| 71. |
Navision Enhances Its e-Vision And Looks To Expand Vertically - Part 3: Challenges & User Recommendations (4 Pages)
by P.J. Jakovljevic
Dec 3, 2001
Abstract : As the current market trend is towards vendors that can provide well-rounded but vertically focused solutions for medium-sized companies, Navision seems to have positioned itself to take a lead other vendors may find hard to emulate. The merger outline was sound, the common groundwork has been identified, and the time for delivery and execution is on.
Type: Article
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| 72. |
Logistics.com Might Prove An Internet Success Story After All- Part 2: Market Impact (7 Pages)
by P. Jakovljevic & L. Talarico
Oct 29, 2001
Abstract : By being able to address the needs of all stakeholders across the board from shipper to transport provider, and with the marketplace/private trading exchange (PTX) tool in the middle, Logistics.com can connect trading partners at various levels.
Type: Article
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| 73. |
J.D. Edwards' QUEST To End Its String Of Pyrrhic Victories Part 1: The News (6 Pages)
by P.J. Jakovljevic
Jul 3, 2001
Abstract : J.D. Edwards has been trying hard to reverse a continuing decline of license revenue, which is in a sharp contrast to its direct competitorsﾒ upbeat postures. During this year's FOCUS conference for its QUEST User Group, J.D. Edwards demonstrated somewhat more galvanized strategy than the one it initiated and less successfully executed during the last year. With its renewed mid-enterprise focus and commitment to deliver customer-driven solutions, the company seems to be going back to its mid-market roots.
Type: Article
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| 74. |
How One Sourcing Vendor's Offerings Are Bolstered by a Wealth of Services (4 Pages)
by P.J. Jakovljevic
Oct 22, 2007
Abstract : Eqos is especially proud of its complementary services portfolio, which stems from a decade's worth of direct experience in providing some of the world's leading retailers with sourcing and supplier management solutions.
Type: Article
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| 75. |
Discovering and Creating Value in Procurement through Continuous Assessment and Innovation (4 Pages)
by Murali Krishnan Sundararajan and Rajib Saha
Jul 17, 2006
Abstract : Improvement is not simply an idea: it is a process. And processes without frameworks are recipes for underachievement, or worse, chaos. For this reason, value leakages in procurement functions must be resolved in a systematic, progressive, incremental, and formalized manner.
Type: Article
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| 76. |
Assessing the Drivers of Sales Performance (3 Pages)
by Glen Petersen
Mar 20, 2006
Abstract : Outmoded measures are being used to develop marketing strategies and allocate resources. Existing go to market models often fail to consider the customer's total experience, and provides little information for planning. The solution is to reorient performance metrics to become value-driven.
Type: Article
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| 77. |
Predictive Demand Supply (5 Pages)
by Lonnie Childs
Dec 23, 2004
Abstract : If you're in the supply chain business, right up there with Newton's law of gravity stands Murphy's other law stipulating that demand and supply, if left to their own tendencies, will always tend to diverge and get you in trouble. Welcome to the world of predictive demand and supply planning whose mission is to predict imbalances as far in advance as possible, in order to provide ample time and opportunity to design and implement corrective sales and operations solutions. So how do we design a system for identifying potential issues and expressing them via a commonly understood key process indicator (KPI) where the cause and effect of our actions can be readily measured? Read this article by the former director of Dell's operations and demand management.
Type: Article
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| 78. |
Will Sage Group Cement Its SME Leadership with ACCPAC and Softline Acquisitions? Part Three: ACCPAC's Back-Office Products Enhancements (4 Pages)
by P.J. Jakovljevic
Jun 4, 2004
Abstract : ACCPAC continues to enhance the PRO series and Advantage series product lines.
Type: Article
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| 79. |
Selecting PLM Software Solutions Part 2 - Problem Overview (4 Pages)
by Jim Brown & P.J. Jakovljevic
May 23, 2003
Abstract : Past experience shows us that the vast majority of enterprise technology evaluations run over time and budget, and once selected, the majority of the implementations fail to meet functional, return on investment (ROI) and total cost of ownership (TCO) expectations. Many companies have consequently been stuck with under-performing software products and dejected users, and are still unable to gauge their system to determine how far they are from the ideal solution for their business requirements.
Type: Article
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| 80. |
CRM: The Truth, The Whole Truth And Nothing But The Truth(For A Change) (7 Pages)
by Dick Lee/Caribou Lake
Feb 15, 2003
Abstract : Finding out the true facts about what makes CRM tick and how fast it circles the ROI clock—if it indeed reaches ROI-has long frustrated potential CRM implementers looking for answers. And getting good answers really matters, because their only alternative to being forewarned may be leaping into enterprise-wide, mega-bucks, change management-laden CRM implementations—and testing the depth of the water with both feet. For the first time, there are statistically-based, substantive answers to many questions about CRM.
Type: Article
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