1 The Total Cost of ERP Ownership in Mid-Size Companies July, 2008 Total Cost of Ownership (TCO) remains a significant factor that influences Enterprise Resource Planning (ERP) strategies and decisions. While total costs can and should include a wide range of factors, Aberdeen research benchmarks the cost of software, services, and maintenance on an annual basis. Past research has found these are the cost elements which are most often measured and considered when evaluating software or measuring the Return on Investment (ROI) of ERP implementations. Costs vary significantly as companies grow in size. What can the average mid-size company with revenues between $50 million and $1 billion expect to pay for the business benefits that can be derived from ERP? Cost Matters in Selecting ERP In May and June of 2008, Aberdeen surveyed over 1,400 companies of all sizes to benchmark ERP in Manufacturing, including over 600 companies with annual revenues between $50 million and $1 billion. Functionality, ease of use, and TCO have clearly been the top three selection criteria in ERP software over the past three years. In prior surveys, Aberdeen asked survey respondents to select the top three priorities in ERP software selection. TCO was placed in the top three by 51% of mid-size companies in 2006 and 52% in 2007, second only to functionality. Figure 1: Historical ERP Selection Criteria in Mid-Size Companies 80% 40% 0% 68% 74% 51% 52% Sector Insight Aberdeen s Sector Insights provide strategic perspective and analysis of primary research results by industry, market segment, or geography Aberdeen TCO Series The Total Cost of ERP Ownership is influenced by a variety of factors, including: company size number of ERP users depth and breadth of functionality deployed business benefits gained from ERP deployment other factors As a result, this Sector Insight is only one in a series of reports exploring the Total Cost of ERP Ownership. See Related Research for other available reports. Sector Definition This Sector Insight explores the TCO of ERP in mid-size companies. Aberdeen defines company size as follows: Small companies have revenues under $50 million Mid-size companies fall between $50 million and $1 billion in revenue Large companies have revenues in excess of $1 billion 39% 45% Functionality Total cost of ownership Ease of use Source: Aberdeen Group, July 2007 Suspecting that other selection criteria which did not make a company's "top three" were also very important, Aberdeen's 2008 survey asked respondents to rank all selection criteria on a scale of one to five, with five being the highest priority. Not surprisingly, using this method of prioritization, TCO again ranked in the top three. In addition, we see other factors which either directly or indirectly impact TCO have similar priority rankings (Figure 2).
2 Page 2 Figure 2: 2008 ERP Selection Priorities Functionality Ease of use Total cost of ownership Large Midsize Small Integration capabilities Ease and Speed of Implementation Ability to tailor functionality without programming license price The priorities were remarkably similar across all sizes of companies, yet we did see the significance of the price of the software decline slightly while the priority of TCO rises as the size of the company grows. While these differences in priorities are small, they are reflective of the fact that software price is but one of many elements included in overall cost of ownership. Aberdeen has observed the depth and breadth of ERP implementations also grow as enterprises become larger. As companies grow organically or through acquisition, applications proliferate, implementations span international boundaries, and integration capabilities become more important. Yet companies reach this stage of complexity long before they reach the billion dollar threshold in terms of annual revenue. Costs Scale with Company Size One would naturally expect a correlation between the size of the ERP deployment and costs. As a company grows, the number of users goes up, along with the total cost of software and services. Unlike the past two years where we saw some exceptional dips, this proved to be true across the entire spectrum of company size this year with respect to software and maintenance costs, although dollars spent on services remains flat regardless of company size between $100 million and $500 million (Table 1). However, the rate of increase in total costs varied significantly throughout the mid-size tiers. Total costs grew 144% as companies breached the $50 million mark and 87% in crossing the $100 million threshold, then stayed relatively flat in broaching the next bracket starting at $250 million with only a 15% difference. However, we then saw total costs rise sharply again by 80% in the final surge to $1 billion. For Comparative Purposes Many survey participants indicated two or more ERP packages were implemented across the enterprise. But, for purposes of comparison here, only those responses where participants clearly identified a single ERP vendor were used. This reduced the sample size to 1027 responses, 319 of which were from mid-size companies.
