发表年份: 2009 | 2008 | 2007 | 2006 | 2005 | 2004 | 2003 | 2002 | 2001 | 2000 | 1999   9 2005 9 5, 2005 ERP的本质——它的基础技术 简单的说，企业资源计划（ERP）系统为管理和分析与产品制造相关的业务流程创建互动的环境，例如：库存控制，订单接收，会计核算以及其它。 English Articles 9 30, 2005 Product Architecture for Product Endurance? Product architecture can ensure product scalability, endurance, and the incorporation of emerging technologies. Consequently, LANSA 2005 offers Web Application Modules (WAM), to give developers a shorter learning curve and lower development costs to produce browser-based commercial enterprise applications and even Web services. 9 29, 2005 Programming for Business Analysts? The Promise of Simplified Web Services Implementation and Access LANSA offers to rejuvenate legacy systems by empowering developers with simplified programming to use Java services. 9 28, 2005 Project Lifecycle Management Implies Long Term Value; Forget the Total Cost of Ownership Fuss Understanding the nature and specifics of your product development life cycles, and especially new product design and initiation, can help you realize tangible cost savings and will offset the total cost of ownership of a product lifecycle management system. 9 27, 2005 Niche Software at Its Best Deltek Vision and other Deltek enterprise solutions, have been major players with project management-oriented organizations for the past twenty years. Vision a leading product in the professional services automation market and has taken significant strides to maintain this market leading position. 9 26, 2005 Portals: Necessary But Not Self-sufficient Having moved beyond its original role as a standalone presentation layer to become a part of a larger technology stack, the portal is now considered part of a larger offering, be it in collaboration, vertical-specific applications, or application infrastructure and middleware. 9 23, 2005 Lean and World Class Manufacturing and the Information Technology Dilemma—The Loss of Corporate Consciousness Companies relying on manual implementation and support for lean and world class methodologies risk losing corporate consciousness. Avoid the pitfalls of lost information and flexibility; place value on performance gaps and create matrixes of tools and applications to prioritize issues. 9 22, 2005 ERP and Warehouse Management: Technology, Challenges, and User Recommendations Intense product architecture rejuvenation, functional enhancements cycles, and market consolidation exert pressure on all mid-market vendors offering ERP and warehouse management solutions. Adonix must carefully allot research and development funds and screen its new assets to increase its competitive edge. 9 21, 2005 Project Management Office: Framework Strategy IT initiatives driven within silos, where each department maintain its own project management office, inhibits the overall cohesiveness and effectiveness of corporate strategy. This document outlines best practices to centralize and deliver a scalable and robust project management framework strategy. 9 21, 2005 Responding to Warehouse Management Needs The area of warehouse management systems and supply chain execution might be the best examples of Adonix' commitment to provide small and large businesses with the building blocks for supply chain management. 9 20, 2005 Mid-Market Strategy: International Enterprise Solutions Adonix marks its strategy with two catchwords: "growth" and "independence". It has carefully assessed and added acquisitions to broaden Adonix X3 suite's functional scope, licenses and services; and continues nurture internal development with its own resources. 9 19, 2005 Adonix' Mid-Market FORMULA – Adopting Best of Both 'Organic Growers' and 'Aggressive Consolidators' Worlds Adonix appears to be a force in the Southern European enterprise resource planning and supply chain management market since acquiring Gruppo FORMULA. There might be a greater buzz internationally, but the road to success might not be an easy Mediterranean sail. 9 16, 2005 The Blessing and Curse of Rejuvenating Legacy Systems Catering to existing and prospective customers is problematic. Existing customers often value their legacy systems because they are reliable and prospective customers want the latest technologies and rapid deployment. To cope, independent software vendors offer continual enhancements and offer custom extensions. 9 14, 2005 Technology Enablers for the Lean Supply Chain Transforming an enterprise to a lean supply chain requires both enabling technology and discipline. By following some specific guidelines to extend lean methodology, you can proceed through your supply chain transformation to become effectively lean. 9 13, 2005 Moving Beyond Lean Manufacturing to a Lean Supply Chain Most lean manufacturing deployments target production operations, but can also be extended to other supply chain processes. To realize the multiplicative benefits of real time information and reduced inventory, companies must assess their production environment and supply chain activities. 9 12, 2005 Rapidly Consolidating Enterprise Applications Market: The Worlds of 'Organic Growers' and 'Aggressive Consolidators' What types of vendors' approaches to the mid-market have emerged from the wave of mergers and consolidations and what characteristics ultimately distinguish the contenders from the pretenders are two questions that are emerging from the consolidation market. 9 10, 2005 The ERP Life Cycle: From Birth to Death and Birth Again The enterprise life cycle is often misunderstood, which can lead to complications during the selection, implementation, and maintenance phases. Knowing what to expect during each phase will allow an enterprise to get better money for value from the solution. 9 9, 2005 Demand-driven Manufacturing and Warehousing: Challenges and User Recommendations Among its promising initiatives, IBS offers flexible rescheduling tools that integrate with existing manufacturing resource planning systems. Its warehousing solution also promises better use of space, and automates reception put-away, etc. However, the vendor still must navigate through some rough competitive terrain. 9 8, 2005 The Impact of Demand-Driven Technology in the SCM Market: IBS The integration solutions market will be an interesting area of growth. IBS has an attractive offer for companies with complex and expensive business software at the group and headquarters level, wanting to lower costs and quicken implementation in their subsidiaries. 9 7, 2005 Supply Chain Operations Reference and Other Features in ASW IBS may be the first vendor to fully integrate a supply chain operations reference model in its business intelligence solution. Customers receive more efficient measurements and benchmarking across their supply chain regardless of their supply chain and ERP software. 9 6, 2005 Supply Chain Economy The US Labor Department reported an increase in jobs in June and July ... but the manufacturing industry cut jobs for a third month in a row. We are moving from a manufacturing economy to a supply chain economy. This article gives the big picture. 9 6, 2005 IBS–Slow but Steady (and Demand-Driven) May Win the SCM Race IBS, a conservative Swedish enterprise resource planning and supply chain management, seems to be making right moves to remain the leader within its selected segments. However, the road to becoming uniformly globally recognized player will not be smooth. 9 6, 2005 New Chapters in the Evolutionary Journal Recognizing that change is a constant is the first step to survival in this new economy. Identifying the changing nature of business partners—customers, suppliers, and service providers—is the second step. Finally, embracing change and developing a sustainable business strategy for a digital economy provides the final impetus for the future. 9 6, 2005 Interview with Michael McGrath, CEO, i2 Technologies The former CEO and co-founder of PRTM is a keen observer of management cycles and philosophies. As he takes over the helm at i2, Michael McGrath talks about how the company is preparing for the next generation of supply chain. 9 6, 2005 Interview with Joe Cowan "Manugistics is not a software company." This was among many of the interesting statements that Joe Cowan shared in our interview during Manugistics user conference, Envision 2005, in Atlanta, GA. 9 6, 2005 The Middle Kingdom - From Wired to Wireless Confused about RFID middleware? RFID middleware has a critical role to play in cleaving together and clarifying the signals and intelligence, bidirectionally from the device layer to the business applications, or out to the communications infrastructure, to the web or satellites. This article explains it all. 9 5, 2005 Essential ERP—Its Underpinning Technology In its simplest sense, enterprise resource planning (ERP) systems create interactive environments designed to help companies manage and analyze the business processes associated with manufacturing goods, such as inventory control, order taking, accounting, and much more. 9 3, 2005 Process Manufacturing Software: A Primer This article defines process manufacturing; discusses its formulation, packaging, and pricing issues; talks about interfaces; and provides cautions and caveats. 9 1, 2005 Mid-sized SCE Buys Small SCP: No Sure Bet on Short Term Profits Leading supply chain execution (SCE) vendor, Manhattan Associates has recently announced its acquisition of Evant, a supply chain planning (SCP) company. Adjusting to a different type of supply chain application, gaining profitability, and maintaining high levels of customer care are some challenges facing the company.   8 2005 English Articles 8 31, 2005 Warehousing Management: Yard Management, Competitive Analysis, and Challenges The business remains challenging to even the most established vendors, since an intensifying product architecture rejuvenation and functional enhancements cycle, the pressure from the ERP intruders, and continued market consolidation exert fiscal pressure across the sector. 8 30, 2005 Who Needs Warehousing Management and How Much Thereof? The warehouse is no longer merely a static storage facility. It now has to use virtually real-time data to closely match supply to demand, eliminate the need to hold excess inventory, and increase the flow of goods throughout the supply chain. 8 29, 2005 Best Manufacturing Scheduling Systems The market place is awash with many kinds of manufacturing scheduling systems. Due to the dynamic nature of the manufacturing shop floor, it is of utmost importance that a manufacturing scheduling system can take care of these dynamic conditions. 8 27, 2005 The Technology Choices In the battle between Microsoft Business Solutions (MBS) and the UK-based the Sage Group for the small-to-medium enterprise (SME) market segment, technology choices will be a major factor. 8 26, 2005 Global versus Local Channel Approach, Who Will Win? There is a clear distinction between the market dynamics within the respective MBS and Sage/Best channels. 8 25, 2005 The Market Impact of Two Powerhouses This is an analysis of the equivalent moves of two superpowers to secure the lower-end of the market, also known as the small-to-medium enterprise (SME) market segment. One is Microsoft Business Solutions (MBS), the other is UK-based the Sage Group. 8 24, 2005 Addressing Channels and the Low-End Market Microsoft announced plans to increase resources and provide new tools and offerings for MBS independent software vendors (ISV) and value-added resellers (VAR). These efforts are designed to accelerate the MBS Group's partner-driven vertical strategy, providing stronger opportunities for partners to align their services and solutions with their customers' specific needs. Microsoft has to be in the small business market, which is a springboard or a feeding ground for more scalable products as these businesses grow over time. 8 23, 2005 What Do Users Want and Need? At the basic level, users want a more intuitive way to "look inside the business", and they want applications to bring them closer to their operations, such as alerts that can help them handle exceptions or better yet, to act on business events (or even non-events) well before they become exceptions. 8 22, 2005 Is 'Sage' Wiser And Better Than 'Best'? The two small-to-medium enterprise (SME) market segment leaders seem to have somewhat different strategies going forward (despite inevitable watching over each other's shoulder), and time will tell who will ultimately win (or maybe both will remain in a stalemate power sharing situation). 8 20, 2005 Brain of Supply Chain System Advanced planning and optimization makes supply chain systems cost effective. It is the brain of the supply chain because it works on top of all other software tools that plan, monitor, and control supply chain activities and control them. 8 19, 2005 Planning Horizon of a Technical Personnel Management System Airlines struggle every day to reduce costs, maintain the level of customer service, and have more efficient processes, and this puts more pressure on line maintenance supervisors and engineers. This is where a maintenance personnel management system can be useful. 