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<channel>
	<title>The TEC Blog</title>
	<link>http://blog.technologyevaluation.com</link>
	<description>Discussing Enterprise Software and Selection</description>
	<pubDate>Fri, 04 Jul 2008 19:08:56 +0000</pubDate>
	<generator>http://wordpress.org/?v=wordpress-mu-1.2.5</generator>
	<language>en</language>
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		<title>Cross-docking 101: A Distributor’s Bread and Butter</title>
		<link>http://blog.technologyevaluation.com/blog/2008/07/04/cross-docking-101-a-distributor%e2%80%99s-bread-and-butter/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/07/04/cross-docking-101-a-distributor%e2%80%99s-bread-and-butter/#comments</comments>
		<pubDate>Fri, 04 Jul 2008 17:31:44 +0000</pubDate>
		<dc:creator>David Bourque</dc:creator>
		
		<category><![CDATA[Software 101]]></category>
<category>cross docking</category><category>Epicor</category><category>JD Edwards</category><category>lawson</category><category>Retalix</category><category>SCM</category><category>WMS</category>
		<guid isPermaLink="false">http://blog.technologyevaluation.com/blog/2008/07/04/cross-docking-101-a-distributor%e2%80%99s-bread-and-butter/</guid>
		<description><![CDATA[For distributors, cross-docking is an essential component of their business. With rising fuel costs and shipping costs, and a need to streamline distribution network processes, software has been developed to meet the challenge of cross docking.
Another challenge that distributors are facing is that of increasing imports from developing nations. This leads to port congestion, which [...]]]></description>
			<content:encoded><![CDATA[<p>For distributors, cross-docking is an essential component of their business. With rising fuel costs and shipping costs, and a need to streamline distribution network processes, software has been developed to meet the challenge of cross docking.</p>
<p>Another challenge that distributors are facing is that of increasing imports from developing nations. This leads to <a href="http://blog.technologyevaluation.com/blog/2008/03/28/tms-today%E2%80%99s-sea-ports-decongestion-medicine/">port congestion</a>, which only increases the need for improved cross docking.</p>
<p>I&#8217;ll describe what cross docking is, how it is conducted, and the different software applications that are out there to aid distributors facing distribution challenges. <a href="http://blog.technologyevaluation.com/blog/2008/07/04/cross-docking-101-a-distributor%e2%80%99s-bread-and-butter/#more-163" class="more-link">(more&#8230;)</a></p>
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		<title>Electric Utilities in Need of Software Vendors&#8217; Leadership!!!</title>
		<link>http://blog.technologyevaluation.com/blog/2008/07/02/electric-utilities-in-need-of-software-vendors-leadership/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/07/02/electric-utilities-in-need-of-software-vendors-leadership/#comments</comments>
		<pubDate>Wed, 02 Jul 2008 19:17:10 +0000</pubDate>
		<dc:creator>Mihai Badescu</dc:creator>
		
		<category><![CDATA[Industry Observation]]></category>
<category>amr</category><category>best of breed</category><category>data corruption</category><category>data issues</category><category>distribution</category><category>electric</category><category>electric utilities</category><category>generation</category><category>ibm</category><category>indus</category><category>integrated solution</category><category>maximo</category><category>mdsi</category><category>mro</category><category>Oracle</category><category>peoplesoft</category><category>transmission</category><category>utilities</category><category>ventyx</category>
		<guid isPermaLink="false">http://blog.technologyevaluation.com/blog/2008/07/02/electric-utilities-in-need-of-software-vendors-leadership/</guid>
		<description><![CDATA[Over the past couple of years, the electric utility industry has changed in terms of the different software solutions available. The old approach to addressing this industry’s needs was the “best-of-breed” approach, meaning that software vendors were creating solutions addressed to only one group or business unit within the company doing one specific task. Generation, [...]]]></description>
			<content:encoded><![CDATA[<p>Over the past couple of years, the electric utility industry has changed in terms of the different software solutions available. The old approach to addressing this industry’s needs was the “best-of-breed” approach, meaning that software vendors were creating solutions addressed to only one group or business unit within the company doing one specific task. Generation, Transmission, and Distribution all had their own specific software packages that were almost never fully integrated with each other. Or, the interfaces were poorly designed, thus creating a lot of data issues and discrepancies.</p>
<p> <a href="http://blog.technologyevaluation.com/blog/2008/07/02/electric-utilities-in-need-of-software-vendors-leadership/#more-162" class="more-link">(more&#8230;)</a></p>
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		<title>It&#8217;s the Aftermarket Service, Stupid! (Part II)</title>
		<link>http://blog.technologyevaluation.com/blog/2008/07/02/its-the-aftermarket-service-stupid-part-ii/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/07/02/its-the-aftermarket-service-stupid-part-ii/#comments</comments>
		<pubDate>Wed, 02 Jul 2008 11:55:08 +0000</pubDate>
		<dc:creator>P.J. Jakovljevic</dc:creator>
		