3 Page 3 Table 1: Costs by Company Size 1 Company Size # of Users Cost Service Cost Maint. Rate 3 Year Maint. Cost Total Cost 2 Under $50 million 35 $165,583 $123, % $77,615 $366,583 $50 to $100 million 81 $366,387 $346, % $177,984 $892,765 $100 to $250 million 176 $644,892 $705, % $317,414 $1,672,297 $250 to $500 million 283 $803,017 $705, % $364,260 $1,926,349 $500 million to $1 billion 521 $1,427,041 $1,415, % $702,860 $3,483,776 $1 to $2.5 billion 1,145 $2,375,000 $1,793, % $1,103,942 $5,376,146 $2.5 to $5 billion 2,056 $2, $2,447, % $1,162,425 $5,866,175 Over $5 billion 3,274 $2,878,646 $2,732, % $1,522,587 $7,148,750 1 Performing calculations at the aggregate level shown in this table will not yield accurate results. In order to use as much data as possible, all calculations were made for each individual response and subsequently averaged. In addition, where multiple elements were needed, calculations were only made where the respondent answered all required questions. For example, Total Cost may not equal the sum of Cost, Service Cost, and 3 Year Maintenance Cost because not all survey respondents answered all three survey questions. The Cost is based upon all respondents who answered the said survey question, as is the same for Service Cost and 3 Year Maintenance Cost. However, the Total Cost is based upon averaging individual responses where respondents answered all three survey questions. 2 Total Cost is the total of software cost, services cost and three years of maintenance cost, where maintenance cost is estimated by multiplying the maintenance rate by the software cost and then multiplying by three. In comparing TCO of ERP implementations year over year, Aberdeen observed total costs in small and mid-size companies fluctuating by less than 20% in either direction (actual fluctuations ranged from -17% to +13%). In the aggregate we saw a slight dip in maintenance rates. Most vendors will price maintenance as a percentage of software license fees. As a result, Aberdeen collected maintenance rates in this format and applied this rate to the software license fees to estimate the maintenance cost of one year, then multiplied this by three to get the three year cost. This is an approximation since maintenance fees may indeed escalate from one year to the next, or customers may negotiate lower rates as implementations expand with more modules or additional users. This dip is interesting to note at a time when several ERP vendors have recently announced (or pre-announced to Aberdeen) increases in maintenance rates. list prices for maintenance are in the 18% to 22% range, yet average street prices in mid-size companies, as shown in Table 1, are lower than the bottom end of this range by 1.4 to 2.5 percentage points.
4 Page 4 Costs per User Move in the Opposite Direction - Almost Just as the total price of software, services and maintenance go up as companies grow, costs per user should scale down. Not only should we observe volume discounts being applied, but bargaining power increases with company and deal size. However, costs were almost the same for all companies under $100 million (Table 2), reflecting few volume discounts where the average number of users was less than 100. In each year beginning in 2006, companies in the $50 to $100 million range actually paid more per user than small companies (under $50 million), implying one of two situations. Either smaller companies were purchasing less complete solutions, or they were paying for minimum configurations and not taking full advantage of them. However, the difference this year was negligible. In fact, companies in the $50 to $100 million range experienced the largest drop in software costs year over year of all mid-size companies. However, we still see the combination of software and services and total costs (including three years of maintenance) per user increasing slightly as companies top $50 million in revenues. Implementations become more complicated and therefore service related portions of the total cost do not scale down quite as neatly as companies move from small to mid-size. While last year this escalation of per user costs continued up until the $250 million mark, this year the downward trend, leveraging increased volume discounts, began at the $100 million threshold. Not only are additional low cost options available for small companies but the ERP companies such as Oracle and SAP, which have reached their market dominance by capturing a large share of the large company market, are concentrating efforts on coming down-market and adjusting their price scales accordingly. Table 2: Costs per User by Company Size 1 Company Size # of Users # of ERP Modules Implemented Cost per User + Services Cost per User Total Cost 2 per user Under $50 million $6,223 $10,669 $13,148 $50 to $100 million $6,168 $11,381 $13,506 $100 to $250 million $4,382 $9,115 $11,306 $250 to $500 million $3,656 $7,814 $9,526 $500 million to $1 billion $3,763 $8,104 $9,746 $1 to $2.5 billion 1, $3,698 $7,086 $8,268 $2.5 to $5 billion 2, $3,020 $5,577 $5,876 Over $5 billion 3, $2,445 $5,856 $6, Refer to Footnotes 1 and 2 below Table 1.
