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Commerce Technology Design Analyze
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| 1. |
Selecting a PLM Vendor (4 Pages)
by P.J. Jakovljevic and Jim Brown
Aug 21, 2004
Abstract : PLM enterprise applications should not be selected in a vacuum. The needs and requirements of multiple departments and even business partners must be represented in the documented requirements and also on the selection team, which should attempt to examine different functions and methods involved in critical areas.
Type: Article
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| 2. |
Selecting a PLM Vendor (4 Pages)
by P.J. Jakovljevic & Jim Brown
Oct 17, 2003
Abstract : A product lifecycle management (PLM) strategy is a must for enterprises that live or die on the suitability, timeliness, quality, and sustainability of the products they bring to market. To that end, PLM has become a proven tool in increasing competitiveness amid the increased tendency to subcontract design and engineering tasks, to rush-deliver a variety of merchandise to market for satisfying ever-changing consumer demand, and amid the increase of custom-made products. Hence, the enterprises that consider product development a core competency should investigate PLM immediately to maintain their leadership in this area. Other companies should see PLM as a necessary requirement to maintain parity with competitors.
Type: Article
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| 3. |
Retail Market Dynamics for Software Vendors Part Two: Progress (5 Pages)
by P.J. Jakovljevic
Sep 14, 2004
Abstract : ERP vendors are making their way into the retail market by bundling, acquiring point solutions or partnering strategically to embed retail-specific functions within their suites. Like in all other enterprise applications markets, eventually, albeit not any time soon, the retail market too will come to a showdown between the pure retail vendors and the enterprise application vendors (e.g., Oracle, SAP, Lawson, PeopleSoft, SSA Global, Geac, Intentia, etc.), which have been striving to natively embed more retail-specific capability into their products.
Type: Article
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| 4. |
Mainstream Enterprise Vendors Begin to Grasp Content Management Part Two: Background & Lessons Learned (3 Pages)
by P.J. Jakovljevic
Nov 12, 2004
Abstract : The requirement for robust PCM is finally being recognized among chief information officers (CIO) and IT managers, who are looking to create and manage a centralized repository of rich product content, and also by many enterprise vendors.
Type: Article
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| 5. |
Can Brick & Mortar Leaders Be Brick & Click Leaders? (4 Pages)
by R. Lynch
Apr 12, 2000
Abstract : Merger mania, deregulation, and new technology are having far ranging impacts on organization, process, and technology integration in the financial services arena. But are leaders ready for the speed, innovation and risk management challenge brought on by e-commerce?
Type: Article
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| 6. |
SAP Bolsters NetWeaver's MDM Capabilities Part Three: Market Impact (4 Pages)
by P.J. Jakovljevic
Dec 3, 2004
Abstract : As business applications' scope continues to expand, so does a propagation of data sources across the businesses and IT systems. Achieving consistent understanding of this scattered data has become a major hurdle to improved business processes, with redundancy, waste and a plethora of lost opportunities as a result.
Type: Article
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| 7. |
Baan Seeking A New Foster Home -- A Déjà vu Or Not Quite? Part Two: Baan Under Invensys (3 Pages)
by P.J. Jakovljevic
May 7, 2003
Abstract : Baan's phase under Invensys, after a turbulent three years that have seen considerable people, market and technology change, and considerable worthwhile investment. Recently-announced technology developments seem to be in sync with the market's trends, and leaning shrewdly towards the requirements of holistic business requirements from engineering design collaboration, to CRM and on to SCM.
Type: Article
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| 8. |
Composing Collaborative Financial Applications (4 Pages)
by P.J. Jakovljevic
Nov 14, 2005
Abstract : With its short term ownership under Baan all but forgotten, CODA has been doing well, owing to its astute offerings tailored to the preferences of each regional market, coupled with some recent appetizing acquisitions.
Type: Article
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| 9. |
Justification of ERP Investments Part Two: The Intangible Effects of ERP (6 Pages)
by Dr. Scott Hamilton
Feb 11, 2004
Abstract : The intangible or non-financial benefits of an integrated enterprise resource planning (ERP) system can be viewed from several perspectives. For illustrative purposes, the discussion will focus on the benefits for accounting, product and process design, production, sales, and management information system MIS functions. From the overall company standpoint, ERP provides a framework for working effectively together and providing a consistent plan for action. Reprinted from Maximizing Your ERP System by Dr. Scott Hamilton.
Type: Article
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