		<category><![CDATA[The Supply Chain Logistics Blog]]></category>

		<category><![CDATA[Industry Observation]]></category>
<category>aftermarket service</category><category>inventory optimization</category><category>mca solutions</category><category>mca spo</category><category>multi echelon inventory</category><category>Oracle</category><category>pbl</category><category>performance based logistics</category><category>SAP</category><category>service level agreement</category><category>service planning &amp; optimization</category><category>servigistics</category><category>sla</category><category>spare parts</category>
		<guid isPermaLink="false">http://blog.technologyevaluation.com/blog/2008/07/02/its-the-aftermarket-service-stupid-part-ii/</guid>
		<description><![CDATA[Part I of this blog topic introduced MCA Solutions and its flagship Service Planning Optimization (SPO) solution for planning and optimizing spare parts [evaluate this product]. That blog post also tackled MCA&#8217;s notably good times during 2007. In the meantime, an informative post on MCA was also published by the Sourcing Innovation blog.
A related 2007 milestone [...]]]></description>
			<content:encoded><![CDATA[<p><a href="http://blog.technologyevaluation.com/blog/2008/03/05/its-the-aftermarket-service-stupid-part-i/">Part I of this blog topic introduced <strong>MCA Solutions</strong> </a>and its flagship <strong>Service Planning Optimization (SPO)</strong> solution for planning and optimizing spare parts [<a href="http://vs.technologyevaluation.com/browse/117-7330/Supply-Chain-Management-SCM/MCA-Solutions-Service-Planning-Optimization-SPO-Product-Suite.html">evaluate this product</a>]. That blog post also tackled MCA&#8217;s notably good times during 2007. In the meantime, <a href="http://blog.sourcinginnovation.com/2008/04/24/mca-solutions--a-strategic-service-parts-management-platform.aspx">an informative post on MCA was also published by the <strong>Sourcing Innovation</strong> blog</a>.</p>
<p>A related 2007 milestone at MCA included a significant expansion with both new and existing customers in core markets, including aviation and defense (A&amp;D), high-tech, and semiconductor manufacturing. Specific wins included the first joint effort with <strong>SAP</strong> for a large commercial aircraft manufacturer, expanded work with the <strong>US Navy</strong> to include planning for the entire naval aviation fleet, and successful deployments at new medical and capital equipment customers.</p>
<p>In addition to working with the largest corporate customers, MCA also cited growing revenue in the mid-market.  With its <a href="http://www.technologyevaluation.com/Research/ResearchHighlights/CRM/2006/03/research_notes/TU_CR_PJ_03_17_06_1.asp"><strong>SPO OnDemand</strong> Software as a Service (SaaS) offering</a>, MCA hopes to bring to smaller service organizations the same capability that service leaders in the Fortune 500 are seeing value from, but with a much lower upfront software and information technology (IT) infrastructure investment.</p>
<p>These benefits are attributed to lower monthly costs and faster implementations. The vendor will be expanding this offering in 2008 to make it even more appetizing and faster to deploy. <a href="http://www.mcasolutions.com/section/news/press.aspx?id=477">The most recent win with the OnDemand SPO solution at <strong>Unisys Corporation</strong> </a>might be a sign of succeeding with on-demand model at larger corporations as well as appealing to the mid-market. <a href="http://blog.technologyevaluation.com/blog/2008/07/02/its-the-aftermarket-service-stupid-part-ii/#more-159" class="more-link">(more&#8230;)</a></p>
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		<title>Outsourcing—The Pros and Cons</title>
		<link>http://blog.technologyevaluation.com/blog/2008/06/25/outsourcing%e2%80%94the-pros-and-cons/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/06/25/outsourcing%e2%80%94the-pros-and-cons/#comments</comments>
		<pubDate>Wed, 25 Jun 2008 18:07:26 +0000</pubDate>
		<dc:creator>David Clark</dc:creator>
		