5 Page 5 Yet the downward trend in software per user costs did not continue throughout our full range of company sizes, but instead hit several plateaus along the way. Companies from $250 million all the way to $2.5 billion paid virtually the same average software per user cost in spite of the fact that the average number of users increased from 283 to 1,145. This signals that large companies no longer have the same bargaining power they once had. Even in broaching the $5 billion threshold, as software costs per user declined, software and services combined rose slightly. A Look at the Vendors Aberdeen segments survey respondents in a variety of different ways, including by ERP vendor. Because of the correlation between size and cost, for the purposes of this Sector Insight, only mid-size companies were included in the side-by-side comparison of vendors. Four vendors were selected based on the sample size of our survey pool: Epicor, Infor, QAD, and SAP. Other vendors besides those listed also offer solutions to the midmarket, but if the sample was not large enough to provide some directional insight, Aberdeen chose not to include them. Vendors with a significant sample size, but not quite large enough to make the cut included Lawson, Microsoft Dynamics, Oracle, Plexus Systems, and Sage. Please refer to the Research Preview for ERP in the MidMarket for a more comprehensive list of vendors that serve this market. Costs Table 3 compares software costs of these four vendors to those of ERP purchased by mid-size companies from All Other Vendors". Also included are averages aggregated across All Mid-size Companies", which includes these four as well. The software license fees for these vendors are quite comparable, with the cost of an SAP implementation coming in at a higher cost, but also representing a significantly larger implementation in terms of average number of users (331). The average software costs per user are also quite similar with QAD customers reporting the lowest cost per user, 17% less than the average of all mid-size companies, but with slightly (5%) fewer modules implemented. Infor average per user costs came in 3% under the average, while SAP and Epicor were just above by 3% and 4% respectively, but at lower per user costs than all other vendors not listed separately. Epicor, Infor and SAP customers implemented a broader solution than the average mid-size company, as measured by the number of modules implemented. We feel there are significant benefits we are going to reap. ROI is expected to be in the 18% to 20% range, just in terms of improved business processes. We also feel there will be a customer service impact. We will be able to reach more customers and business partners in a real time manner. We expect to reduce cost and we expect revenue growth as a result of being more responsive. ~ Don Brekke, VP of Information Technology, Greenhecke Fan Company (1,500 employees)
6 Page 6 Table 3: Cost for Mid-Size Companies 1 ERP Vendor # of Users # of ERP Modules Implemented Cost Cost per User Variance from QAD $556,111 $3,991-17% Infor $598,529 $4,675-3% SAP $977,419 $4,972 +3% Epicor $449,242 $5,029 +4% All Others $645,890 $5,140 +7% All Mid-size Companies $692,947 $4,818 0% 1 Refer to Footnote 1 below Table 1. Service Costs The cost of external professional services is a significant portion of the TCO of ERP. These services might include implementation, training, customization or consulting, but do not include the burdened or unburdened cost of employees. While internal costs due to assigned headcount also contribute significantly, past Aberdeen research has shown these are costs which are most often overlooked in TCO and ROI calculations, and those companies that do collect this data have their own individualized way of measuring it, which makes it difficult for comparisons. As a result, Aberdeen chooses not to collect and contrast these costs fearing unfair comparisons. Yet companies are cautioned against ignoring these costs as they can be a significant portion of TCO.
