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CHICAGO - September 22, 2010 - SAP AG (NYSE: SAP), the world's leading provider of business software, today launched SAP® Rapid Deployment solutions, business software targeting specific line-of-business needs that can be deployed as fast as within 12 weeks. In the first wave - covering processes for sales, marketing, procurement, customer service and call-center operations - the solutions comprise fixed-price, predefined software for companies to address business priorities and gain time-to-value quickly while also paving a flexible path toward future growth.
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ZDNet recently posted an article about the perils of an ERP industry in which most of the major players are somehow aligned with ERP vendors. Panorama's business model is based on independence from software vendors, which we have discussed in this blog on a number of occasions. It appears as though, finally, we may not be alone in our line of thinking that suggests that the well-established network of ERP resellers and partners may not be the best thing for enterprise software clients and prospects. |
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We are often asked by clients why our estimates for ERP implementation durations differ so much from what they hear from sales reps. While ERP vendors can usually provide anecdotal examples of customers that have implemented ERP software in a very short time span or achieved significant business benefits from their solutions, our independent research suggests that these examples are the exception rather than the norm. |
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You're the IT Director and you've been tasked with reducing costs in your department yet again. You already whacked Suzy, Joe and Bill out of the budget last year, which effectively cut 50% of your already depleted staff. |
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Each year, Gartner publishes its magic quadrant of ERP vendors. This view of leading ERP software solutions is widely cited by software vendors when they are favorably represented in the quadrant, and it also makes for an appealing PowerPoint graphic. |
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Your core ERP project team is your life jacket! The strongest individuals for implementing a new ERP system are the same people that run your day-to-day business. Buoyancy is key to holding up your daily operations and smooth sailing in the ERP project. |
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Rightnow I am working with a client whom we got involved with "late." Bylate, I mean that we would like to be about three months ahead of where we areright now. We are in the midst of an ERP implementation and we have the go-livebearing down on us. We have data migration and testing to do. We have trainingto do. We have a core team that is performing heroically. They are also a pinchpoint in our progress because they are our sole source for all of the criticalpath plan tasks; data, processes, testing, and training.
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Accelerating ERP implementations have been an elusive goal of ERP vendors, implementation partners, and customers. For five years I worked for the #2 business software developer focusing on accelerating implementations. During those five years I chased the dream and learned many lessons along the way. Follow are some of the key lessons I would like to share with you.
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 Through a series of articles on the ability to plan (KH) of the ERP system, the authors look forward to helping leading enterprises have access to and awareness is the ability to apply established KH - the ability of the core an ERP system - a tool to contact between strategy with daily operations of enterprises in the ERP system. Only when the well established KH, enterprises can find ERP helps save costs and enhance competitiveness.
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 This article focuses on the planning system (KH) coordinate sales activities and also called Integrated Sales and Operation Planning (Integrated S & OP) - a useful tool to apply the ERP system to coordinate entry of the department such as sales and marketing, purchasing and materials, production, personnel and finance departments, accounting to support the strategy of the company
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