions; (4) Multi-Channel Sourcing including catalog aggregation across multiple suppliers, sharing of materials requirements based on automated bill of material explosion, and automated order placement and fulfillment.

s part 3  C/3 Cambian C/3 provides 4 key capabilities: (1) Distributed Multi-Channel Order Fulfillment with customer-specific visibility into your product catalog and product availability, with automated order capture, commitment, and fulfillment; (2) Consensus-Based Demand Forecasting including automated collection, aggregation, and review of customer demand forecasts, with integration to decision support tools and historical records, as well as automated generation of replenishment plans; (3) Multi-Mode Read More

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

s part 3  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 and SoftBrands (formerly Fourth Shift and Read More

Product Life Cycle Management (PLM) in Process Part 2 Process PLM Motivation


This part of the series on Product Life Cycle Management in Process explores the business motivations by review business strategies.

s part 3  Cycle Management (PLM) in Process Part 2 Process PLM Motivation Introduction In Part One of this series, we discussed Product Life Cycle Management as a proven concept in the discrete industries and as a growing concept in process. In this part, we explore the business motivations for PLM in process enterprises by reviewing business strategies. In part three, we will look at requirements for Process PLM decisions. The business strategies reviewed are: Accelerating Time-to-Market Increasing the success 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 recommendations for companies looking to outsource, and recommendations for outsourcing providers.

s part 3  101 - A Primer Part Three: Approaches and Recommendations Summary When a company contracts work from another company, it is typically called outsourcing. Outsourced work is usually performed locally (onshore outsourcing), in other countries in roughly the same time zone (nearshore outsourcing,) in countries that are many time zones away (offshore outsourcing), or some combination of the above. Literally any activity that is performed by a company can be, and probably has been, outsourced. A Read More

Navigating Between Service Management Scylla & Charybdis - Part 2


Part 1 of this series analyzed the phenomenon of the rise of the service economy: the increasing importance of the service sector in industrialized economies. Especially in a sluggish market, service delivered after the initial sale of a product is what can truly differentiate competitors. In fact, after-sale service is quite difficult to replicate. Thus, while durable (hard

s part 3  technicians’ jobs statuses. As said in Part 1 , many companies have deployed  global positioning systems (GPS)  to create large visual maps of where their workers are throughout the day. Some are also using street-level routing (SLR) to advise drivers about the shortest route from job to job. Aberdeen defines mobile field service as the applications and tools available to field workers to accept, monitor and complete service work orders. In addition to work order management, capabilities afforded by Read More