8 18, 2005 Technical Staff Management Systems for the Aviation Industry In the airline industry, aircraft maintenance is an activity that has to be done throughout the day, so maintenance personnel must be available at all times. The complexity of the operation increases the need for a maintenance personnel management system. 8 17, 2005 Marquee Vendors Partner for Deepening Inherent CRM and BI Links Despite the logic behind combining customer relationship management (CRM) and business intelligence (BI) elements, the implementation of marketing automation (MA) has been stunted by slow markets, and pessimistic investors. Vendors in CRM and BI are building alliances in order to gain market share and illustrate the value of MA. 8 16, 2005 Why Are CRM and Analytics Intrinsically Connected? The new metrics of customer profitability, lifetime value, and wallet share are needed to supplement the traditional metrics of market share and penetration. Typical functional components of marketing automation include customer data cleansing and analysis tools, and campaign management systems. 8 15, 2005 Three Cs of Successful Positioning: The Competition Learn how to avoid the most deadly sin of all marketing—using the same position or a similar one as your competitor, and not knowing it. 8 13, 2005 Selecting an Outsourcing Provider—Art or Science? As there are many different categories of outsourcing services, there are also many outsourcing providers. With many different aspects to consider, how can a company ensure they have made the right choice in selecting one? 8 12, 2005 When Customer Relationships Meets Business Intelligence Marketing Analysis and User Recommendations For many reasons, SAS's alliance with Amdocs and partnership with Aprimo might be some of a few vendor partnerships where customers and the vendors benefit. 8 11, 2005 SAS and Action-Oriented Business Processes: Alliances, Partnerships, and Acquisitions Combining deep analytics with BI solution functionality, expanding in certain verticals, and by acquiring several well thought out companies, have been key for SAS to further entrench itself in the market. 8 10, 2005 SAS: Striving to Sustain Leadership SAS Institute has been successful, moving beyond a business intelligence. Lately, it has lately focused on sustaining its technology leadership, expanding in some vertical markets, and becoming more attentive to the low-end market. 8 9, 2005 Demand-driven Planning in Manufacturing Cover-time planning (CTP) is a "pull" system, but with the intent of planning and not merely waiting for the execution time to act. 8 8, 2005 Demand-driven Versus Traditional Materials Requirement Planning Material requirements planning is a system that strives to plan replenishment just before a withdrawal from stock, which does not work in some manufacturing environments. 8 6, 2005 BLM: Buzzword Life Cycle Management The management of buzzwords represents a significant area of improvement for both the buzzword users (BU) and the buzzword consumers (BC). Buzzword life cycle management (BLM) is a proven discipline being applied within the software industry. 8 5, 2005 Customer Life Cycle Solutions: Strategic Alliances, Challenges, & User Recommendations Collaboration between Amdocs and SAS, if truly committed to by both, should make it possible to collect and analyze information stored in these Amdocs' systems, and deliver the conclusions and recommendations to the operator's decision-makers in the form of graphs and practical reports. 8 4, 2005 A Tectonic Shift in Communications Customer Life Cycle Management Amdocs recently announced a complete revamp of its marketing philosophy and its offering to its customers, which it believes to be the most important shift since the company's initial public offering in 1998. 8 3, 2005 Amdocs Overhauls Its Marketing Amdocs believes its ICM strategy resonates with its customers, who, facing increased competition and price commoditization, realize that they need to differentiate customers' experiences from the competition, to enhance customer loyalty and increases profitability. 8 2, 2005 Supply Chain Management Systems for Service and Replacement Parts: Players, Benefits, and User Recommendations Improved service management boosts revenue from both service offerings and new product sales, while improved customer service and enhanced offerings increase customer retention, and draw new service business, providing an additional, low risk and likely repeated revenue stream over a long period of ownership. 8 1, 2005 Avoid the Perils of Service Parts Planning in Supply Chain Management Significant differences exist between the new parts production supply chain and the service and replacement parts supply chain. Companies using conventional, new product inventory methods are missing opportunities to improve efficiency and effectiveness.   7 2005 English Articles 7 30, 2005 Supply Chain Management: Morphing the Functional Scope of Service Parts The quintessential business challenge is to minimize downtime on assets while minimizing the cost of spare and replacement parts inventory. To meet these challenges, heavy investments have been made in extensive spare ad replacement parts networks. 7 28, 2005 Lucrative but ''Risky'' Aftermarket Business—Service and Replacement Parts SCM The growing pressure for improving customer responsiveness and profits has lately changed the traditional role of supply chain management (SCM) of spare and replacement parts. 7 28, 2005 Interview with Louis Suárez-Potts of OpenOffice.org and CollabNet Louis Suárez-Potts speaks about the political and social architecture of open source communities as well as practices for successful oversight of a project. He covers specific examples from his role as community development manager for the OpenOffice.org project. 7 27, 2005 Interview with Karl Fogel of Subversion and CollabNet Karl Fogel is a founding developer of the Subversion project and is employed by CollabNet. In the following interview, Karl covers key social aspects of coordinating developers as well as the difficulties and advantages of managing an open source, distributed development project. 7 26, 2005 Interview with Jeff Bates of SourceForge.net, Slashdot, and the OSTG Jeff Bates's experience in developing and managing SourceForge.net and Slashdot communities sheds light on encouraging the interest of participants in the open source community. He discusses important technology considerations toward aiding distributed software development efforts. 7 25, 2005 Concerted Disruption, Climb Aboard Labeled a disruptive technology, it's changing the landscape of enterprise software development, distribution, and consumption. Open source software is grounded in the strength of its communities. This report and interview series examine how to engage and successfully maintain such communities. 7 23, 2005 Do Chinese Enterprises Really Need MES and WMS? Despite rapid industrialization in China and other developing countries, most manufacturing execution systems (MES) and warehouse management systems (WMS) are found in North America, Western Europe, and Japan. These systems have made extraordinary productivity gains possible in the West. However, Chinese manufacturers require a new generation of MES and WMS capabilities to boost their productivity. 7 22, 2005 Serving up EAM Integration Integrating systems has created major havoc within enterprises, and gluing together disparate mission-critical business systems from multiple vendors that were never designed to work together is definitely a cause for IT concern. 7 21, 2005 Competitive Challenges for Vanguard Vanguard's challenge is to continue to be nimble and responsive to the needs of its target market and original equipment manufacturer (OEM) partners. 7 20, 2005 A Demand-driven Approach to BI The core concept behind the Vanguard solution is that business intelligence (BI) must be demand-driven, which means that the business needs of the user dictate the technical solution, not the other way around. In other words, it should let the business users drive the process, and remove the problems of content relevance and software complexity. 7 19, 2005 Has the Mid-market Found Vanguard BI Solutions? Enterprise performance management (EPM) and business intelligence (BI) supplier, Vanguard Solutions Group's business strategy focuses on selling with and through enterprise resource planning (ERP) and other enterprise application vendors. Over the last few years, the strategy has proven to be successful; however, the ongoing industry consolidation continues to shrink the prospective partner list—is this an opportunity or a challenge to Vanguard and its partners? 7 18, 2005 Integration and Consolidation of Business Intelligence within Business Performance Management A growing measure of business performance is financial performance management. Leveraging business intelligence (BI) to map business performance goals requires integrating and consolidating information. Systems Union is embarking on a strategy to triumph in this market. 7 16, 2005 Business Intelligence Status Report: Recommendations One of the biggest mistakes users often make with BI is forgetting the big picture, the strategic goals of what they hope to accomplish by accessing this information, while breaking out of traditional silo-ed metrics. BI is not a panacea, and enterprises must organize and prioritize their business needs across regions, departments (even across non-official "political" boundaries), etc., before they can hope to usefully report on the business information. 7 15, 2005 Access to Critical Business Intelligence: Challenging Data Warehouses? There is a perception that if business users are given access to enterprise databases and raw query tools, they will create havoc in the system, which is a possibility—unless the business intelligence (BI) product developer understands the potential problem and addresses it as a business-critical factor. 7 14, 2005 Business Intelligence Vendors Current pure play business intelligence (BI) leaders offer the advantage of superior analytics and planning capabilities; however, enterprise resource planning (ERP) vendors are improving their analytic capabilities and accessibility. 7 13, 2005 Business Intelligence Corporate Performance Management Market Landscape The arms race to marshal the most complete corporate performance management platform has intensified among major vendors. Many have a comprehensive set of business intelligence (BI) functionality. 7 12, 2005 Lean Maintenance—Does It Impact Reliability? Lessons Learned and Best Practices The main cause of lean maintenance failure is that companies fail to focus on asset reliability. The reliability approach to capacity, which includes risk prioritization analyses of assets, can help a company achieve lean success. 7 9, 2005 Business Process Management: How to Orchestrate Your Business Business process management (BPM), having evolved over the past fifteen years, has finally reached a level of maturity where vendors are now abolishing functional silos to allow the enterprise-wide flow of business processes. It replaces the old, manual system of coordinating activities in a company and improves functionality and effectiveness through modeling, documentation, certification, collaboration, automation, and compliancy to minimize costly errors. 7 8, 2005 New Data Triggers for International Supply Chain Finance Corporations have drastically changed their global supply chain models over a short period. The market is also in the early stages of migrating to data triggered finance, creating opportunities for banks and logistic companies to develop international supply chain finance solutions. 7 6, 2005 Manufacturing Environments and Integration with Other Functions This continues a reprint of the summary chapter from the book Managing Your Supply Chain Using Microsoft Navision by Dr. Scott Hamilton. 7 5, 2005 Managing Your Supply Chain Using Microsoft Navision This is a reprint of the summary chapter from the book Managing Your Supply Chain Using Microsoft Navision by Dr. Scott Hamilton. 7 2, 2005 Making the Team Work Early in the campaign, the important thing is to get all your team members on the same page, share available knowledge, and plan ways to gather other required information. The first few meetings should be formal, with a printed agenda, including clear goals and time constraints. This process, of course, is called "discovery." 7 1, 2005 Harness the Power of Your Virtual Sales Team Early in the campaign, the important thing is to get all your team members on the same page, share available knowledge, and plan ways to gather other required information. The first few meetings should be formal, with a printed agenda, including clear goals and time constraints (showing respect for team members' time). This process, of course, is called "discovery."   6 2005 English Articles 6 30, 2005 Total Reward Management: Don't Leave Your Line Manager Alone A total reward management system can help companies leverage their most complex and volatile asset: its human capital. Partnerships between human resources and line managers, and using collaborative platforms to communicate incentives and goals can increase strengthen a company's competitive advantage. 