		<category><![CDATA[Software 101]]></category>
<category>best of TEC</category><category>outsourcing basics</category><category>outsourcing pros and cons</category>
		<guid isPermaLink="false">http://blog.technologyevaluation.com/blog/2008/06/25/outsourcing%e2%80%94the-pros-and-cons/</guid>
		<description><![CDATA[Outsourcing’s in the news these days, what with the US presidential election and all, but it’s usually covered from an “is it good for us” angle—where “us” is the American people or the national economy.
But how about you? Is it good for your organization?
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			<content:encoded><![CDATA[<p>Outsourcing’s in the news these days, what with the US presidential election and all, but it’s usually <a href="http://www.forbes.com/opinions/2008/05/25/outsourcing-abney-ups-oped-outsourcing08-cx_dab_0529ups.html">covered</a> from an “<a href="http://www.forbes.com/opinions/2008/04/01/marks-mfg-china-oped-cx_mem_0401marks.html">is it good for us</a>” angle—where “us” is the American people or the national economy.</p>
<p>But how about you? Is it good for your organization? <a href="http://blog.technologyevaluation.com/blog/2008/06/25/outsourcing%e2%80%94the-pros-and-cons/#more-160" class="more-link">(more&#8230;)</a></p>
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		<title>Are PLM and Global Sourcing Related? Duh, And How! (Part II)</title>
		<link>http://blog.technologyevaluation.com/blog/2008/06/25/are-plm-and-global-sourcing-related-duh-and-how-part-ii/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/06/25/are-plm-and-global-sourcing-related-duh-and-how-part-ii/#comments</comments>
		<pubDate>Wed, 25 Jun 2008 15:18:32 +0000</pubDate>
		<dc:creator>P.J. Jakovljevic</dc:creator>
		
		<category><![CDATA[The Supply Chain Logistics Blog]]></category>

		<category><![CDATA[White Paper Review]]></category>
<category>arena plm</category><category>arena solutions</category><category>eco</category><category>npi</category><category>omnify software</category><category>plm</category><category>regulatory compliance</category><category>SaaS</category><category>symphony consulting</category>
		<guid isPermaLink="false">http://blog.technologyevaluation.com/blog/2008/06/25/are-plm-and-global-sourcing-related-duh-and-how-part-ii/</guid>
		<description><![CDATA[Part I of this blog post analyzed the white paper entitled &#8220;Manufacturing Outsourcing: Seven Common Pitfalls to Avoid&#8221; , authored by Symphony Consulting and Arena Solutions. It also established an intrinsic connection with product lifecycle management (PLM) software technology as a global sourcing collaboration enabler.
Indeed, several macroeconomic trends seem to be helping the PLM market, [...]]]></description>
			<content:encoded><![CDATA[<p><a href="http://blog.technologyevaluation.com/blog/2008/06/12/are-plm-and-global-sourcing-related-duh-and-how-part-i/">Part I of this blog post </a>analyzed the white paper entitled <a href="http://whitepapers.technologyevaluation.com/view_document/7622/Manufacturing-Outsourcing-Common-Pitfalls-to-Avoid.html">&#8220;Manufacturing Outsourcing: Seven Common Pitfalls to Avoid&#8221; </a>, authored by <a href="http://www.symphonyconsult.com">Symphony Consulting </a>and <a href="http://www.arenasolutions.com">Arena Solutions</a>. It also established an intrinsic connection with product lifecycle management (PLM) software technology as a global sourcing collaboration enabler.</p>
<p>Indeed, several macroeconomic trends seem to be helping the PLM market, starting with the <a href="http://www.technologyevaluation.com/Research/ResearchHighlights/PLM/2005/12/research_notes/MN_PL_MB_12_12_05_1.asp">rampant offshoring of facilities and/or expansion of outsourcing and contract manufacturing overseas</a>. There are also escalating mergers and acquisitions (M&amp;As) within multiple business sectors and the <a href="http://www.technologyevaluation.com/Research/ResearchHighlights/ERP/2007/02/research_notes/EV_ER_PJ_02_21_07_1.asp">inexorable spate of regulatory and compliance mandates within many industries and geographic regions</a>.</p>
<p>This dovetails into the relentless pressure for companies to innovate and bring ever more functional (if not even &#8220;ever-cooler&#8221;) products, that have ever-shorter lifecycles, ever more quickly get to the market, and thus differentiate, especially in the electronics/high-tech and consumable packaged goods (CPG) sectors.  <a href="http://blog.technologyevaluation.com/blog/2008/06/25/are-plm-and-global-sourcing-related-duh-and-how-part-ii/#more-147" class="more-link">(more&#8230;)</a></p>
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		<title>Japanese Decision-making Processes Can Influence Enterprise Content Management Functionality</title>
		<link>http://blog.technologyevaluation.com/blog/2008/06/23/japanese-decision-making-processes-can-influence-enterprise-content-management-functionality/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/06/23/japanese-decision-making-processes-can-influence-enterprise-content-management-functionality/#comments</comments>
		<pubDate>Mon, 23 Jun 2008 16:30:38 +0000</pubDate>
		<dc:creator>Eri Iida and Jane Affleck</dc:creator>
		