7 Page 7 Table 4: Service Cost for Mid-Size Companies 1 ERP Vendor Cost Service Cost Service Cost per $1 Spent on Epicor $449,242 $320,833 $0.71 QAD $556,111 $425,000 $0.76 Infor $598,529 $575,781 $0.96 SAP $977,419 $1,376,613 $1.41 All Others $645,890 $522,945 $0.81 All Mid-Size Companies $692,947 $735,828 $ Refer to Footnote 1 below Table 1. # of ERP Modules Implemented Weighted Use of ERP % % % % % % Service Cost per ERP Module Implemented Service Cost per Percentage Point of ERP Functionality $27,739 $9,304 $40,316 $13,190 $51,131 $15,925 $116,405 $40,077 $48,238 $15,235 $67,081 $21,961 Table 4 lists service costs side-by-side with software costs, as well as the ratio of services to software, since this ratio can be indicative of both ease of use and ease of implementation. However, it can also be indicative of how well the solution fits the organization and its implementation strategy. Since customization services may be included, decisions to align business processes with the software or adapt the software to existing processes can have a major impact on the level of services required. Of course, decisions to employ internal versus external resources is another factor. Many factors weigh in here, including the extent of the implementation as measured by number of modules implemented and the weighted average use of ERP. We observed far greater variability between vendors in comparing services associated with ERP implementations than we did in costs of the software itself. The costs shown in Table 4 are total service costs, and the reader should bear in mind that the number of users will also impact the services required. We should expect that an SAP customer with an average of 331 users will spend more on implementation services and training than an Epicor customer with an average of 130 users. However, later on we will see that Epicor's low service costs still places them as having the lowest service costs when considering per user costs, despite having fewer users. Weighted Use of ERP The Weighted use of ERP is calculated by first dividing the number of modules used by 24 (a list of 24 generic modules are provided for selection) and then multiplying this percentage by the percentage of the available functionality used.
8 Page 8 The ratio of service fees paid for each dollar spent on software is a common metric and therefore determines the sequence in which we present the four vendors, with Epicor being the lowest ratio at $0.71 and SAP being the highest at $1.41. The average customer of both of these vendors employs similar number of modules and similar weighted average of functionality. However, we should point out that the percentage of available functionality, captured from survey respondents separately from the modules used and employed in this calculation, is a relative metric. SAP is well-known for the comprehensiveness of its solution, so implementing 34.3% of SAP's ERP may very well represent a broader deployment than 34.3% of one of its competitors. Even within the SAP installed base we see variability in comparing SAP/R3 or SAP Business Suite customers to those running SAP Business One or SAP Business ByDesign. Maintenance Costs Table 5 compares maintenance rates, average maintenance fees paid in aggregate, and on a per user basis for one year and over a three years. Aberdeen chooses to use three years of maintenance in its calculation of Total Cost because we find this is generally the lifecycle of a major release. While technical support and bug fixes are included in maintenance fees, much of the value delivered from these fees lies in product innovation. However, in order to reap the benefits of paying these fees, customers must take advantage of new features and functions that are funded by their maintenance. ERP vendors will release new functionality in minor releases as well as in major upgrades. While the timing between releases can vary significantly from vendor to vendor and even release to release, interviews with end users indicate most are reluctant to go through a major upgrade any more frequently than once every three years. This often means skipping releases and eventually catching up. Aberdeen captures the maintenance rate as a percentage of software license fees and then estimates the maintenance cost by multiplying this rate by the software cost. As a result, the actual maintenance paid is dependent both on the maintenance rate, as well as software prices. QAD's lowest software price, coupled with an average maintenance rate which is slightly below average, places it as the lowest priced maintenance amongst our vendors serving the mid-tier. While QAD is lowest, we see little variability in maintenance costs per user overall. We set high standards for our business performance and we cannot run the risk of nonperformance. One hour of downtime costs us $100,000. We have achieved 99.8% ontime delivery and the vast majority of that.2% stems from customers being late in picking up their own orders. In terms of our ERP implementation, we stay just behind the technology curve instead of just in front of it. ~CIO, mid-size manufacturer of steel products