6 29, 2005 Attaining Real Time, On-demand Information Data: Contemporary Business Intelligence Tools Demand for instant access to dispersed information is being met by vendors offering enterprise business intelligence tools and suites. Portlet standardization, enterprise information integration, and corporate performance management are among the proposed solutions, but do they really deliver real time information? 6 28, 2005 Contemporary Business Intelligence Tools Tools under the business intelligence (BI) umbrella combine to convert data into information, and information into decisions for action. Dashboards and scorecards are two such tools. Though often confused, they have functional difference, especially in modern BI suites. 6 28, 2005 RFID - Myth versus Reality The hype around the adoption of RFID as the 'hot new technology' continues. The reality is that RFID, despite the fact that this is a relatively mature technology, is still far from mainstream. 6 28, 2005 Delivery Architecture - What it Means... Once we cross the border of the enterprise, traditional enterprise-centric systems fail to provide visibility or a way to understand and act, all in sync with our supply chain partners. This is why the delivery architecture of an application is critical, especially for addressing multi-enterprise interactions. 6 28, 2005 When will RFID Hit Main Street? The desire for improved visibility, tracking, etc. stands out as a critical issue to global firms. Most firms don't know how to get started. But as the cultural knowledge begins to spread, training comes on-line, and success stories start to get out. 6 28, 2005 Demystifying the EPC Global Network: An explanation of ONS, EPC-IS, and EPC-DS As goods traverse the supply chain, various parties need to exchange information about these goods. This requires interoperability across the global network, creating the need for the EPCglobal Network. 6 27, 2005 Business Intelligence Status Report Spurred by government mandates for more business transparency, business intelligence has emerged to extract information from ERP systems. How has BI emerged? What does the terminology surrounding it mean, and what is its current state of affairs? 6 25, 2005 Getting Management to Buy-in on Positioning Lack of consensus about the marketing message is a common, especially when the message differs between top management and the rest of marketing communications. Adopting a positioning process including executive management approval can be the answer. 6 24, 2005 Antivirus Software: Market Review Computer viruses are spreading through the Internet at an unprecedented rate and the antivirus market is now a $3 billion (USD) a year industry. This report measures the financial health and product quality of four key industry players: Symantec, McAfee, Computer Associates, and Trend Micro. 6 23, 2005 Business Intelligence for SMBs: MBS Excel Applications and Competitive Analysis Companies relying on an Excel or Excel-like system need to know that, while Excel might suffice for ad hoc analysis and data storage for individuals or small groups, the technological flaw of data and referential integrity prevents it from a corporate-wide, collaborative effort like planning and budgeting, not to mention product development and sourcing. 6 22, 2005 Vendors Harness Excel (and Office) to Win the Lower-end of Business Intelligence Market Small and medium businesses wanting the benefits of business intelligence (BI) without having to implement a large enterprise system may find a viable option in Excel-based BI and analytics tools that leverage add-in applications from vendors. 6 21, 2005 Choosing an Open Source Vendor and Service Provider As more companies begin to use open source, demand for direct support and services beyond the on-line community will grow. If you're looking for open source help, know what questions to ask to ensure you're getting what you need. 6 20, 2005 Unifying Global Trade Management: Challenges and User Recommendations GTM software should be able to gather information and feed it back into the parent company, creating visibility into what remote divisions are doing and how they are doing it. Software providers must strike the right balance between global consistency and special local needs. 6 18, 2005 Dealing with Global Trade Management Complexity To optimally complete the global trade cycle, a business must automate, track, and provide visibility to the entire global trade management process to optimize its supply and distribution chains. 6 17, 2005 Market Leaders of Global Trade Management The strategic imperative to streamline the entire lifecycle of global trade has prompted JPMorgan and TradeBeam to acquire complementary companies. Logistics service providers also recognize that many customers want trade services, and are stepping up to the challenge. 6 16, 2005 Managing Global Trade Flows In global trade, the flow of information must support the tracking and management of the goods to enable the secure and compliant entry and exit to and from countries for the correct funds to flow to eligible business and trading partners. 6 15, 2005 Fighting Terrorism with Global Trade Management The challenge for government and industry is to secure trade without impeding growth. Therefore, there is a greater need for timely information updated by knowledgeable sources of compliance and regulation issues. Global trade management software appears to be the best solution. 6 14, 2005 Will 2005 Validate Global Trade Management and Unify Financial and Physical Supply Chains? The Internet opened the door for global trade. As the global trade management (GTM) space continues consolidating, market leadership belongs to companies that understand, to truly improve global trade, one must be able to manage both the physical and financial supply chains. 6 11, 2005 Project Failure—The Numbers, Why, and What It Means IT projects fail regularly—considerably missing expectations, drastically overrunning budgets, significantly missing deadlines, and far too often having to be abandoned entirely. Research shows us that this is the rule, not the exception. Research also tells us why. 6 10, 2005 Selecting a CMMS System There are many CMMS and MRO systems in the market, each one with specific features that can bring benefits to airlines or repair shops. An airline's needs must be defined by the process, which help establish an objective that will ultimately select the best system. 6 9, 2005 CMMS in the Aviation Industry There are many CMMS systems in the market that specialize in detailed maintenance, repair, and overhaul. When selecting a sysems for an airline, decision-makers have to be extra careful. 6 8, 2005 Global Trade Solutions: Competition, Challenges, and User Recommendations The global trade management market is competitive, rapidly evolving, and highly fragmented, and competition will only increase in the future. While each GTM package will have a unique combination of features and components, it will still require data input and updating by users. 6 7, 2005 Confronting Core Global Trade Problems: Order, Shipment, and Financial Settlement TradeBeam has been striving to distinguish itself by offering more than order and shipment tracking. It aims to improve the management of core global trade activities: order, shipment, and financial settlement. 6 6, 2005 Tackling the International Supply Chain Effective supply chain management is vital for global manufacturers' and retailers' success. If TradeBeam GTM blueprint proves successful, the time and money spent managing suppliers to ensure inventory levels are maintained will be optimized 6 4, 2005 Confronting International Regulatory Compliance: Web-based GTM Solution TradeBeam offers a hosted GTM solution. Its ongoing acquisitions will eventually create an end-to-end solution linking physical and financial supply chains enabling companies to manage and execute global trade activities from a single software platform. 6 3, 2005 TradeBeam Keeps on Rounding Out Its GTM Set TradeBeam strategic expansion, which covers the entire life cycle of global trade across order, logistics and financial settlement activities, seeks to improve operating efficiencies and working capital. 6 2, 2005 How to Cope When Your Service Provider is Acquired Challenges are aplenty when a vendor is acquired. Financial health is no longer a safe indicator to gauge a vendor's future during this mega merger era. Knowing the challenges facing big vendors, like Oracle and PeopleSoft, and their competitors can give users a negotiating edge, whether in or entering a contract. 6 1, 2005 Enterprise Software Migration Alert: Is SAP the Alternative? SAP may benefit the most during Oracle's merger transition. Unlike most migration programs, SAP is offering to be responsible for maintaining the competitions implementation, as users transition to SAP alternatives, offering the stability that some will likely crave.   5 2005 English Articles 5 31, 2005 Oracle's Product Future: What Can the Past Tell? Oracle does not have a history of major acquisitions, let alone experience with the subsequent integration efforts. Run by a management team that has never maneuvered a company through a large takeover, will Oracle be capable of digesting PeopleSoft? 5 30, 2005 Battle Booty from Oracle's Victory Over PeopleSoft Through the PeopleSoft acquisition, Oracle hereby gains a new customer base, increased market share, expertise, immediate recurring revenue sources, and new and overlapping products. However, keeping PeopleSoft's customers will take a great deal of diplomatic customer management and savvy engineering. 5 28, 2005 Offshore Outsourcing: Is There a Method to the Madness? Planning for Offshore Outsourcing Organizations considering the offshore outsourcing of processes should seriously consider adopting a proven methodology before implementation. This will minimize risk and maximize the return associated with offshore outsourcing and will help create a successful venture. 5 27, 2005 When Small Business Packages Have Enterprise Appeal As an APS-based business management system, NetSuite can effectively serve the needs of small medium businesses. Its integrated application uses three distinct building blocks: customer relationship management, back-office ERP and accounting, and a robust set of e-commerce applications. 5 26, 2005 Employee Performance Management Problems The newest trend in human capital management is employee performance management (EPM). Unlike traditional HR evaluations, EPM links employee performance to a company's goals. While there are no strong EPM vendors, European-based Cézanne Software is moving to broaden its appeal. 5 25, 2005 The Oracle/PeopleSoft Reality Check While customers may be bemused if not concerned about the Oracle/PeopleSoft merger, they are from a traditionally risk-adverse market. Despite the lush deals offered by the competition, realistically, the only way Oracle will lose customers is through self-inflicted wounds. 5 24, 2005 What's Ahead for Users on the Enterprise Infrastructure Battlefront? The battle between Oracle, Microsoft, SAP, and IBM goes far beyond applications -- it goes right into the technology stack or the enterprise infrastructure. As a result, these vendors are drilling down deeper to compete with each other. 5 23, 2005 $40 Billion Is Being Wasted by Companies without Product Information Management Strategies—How Is Yours Coming Along? Information errors are costing retailers and manufacturers a lot of money. Studies show that billions of dollars are wasted because of invoice errors caused by bad data. Most agree that eliminating product information errors will save money, but many of those same believers are not rushing to solve the problem. Why? 5 21, 2005 Competition Heats Up in ERP Market: Oracle Merger, and SAP and Microsoft Reacts Although Oracle's product roadmap is beginning to take shape it does not include active marketing of the PeopleSoft and J.D. Edwards product lines. As a result of these products being seen as dead ends, many competitors have been scrambling to offer all sorts of incentives to switch to the still disconcerted two camps of existing customers. 5 20, 2005 While Oracle and PeopleSoft Are to Fuse, Competitors Ruse--Leaving Customers (Somewhat) Bemused The recent merger of Oracle and PeopleSoft requires, among many other things, finding a perfect balance between cultivating the install base versus the zeal for snagging brand new customers. 5 20, 2005 Measuring the Supply Chain Outside your Enterprise Since supply chains, by definition, are about the end-to-end inter-enterprise process, we highlight the growing importance of looking outside your four walls when thinking about supply chain performance management. If you are overwhelmed by the number of supply chain measures you are tracking, it’s better to focus your energies on a few that can have a significant impact. 5 20, 2005 Governance of Federated Business Models During the last twenty years, businesses migrated from vertical integration to a virtual model, outsourcing all their non-core functions. This has created challenges in aligning the strategies and activities of all these functions dispersed across the supply chain, each in separate legal entities. The next phase of evolution to emerge is the "dynamic federation", or federated supply chain which is governed differently than both vertical and virtual businesses. 