		<category><![CDATA[Software Selection]]></category>

		<category><![CDATA[Industry Observation]]></category>
<category>approval process</category><category>decision making</category><category>decision making processes</category><category>document approval process</category><category>ECM</category><category>enterprise content management</category><category>Japan</category><category>Japanese decision making</category><category>North American decision making</category><category>paperless office</category><category>paperless workflows</category><category>workflows</category>
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		<description><![CDATA[Traditional Japanese Decision-making, or Ringi 
The decision-making process in North American companies operates within a centralized system, and generally takes a top-down approach. In Japanese companies, however, the approach to making decisions is the opposite: it is bottom-up. This traditional and formal decision-making process, which is even now employed in Japanese governmental offices as well [...]]]></description>
			<content:encoded><![CDATA[<p><strong>Traditional Japanese Decision-making, or <em>Ringi</em> </strong></p>
<p>The decision-making process in North American companies operates within a centralized system, and generally takes a top-down approach. In Japanese companies, however, the approach to making decisions is the opposite: it is bottom-up. This traditional and formal decision-making process, which is even now employed in Japanese governmental offices as well as companies, is called the <em>ringi</em> system.</p>
<p> <a href="http://blog.technologyevaluation.com/blog/2008/06/23/japanese-decision-making-processes-can-influence-enterprise-content-management-functionality/#more-158" class="more-link">(more&#8230;)</a></p>
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		<title>BMC buys ITM Software; HP partnership; SAP Visiprise bid</title>
		<link>http://blog.technologyevaluation.com/blog/2008/06/20/bmc-buys-itm-software-hp-partnership-sap-visiprise-bid/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/06/20/bmc-buys-itm-software-hp-partnership-sap-visiprise-bid/#comments</comments>
		<pubDate>Fri, 20 Jun 2008 14:04:42 +0000</pubDate>
		<dc:creator>Nergis Mazid</dc:creator>
		
		<category><![CDATA[TechnoBabble]]></category>

		<category><![CDATA[Industry Observation]]></category>
<category>acquisitions</category><category>BladeLogic</category><category>business management</category><category>CA</category><category>data center management</category><category>HP</category><category>ibm</category><category>ITM</category><category>manufacturing execution systems</category><category>MES</category><category>SAP</category><category>Visiprise</category><category>VMware</category>
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		<description><![CDATA[This week BMC announced it had secured the purchase of ITM Software, a business management provider. BMC is a publically traded data center automation company that competes directly with CA Inc, HP, and IBM. It’s clients include DELL, Home Depot, and Toyota. Over the past two years, BMC has been busy snapping up different IT companies, such [...]]]></description>
			<content:encoded><![CDATA[<p>This week BMC <a href="http://www.bmc.com/BMC/News/CDA/hou_PressRelease_detail/0,3519,8573740_0_110403405,00.html">announced</a> it had secured the purchase of ITM Software, a business management provider. BMC is a publically traded data center automation company that competes directly with CA Inc, HP, and IBM. It’s clients include DELL, Home Depot, and Toyota. Over the past two years, BMC has been busy snapping up different IT companies, such as Proactive Net (June 2007), RealOps (July 2007), and Emprisa Networks (October 2007). It’s wholly-owned subsidiary, Bengal Acquisition Corporation acquired 96.7% interest in <a href="http://jshurwitz.wordpress.com/2008/03/18/i-love-the-smell-of-acquisitions-in-the-morning-bmc-gets-bladelogic/">BladeLogic</a>.  <a href="http://blog.technologyevaluation.com/blog/2008/06/20/bmc-buys-itm-software-hp-partnership-sap-visiprise-bid/#more-157" class="more-link">(more&#8230;)</a></p>
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		<title>Shortlisting EAM Vendors: A How-to Guide</title>
		<link>http://blog.technologyevaluation.com/blog/2008/06/19/shortlisting-eam-vendors-a-how-to-guide/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/06/19/shortlisting-eam-vendors-a-how-to-guide/#comments</comments>
		<pubDate>Thu, 19 Jun 2008 14:07:18 +0000</pubDate>
		<dc:creator>David Clark</dc:creator>
		
