| 1. |
Using Visibility to Manage Supply Chain Uncertainty ( Pages)
by Michael Bittner
Nov 9, 2005
Abstract : Technology has advanced supply chain visibility beyond mere track and trace functions. Visibility can be used to manage supply chain uncertainty, thereby preemptively troubleshooting problematic areas and reallocating resources to better meet the demands of an enterprise.
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| 2. |
Decision-making methods (MCDM, MCDA) in the news (1 Page)
by TEC Staff
Mar 15, 2008
Abstract : Decision Making: Latest news
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| 3. |
Decision Making Resources (1 Page)
by TEC Staff
Mar 15, 2008
Abstract : Where to find resources related to the Decision-Making process, books, magazines, journals, organizations, Internet
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| 4. |
Multi Criteria Decision Making MCDM (1 Page)
by TEC Staff
Mar 15, 2008
Abstract : Definition of Multi-Criteria Decision-Making (MCDM): Methods incorporating multiple conflicting criteria into the management planning process
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| 5. |
Why CRM Is So Hard and What To Do About It: Data is key to making CRM work (3 Pages)
by Barry Briggs
Apr 30, 2002
Abstract : Making a CRM investment work is a two-step process that begins with unifying disparate systems by creating and managing standardized, reusable business definitions mapped to the different CRM system schemas throughout the organization.
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| 6. |
Why CRM Is So Hard and What To Do About It: Data is key to making CRM work ( Pages)
by Barry Briggs
Dec 25, 2002
Abstract : Making a CRM investment work is a two-step process that begins with unifying disparate systems by creating and managing standardized, reusable business definitions mapped to the different CRM system schemas throughout the organization.
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| 7. |
The Third Paradigm ( Pages)
by Ann Grackin
Jan 28, 2005
Abstract : Supply chain systems to date have represented the back-end of that process of servicing markets and have taken us a long way in replacing assets with information. But the fact is, building products still takes a long time. Contrastingly, markets require short response times--days. For the last few years, we have begun the process of trying to understand the unplanned event. The first and second paradigm systems deal in knowns--this is what I think I need and therefore this is what I will buy. The Third Paradigm focuses on the uncertainty elements to understand risk. This is the key. Isolate, understand and organize the chaos—creating an operational and financial model.
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| 8. |
PeopleSoft Building Muscles To Overcome The Rough Patch Part 2: Market Impact ( Pages)
by P.J. Jakovljevic
Jun 20, 2002
Abstract : With a large investment in architecture made early, PeopleSoft has so far resisted the downturn in the market and has gained ground by making its core applications a compelling choice. However, the company has tempted the fate with touting that its product architecture would make it bulletproof to the weak economy, making the market reward it at that stage for being the poster child of a success in the tough environment. One should not be surprised with the market’s harsh knee-jerk reprisal once the pure-Internet magic was dented with the latest tamed results.
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| 9. |
Software Evaluation and Software Selection (4 Pages)
by TEC staff
Jun 12, 2006
Abstract : Organizations are surrounded by ambiguity when making their implementation decisions. Accurate and relevant criteria that are properly weighed against an enterprise's needs, what-if scenarios, and supporting graphics and reports are essential when making a software selection.
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