5 20, 2005 Confessions of a Techno Junkie Ideas on how to survive the avalanche of technology, avoid the lure of its pitfalls, and succeed with it as the enabler to true process innovation. 5 20, 2005 Remapping the Supply Chain Universe, by Ann Grackin and Sree Hameed Supply chain management is a truly dynamic field. Over the last few years the fundamental structure of the chains has changed to the point where many of the working assumptions have to be reevaluated. ChainLink Research’s new 3D approach provides a useful framework for evaluating supply chain solutions. 5 19, 2005 19 Steps to Maintain an Accurate Inventory What You Must Know About Your Inventory It takes $2,500 in new sales to make up $100 in lost inventory, assuming a 4 percent return. Keeping an orderly warehouse with up-to-date processes and informed pickers and receivers to stop loss and identify and solve problems faster. 5 18, 2005 A New Development Framework on iSeries or i5/OS: Architecture It is feasible to create native, intuitive and graphical business applications using just available software in i/OS and Open source Java. Using iSeries as an integrated business server is more than just a dream. 5 17, 2005 ERP: Origins, Developments, and Trends ERP first developed as a form of inventory control and later grew to link disparate bodies of information together from across the enterprise. Now, ERP enhancements include SCM, CRM, and e-commerce features, just to name a few. However, where is this technology going? What does it mean now? 5 16, 2005 Software Selection: A Third Alternative         Part 2: Seller's Perspective and the Third Alternative Failed projects do not bode well for the vendor. It can cause their sales cycle costs only to rise even more and their reputation to suffer or, at least, become suspect. Surely, the consequences can be much more severe for the client where an incorrect software selection can lead to business losses. Accordingly, it is in everyone's best interest to select the right enterprise software and do it economically but with confidence. 5 14, 2005 Software Selection: A Third Alternative         Part 1: The Buyer's Perspective Recently, the traditional method of selecting software based on functions and features has come under scrutiny. Some even suggest that this method is unduly drawn out and fails to focus on the critical processes of business. As you might expect, vendors would rather sell you out-of-the-box business processes and solutions that would improve efficiency, increase yields, and drive their costs down. A third alternative for selecting software, which will be discussed in this article, attempts to provide the assurances needed by the buyer and the efficiency desired by the vendor. 5 13, 2005 GTM Solutions--Always Watch Out for SAP For global trade management solutions (GTM) one should never overlook the enterprise applications leader SAP, which in most cases opts for in-house product delivery. 5 12, 2005 Global Trade Regulatory Software: Vendor Obstacles and User Recommendations The acquisition of Vastera by JPMorgan Chase indicates that finance in GTM is just as important as the physical movement of goods. However, there are still a number of issues that need to be reconciled or at least addressed 5 11, 2005 Navigating Global Trade Waters Vastera has gradually migrated to become more of a services company than a mere enterprise software provider. Over the last few years it has grown its global trade know-how, consulting practice, and managed services division. 5 10, 2005 Merging Global Trade Management with Global Finance With the acquisition of Vastera, JPMorgan Chase may be the first global financial institution to offer a complete integrated cash, trade and logistics solution across the physical and financial supply chains in a way that would maximize benefits to its clients. 5 9, 2005 The Perfect Order--Inside-Out or Outside-In? The Perfect Order measurement has proven to be a powerful measurement of a business. Should The Perfect Order be defined from an internal point of view or from a customer point of view . . . inside-out or outside-in? 5 7, 2005 The Future of SOA-based Applications and Infrastructure The ultimate winner in the SOA market will have to provide industry-specific solutions solving essential problems that others cannot. Focus must move away from technology lock-in and vendor dependency, to best solutions for customers, even if it means customers can use competitor products. 5 6, 2005 SOA as a Foundation for Applications and Infrastructure SOA promises interoperability in the heterogeneous business world by promoting loosely-coupled architecture, reusing software, and ending vendor-dependency. However, to be viable, dominant vendors must redesign and expose the hundreds of application functions as services. How are they meeting this challenge? 5 5, 2005 SOA-based Applications and Infrastructure--The Next Frontier? Leading enterprise applications vendors believe it is crucial to quickly complete the transition to a service oriented architecture (SOA) from monolithic client/server architectures. For the "Big Few" the "stack" race, including applications, databases, application server and middleware, has intensified. 5 3, 2005 People or Resources: The Financial Sector in a Crossroads People management tools have become necessary, particularly in an environment such as the financial sector, where resources have become global and people require more complex management solutions. 5 2, 2005 How Bar Codes Can Optimize Data Recording and Information Analysis Bar code technology allows users to analyze information to develop more accurate maintenance, personnel, and financial planning. In particular it can hasten the data recording processes in a maintenance system, as seen in its use in the aircraft maintenance process.   4 2005 English Articles 4 30, 2005 Beware of Vendors Bearing Solutions Hype has been a major factor in the recent downfall of some of the enterprise application industry's most illustrious players. This article presents some very simple things that you can do to prevent yourself and your company from being tomorrow's lead story in the industry trades. 4 28, 2005 Remote Implementations--Why They Can Make $ense Everything in the computer industry seems to be going off-shore, why not software implementations? This article looks at reasons why remote implementation of software packages can make both logical and fiscal sense, particularly in the United States. Read on to learn why your organization may want to look at this implementation alternative more closely and not be so quick to dismiss it as a passing fad. 4 25, 2005 Implementing an Enterprise Content Management System What is in it for the organization? Employee efficiency can greatly increase if information, currently scattered throughout a company, is structured through an appropriate enterprise content management system. Understanding the types of documents you have is key to knowing what type of system to implement. 4 23, 2005 Customer Choices for Achieving Growth Some will say that the Big Few are in for quite a gamble, given that these market leaders are to introduce a product or concept that directly challenges the model that has led to their success so far. 4 22, 2005 Competitive Advantage in a Saturated Market: How Will the Big Few Do It? Given the current saturation of the application market, and trends in acquisitions major vendors will be searching for a viable competitive advantage. There will likely be few, very large vendors with products for a very large percentage of business, and many smaller vendors, with products tightly focused on specific vertical markets. 4 21, 2005 Achieving Growth: New Accounts versus Up-selling to Existing Accounts A recent survey of chief executive officers has found that growth is again the number one priority, overtaking cost-cutting as their previous top concern. Can enterprise application providers to take advantage of this new focus? 4 20, 2005 Merging Disparate IT Systems and Exploiting Multichannels Astute IT strategies should help any company develop a strong competitive advantage whether it be improved time-to-market, better insights about customers behavior and preferences, or to devise a more efficient supply chain. This should be embraced by Sears Holding and Federation/May. 4 19, 2005 Challenging the Competition: Mega-mergers and Supply Chain Technology In theory, the Kmart-Sears merger could produce a new layer of competition to mega-retailers such as Wal-Mart. However, it needs more than just size to be competitive. It needs to coordinate its retail strategy with supply chain technology to make it triumph. 4 18, 2005 Retailers Join Forces for a ''Make or Break'' Attempt in Their Competitive Landscape Today's competitive retail landscape has lead to mega-mergers between some of the oldest retailers in the US: Kmart and Sears. Before the technical issues of merging disparate supply chain systems can be addressed, these giants first had had to get their business "housekeeping" in order. 4 16, 2005 Selecting and Keeping Warehouse Personnel Our question is: the traditional hiring methodology does not work so why do we continue to use it with one of our most important processes in the organization? We have to change our mindset and begin by focusing more on what a person needs to do, rather than what they have. 4 15, 2005 Enterprise Application Alternatives: What You Should Be Asking Oracle and SAP Despite challenges, both SAP and Oracle will be formidable forces in the hosting space, because of their intimate application knowledge, their infrastructure, organizational stability, and vast capital. However, SMEs should approach this decision with due diligence. 4 14, 2005 Enterprise Application Players Keep Refining Value Propositions Because cash-strapped medium companies are looking for better options to traditional application pricing models, SAP and HP have allied to deliver "software as a service" and Oracle/PeopleSoft are also offering hosted solutions, suggesting that "software as a service" are here to stay. 4 13, 2005 Why Open Source is Important to You There are two trends in open source adoption that make it imperative that you consider open source solutions for your future IT initiatives. This article describes each of the trends and discusses their importance for your business. 4 12, 2005 Consumers Shop Everywhere: Understanding Multichannel Sales Multichannel retailers must be able to flawlessly execute a full range of services to engage, transact, and fulfill on Web placed orders. Hence, most successful multichannel retailers of today had to either build a complete set of the services in-house or outsource some or all of them. 4 11, 2005 Linking Planning and Execution Systems for Retailers’ Nirvana--Improved Visibility and Fulfillment Linking an APS to an ERP system, although simple in principle and worth the trouble, is nonetheless a major integration project. 4 9, 2005 One Product for Large and Small Manufacturers: Challenges and User Recommendations A solid product aside, good may be just too good for IQMS. Potential customers may shy away because its well-rounded solution may seem more appropriate for the upper-end of the market. This, combined with IQMS' reliance on Oracle, and its well-integrated product will pose challenges to the vendor's growth. 4 8, 2005 When EDI Goes Native, Everything Falls in Sync with IQMS IQMS's IQ EDI module is a natively-built solution that deals with the complexities of data synchronization among EDI documents and eliminates the need for third-party translators. 4 7, 2005 Benefits of a Single Database Solution: Improved Enterprise Quality Management from IQMS IQMS appears to be raising the competitive bar for quality management among its ERP competition with a single database software solution and seamless ERP systems access. 4 6, 2005 Solving Enterprise Problems: The Fully-integrated Solution of IQMS Though superficially, IQMS, a small, quiet ERP provider, may be similar to its competitors, by offering fully-integrated applications and services that are typically expected from larger tier one vendors, IQMS has truly differentiated itself in the market. 4 5, 2005 Why Service Matters: Enterprise Solutions, Market Differentiation, and IQMS While IQMS resembles many of its peers from the lower-end of the enterprise applications market, IQMS can tout its comprehensive one-source delivery and services and implementation methodology as its differentiating trait. 4 4, 2005 IQMS Prospers by Helping Enterprises Work Smarter IQMS has certainly succeeded in helping hundreds of midsized plastic processors and other repetitive manufacturers increase their "collective intelligence quotient" through the fully functional EnterpriseIQ. IQMS has expanded throughout Europe and Asia, and believes with its service policy, it can continue to expand in the fiercely competitive global market. 