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The Lexicon of CRM - Part 2: From J to Q
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part two of a three-part article to provide explanation and meaning for

j part 1  covers the alphabet from J to Q. For A to I, see Part One . J  J2ME - Java 2 Micro Edition . A highly optimized Java runtime environment targeting a wide range of consumer products, including pagers, cellular phones, digital set-top boxes, and car navigation systems. JDBC - Java Database Connectivity . JDBC technology is an API that lets you access virtually any tabular data source from the Java programming language. It provides cross-DBMS connectivity to a wide range of SQL databases. There is also a Read More

Discrete Manufacturing (ERP)
The simplified definition of enterprise resource planning (ERP) software is a set of applications that automate finance and human resources departments and help manufacturers handle jobs such as or...
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Documents related to » j part 1


J.D. Edwards - A Collaboration Thought Leader Or A Disguised ERP Follower? Part 1: About J.D. Edwards
Like most of its peers, J.D. Edwards is hoping to rebound by focusing on Internet collaboration and extended-ERP applications. The company has also

j part 1  For more information on J.D. Edwards see Part 2 of this Technology Note. Read More
Intentia's Movex for Food and Beverage: Gaining a Foothold in North America Part 1: Functions and Features of Movex
Intentia's Movex solution for the food and beverage industries has been highly regarded in Europe and the Pacific Rim. Now, Intentia is ready to gain foothold

j part 1  to Intentia, SAP and J.D. Edwards have been the competitors it has faced most frequently on a global scale, even for the food and beverage prospects. Specifically, this three-part article provides a glimpse of Intentia's Movex software offering by discussing the following aspects: Overview of Intentia (Part One) ERP functions and features (Part One) SCM functions and features (Part Two) Additional functions and features (Part Two) Observations and user recommendations (Part Three) This is Part One of a Read More
The Lexicon of CRM - Part 1: From A to I
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part one of three-part article to provide explanation and meaning for most

j part 1  Lexicon of CRM from J to Q. Part 3 covers the Lexicon of CRM from R to Z. Read More
J.D. Edwards' QUEST To End Its String Of Pyrrhic Victories Part 1: The News
J.D. Edwards has been trying hard to reverse a continuing decline of license revenue, which is in a sharp contrast to its direct competitors’ upbeat postures

j part 1  the news from the J.D. Edwards conference. Part two discusses the Market Impact of this news and how it affects Users. Conference Highlights  J. D. Edwards pledged to refocus significant energy and resources on its traditional mid-enterprise marketplace. During his keynote address at FOCUS, J.D. Edwards' Chairman, President and CEO Ed McVaney, referenced the need for an integrated Customer Relationship Management (CRM) solution as a part of the mid-enterprise strategy, which should reinforce the value Read More
ERP and BI: When 1+1=3
Learn about the synergy of these two powerful business solutions in the provocative Aberdeen Report ERP and BI: When 1+1=3.

j part 1  erp. Read More
A Modern Tale of Long (Supply Chain) Tails -- Part II
Part I of this blog series introduced the notion of long tails in modern supply chains. That blog post also introduced the vendor ToolsGroup and its solution

j part 1  those math and stats jocks that are interested in more detail, I suggest indulging in one of ToolsGroup’s original white papers entitled “New Concepts in Inventory Optimization” . The paper describes all of these rocket-science-like number-crunching models with gusto (several espresso shots are also recommended to keep the mind sharp & focused). Self-Adapting via Demand-Sensing Another DPM system differentiation is that it is an automatic and self-adaptive solution that yields a sustainable process Read More
RedPrairie - New Name For A Brave New Value Proposition Paradigm Part Three: Continued Market Impact
RedPrairie's solution for the first time enables both private & third party logistic providers (3PLs) to meet the needs of multiple vertical industries within a

j part 1  future assignments, when each job is dispatched to the operators from the WMS. However, while many renowned companies in the retail, food & beverage, consumer goods, and 3PL segments of the market have successfully implemented LMS and achieved these benefits, a greater number of these have yet to do so. Given the economic and operational potential benefits of LMS, the failure to implement advanced labor management appears to be attributable to a number of misconceptions surrounding LMS process, Read More
The Path to ERP for Small Businesses - Part 1: The Research
Most consultants agree that there are three stages that precede a software implementation project: research, evaluation, and selection. This three-part article