		<category><![CDATA[Software Selection]]></category>
<category>eam</category><category>enterprise asset management</category><category>Software Selection</category>
		<guid isPermaLink="false">http://blog.technologyevaluation.com/blog/2008/06/19/shortlisting-eam-vendors-a-how-to-guide/</guid>
		<description><![CDATA[TEC analyst Alex Hankewicz was positively purring after his certification of the IFS Applications EAM functionality a couple of weeks ago, thanks to what he called its comprehensive functionality and well thought-out and scalable architecture.
He’s not normally very effusive, so when he described it as “one of the best I’ve seen,” I thought it was [...]]]></description>
			<content:encoded><![CDATA[<p>TEC analyst <a href="http://blog.technologyevaluation.com/blog/author/ahankewicz/">Alex Hankewicz</a> was positively purring after his certification of the <a href="http://vs.technologyevaluation.com/browse/104-19974/CMMS-EAM/Infor-Infor-EAM-Enterprise-Edition.html">IFS Applications EAM functionality</a> a couple of weeks ago, thanks to what he called its comprehensive functionality and well thought-out and scalable architecture.</p>
<p>He’s not normally very effusive, so when he described it as “one of the best I’ve seen,” I thought it was time to offer readers a walkthrough of TEC’s EAM Evaluation Center, which you can use to generate a free shortlist of EAM solutions.</p>
<p> <a href="http://blog.technologyevaluation.com/blog/2008/06/19/shortlisting-eam-vendors-a-how-to-guide/#more-152" class="more-link">(more&#8230;)</a></p>
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		<title>Project Management Strategies for a Challenged Economy</title>
		<link>http://blog.technologyevaluation.com/blog/2008/06/16/project-management-strategies-for-a-challenged-economy/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/06/16/project-management-strategies-for-a-challenged-economy/#comments</comments>
		<pubDate>Mon, 16 Jun 2008 18:35:18 +0000</pubDate>
		<dc:creator>Alex Hankewicz</dc:creator>
		
		<category><![CDATA[From the Project Manager's Desk]]></category>
<category>bi</category><category>ERP</category><category>PM</category>
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		<description><![CDATA[As recent media reports suggest, the dreaded “R” word—recession—is looming large across the horizon of most western and global economies. Many organizations have had to scale back their spending and reduce costs. Due to the cyclical nature of our economy, certain industries will fare better than others.
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]]></description>
			<content:encoded><![CDATA[<p>As recent media reports suggest, the dreaded “R” word—recession—is looming large across the horizon of most western and global economies. Many organizations have had to scale back their spending and reduce costs. Due to the cyclical nature of our economy, certain industries will fare better than others.  <a href="http://blog.technologyevaluation.com/blog/2008/06/16/project-management-strategies-for-a-challenged-economy/#more-151" class="more-link">(more&#8230;)</a></p>
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		<title>Are PLM and Global Sourcing Related? Duh, And How! (Part I)</title>
		<link>http://blog.technologyevaluation.com/blog/2008/06/12/are-plm-and-global-sourcing-related-duh-and-how-part-i/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/06/12/are-plm-and-global-sourcing-related-duh-and-how-part-i/#comments</comments>
		<pubDate>Thu, 12 Jun 2008 11:35:11 +0000</pubDate>
		<dc:creator>P.J. Jakovljevic</dc:creator>
		
		<category><![CDATA[The Supply Chain Logistics Blog]]></category>

		<category><![CDATA[White Paper Review]]></category>
<category>arena solutions</category><category>global sourcing</category><category>outsourcing</category><category>plm</category><category>product lifecycle management</category><category>symphony consulting</category><category>white paper</category>
		<guid isPermaLink="false">http://blog.technologyevaluation.com/blog/2008/06/12/are-plm-and-global-sourcing-related-duh-and-how-part-i/</guid>
		<description><![CDATA[A number of TEC blog posts have discussed benefits but also the inevitable caveats of white papers (including all too common vendors&#8217; self-serving marketing fluff and buzzword verbiage), and about their (un)intended audiences. These posts have even caused some heated debates with other blogging sites and experts on white papers, and I am going to [...]]]></description>
			<content:encoded><![CDATA[<p>A number of TEC blog posts have discussed <a href="http://blog.technologyevaluation.com/blog/2008/01/17/the-importance-of-the-white-paper-and-what-it-can-do-for-you/">benefits</a> but also <a href="http://blog.technologyevaluation.com/blog/2007/12/10/what-makes-a-good-white-paper-good%e2%80%a6-part-4/">the inevitable caveats of white papers</a> (including all too common vendors&#8217; self-serving <a href="http://blog.technologyevaluation.com/blog/2007/11/30/white-papers%e2%80%94not-so-black-and-white/">marketing fluff and buzzword verbiage</a>), and about their <a href="http://blog.technologyevaluation.com/blog/2007/12/11/who-are-white-papers-aimed-at-anyway%e2%80%94the-technical-professional-or-the-poor-soul-who-got-stuck-with-the-job/">(un)intended audiences</a>. These posts have even caused some <a href="http://blog.technologyevaluation.com/blog/2007/12/17/how-to-buy-an-enterprise-software-thingy/">heated debates with other blogging sites and experts on white papers</a>, and I am going to stay away from all that here.</p>
<p>My intention here is rather to acknowledge that, as part of my daily routine of doing research on vendors and their strategies and offerings, I&#8217;ve read a ton of white papers in the last decade or so. And yes, these have ranged from vendors&#8217; blatant bragging about their capabilities (a la the &#8220;Every man thinks his own geese swans&#8221; proverb) to some exceptional ones that were quite educational and established someone&#8217;s expertise in something.</p>
<p>One latter example would be the white paper entitled <a href="http://whitepapers.technologyevaluation.com/view_document/7622/Manufacturing-Outsourcing-Common-Pitfalls-to-Avoid.html">&#8220;Manufacturing Outsourcing: Seven Common Pitfalls to Avoid&#8221; </a>and authored by <a href="http://www.symphonyconsult.com">Symphony Consulting </a>and <a href="http://www.arenasolutions.com">Arena Solutions</a>. Why? <a href="http://blog.technologyevaluation.com/blog/2008/06/12/are-plm-and-global-sourcing-related-duh-and-how-part-i/#more-146" class="more-link">(more&#8230;)</a></p>
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		<title>ERP-mixed mode vs. ERP-process</title>
		<link>http://blog.technologyevaluation.com/blog/2008/06/09/erp-mixed-mode-vs-erp-process/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/06/09/erp-mixed-mode-vs-erp-process/#comments</comments>
		<pubDate>Mon, 09 Jun 2008 20:26:16 +0000</pubDate>
		<dc:creator>David Bourque</dc:creator>
		