4 2, 2005 The Players of Software-as-a-Service Business Models and Finding the Best Value Propositions Although the promise of reduced implementation risk and time, lower upfront costs, etc. justify the hosting/ASP model, this brings an entire new set of issues for mid-market organizations to consider when seeking a vendor company using such an approach. 4 1, 2005 Disruptive Innovations? On-demand Pricing Models and Vendors Vendors must make fundamental changes to sales and support processes to accommodate on-demand, transaction-based pricing. Software vendors must rethink the kinds of functions they provide, how best to deliver those capabilities, and what approaches to take through the channel.   3 2005 English Articles 3 31, 2005 Get on the Grid: Utility Computing The latest business model in licensing is the utility (on demand) computing and associated pricing. Sometimes called "grid" computing, it allows customers to purchase processing power and software access as needed, and pay based on how much and how often the software has been used. 3 30, 2005 Trends in Delivery and Pricing Models for Enterprise Applications: Pricing Options The licensing and delivery of enterprise software products is undergoing a fundamental shift from traditional up-front fees to incremental, per-transaction, and even success-based pricing. 3 29, 2005 The Three Cs of Successful Positioning         Part 4: The Customer What's keeping your customer up at night? Know thy customers—and their problems. 3 28, 2005 The Role of PIM and PLM in the Product Information Supply Chain: Where is Your Link? Diverse groups have been discussing PIM from the perspective of data synchronization and syndication, product lifecycle management (PLM), and enterprise publishing. Each of these product categories includes the management of product information, but each uses product information for a different operational role. 3 26, 2005 Application Erosion: More Causes and Cures Application erosion is real and it has a significant impact on the long-term value of technology. It can have various causes, but there is a possible solution to each one of them. 3 25, 2005 Application Erosion: Eating Away at Your Hard Earned Value Application erosion starts the day you turn on any new system, and it continues constantly. To prevent it, you need a plan. If you suffer from it today, you need a plan to regain the value you once had. 3 24, 2005 Integrated Solutions: Look Before You Leap When it comes to integrated enterprise systems, functionality is not exactly unimportant, but it needs to be combined within a fairly simple-to-use application set that actually gets used rather than languishes on the shelf. 3 23, 2005 Pain and Gain of Integrated EDI         Part 3: Other Industry Gains Many small and medium companies find themselves under pressure to deploy the same EDI system as a major customer, making it a basic cost of doing business with the market leaders. 3 22, 2005 The Pain and Gain of Integrated EDI         Part 2: Automotive Suppliers Gain The nature of the global automotive supply chain means that the suppliers must be tightly integrated into the trading partner’s enterprise, whose supply chain communications and management capabilities need to be able to manage that critical relationship. 3 21, 2005 The Pain and Gain Of Integrated EDI         Part 1: The Pain of Integrated EDI The real action is in merging the influx of electronically transmitted data with existing information already being processed within the ERP system, and the ensuing challenge is to make sense of this constant flood of information arriving daily in the form of EDI or XML messages. 3 19, 2005 Oracle Further Orchestrates Its SOA Forays         Part 6: Weaknesses and User Recommendations Time will tell whether Oracle's vocal endorsement of open technologies such as J2EE and BPEL will allow customers to readily adopt solutions that fit their needs and that quickly integrate with their existing infrastructure. 3 18, 2005 Who Else is Using Your Wireless Network? Information technology (IT) security industry experts continue to warn us that wireless networks have significant vulnerabilities. Taking precautions is a smart way to mitigate risks. Relevant Technologies tested Wireless Watch Home 2.0 (WWH) to evaluate its claim as an effective and affordable intrusion detection system (IDS) for home wireless networks. 3 18, 2005 Oracle Further Orchestrates Its SOA Forays         Part 5: Collaxa Acquisition With the acquisition of Collaxa, Oracle has quickly plugged a hole in its SOA/BPM message by providing new workflow capabilities and monitoring tools to report on the progress of business processes, and by providing runtime support for BPEL. 3 18, 2005 Channels to the Hearts and Minds--On-line 2005 The physical, e and wireless world continues to grow! The e channel for shoppers continues to grow, with so many nay-sayers and doubters. You'd think this issue would die, with more and more shoppers buying from far flung vendors: Boston to the Nanga Tribes for buying original crafts; Dallas to Huangshan City, China, etc. 3 18, 2005 Space: The Final Frontier How Retailers Make Shelf Space Allocation Decisions In both retail and consumer goods sectors, the gap between winners and losers widens every day. What is it about the winners that make them more and more successful, extending their lead every quarter? 3 18, 2005 The Next Phase of Supplier Performance Management in the Retail Industry Supplier performance management in the mass merchandising market is undergoing a renaissance of sorts. Increasingly, retailers are deploying vendor scorecards as a means of better aligning their supplier network with their corporate direction. Suppliers need to consider the implications and begin preparing for this or face considerable risk. 3 18, 2005 RFID ... For Customers? Recently I spoke at the National Retail Federation in the center of retail: New York City! The big buzz this year, no surprise, was about RFID. 3 17, 2005 You Need More Than Functions and Features to Implement an ERP Package         Part 2: More Tools and Summary This article continues the examination of tools that a vendor may supply that can make the implementation of an ERP package easier for your project team, end users, and IT department. Read on to see what tools you may want to have in your toolbox before proceeding with the implementation. 3 17, 2005 Oracle Further Orchestrates Its SOA Forays         Part 4: SOA and Web Services The battle for the dominance in service-oriented architecture (SOA) and Web services has nonetheless so far largely been a war of words without the clear winner yet (and not any time soon), as many underlying Internet-based standards have emerged only recently. 3 16, 2005 Oracle Further Orchestrates Its SOA Forays         Part 3: Strategy Shifts Oracle has long moved in the direction of blurring the line between applications and infrastructure. It has leveraged the system of record elements in application suites by applying infrastructure technologies to correlate real-time events for improved decision-making. 3 16, 2005 You Need More Than Functions and Features to Implement an ERP Package         Part 1: The Administrator and Customizer You have selected an ERP package. Now you have to worry about implementing the software. This article looks at four categories of tools that a vendor may supply that can make the implementation easier for your project team, end users, and IT department. Read on to see what tools you may want to have in your toolbox before proceeding with the implementation. 3 15, 2005 Oracle Further Orchestrates Its SOA Forays         Part 2: Strategy Oracle's vision of a complete collaborative e-Business solution requires a database strategy, an application server strategy, and an e-business strategy. Will users buy into this vision? 3 14, 2005 Oracle Further Orchestrates Its SOA Forays         Part 1: Event Summary and Market Impact Although its service-oriented architecture-based platform and enterprise solutions will not likely be "all things to all people" any time soon, Oracle might be showing its ability to further develop its own enterprise infrastructure and applications via a blitz acquisition of a Collaxa, a small and focused vendor, despite its unwavering appetite for direct, large competitors. 3 12, 2005 Manufacturer's Nirvana -- Real-Time Actionable Information How many ERP vendors, including the largest ones, have natively built-in real-time production monitoring, warehousing management, time and attendance capture, and complete quality management systems? 3 11, 2005 What's Really Driving Business Intelligence? Typical explanations given for increased spending in business intelligence include, meeting government regulations, managing information overload, tracking corporate goals, and improving competitive response. However, a deeper drive for BI stems from the need to quantify the intangibles that underlie the market value of a business. 3 10, 2005 Jack Link's Beef Jerky Case Study: ''Wal-Mart Didn't Make Me Do It''         Part 3: Expected Benefits and Lessons Learned The nagging question is, "Can SMEs justify RFID?" The answer is an emphatic "Yes." While SMEs may not have the economies of scale of large companies, their business case could end up being more positive since they typically do not face the “innovator’s dilemma” of an established barcode infrastructure. 3 9, 2005 Jack Link's Beef Jerky Case Study: ''Wal-Mart Didn't Make Me Do It''         Part 2: An Approach to RFID Implementation A four-phased approach allowed for the gradual assimilation of a new technology into the organization. Start small and feel your way, but think and plan for bigger opportunities. The benefits are gained and eventually the technology would be deployed throughout all of the manufacturing and distribution facilities. 3 8, 2005 Jack Link's Beef Jerky Case Study: ''Wal-Mart Didn't Make Me Do It''         Part 1: RFID Philosophy for SMEs and Company Background Some companies want the benefits of new technology, such as RFID, on their timetable without a gun loaded with threats of lost customer sales, pointed at their corporate heads. This article looks at a company that chose to get in front of the technology curve before the information highway passed it by. 3 7, 2005 The Three Cs of Successful Positioning         Part 3: Get Your Channel Involved If there's a disconnect between your channel and your marketing team, neither will reach their full potential. In this column, you’ll see how involving your channel in the positioning process is a key ingredient in successful marketing and sales. 3 5, 2005 The Three Rs of RFID: Rewards, Risk, and ROI Prominent organizations and retailers, such as Walmart and the US Department of Defense are taking advantage of radio frequency identification, which promises real time tracking of products from the manufacturing floor to the checkout terminal. Despite the typical risks associated with adopting any early-stage technology, the competitive advantage and bottom-line business benefits of RFID are significant to both retailers and suppliers. It can significantly decrease warehouse, distribution, and inventory costs; increase margins; and enhance customer service. 3 3, 2005 How to Avoid Becoming Another CMMS Implementation Failure Statistic Anywhere from 40 to 80 percent of CMMS implementations fail to meet expectations. However, by evaluating the company's business process flow, having proper organizational structure and buy-in, you can realize the true benefits of CMMS and avoid becoming another failure statistic. 3 2, 2005 Information Security Firewalls Market Report         Part 2: Current Market Trends and User Recommendations Numerous firewall solutions exist in the market. However, decision makers can wade through the thousands of product criteria to find the right solution by properly prioritizing company’s needs, avoiding common pitfalls, and through proper research. 3 1, 2005 Information Security Firewalls Market Report         Part 1: Market Overview and Technology Background The firewall market is a mature and competitive segment of the information security market. With numerous vendors and firewalls in all price ranges choose from, IT decision makers should be especially selective. This report presents a market overview and some criteria for selecting products from the long list of contenders.   2 2005 English Articles 2 28, 2005 The Three Cs of Successful Positioning         Part 2: The Channel One of the most effective and efficient ways to develop a successful marketing position for B2B software is to begin with the sales channel, especially if you have limited time and resources. 2 26, 2005 Made2Manage Systems 'One Year After': Reenergized and Growing         Part 5: Summary, Challenges, and User Recommendations Although not necessarily unique to Made2Manage Systems, the strategy of taking a deep breath and reflecting upon how to proactively better serve existing customers, and building upon that with a combined organic growth and growth via acquisitions, seems to be a recipe for success these days. 2 25, 2005 Made2Manage Systems 'One Year After': Reenergized and Growing         Part 4: Quality Management Processes Made2Manage Systems pledges not to build technology for the sake of technology. Instead, the company plans to focus in on the true needs of its customers and those of the prospective buyers in the target market, while applying forward-looking technology enhancements that protect its customers’ investment in business solutions. 