Software Product Engineering

Softwares Selection Consulting and Vendor

Enterprise systems such as enterprise resource planning (ERP), customer relationship management (CRM), supply chain management (SCM), and HR/human capital management (HCM) have promised great benefits. Few companies today can remain competitive without implementing enterprise software functionality and capabilities

For most applications, organizations no longer need to build large custom systems. Commercial software is now available for horizontal applications, such as accounting systems, ERP systems, CRM systems, and also for industry-specific systems in nearly every industry sector.

Challenges in System Selection

Softwares Selection Consulting and Vendor

However, evaluating, selecting, and implementing a new enterprise system is becoming more and more difficult. The underlying technologies are changing. Some systems look good on the surface but may not be the best fit for specific industries. Others may not provide flexibility for the future. Still others may be overkill for small and midsize businesses. Vendor viability, software reliability, and ease of implementation must also be considered.

Finally, there have been many mergers and acquisitions among enterprise software vendors since the turn of the millennium, and it is not always clear whether a particular system is really part of the surviving vendor’s product road map for the future. This is especially the case when evaluating solutions from vendors that have done major acquisitions, such as Oracle, SAP, Infor, Microsoft Dynamics, Sage, Epicor, Aptean, and others.

Cloud-based systems add another level of complexity to the decision. Is the vendor’s cloud ERP offering really software as a service (SaaS)? Or is it merely the vendor’s traditional on-premises ERP now offered in a hosted data center as a managed service? And, does it matter? How do cloud solutions, such as Salesforce.com, Workday, Oracle NetSuite, Plex, FinancialForce, Sage Intacct, Acumatica, and others, compare with traditional vendors offering cloud-versions of their solutions?

Choosing the right enterprise system requires an organized approach: assessing business processes, building the business case, analyzing key requirements, screening vendors, and organizing demonstrations. But who has the experience, time, resources, and tools to do it right?

SEESIM DIGITALIZATION for Luxury Industry

 The Luxury and Jewelry industry in particular needs to adapt to the new environment of this consumer behavior by capitalizing the digital revolution. It's important for the jewelry industry to stay up to date with the new technology to create loyal customers, with high stickiness, besides using digital technologies for larger virtual stocks and variety to meet the consumer behavior.

Software Product Engineering

Enterprise systems such as enterprise resource planning (ERP), customer relationship management (CRM), supply chain management (SCM), and HR/human capital management (HCM) have promised great benefits. Few companies today can remain competitive without implementing enterprise software functionality and capabilities.

For most applications, organizations no longer need to build large custom systems. Commercial software is now available for horizontal applications, such as accounting systems, ERP systems, CRM systems, and also for industry-specific systems in nearly every industry sector.

Challenges in System Selection

However, evaluating, selecting, and implementing a new enterprise system is becoming more and more difficult. The underlying technologies are changing. Some systems look good on the surface but may not be the best fit for specific industries. Others may not provide flexibility for the future. Still others may be overkill for small and midsize businesses. Vendor viability, software reliability, and ease of implementation must also be considered.

Finally, there have been many mergers and acquisitions among enterprise software vendors since the turn of the millennium, and it is not always clear whether a particular system is really part of the surviving vendor’s product road map for the future. This is especially the case when evaluating solutions from vendors that have done major acquisitions, such as Oracle, SAP, Infor, Microsoft Dynamics, Sage, Epicor, Aptean, and others.

Cloud-based systems add another level of complexity to the decision. Is the vendor’s cloud ERP offering really software as a service (SaaS)? Or is it merely the vendor’s traditional on-premises ERP now offered in a hosted data center as a managed service? And, does it matter? How do cloud solutions, such as Salesforce.com, Workday, Oracle NetSuite, Plex, FinancialForce, Sage Intacct, Acumatica, and others, compare with traditional vendors offering cloud-versions of their solutions?

Choosing the right enterprise system requires an organized approach: assessing business processes, building the business case, analyzing key requirements, screening vendors, and organizing demonstrations. But who has the experience, time, resources, and tools to do it right?