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IT ARTICLES for outsourcing help desk
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61 to 75 of 147 results for "outsourcing help desk"
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| 61. |
6%-[Help] Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part 1: Tutorial (3 Pages)
by P.J. Jakovljevic
Jan 14, 2004
Abstract : Flow manufacturing leverages techniques to help manufacturers create any product on any given day, in any given quantity including the 'quantity of one' (i.e., through the so-called mixed-model production), while keeping inventories to a minimum and shortening cycle times in order to quickly fill customer orders.
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62. |
6%-[Help] Deltek Remains the Master of Its Selected Few Domains Part Five: Deltek’s Major Product Lines (4 Pages)
by P.J. Jakovljevic
Jan 12, 2004
Abstract : Within its marketing and proposal automation product, Deltek espouses an emerging CRM derivative known as client relationship management, which should help firms track client relationships in a more sophisticated manner than through methods such as referral or word-of-mouth, which were appropriate during their start-up phases.
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63. |
6%-[Help] The Trap of Accountancy Systems; When to Move on to ERP (5 Pages)
by David Smith
Nov 25, 2003
Abstract : The differences between ERP and accountancy solutions are huge. Accountancy solutions help with financial management and statutory reporting, but do little to streamline or control operational activities.
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| 64. |
6%-[Help] Evaluating Enterprise Software - Business Process or Feature/Function-Based Approach? All the above, Perhaps? (6 Pages)
by P.J. Jakovljevic, Olin Thompson & Joseph Strub
Oct 25, 2003
Abstract : Owing to learning from the past experiences and to the help of specialized selection service providers, selecting an enterprise package has to a degree, become a routine occurrence in the life of an IT organization. Recently however, there has been much noise created by some pundits and vendors belittling the supposedly 'archaic' way of selecting software through functions and features. Contrary to that, they would rather sell 'business processes' or 'solutions,' further confusing the already overwhelmed customer. The nagging doubts and questions like 'Have we been selecting software the wrong way all this time?!' naturally abound.
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65. |
6%-[Help] Scala and Microsoft Become (Not So) Strange CRM Bedfellows (3 Pages)
by P.J. Jakovljevic
Aug 28, 2003
Abstract : The Scala and Microsoft alliance in the CRM arena has merits of mutual benefits, particularly in the short to medium term, but due to vacillating motives of the participants that compete in the other enterprise applications fields, will it last? For the time being, Microsoft will likely be content to help Scala attack or keep the satellite divisions of its bigger competitors, particularly those of their common rival - SAP.
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66. |
6%-[Help] Geac Gets Its Commonsense Share Of Consolidation, With Revolving Door CEOs No Less Part Three: Challenges and User Recommendations (5 Pages)
by P.J. Jakovljevic
Aug 14, 2003
Abstract : The rejuvenated management team has done a praiseworthy job of bringing the company back to health while concurrently unveiling a new System21 product that can compete with the other products in the market. Deep vertical functionality, process integration, and the communication of a detailed product strategy blueprint to the market should help users manage total cost of ownership (TCO) during this era of conservative IT budgets.
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| 67. |
6%-[Help] Computerized Maintenance Management Systems: A Tutorial Part One: Challenges and Features (4 Pages)
by Joseph J. Strub
Jul 7, 2003
Abstract : Companies are looking for more areas to squeeze savings out of operations. One such area that may be fertile ground to explore is equipment maintenance. The class of software that can help to cultivate these savings is computerized maintenance management systems (CMMS). This article discusses the basics of CMMS and its key features, enabling you to determine whether your company should investigate this software as a potential source of savings.
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68. |
6%-[Help] Epicor Reaches Better Vista From This Vantage Point Part Three: Challenges and User Recommendations (6 Pages)
by P.J. Jakovljevic
Jun 14, 2003
Abstract : Epicor competes in multiple enterprise business applications markets. Epicor may mean different things to different people, which does not really help mind share creation in particular segments of interest.
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69. |
6%-[Help] SCE Leaders Partner To See Beyond Their Portfolio Part Three: Challenges and User Recommendations (3 Pages)
by P.J. Jakovljevic
May 21, 2003
Abstract : One of the biggest challenges facing IT departments today is still unlocking data and processes from a plethora of heterogeneous applications running on different technologies and platforms, from mainframe to Web application servers. Since most SCE solutions involve a complex flow of transactions across a company's information systems network, users need simple to use, graphical tools to help them manage these transaction flows and quickly respond to problems.
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| 70. |
6%-[Help] What Does Vendor Consolidation Mean To The End User? (4 Pages)
by Olin Thompson & PJ Jakovljevic
May 10, 2003
Abstract : End-user companies should track the financial health of their vendors to see if the vendor will be a collector or one of the collected. If the end-user company has a focused vendor, think of that vendor's health and help them become even better in your type of business. If your vendor is acquired, meet the new owners. The new owners motivation in buying your product and vendor was the install base and that's you. Showing interest is your part in keeping the relationship the way you want it.
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71. |
6%-[Help] Process Manufacturing Software: A Primer (8 Pages)
by Joseph J. Strub
Apr 21, 2003
Abstract : This article looks at ERP software with a very narrow focus, namely that of process manufacturing. Understanding the differences between process and discrete manufacturing can assist you in emphasizing and concentrating on those functions and features that matter most in the process world. This emphasis may clarify your choice of software or, more importantly, help you avoid being saddled with ill-fitting concepts and procedures. If you are a process manufacturing expert, you may find this article somewhat basic. However, for those of you just getting into a process manufacturing project or those thinking that process and discrete manufacturing, like the poetic line, 'a rose is a rose is a rose,' are the same, read on. For experts, feel free to disagree with my premises as your viewpoint would be of interest.
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72. |
6%-[Help] Logistics.com Becomes The Newest Of Manhattan Associates (3 Pages)
by P.J. Jakovljevic
Nov 14, 2002
Abstract : Will the acquisition of Logistics.com help outstanding Manhattan Associates round out what might not have been accomplished with its earlier acquisitions?
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| 73. |
6%-[Help] Who’s Who? Sorting Out the e-Logistics Players Part 1: The Situation (5 Pages)
by Scott A. Elliff
Oct 31, 2002
Abstract : Sure, you’ve sold it, but now you have to ship and deliver it: E-commerce comes to transportation and logistics. This article outlines some of the latest developments in this fast-moving field, and provides some background and context to help companies better understand the alternatives available to them today.
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74. |
6%-[Help] How Supply Chain Projects Morph Into Black Holes (5 Pages)
by Steve McVey
Oct 19, 2002
Abstract : For all but a few astronomers, black holes are unknown in the realm of ordinary experience. Analogs do exist, however, in the more terrestrial domain of business process reengineering and take the form of supply chain management implementations. Real-life examples offer insights that may help prevent your supply chain project from collapsing into oblivion and taking your enterprise with it.
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75. |
6%-[Help] Will Glovia Glow Again Through Its Hub And VARs? Part 2: Challenges and User Recommendations (3 Pages)
by P.J. Jakovljevic
Sep 10, 2002
Abstract : While the Fujitsu/Glovia relationship has worked well in Japan, a difficult market for many other ERP vendors to penetrate, it may prove to be quite a different case in other markets. Further, until recently, Glovia’s middle and top management team had long been in a state of flux and often poached by recently higher-flying competitors in the markets it attempts to regain. Further, one cannot help feeling that Glovia’s knowledge of its target market has always been deeper than its market visibility and share.
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