2 24, 2005 Made2Manage Systems 'One Year After': Reenergized and Growing         Part 3: Market Impact Part of Made2Manage Systems acquisition strategy includes taking on a more global presence through acquisition of non-US companies that offer software, services, and support, particularly companies that sell direct into non-US countries, although not limited to that. Its growth strategy states that it plans to grow organically via new system sales, customer sales, and customer retention, and also growth via acquisition. 2 23, 2005 Made2Manage Systems 'One Year After': Reenergized and Growing         Part 2: Future Direction Made2Manage focused on enriching the software ownership experience for its customers--to the point where they sometimes even volunteer to influence prospective buyers. 2 22, 2005 Made2Manage Systems 'One Year After': Reenergized and Growing         Part 1: Event Summary Made2Manage Systems' decision to go private under wealthy Battery Ventures' wing appears to have been wise. Despite a draconic exodus of former executives and the subsequent one-time restructuring, the vendor has produced tangible benefits for existing customers. 2 21, 2005 The Three Cs of Successful Positioning There is a method to take you through the positioning process, where success depends on understanding three Cs--your Customer, your Competition, and your Channel. This series of articles will explain how to use them to gather intelligence, challenge assumptions, and test your positioning. 2 17, 2005 Customer Relationship Management Strategies         Part 4: Strategies and Case Study Creating specific CRM strategies means developing measurable goals and calculating your ROI to achieve them. These in addition to a technical framework, sales and marketing strategies, including Internet strategies, and customer satisfaction metrics will create a smooth running CRM machine in your company. 2 16, 2005 Customer Relationship Management Strategies         Part 3: Achieving and Maintaining the Competitive Edge Developing the competitive edge involves information gathering and communicating. Using a continuous feedback loop that incorporates sales, service, and customer satisfaction, will help you realize the benefits of a CRM system. 2 15, 2005 Customer Relationship Management Strategies         Part 2: Creating Your Strategy CRM system can increase your profits and build customer loyalty by streamlining your processes and provide better quality products and services. However, you first must be prepared to overcome lack of requirements, combat scope creep, and compensate for lack of skills. 2 14, 2005 Customer Relationship Management Strategies         Part 1: Changing Your Approach Mid-sized companies have the agility of small businesses, and are resource-rich enough to handle CRM implementation. However, without comprehensive planning, attainable objectives, metrics, and check points mid-sized companies will not realize success and full potential from their CRM system. 2 12, 2005 Microsoft Axapta: Design Factors Shape System Usage         Part 3: Manufacturing Environments If you are implementing or considering Microsoft Axapta as your ERP system, or providing Axapta-related services, this note provides an overall understanding of how the system fits together to run a business. This section reviews the major design factors affecting system usage in a manufacturing environment. 2 11, 2005 Microsoft Axapta: Design Factors Shape System Usage         Part 2: Distribution Environments If you are implementing or considering Microsoft Axapta as your ERP system, or providing Axapta-related services, this note provides an overall understanding of how the system fits together to run a business. This section reviews the major design factors affecting system usage in a distribution environment. 2 10, 2005 Microsoft Axapta: Design Factors Shape System Usage         Part 1: User Interface and Customization If you are implementing or considering Microsoft Axapta as your ERP system, or providing Axapta-related services, this note provides an overall understanding of how the system fits together to run a business. 2 9, 2005 IFS Continues Its Reinvention through Pruning         Part 3: Market Impact and User Recommendations By selling CAD and payroll applications, IFS may not only control potential damage but also "kill two birds with one stone" by 1) leveraging Bentley's and Personec's commitment to a true partnership and product integration to boost both parties’ license sales, while streamlining its own operations; and 2) obtaining some equity, however little, as to improve its balance sheet. 2 8, 2005 IFS Continues Its Reinvention Through Pruning         Part 2: 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 the wholesale success in the finicky enterprise resource planning (ERP) market. 2 7, 2005 IFS Continues Its Reinvention Through Pruning         Part 1: Event Summary Is selling-off of its Brazilian subsidiary and of tangential CAD and payroll applications a sign that IFS is grasping the realities of a mature enterprise applications market, which requires, among many other things, finding a perfect balance between cultivating the install base versus the zeal for hitching brand new customers? 2 5, 2005 How Winners Trap Their Competition Using the highest degree of professionalism and integrity, you can protect your value proposition from competitive attack by setting traps for the competition. By knowing the competition's actions, behavior, and practices, you can identify damaging behavior. After exploring the potential risks and rewards, you can then consider what might be done to snare the competition. Exposing the competition's deficiencies with this mousetrap model will not only spare your client the expense, disruption, and embarrassment of a poorly executed implementation, but it will increase your ability to effectively compete. 2 3, 2005 Critical Business Functions: Misunderstood, Underutilized, and Undervalued         Part 2: Closing the Circle of Credit and A/R Management Using credit and A/R management as a sales tool requires defining goals and measuring results. Determining the competitive landscape and using A/R management software with key features will help companies realize the full potential of credit and A/R management. 2 2, 2005 Critical Business Functions: Misunderstood, Underutilized, and Undervalued         Part 1: Credit and A/R Management The credit and collection function is the most misunderstood, underutilized, and undervalued area of business. When allied with the sales function, controlled A/R can generate a significant cash inflow playing a huge role in the prospect-to-cash cycle. 2 1, 2005 Software for Real People         Part 2: Competition and User Recommendations The root of creativity rests in the people, the management, and the culture of the organization. A better tool will not help an organization that is resistant to change and stifles creativity. It is important to remember that while management can solve a technical problem. Technology will never solve a management problem.   12 2005 English Articles 12 31, 2005 Demand at the Fount of Open Source         Part 2: A Primer Based in Demand Trends Organizations globally, are contributing to increased demand for Free and open source software but vendors may not yet be meeting this demand. This article highlights FOSS fundamentals with the goal of adding clarity for the uninitiated. 12 30, 2005 Demand at the Fount of Open Source: A Primer Based in Demand Trends As we witness the inexorable increase in demand for Free and open source software (FOSS), many organizations have yet to glean the FOSS fundamentals. This series highlights fundamentals for the enterprise as manifested in global customer demand trends. 12 27, 2005 Easy ERP: A Challenge to Conventional Thinking There is a new paradigm when it comes to evaluating ERP systems. With little difference between industry players' solutions, the key is the longevity of the system, its usability, and total cost of ownership. 12 24, 2005 Predictive Analytics; the Future of Business Intelligence Business intelligence (BI) is evolving as it grows in popularity. Within BI, there is a shift from traditional analytics to predictive analytics, and predictive analytics is emerging as a distinct new software sector. 12 23, 2005 Working Toward Truly Strategic Partnerships If good partnerships seem to be a rarity, true and lasting relationships that benefit both parties are downright unique. How to avoid a Barney relationship and create a partnership that really works! 12 23, 2005 Single Version of the Truth Today's enterprise is no longer a single, vertically integrated organization. Globalization, outsourcing, and off-shoring have created an environment where end-to-end supply chains include many players, with a shared need for accurate and timely information. 12 23, 2005 The Channel Management Shuffle Executives and middle management are constantly faced with determining policy, process, and technology around managing one or multiple channels. What is critical to successful channel management? 12 23, 2005 Outcome Sourcing in the Outcome Economy The move to an outcome economy encompasses radical changes in the core elements of commerce. It requires a whole new way of thinking on the part of both buyer and seller—from buying and selling things to buying and selling outcomes. 12 23, 2005 New Approaches to Software Pricing Hearing the complaints of dissatisfied customers, some vendors are developing customer-centric contracts. HarrisData has even gone so far as to draft a Bill of Rights for customers. How well do these pledges measure up? 12 22, 2005 Enterprise Software Service and Maintenance Alternatives Traditional license models may be wearing out their welcome for both vendors and customers. A competitive market and a more IT savvy business generation is prompting change, but what alternatives are out there for software service and maintenance? 12 21, 2005 Is There a Panacea for Enterprise Software Pricing Yet? While enterprise applications are becoming a commodity, their pricing schemes have yet to follow suit. Users are put in a costly position where the "fine print" clauses of implementation contracts may inhibit reasonable expectations for software warranties. 12 20, 2005 Plant Intelligence as Glue for Dispersed Data? Enterprises that have manufacturing or plant-level intelligence systems can be guided through the forking paths of exception-based decision-making. Not only will they be better prepared for unplanned events, but they will also know how their responses will impact the company. 12 19, 2005 Document Management and Digital Asset Management Is There a Difference and What Might It Be? As enterprises seek better content management systems, documentation management (DM) and digital asset management (DAM) are growing in popularity. Despite market confusion, the two solutions serve different functions, but can still be integrated to meet an enterprise's needs. 12 16, 2005 A Unique Product Lifecycle Management Tool for Private Label Retail The Worldwide Retail Exchange (WWRE) and the Global NetXchange (GNX) have merged their complementary Web-enabled product sets to form Agentrics LLC. One outcome is the ProductVine PLM solution, which is clearly designed for and targeted to private label retailers. 12 15, 2005 ERP Plus and Beyond ERP Plus provides tools that metal fabricators need to streamline their quoting, order entry, inventory control, production, labor collection, shipping, and invoicing processes. 12 14, 2005 The Strengths of a Vertically Centric Enterprise Software Provider Verticent, a revitalized reincarnation of the languishing public mid-market enterprise applications vendor PowerCerv, seems to be thriving under a financially stable adopted parent, and it has found a defendable niche where it can exploit its competitors' functional "fatal flaws". 12 13, 2005 IT Governance: Maximizing the Business Investment Implementing information technology (IT) governance means using a structure of relationships and processes to direct an organization. Some project portfolio management (PPM) vendors have adopted the IT governance mantra to differentiate their solutions from those offered by the enterprise resource planning (ERP) industry. 12 9, 2005 Supply Chain Vendor Morphs into SCEM with Response Management Vision Supply chain planning vendors have moved beyond enterprise planning to solutions that encompass the whole supply chain. Companies like Kinaxis are using enterprise response management to manage events and responses as they occur and align results at the point-of-action. 12 8, 2005 Business Process Management: A Crash Course on What It Entails and Why to Use It Business process management (BPM) has to integrate existing enterprise applications, Web services, and people in such a way that it can also quickly change, destruct, or construct processes. This is far beyond the realm of traditional enterprise application integration (EAI). 