j part 1  for your organization? Remember, just because a process or workflow works well, it does not mean it’s the best way to do it. You should always find ways to improve a process or workflow. To make sure you find the best ERP system for you company, you must first understand what processes are the most appropriate for your organization. Appropriate, in this case, means suitable for your industry, but also efficient for your company (sometimes processes are defined along the way by people who try to make Read More
Mobilizing Change Part Two: The Case for Action Method
The case for action is intended as a living document, to be updated and referenced by the business and the project team. It should be referenced during the

j part 1  way to develop the projected benefits is to workshop these, then to prepare your case for action document and have it reviewed by the contributors. Some people conduct interviews and analyses of operations. The problem with this approach is that it takes a lot of effort and generally results in conflicting opinions in some areas. This approach also involves looking at what is done now and the analyst then determines how it could be done better. It doesn't involve the participants in the development of Read More
Summarizing PTC’s Decades of Fervent In-House Innovation (and Acquisitions) - Part 1
Needham, Massachusetts (US)-based Parametric Technology Corporation (PTC, NASDAQ: PMTC) is an over USD 1 billion large software company that develops

j part 1  modeling mode for the job within one environment. With Creo, PTC will have one design software suite with applications for both modeling approaches that share the  user interface (UI)  and file formats so that users can move between both modeling modes and design models with relative ease. Part 2 of this blog series will analyze PTC’s more recent acquisitions and the company’s current state of affairs. In the meantime, your comments, thoughts, suggestions, or individual experiences with the Read More
Vertical Solutions Inc.-All About Field Service: Part Two
In a blog post last week, I talked about Vertical Solutions’ (VSI) offerings for field service management (FSM), including the company’s customer profile

j part 1  subject ). Related Reading: Just How Smart Is Your Scheduler? (April 2013) Inside Look at the Success of Cloud Field Service Provider ServiceMax—Part 2 (April 2013) TOA Technologies Raises Significant New Funds to Expand FSM Space (July 2013) Vertical Solutions Inc.—All About Field Service: Part One (August 2013) Read More
IFS Bucking the Trends - Part 1
IFS is a public business software company (listed on the Stockholm Stock Exchange) founded in 1983 with headquarters in Linkoping, Sweden and with US$362

j part 1  cent interest in the joint venture company. IFS Retail is headquartered in Linköping, Sweden, and has been using all existing IFS and Centric operations internationally. In 2009, IFS also assumed a new visual corporate identity (in terms of logos and coloring) where everything seems different, although nothing has really changed at the company. The color purple was reportedly chosen as part of the company’s heritage, which combines the passion of the color red with the trust and reliability of the Read More
The Magic Behind Planning and Executing (Optimal) Service Supply Chains - Part 1
The recent three-part series entitled “Navigating Between Service Management Scylla @ Charybdis” analyzed the phenomenon of service economy, or the

j part 1  decisions usually impact more jobs and resources. Planning decisions play a bigger part in the bottom-line performance of the service business (i.e., financial profitability or  net income ). In other words, by omitting or neglecting any of these important logical steps, any company’s ability to deliver customer service will likely be impaired. Scheduling and Executing: Where the Rubber Meets the Road It is likely that every service business experiences the operational service chain optimization Read More
It’s About Process (or the Ability to be Responsive) -- Part III
Part II of this blog series continued the introduction of the concepts of workflow automation and business process management (BPM). It also zoomed in on

j part 1  Webcom had used the JIRA issue tracking system , which at the time allowed users to create a workflow based on a set of offered statuses. However, at the time (the things might have meanwhile changed though) there was not the user’s ability to create statuses and workflows at will. For instance, the offered statuses were “open,” “in progress,” “closed,” etc., but the user could not create a custom status like “material returned”, “in engineering”, “being analyzed” or so. Read More

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