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Software Functionality Revealed in Detail
We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.
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 mrp 1 and mrp 2


Expert’s Guide to Successful MRP Projects
To succeed in their tasks, planners and schedulers rely on materials resource planning (MRP) software to make recommendations and send signals. To make

mrp 1 and mrp 2  Guide to Successful MRP Projects To succeed in their tasks, planners and schedulers rely on materials resource planning (MRP) software to make recommendations and send signals. To make meaningful suggestions, MRP requires a steady diet of accurate, relevant, and timely data. This guide breaks down two critical MRP project success factors: 1) tips to select the right MRP software, and 2) best practices to extract meaningful value from MRP solutions.

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

ERP for Services (Non-manufacturing)

Typically, ERP systems designed for services industries offer modules that provide back-office support, customer relationship management, time management, expense management, resource management, and project management capabilities. Depending on the vertical market, additional industry-specific functionality may be included to address unique business requirements. Consequently, project-centric systems for accounting, architecture, construction, engineering, and professional services industries will support project management functionality; whereas health care, field service, distribution, and government systems will support functionality unique to those vertical markets. 

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Part 1 of this blog series started with the assertion that product lifecycle management (PLM) solutions are becoming increasingly important to enterprises, to a strategic degree. However, not all PLM products are created equal, especially in light of their different origins. My post then explored the strengths and weaknesses of the first group of PLM solutions: those coming from

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How Much Supply Chain Optimization Do We Really Need? - Part 2


Part 1 of this blog series introduced the concept of (Rapid) Response Management in the realm of supply chain management (SCM) via a software category pioneer, Kinaxis. The currently bullish Kinaxis has a number of customers that are SAP ERP customers too, and for a long time SAP was at first dismissive (or at least ambivalent) regarding the need for Response Management, as the company had its own

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Getting a More Exact Picture of, well, Exact Software Americas - Part 2


Part 1 of this series talked about my long-standing coverage of Exact Holding, and in particular about my recent update briefing with the Exact Americas division. My post concluded with the vendor’s intent to go back to its local roots and push its well respected North American manufacturing and distribution enterprise resource planning (ERP) products, especially Exact Macola ERP.

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Compliance Exposures in ERP Systems Part 1


This paper examines key issues for CFOs and CEOs in managing ERP systems in the new world of SOX, IFRS, Basle II. While most IT management attention seems to be on document retention, reporting quality, and security, there are broader issues to be considered toward ensuring good governance and compliance with regulations such as Sarbanes-Oxley, IFRS and Basle II.

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Ramco Systems - Diversity Marshaled Through Flexibility Part 2: Market Impact


In the fiscal year 2000-01, Ramco transformed from a predominantly core ERP provider to a complete solutions company with a broader portfolio of products (e.g., ERP, EAM, HRMS, etc.) and services (e.g., network solutions, network security, modeling and simulations, etc.).

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TurtleSpice ERP! (Week 2)


The story so far: Mike Chelonia, TurtleSpice’s comptroller, has been tasked to select an ERP system by his CFO. When we asked you what you thought Mike should do next, you voted overwhelmingly in favor of this option: Start learning more about ERP solutions, success stories, failures, and organizational requirements for deploying an ERP solution. Thanks to the (anonymous) reader who

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Sustainability From a Roles Perspective: Reflections from DSCC 2010 (Day 2)


As Dassault Systèmes Customer Conference (DSCC) 2010 moved to day 2, use of the word “innovation” continued its popularity at various sessions. However, I’d like to refrain from using this hot keyword and move to “sustainability,” one of the outcomes of innovation, and discuss it from a role perspective. This thought was triggered by today’s ENOVIA Brand Overview session by Michel Tellier

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A Tale of a Few Good SCM Players - Part 2


Part 1 of this blog post series followed the progress of Manhattan Associates from its inception in 1990 throughout the mid-2000s. During this time, Manhattan Associates was the epitome of an immaculate supply chain management (SCM) software company in terms of market share, growth, profitability, and its products’ capabilities. Indeed, the company was the industry standard for

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The Intelligence of Social Media (Part 1)


According to Wikipedia, “social media is online content created for people using highly accessible and scalable publishing technologies.” These days, networking is very different than it was in the past. A lot of social media services like Twitter, Facebook, LinkedIn, personal blogs, wikis, podcasts, and other types of media content generate big volumes of data. But more importantly, people

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TradeStone Software STARS 2013: Retail Rocks! Part 2


Part 1 recapped TradeStone Software's user conference, STARS 2013. TradeStone’s Core Capabilities TradeStone Software’s bread-and-butter capabilities continue to be sourcing, supplier management (including quality testing, inspections, and social, legal, and compliance-based supplier performance as exemplified in Guitar Center’s case study), and order management, which includes global trade

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