		<category><![CDATA[Industry Observation]]></category>
<category>discrete</category><category>ERP</category><category>ingredients</category><category>Manufacturing</category><category>Mixed mode</category><category>pharmaceuticals</category><category>Process</category>
		<guid isPermaLink="false">http://blog.technologyevaluation.com/blog/2008/06/09/erp-mixed-mode-vs-erp-process/</guid>
		<description><![CDATA[
In the ERP world, discrete, process, and mixed-mode manufacturing is at the core of how manufacturing is done. Without an ERP system, manufacturing becomes a daunting task.
There are three main types of manufacturing: discrete, where parts can be disassembled (such as automotive manufacturing); process manufacturing, which is an ingredients-based manufacturing (industries include coatings/paints, oil and [...]]]></description>
			<content:encoded><![CDATA[<p><!--[if gte mso 9]&amp;gt;     Normal   0         false   false   false                             MicrosoftInternetExplorer4   --><!--[if gte mso 9]&amp;gt;     --><!--  /* Font Definitions */  @font-face 	{font-family:Wingdings; 	panose-1:5 0 0 0 0 0 0 0 0 0; 	mso-font-charset:2; 	mso-generic-font-family:auto; 	mso-font-pitch:variable; 	mso-font-signature:0 268435456 0 0 -2147483648 0;}  /* Style Definitions */  p.MsoNormal, li.MsoNormal, div.MsoNormal 	{mso-style-parent:""; 	margin:0pt; 	margin-bottom:.0001pt; 	mso-pagination:widow-orphan; 	font-size:12.0pt; 	font-family:"Times New Roman"; 	mso-fareast-font-family:"Times New Roman";} a:link, span.MsoHyperlink 	{color:blue; 	text-decoration:underline; 	text-underline:single;} a:visited, span.MsoHyperlinkFollowed 	{color:purple; 	text-decoration:underline; 	text-underline:single;} @page Section1 	{size:612.0pt 792.0pt; 	margin:72.0pt 90.0pt 72.0pt 90.0pt; 	mso-header-margin:36.0pt; 	mso-footer-margin:36.0pt; 	mso-paper-source:0;} div.Section1 	{page:Section1;}  /* List Definitions */  @list l0 	{mso-list-id:1918132603; 	mso-list-type:hybrid; 	mso-list-template-ids:-1524312702 67698689 67698691 67698693 67698689 67698691 67698693 67698689 67698691 67698693;} @list l0:level1 	{mso-level-number-format:bullet; 	mso-level-text:?; 	mso-level-tab-stop:39.0pt; 	mso-level-number-position:left; 	margin-left:39.0pt; 	text-indent:-18.0pt; 	font-family:Symbol;} ol 	{margin-bottom:0pt;} ul 	{margin-bottom:0pt;} --><!--[if gte mso 10]&amp;gt;   /* Style Definitions */  table.MsoNormalTable 	{mso-style-name:"Table Normal"; 	mso-tstyle-rowband-size:0; 	mso-tstyle-colband-size:0; 	mso-style-noshow:yes; 	mso-style-parent:""; 	mso-padding-alt:0pt 5.4pt 0pt 5.4pt; 	mso-para-margin:0pt; 	mso-para-margin-bottom:.0001pt; 	mso-pagination:widow-orphan; 	font-size:10.0pt; 	font-family:"Times New Roman"; 	mso-ansi-language:#0400; 	mso-fareast-language:#0400; 	mso-bidi-language:#0400;}  --></p>
<p>In the ERP world, discrete, process, and mixed-mode manufacturing is at the core of how manufacturing is done. Without an ERP system, manufacturing becomes a daunting task.</p>
<p>There are three main types of manufacturing: discrete, where parts can be disassembled (such as automotive manufacturing); process manufacturing, which is an ingredients-based manufacturing (industries include coatings/paints, oil and gas, pharmaceutical, and food &amp; beverage); and mixed-mode, where manufacturing firms do both types of processes to produce a final product. An example of this would be clothing: the materials are constructed through process manufacturing and assembled by a discrete process.</p>
<p> <a href="http://blog.technologyevaluation.com/blog/2008/06/09/erp-mixed-mode-vs-erp-process/#more-150" class="more-link">(more&#8230;)</a></p>
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		<title>Straight Up on Leads Management</title>
		<link>http://blog.technologyevaluation.com/blog/2008/06/09/straight-up-on-leads-management/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/06/09/straight-up-on-leads-management/#comments</comments>
		<pubDate>Mon, 09 Jun 2008 18:16:09 +0000</pubDate>
		<dc:creator>Nergis Mazid</dc:creator>
		
