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Picture Archiving Communication Systems (PACS) for the Health Care Industry
PACS (Picture Archiving Communication System) manages the storage and display of digitized diagnostic images such as x-rays, CT Scans, and ultrasounds for use by radiologists and other clinician...
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Documents related to » x part 1


A Tale of a Few Good SCM Players - Part 1
Throughout the late 1990s and the mid-2000s, Manhattan Associates was the epitome of a well-managed supply chain management (SCM) software company in terms

x part 1  same time, Manhattan introduced  X-suite Solutions (currently consisting of Flow Management and Extended Enterprise Management ) to address complex cross-functional business issues, such as collaborating with trading partners to efficiently communicate and ensure goods move smoothly to end customers at minimum cost. The vendor also introduced IBM Cognos -enabled supply chain intelligence (SCI) to enable the quick creation of dashboards, analytics, views, user-defined alerts, and key management reports. 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

x part 1  schedule calls of type X to technicians of type Y!” Simple automation with limited intelligence can even be worse than manual decision-making itself because frequent illogical suggestions by the computer will make an experienced dispatch team question all of its other decisions. This distrust in the system will cause the involved humans to manually intervene and eventually stop using the system altogether. Automation might bring some benefits with small improvements in utilization, efficiency, Read More...
Deltek''s Second Bite at the IPO Cherry (Part I)
In the last decade or so of covering the enterprise applications market, I''ve witnessed so many products and vendors disappearing and reappearing under a

x part 1  an “at a glance”  x/y axis grid that graphically depicted the solution targets based on two distinct client parameters:  1) business size/complexity and 2) technology requirements, the world finally “got” what Deltek was all about. All other (sometimes confusing) point and/or legacy solutions (e.g., Deltek CRM Proposals , evaluate this product ) have been subordinated to one of the three major product lines. These major products were (and still are): 1. Deltek Costpoint ( evaluate this Read More...
Quantum Retail: Challenging the
Every year-ending holiday season reminds us of the importance of consumer spending and the retail sector for the United States (US) and global economies

x part 1  come in on Day X for product Z?”) rather than sociology (i.e., the likelihood of a general customer to come in for that product). Dealing With a Panoply of (Largely Static and Isolated) Systems Therefore, retailers need new models and thinking as better answers for their merchandize assortments, item allocations, and store labor in order to handle tricky factors such as seasonality, lifecycle phases of their products, weather, promotions, commodity price changes, average day-of-week and time-of-day 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

x part 1  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 build Read More...
Curbing MESsy Shop Floor State of Affairs - Part I
Those that follow manufacturing-oriented enterprise applications have likely noticed for some time an uptick of conversations about the need to better integrate

x part 1  to: Plan, Define, Control, Execute , and Analyze Production . Why do we need integrated manufacturing operations, or manufacturing execution systems (MES) linked to transactional enterprise resource planning (ERP) systems, likely via some plant-level integration hub and visualization & intelligence layer ? Well, it is not a major revelation to say that, for instance, in the discrete manufacturing sector, fabrication and assembly processes are being run and managed by isolated applications, such as Read More...
Whose ROI is it Anyway? Part One: Introduction
With growing frequency, we hear business and IT managers asking a technology vendor to

x part 1  investment happens in the context of overall business processes. It''s very tough to isolate it to a piece of hardware or software. I spoke recently with a Microsoft executive. He called attention to a Microsoft campaign to help customers and channel partners with ROI evaluation. Being Microsoft, they took the liberty of re-labeling this ROI modeling as Rapid Economic Justification of Technology. The vested interest seems obvious. Rather than try to justify spending money on a particular technology, busi Read More...
Should Your Software Selection Process Have a Proof of Concept? Part Two: Advantages, Disadvantages, and Conclusion
A proof of concept (POC) should be completed as part of the selection process when the risk of project failure is comparatively high. Risk can be measured by

x part 1  for the client including Expectation synchronization with the vendor Improved ownership of the implementation process Identification of functional gaps or overselling Better understanding of investment required. More accurate scoping provides a better understanding of the investment required to complete the implementation. Evaluation of the implementation partner. The POC process allows the client to evaluate the software and also the implementation partner. There are also limitations of the POC that 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

x part 1  MAPICS, Inc . (NASDAQ: MAPX), a global provider of extended ERP applications for 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 Read More...
Tier 1 vs. Tier 2 vs. Tier 3 ERP: What’s the Difference, Anyway?
In the software industry, at least in the enterprise resource planning (ERP) segment, there is an implicit understanding of what is meant by tier 1, 2, and 3

x part 1  are sparse. Those that exist vary from source to source and are mainly based on the vendor’s clients’ company size, the number of the vendor’s remote business units, and the vendor’s annual revenue. Nonetheless, it seems that the very short list of tier 1 ERP vendors is always easy enough to identify. Or is it? Indeed, the most straightforward and useful way to distinguish different software vendor tiers is by the type of company they serve: Tier 1 vendors serve large global businesses. Tier 2 Read More...
A Modern Tale of Long (Supply Chain) Tails -- Part I
As a little kid growing up in former (and erstwhile happy) Yugoslavia and watching my elders, day in, day out, downing dozens of strong Turkish coffees with

x part 1  not be the worst example of long tails, since the above-mentioned Webcast has pointed out some other businesses (like automotive aftermarket part distributors) that attribute even 98 percent of all SKUs to slow-moving items that contribute to over 60 percent of revenues. Yet, 82 percent of organizations still measure the weighted mean absolute percentage error (WMAPE), which is an appropriate key performance indicator (KPI) for a small number of items with high volumes and high demand forecast Read More...
Global Trade Hits Home at MegaResistCap-Part III: Be Careful What You Ask For
In the first two parts of this series (part I, part II), Jim, director of IT at MegaResistCap, learned that the company’s recently rolled out enterprise

x part 1  functionality more quickly than expected. He had sent an e-mail off to his chief information officer (CIO), Mike, suggesting a new project be set up and managed by the project management office, MegaPMO. Now, with some trepidation, he awaited the response from the CIO. The week following Jim’s e-mail passed without a reply to his message. Was the CIO trying to distance himself from Jim’s message? Was the executive operational committee upset by the suggestion of another software project after they 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

x part 1  Systems ( IFS ) (XSSE: IFS), a Swedish extended enterprise applications supplier with sales in 45 countries, over $330 million USD) in revenues in 2003, and with more than 350,000 users worldwide, announced the following: In early January that, following the agreement with Uniativa Ltda (which acquired the entire business and 100 percent of the stock in Industrial and Financial Systems do Brasil Ltda on December 31, 2004) partners will be solely responsible for the sale and distribution of IFS 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

x part 1  by the distinctive Stock Mix Optimization capability that has delivered higher service levels with much less inventory for ToolsGroup customers. As its name suggests, the feature is used to define and manage the right mix at each location in the supply network to deliver the targeted customer service level. The inventory optimization system automatically adjusts service level targets for individual stock-keeping units (SKUs) to obtain the most optimal “mix” of inventory, and hence to attain the Read More...

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