12 7, 2005 Records Management Becoming More Important Due to Compliance Regulations Electronic media and corporate governance have complicated records management for enterprises. Properly defining information as corporate records and using a record management system can help enterprises meet regulatory compliance and reduce liability. 12 6, 2005 Integrating Customer Relationship Management through Software As A Service The customer relationship management (CRM) market is changing. Over half the market is served by small vendors. Fully integrated business suites like NetSuite standalone solutions like salesforce.com, are heeding the demand for software as a service, but they are approaching the market with very different market strategies. 12 5, 2005 Comparing On Demand Customer Relationship Management Service Alternatives Customer relationship management (CRM) functionality can fall into four categories: core functionality; non-core functionality; vertical, industry-specific features; and accounting-related features. When evaluating and selecting a CRM solution, enterprises must be aware of the potential issues associated with functions and features that are not part of core CRM functionality. 12 2, 2005 Positioning Makes Your Marketing Budget Go Further—and Hit the Target Many business-to-business (B2B) software companies don't have a formal positioning process, and it's costing them time, money, and much more—a marketing message that misses the mark. This article explores the benefits of implementing a business process for positioning. 12 1, 2005 Enterprise Software Product Outsourcing: A Fresh Perspective for Mid-market Vendors Creating outsourcing centers is a viable option for companies under pressure to develop quality products with tight time and budget restraints. Mid-market companies, however, often do not have this option, but can still benefit from partnering with an outsourcing provider.   11 2005 English Articles 11 30, 2005 The Exacting Needs of Metal Service Centers General enterprise resource planning (ERP) providers that are viable companies with a solid product, typically do not meet the dimensional inventory, chemical, and physical properties requirements that are vital to the metal service industry and material converter businesses. 11 26, 2005 Inventory Control Is Perhaps the Most Powerful Tool You Have for Containing Your Warehousing Costs Your company's success is not only dependent on sales, but also on your company's ability to say, "Yes we have that item in stock." The problem is, inventory control is usually an after thought. 11 25, 2005 If There's One Thing CRM Tells Us: Don't Do PLM the Same Way Product lifecycle management (PLM) doesn't work, but it should. Industry's general approach and attitude to PLM mimics the early days of customer relationship management (CRM) adoption, and lessons from that experience should help when tackling the "ifs" and "hows" of PLM investment. 11 24, 2005 Profitable-to-promise: A New Exciting Era Any manufacturing business is faced with promising accurate delivery dates for customer orders. At the same time, the manufacturer has to ensure that every order taken, is profitable. This article focuses on the issues related to order delivery date promising in view of profitability of orders to the manufacturer. 11 23, 2005 What Plant-level Systems Can Do for the Enterprise Market To gain the competitive edge, enterprises are seeking tools to break information silos. Collaborative planning and manufacturing has given plant-level systems a whole new meaning. 11 22, 2005 Plant-level Systems: Facing and Dealing with Obstacles Production supervisors and plant managers are constantly fighting problems within a plant because they lack visibility in the supply chain and do not have an automated exception-based management system. However, a value-adding processing layer can create transparency and link information to unify company processes. 11 21, 2005 The Importance of Plant-level Systems The information technology (IT) environment in manufacturing is facing a dramatic change. Traditional systems must evolve to support near real time, collaborative business models. This is especially prudent at the plant-level. 11 18, 2005 Parametric Technology Corporation's Bold Vision Drives Growth and Innovation Cooperative markets and clever strategies controlling internal developments and guiding marketing may help Parametric Technology Corporation (PTC) reach revenues of $1 billion (USD) by 2008. However, more impressive is this may make PTC an innovator in product lifecycle management. 11 17, 2005 Prepackaged SAP Best Practices—Are They for You? SAP Best Practices are a series of fixed-scope, pre-defined packages of software and services solutions designed to address the demands of midsize enterprises in multiple industries. Are they right for you? 11 16, 2005 Best-of-breed Approach to Finance and Accounting CODA's savvy accounting and financial offerings include budgeting, forecasting, scorecards, and tools that use Microsoft Excel spreadsheets collaboratively and securely. However, CODA must defend its narrow specialist and best-of-breed approach against larger-scale integrated enterprise system offerings. 11 15, 2005 Joining the Sarbanes-Oxley Bandwagon; Meeting the Needs of Small and Medium Businesses To meet tough government compliance, more vendors are offering compliance solutions. CODA's collaborative task modeling tool takes an enterprise's best practices model, audits business processes, automates data collection, and creates a secure collaborative space to offer checks and balances to simplify compliance monitoring. 11 14, 2005 Composing Collaborative Financial Applications 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. 11 11, 2005 Global Trade Management Software Vendors Under-Perform, But Were Predictions Overly Optimistic? After 9/11, the analyst community optimistically predicted a sharp rise in the demand for global trade management (GTM) software. While initially vendor shares rose, pre- and post-9/11 barriers have prevented the profitability and ubiquity of GTM software. 11 9, 2005 Using Visibility to Manage Supply Chain Uncertainty Technology has advanced supply chain visibility beyond mere track and trace functions. Visibility can be used to manage supply chain uncertainty, thereby preemptively troubleshooting problematic areas and reallocating resources to better meet the demands of an enterprise. 11 7, 2005 Supply Chain Management Is Evolving toward Interdependent Supply Networks Optimizing supply chain management processes to work more closely with trading partners, requires enterprises to act together as interdependent supply networks. The development of service oriented architecture will be crucial in achieving the necessary flexibility characterizing such networked supply chains. 11 4, 2005 The Role of Sales Training Requirements Definition and Requests for Proposals in the Success of Technology Companies The first step in choosing an effectiveness service provider (ESP) that best meets your company's needs is to develop a requirements definition. When used as a request for proposal, the requirements definition can be a powerful evaluation and negotiation tool. 11 3, 2005 The Why of Data Collection Data collection systems work; however, they require a investment in technology. Before the investment can be justified, we need to understand why a data collection system may be preferable to people with clipboards. 11 2, 2005 Partnerships with Vendors and Independent Software Vendors: Rejuvenating Legacy Systems The rapid pace of global business places a unique set of challenges on all enterprises looking to improve and automate their operations, and at the same time, remain poised to adapt quickly to change. 11 1, 2005 Server Platform Revitalization in the Enterprise Applications Space The whole idea of enterprise application modernization is to renew existing software so that it can satisfy the need for integration and graphical presentation without losing any functionality. IBM is looking towards independent software vendors to help it in this endeavor.   10 2005 10 12, 2005 过程型和离散型制造商及分销商所需的稳定性和功能性 表面上看，Infor公司的收购策略是冲动的，而实际上它是经过周密规划的，以期发展更强大的纵向功能。这意味着Infor公司有可能为客户提供更高的稳定性以及更多的利基市场功能。 English Articles 10 31, 2005 Server Platform Situational Analysis: IBM AS/400 Customers value IBM's AS/400's reliability, stability, and security. However, despite its impressive performance and use of independent software vendors to broaden its functionality, AS/400 suffers from the perception that its an ancient technology. 10 28, 2005 The Challenges of the Lawson-Intentia Merger The new company forged from Lawson and Intentia will have to carefully blend their different corporate cultures, which has traditionally been proud of in-house development spawning a limiting "not invented here" attitude. 10 27, 2005 Market Impact of Lawson-Intentia Merger The Lawson and Intentia merger might create a much-needed, strong statement for the market, and provide the mid-market with more options. It may also decrease the negative momentum both companies have experienced in the frenzied and rapidly consolidating enterprise applications market. 10 26, 2005 Intentia Prepares for Merger with Lawson Before merging with Lawson, Intentia already had initiated cost-cutting measures on its products, target markets, and sales channels. This, corporate cultural changes, and an infusion of research money help the "new" Intentia become a world class solutions provider to the mid-market. 10 25, 2005 'New' Lawson Software's Transatlantic Extended Enterprise Resource Planning Intentions The recent merger of Lawson Software and Intentia, two vendors of similar size, but servicing different markets, will complement each other to become the largest enterprise applications supplier that is dedicated to the mid-market customer segment. 10 22, 2005 CRM Application Users Are Key to Project Success For a customer relationship management implementation to be successful, consulting firms, vendors, and users must pay attention to user training and change management. 10 21, 2005 Critical Components of an E-PLM System E-business has prompted a lot of vendors to move towards creating electronic product lifecycle management (e-PLM) suites. However, enterprise resource planning vendors with extensive e-commerce initiatives, development staffs, and renewed interest in PLM, are as likely to lead the way. 10 19, 2005 Retalix Strives for Leadership in Retail Food Segment Retalix, a supply chain software provider is positioning itself to be a segment pack leader through vendor positioning, vertical differentiation, and horizontal influences. It may be poised to oust industry heavyweights including IBM and SAP as the retail food industry software provider. 10 18, 2005 Vendors Strive for Segment Pack Leader Status; Does Retalix Measure Up? Software vendors strive to be leaders in their areas of expertise and Retalix seems to be no exception. But how do we recognize a segment pack leader and what are the key elements that characterize a supply chain pack leader? 10 17, 2005 Looking For Software—The Expectations of Small and Medium Enterprises Small and medium enterprises (SME) looking for software must understand their needs and articulate their expectations to get what they want and need from software. 10 14, 2005 SCM in a New Flavor: Real Time and Demand Driven To meet the needs of a demand driven market, Apptricity is leveraging service oriented architecture to deploy and integrate modules. 10 13, 2005 Enterprise Resource Planning: Bridging the Gap between Product Vision and Execution Why has Infor been successful at tacitly nurturing and growing acquired companies when many more noisy competitors have not? 10 12, 2005 Stability and Functionality for Process and Discrete Manufacturers While superficially, Infor's acquisition strategy may appear to be impulsive, it has actually been calculated to develop a stronger vertical functionality. This may mean that Infor can offer customers more stability while offering niche functionality. 10 11, 2005 Technology Hurdles Plus Retailer Consolidation Yield a Fragile Market for Consumer Packaged Goods Manufacturers As major retailers increase their share of the market and exploit technology for business process improvement, consumer packaged goods (CPG) manufacturers risk losing ground in the market place, if they cannot meet retailers demands for compliance. 10 10, 2005 Demand-driven Supply Networks for Small and Medium Business Lately demand-driven supply networks (DDSN) are a much talked about topic, yet little is written about SMBs and DDSN. By understanding the basics of DDSN, and through selective implementation, SMBs can experience the agility, adaptability, and alignment of DDSN. 10 8, 2005 Aligning Java-based Application Strategies In announcing their merger plans, Lawson and Intentia will not only have to grapple with the usual issues, but will have to deal with the nuanced differences in their respective Java application endeavors. 