		<category><![CDATA[Software 101]]></category>

		<category><![CDATA[White Paper Review]]></category>
<category>Brian Carroll</category><category>Laura Ramos</category><category>leads generation</category><category>leads management</category><category>marketing technology</category>
		<guid isPermaLink="false">http://blog.technologyevaluation.com/blog/2008/06/09/straight-up-on-leads-management/</guid>
		<description><![CDATA[No, I&#8217;m not about to launch into a Paula Abdul cover (I won&#8217;t even dignify that with a link).
Lead generation is a process that uses information to create interest in an enterprise&#8217;s products or services. It&#8217;s end objective is to generate sales.
Several steps are involved in this marketing process. Before a company begins, it needs [...]]]></description>
			<content:encoded><![CDATA[<p>No, I&#8217;m not about to launch into a Paula Abdul cover (I won&#8217;t even dignify that with a link).</p>
<p>Lead generation is a process that uses information to create interest in an enterprise&#8217;s products or services. It&#8217;s end objective is to generate sales.</p>
<p>Several steps are involved in this marketing process. Before a company begins, it needs to define the market that its product or service caters too, segment that market, and then identify its most profitable areas. Once this is done, the leads generation process begins. The leads generation process involves prospecting, preapproach, approach, and close. As a prospect moves through the leads cycle, information is being created and filtered. Sensibly, a business should use this information to follow up with its customers to see if they were satisfied with the service or product, and then generate leads metrics which will be used to further refine the leads generation and sales process. </p>
<p>The leads generation process gathers a lot of information and involves a lot of tracking, and it should generate dialogue not only between the company and customers, but within the company between sales and marketing in particular. A<a href="http://en.wikipedia.org/wiki/Lead_management"> leads management </a>solution uses different methodologies and practices to govern this information and distribute it to the appropriate people within an organization.  <a href="http://blog.technologyevaluation.com/blog/2008/06/09/straight-up-on-leads-management/#more-149" class="more-link">(more&#8230;)</a></p>
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		<title>LMS Can Help Regulate Good Ethical Practices</title>
		<link>http://blog.technologyevaluation.com/blog/2008/06/05/lms-can-help-regulate-good-ethical-practices/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/06/05/lms-can-help-regulate-good-ethical-practices/#comments</comments>
		<pubDate>Thu, 05 Jun 2008 22:33:58 +0000</pubDate>
		<dc:creator>David Clark</dc:creator>
		
