| 1. |
Bid Responsiveness Determination: Is Your Bid Responsive? (1 Page)
by TEC Staff
Sep 4, 2008
Abstract : Bid Responsiveness Determination: 3 Simple Steps To Ensure The Lowest-Priced Bid is Technically Acceptable. To be determined responsive, a bid must be the lowest-priced technically acceptable (LPTA) bid. The bid has to be successfully evaluated against the 3 following criteria: 1) not rejected at opening time, 2) lowest priced, and 3) conformed to all essential requirements set forth in the invitation for bids (IFB). What about bidder's responsibility?
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| 2. |
Bidder Responsibility Determination (1 Page)
by TEC Staff
Aug 13, 2008
Abstract : Bidder Responsibility Determination: 7 Simple Criteria To Ensure Bidders Can Perform The Contract. To be determined responsible, a bidder must be successfully evaluated against the 7 following criteria: financial resources, performance schedule, performance record, integrity and ethics, organization and skills, equipment and facilities, and other qualifications to receive an award. What about bid responsiveness?
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| 3. |
Software Selection: A Third Alternative Part One: The Buyer's Perspective ( Pages)
by Joseph J. Strub
May 14, 2005
Abstract : Recently, the traditional method of selecting software based on functions and features has come under scrutiny. Some even suggest that this method is unduly drawn out and fails to focus on the critical processes of business. As you might expect, vendors would rather sell you out-of-the-box business processes and solutions that would improve efficiency, increase yields, and drive their costs down. A third alternative for selecting software, which will be discussed in this article, attempts to provide the assurances needed by the buyer and the efficiency desired by the vendor.
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| 4. |
Software Selection: A Third Alternative Part One: The Buyer's Perspective (4 Pages)
by Joseph J. Strub
Aug 23, 2004
Abstract : Recently, the traditional method of selecting software based on functions and features has come under scrutiny. Some even suggest that this method is unduly drawn out and fails to focus on the critical processes of business. As you might expect, vendors would rather sell you out-of-the-box business processes and solutions that would improve efficiency, increase yields, and drive their costs down. A third alternative for selecting software, which will be discussed in this article, attempts to provide the assurances needed by the buyer and the efficiency desired by the vendor.
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| 5. |
Multi-enterprise Responsiveness—Can It Ever Be Achieved? ( Pages)
by P.J. Jakovljevic
Mar 14, 2008
Abstract : Most manufacturers are now operating in a multi-enterprise, multi-echelon context, and their supply chain processes and supporting IT tools need to accommodate responsive collaboration. Yet most enterprise resource planning systems currently used do not adequately serve the needs of these businesses.
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| 6. |
Lucrative but "Risky" Aftermarket Business—Service and Replacement Parts SCM ( Pages)
by P.J. Jakovljevic and Olin Thompson
Jul 28, 2005
Abstract : The growing pressure for improving customer responsiveness and profits has lately changed the traditional role of supply chain management (SCM) of spare and replacement parts.
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| 7. |
Offshore Outsourcing: Is There a Method to the Madness? Planning for Offshore Outsourcing ( Pages)
by Nitin Kapila
May 28, 2005
Abstract : Organizations considering the offshore outsourcing of processes should seriously consider adopting a proven methodology before implementation. This will minimize risk and maximize the return associated with offshore outsourcing and will help create a successful venture.
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| 8. |
Siebel Rallies Its Integration Alliance Troops Part 2: Market Impact ( Pages)
by P.J. Jakovljevic
May 13, 2002
Abstract : The era of Siebel's uncontested supremacy in the CRM market seems to be nearing the end. However, Siebel's idea of its Universal Application Network seems innovative and should help the needs of the higher-end of the market, whose paramount concern have been the enormous costs of integration and the general lack of responsiveness by enterprise application vendors to address this issue.
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| 9. |
Offshore Outsourcing: Is There a Method to the Madness? Planning for Offshore Outsourcing (8 Pages)
by Nitin Kapila
Aug 25, 2004
Abstract : Organizations considering the offshore outsourcing of processes, including technology development; finance and accounting; claims processing etc., should seriously consider adopting a proven methodology before implementation. This will minimize risk and maximize the return associated with offshore outsourcing and will help create a successful venture. Any adopted offshore outsourcing methodology should be based on input from multiple organizations; hands-on experience; and should include some discrete phases. These phases include (a) planning, (b) partner selection, and (c) a path to productivity that can be adopted by organizations, both large and small.
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