10 7, 2005 A New Platform to Battle Software Bloat? Lawson has unveiled a new standards-based business applications platform designed to increase overall application quality and improve the product lifecycle experience for current and future Lawson clients. 10 6, 2005 Can Java Perk Legacy Enterprise Resource Planning Systems? Intentia has poured Java into its enterprise resource planning system, Movex, to meet the growing demand for functional enhancements and remote accessibility, without ripping and replacing legacy systems. However, are users willing to make the transition? 10 5, 2005 Portal Strategy: One Vendor's Story and What It Means to You Epicor is working with Microsoft so that portal adopters can benefit from SharePoint's models and access to other enterprise data. 10 4, 2005 Epicor To Give All Its Applications More Than A Pretty Facelift In August, Epicor announced a revised portal strategy to provide rich portal content through a more secure and standardized portal platform. By leveraging Microsoft .NET across all product families, Epicor Portal will reportedly deliver data exploration, collaboration, and on-line management features. 10 3, 2005 A New Model for Evaluating Third Party Logistics Providers: Enter Service Oriented Architecture Third-party logistic (3PL) providers are under pressure to keep costs low, expand services and capitalize on evolving supply chain management technology. As customers are becoming more discerning, 3PLs can leverage service oriented architecture to meet customer needs.   1 2005 English Articles 1 31, 2005 Software for Real People         Part 1: MindManager Feature and Functions Many software applications are indispensable for the operation and management of the enterprise. They, however, may actually stifle creativity--arguably the most valuable aspect of human capital--by requiring the user to adapt to the tool rather than have the tool supporting the user. 1 29, 2005 Maintenance Scheduling 101 Many organizations have tried to address their maintenance scheduling woes by introducing new and sometimes very advanced technologies. The reality is that trying to automate something that's broken will cause even more frustration and finger-pointing. 1 28, 2005 Lessons Learned on the Inca Trail Peru, a country with a glorious past and an uncertain future, stands at the crossroads. The inability to attract significant trade or investment due to the crime and lack of democratic principles in the nation should be addressed as a matter of urgency. Peru can learn from countries that share the legacy of lost empires -- for example China -- and examine the principles of their ancestors to create a sustainable economic environment. 1 28, 2005 Remember APS? At the end of 2000, i2 Technologies was trading at over $50 (USD) a share. Today, i2 trades at less than $.75 (USD) a share. Given the meltdown that has taken place, should a forward thinking supply chain professional still consider APS projects? Cut through the hype, look past the war stories, and you can find value with APS. But it is complex. In order for a technology implementation to succeed, it needs to be bundled with serious, fundamental work in the area of process, policies, and performance. There is no silver bullet. Rather than viewing the current market turmoil as a negative, the savvy buyer can take advantage of the situation. 1 28, 2005 The Third Paradigm Supply chain systems to date have represented the back-end of that process of servicing markets and have taken us a long way in replacing assets with information. But the fact is, building products still takes a long time. Contrastingly, markets require short response times--days. For the last few years, we have begun the process of trying to understand the unplanned event. The first and second paradigm systems deal in knowns--this is what I think I need and therefore this is what I will buy. The Third Paradigm focuses on the uncertainty elements to understand risk. This is the key. Isolate, understand and organize the chaos—creating an operational and financial model. 1 28, 2005 The Instant Supply Chain Challenge For the past few weeks, all eyes (and hearts) have been on the devastation caused by the Indian Ocean Tsunami. What is needed in a disaster like this is an "Instant Supply Chain"--ultra-rapid creation of a distribution network with coordination between the many decentralized players. To meet these challenges, relief agencies and governments can learn much from the supply chain advances made by the private sector, but the private sector can also learn from the successes and failures of these relief efforts. 1 28, 2005 Smaller Vendors Can Still Provide Relevant Business Systems         Part 5: Challenges and User Recommendations Having to deliver a number of functionalities through third-party solutions, which are natively offered by many larger competitors, may deter some interface-wary customers. Thus, Relevant should try to provide as many third-party solutions as possible as a standard configuration, which should make customers oblivious to the origin of the module. 1 27, 2005 Smaller Vendors Can Still Provide Relevant Business Systems         Part 4: MRO and Spare Parts Management Service or spare parts have lately become both a blessing and a curse for many manufacturers. 1 26, 2005 Smaller Vendors Can Still Provide Relevant Business Systems         Part 3: Project Oriented Organizations The unique business needs of project-oriented organizations, when addressed by large ERP vendors that offer general-purpose enterprise software, typically require heavy customization in order to work. On the other hand, when project-oriented organizations turn to small off-the-shelf project-management solutions, these solutions are soon outgrown by the user company. 1 25, 2005 Smaller Vendors Can Still Provide Relevant Business Systems         Part 2: Market Impact ERP and other enterprise applications products will thus demonstrate deep industry functionality and tight integration with best-of-breed 'bolt-on' products in a particular vertical, which also means adding sector-specific, fine-grained capabilities. 1 24, 2005 Smaller Vendors Can Still Provide Relevant Business Systems         Part 1: Event Summary If Relevant Business Systems deliberately wanted to maintain its astute enterprise system as one of the best-kept secrets in the A&D and government contracting manufacturing markets, it has certainly succeeded. However, given a growing horde of viable solutions from larger and more renowned vendors, the company will have to spread the word much more aggressively from now on, while trying to stay outside its bigger competitors' "shooting range". 1 21, 2005 Accounting for SMBs: A Solution Beyond Entry-level Systems Red Wing Software Many SMB companies need more functionality than an entry-level system offers, but cannot afford to pay $15,000 (USD) or more for a higher-end product, nor do they really need the complexity found in these products. Red Wing Software’s TurningPoint is a good mid-market product that plays well in this market. 1 20, 2005 AccountMate Software An International Product No One Knew About         Part 2: Applications, Competitive Analysis, and User Recommendations AccountMate Software has been a player in the middle market for over twenty years. In the past several years it has been acquired by several global companies. Recently AccountMate's management has purchased the company and once again it is independent and able to chart its own course. 1 19, 2005 AccountMate Software An International Product No One Knew About AccountMate Software has been a player in the middle market for over twenty years. In the past several years it has been acquired by several global companies. Recently AccountMate's management has purchased the company and once again it is independent and able to chart its own course. 1 18, 2005 Reliability Driven Maintenance--Closing the CMMS ''Value Gap''?         Part 2: Reliability Driven Maintenance Reliability driven maintenance (RDM) focuses on understanding the "asset health" to determine what maintenance work should occur and when something should be done. It enables preemptive intervention before failure occurs, whereby failure would mean that equipment is not delivering required performance regardless of whether it is actually broken down or not. 1 17, 2005 Reliability Driven Maintenance--Closing the CMMS ''Value Gap''?         Part 1: Trends and Definition The metric of plant maintenance should now be in the ability of the plant to meet the strategic goals of the company beyond customarily expected cost savings, such as improved plant output, performance predictability, product quality, customer service, safety, environmental control, etc. 1 15, 2005 Production Intelligence--Improving Production by Filling a Traditional Gap Enterprises understand the value of integration. One area that has been ignored is the plant. Plant systems and corporate systems must be complementary and leverage each other to provide their maximum value. Production intelligence provides both integration and valuable information which is not available in either type of system. 1 14, 2005 Federal Contract Management and Vendors' Readiness         Part 3: Meeting Federal Requirements Companies that are not already offering the capabilities of meeting the exacting, stringent requirements of federal agencies will likely not be able to tap the recent surge in the federal and defense markets. Conversely, those vendors and their users--government contractors--who can deliver comprehensive solutions that satisfy the requirements of federal agencies are in the driver's seat to capture that market segment. 1 13, 2005 Federal Contract Management and Vendors' Readiness         Part 2: Dealing With the Federal Government Federal contracts can often be fraught with legal snares for the unseasoned providers. 1 12, 2005 Federal Contract Management and Vendors' Readiness         Part 1: Entry of Small Vendors into Federal Contracts When all enterprise vendors go for ERP and like solutions to help improve the business of small, midsize, and large aerospace and defense (A&D); engineer-to-order (ETO); contract manufacturing; maintenance, repair, and overhaul (MRO); and like project-oriented manufacturing companies they may face the need to meet government contract requirements. 1 11, 2005 MRO and Spare Parts Management Considerations The need for better service parts management is finally gaining top-level management attention in many aerospace and defense (A&D) and like complex manufacturing companies, since excessive carrying costs and obsolescence losses are being recognized as an unexploited opportunity for savings and a better bottom line performance 1 8, 2005 SouthWare Excellence Series: Making Excellence Easier         Part 5: Competitive Analysis and User Recommendations Most products have moved toward support for business management functions and exception management. SouthWare has embraced this concept at all levels, providing users executive information systems, exception management, task management, and even performance assessment. 1 7, 2005 SouthWare Excellence Series: Making Excellence Easier         Part 4: Application Analysis & Development Environment This is a complete service management system that is comprised of four specific applications to help companies manage service contracts, track service histories and required preventive maintenance for each piece of equipment under service contract, daily planning and dispatch, and service invoicing. 1 6, 2005 SouthWare Excellence Series: Making Excellence Easier         Part 3: Application Analysis The system supports a completely user-defined set of critical success factors for each business, business unit, or even individual employee. 1 5, 2005 SouthWare Excellence Series: Making Excellence Easier         Part 2: What Makes SouthWare Different? The Excellence Series is in fact a product that provides users with a powerful business management framework that is in many aspects far ahead of other middle market products. 1 4, 2005 SouthWare Excellence Series: Making Excellence Easier         Part 1: Company Background and Product Overview SouthWare Innovations is one of the first middle-market vendors to create what might be the one of the best examples of true business management system (accounting + exception management + task management), and for that reason alone it should receive serious consideration. 1 3, 2005 JDA Portfolio: For the Retail Industry         Part 6: ERP Vendors and User Recommendations ERP vendors promise products linking to financial and manufacturing systems (which logically, is currently the vendor's own system) and include collaborative SRM and PLM capabilities and links to CRM systems. JDA and others must simplify their integration framework strategies and JDA must focus on data synchronization to offer a truly differentiating collaboration product. 1 1, 2005 Demonstration Post-Mortem: Why Vendors Lose Deals In competing for client dollars, one failing makes demonstrations deadly for large and small vendors alike: lack of preparation.
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