		<category><![CDATA[Inside TEC]]></category>

		<category><![CDATA[Industry Observation]]></category>
<category>employee compliance</category><category>employee policy</category><category>employee training</category><category>learning management</category><category>learning management systems</category><category>lms</category><category>performance management</category>
		<guid isPermaLink="false">http://blog.technologyevaluation.com/blog/2008/06/05/lms-can-help-regulate-good-ethical-practices/</guid>
		<description><![CDATA[When we talk about the benefits of learning management systems (LMS), training and employee competency usually come to mind. For that reason, LMS is often considered a less-than vital business activity (since it doesn’t address “core” business issues). Add to that the fact that nobody really enjoys training, and you’ve got a recipe for, well, [...]]]></description>
			<content:encoded><![CDATA[<p>When we talk about the benefits of learning management systems (LMS), training and employee competency usually come to mind. For that reason, LMS is often considered a less-than vital business activity (since it doesn’t address “core” business issues). Add to that the fact that nobody really <em>enjoys</em> training, and you’ve got a recipe for, well, no LMS.</p>
<p>However, when it comes to compliance issues—that bugbear of service industries—you may find you haven’t got much of a choice. <a href="http://209.85.173.104/search?q=cache:ky0xrpMCo2gJ:en.wikipedia.org/wiki/Learning_management_system+lms+%22financial+services%22&amp;hl=en&amp;ct=clnk&amp;cd=10&amp;gl=ca">Learning management systems are favored by regulated industries (for example, financial services and biopharmaceuticals) where compliance training is essential.</a></p>
<p>Compliance issues, of course, come in several shades:</p>
<ul>
<li>regulatory compliance (financial services industry, legal, accounting, other professional services)</li>
<li>industry compliance (such as certification and licensing requirements in the insurance services)</li>
<li>good ethical practices</li>
</ul>
<p> <a href="http://blog.technologyevaluation.com/blog/2008/06/05/lms-can-help-regulate-good-ethical-practices/#more-148" class="more-link">(more&#8230;)</a></p>
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		<title>Research Analyst Job Opportunity</title>
		<link>http://blog.technologyevaluation.com/blog/2008/06/04/research-analyst-job-opportunity/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/06/04/research-analyst-job-opportunity/#comments</comments>
		<pubDate>Wed, 04 Jun 2008 13:46:12 +0000</pubDate>
		<dc:creator>Josh Chalifour</dc:creator>
		
		<category><![CDATA[Inside TEC]]></category>
<category>analyst position</category><category>decision support analyst</category><category>enterprise software analyst</category><category>job opportunity</category><category>research analyst</category>
		<guid isPermaLink="false">http://blog.technologyevaluation.com/blog/2008/06/04/research-analyst-job-opportunity/</guid>
		<description><![CDATA[We&#8217;re seeking a couple research analysts to join our team in Montreal (our headquarters).
Essentially we&#8217;d like additional research analysts for enterprise software subjects such as BI, asset management, ERP, etc. Candidates must be able to apply critical thinking skills to all aspects of their research.
If the following job description interests you, please contact us.
Share This
]]></description>
			<content:encoded><![CDATA[<p>We&#8217;re seeking a couple research analysts to join our team in Montreal (our headquarters).</p>
<p>Essentially we&#8217;d like additional research analysts for enterprise software subjects such as BI, asset management, ERP, etc. Candidates must be able to apply critical thinking skills to all aspects of their research.</p>
<p>If the following job description interests you, please <strong><a href="http://www.technologyevaluation.com/company-information/contact-us/?preselect=4" title="E-mail TEC Career Opportunities Regarding the Research Analyst Positions">contact us</a></strong>.</p>
<p> <a href="http://blog.technologyevaluation.com/blog/2008/06/04/research-analyst-job-opportunity/#more-145" class="more-link">(more&#8230;)</a></p>
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		<title>This Time It&#8217;s Microsoft and HP</title>
		<link>http://blog.technologyevaluation.com/blog/2008/06/03/this-time-its-microsoft-and-hp/</link>
		<comments>http://blog.technologyevaluation.com/blog/2008/06/03/this-time-its-microsoft-and-hp/#comments</comments>
		<pubDate>Tue, 03 Jun 2008 15:49:20 +0000</pubDate>
		<dc:creator>Nergis Mazid</dc:creator>
		
		<category><![CDATA[Industry Observation]]></category>
<category>Dell</category><category>EDS</category><category>HP</category><category>ICD</category><category>Internet explorer</category><category>microsoft</category><category>online advertising</category><category>recession</category>
		<guid isPermaLink="false">http://blog.technologyevaluation.com/blog/2008/06/03/this-time-its-microsoft-and-hp/</guid>
		<description><![CDATA[Things continue to be busy for both Microsoft and HP as they try and make headway in the ever-competitive IT industry.?
Not abandoning it&#8217;s pursuit of the lucrative online advertising market, Microsoft has made a deal with HP to make Internet Explorer the default browser on HP PCs.
Share This
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			<content:encoded><![CDATA[<p>Things continue to be busy for both Microsoft and HP as they try and make headway in the ever-competitive IT industry.?<br />
Not abandoning it&#8217;s pursuit of the lucrative <a href="http://www.pcworld.com/businesscenter/article/145471/microsoft_abandons_yahoo_acquisition.html"><font color="#800080">online advertising market</font></a>, Microsoft has made a <a href="http://news.cnet.com/HP-and-Microsoft-eye-supercomputer-market/2100-1010_3-6193310.html"><font color="#800080">deal with HP</font></a> to make Internet Explorer the default browser on HP PCs.   <a href="http://blog.technologyevaluation.com/blog/2008/06/03/this-time-its-microsoft-and-hp/#more-144" class="more-link">(more&#8230;)</a></p>
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