9 Page 9 Table 5: Maintenance Cost for Mid-size Companies 1 ERP Vendor # of Users Maint. Rate Maint. Cost per Year Maint. Cost per Year per User Maint. Cost over 3 Years 3 Year Maint. Cost per User QAD % $73,417 $618 $220,250 $1,855 Epicor % $68,991 $753 $206,973 $2,258 SAP % $153,143 $781 $459,429 $2,343 Infor % $99,711 $809 $299,133 $2,428 All Others % $90,213 $487 $270,638 $1,941 All Mid-Size Companies % $110,035 $438 $330,104 $2,212 1 Refer to Footnote 1 below Table 1. As noted earlier, average list prices for maintenance are in the 18% to 22% range, yet average actual maintenance fees are lower. Survey findings show a drop in maintenance fees as a percentage of software costs since In 2008, maintenance rates dropped by 3% to 7% for the vendors included in our tables, with the exception of Infor with a negligible 0.1% increase. The ability to preserve maintenance rates is a tribute to a company's ability to continue to deliver perceived value to its customers through maintenance and therefore we applaud Infor's ability to hold steady and command the highest percentage of all the vendors listed here. Total Costs Table 6 provides a summary of software, service and maintenance costs on a per user basis. With its low software costs, which also translate into low maintenance fees, QAD customers have the lowest total cost per user. Yet it is Epicor's low service costs that put them in second place. Likewise, while Infor and SAP have very similar software costs per user, Infor's lower service costs translate to slightly lower than average total costs.
10 Page 10 Table 6: Total Costs for Mid-size Companies 1 ERP Vendor # of Users Weighted Use of ERP Cost per User Service Cost per User 3 Year Maint. Cost per User Total Cost per User 2 QAD % $3,991 $2,961 $1,855 $8,828 Epicor % $5,029 $3,308 $1,197 $9,797 Infor % $4,675 $3,825 $2,428 $11,317 SAP % $4,972 $6,549 $2,343 $13,674 All Others % $5,140 $4,096 $1,941 $10,164 All Mid-Size Companies % $4,818 $4,818 $2,212 $11,576 1 Refer to Footnote 1 below Table 1. The Cost of Achieving Business Benefits Aberdeen believes the success of an ERP implementation is not only based on costs and time to implement, but also on the business benefits achieved through implementation. For our purposes here, business benefits are defined by the cost savings and schedule improvements that we feel can be applied universally to all manufacturing companies. However, with rising costs and weakening economies, we see evidence that cost savings are becoming harder to produce. In 2007, our Best-in-Class were able to reduce inventory, manufacturing operational costs and administrative costs by 24%, 18% and 18% respectively. This year, Best-in-Class companies were still able to reduce costs, but at more modest rates about 17% less than last year. Reductions in manufacturing operational costs, which bear the biggest burden of rising energy costs, took the hardest hit at 22% less than last year. Table 7 summarizes these business benefits in terms of these reductions in costs and improvements in manufacturing schedule compliance and complete and on-time shipments. We then take an average across these metrics to determine the average overall improvement and we monetize this by computing the total cost per user per percentage point of improvement.
11 Page 11 Table 7: Cost of Business Benefits for Mid-Size Companies 1 Performance Metric QAD Epicor Infor SAP All Others All Mid- Size Best-in- Class Mid-Size All Bestin-Class Reduction in inventory 16.1% 14.0% 13.2% 11.9% 14.1% 13.5% 19.9% 20.3% Reduction in manufacturing 10.9% 8.1% 9.6% 9.2% 9.6% 9.3% 13.1% 14.2% operational costs Reduction in administrative costs 12.1% 9.1% 7.2% 9.6% 12.2% 10.3% 13.5% 15.1% Improvements in complete and on-time 17.6% 12.0% 14.4% 11.4% 13.7% 13.3% 17.8% 20.3% shipments Improvements in manufacturing 15.2% 13.2% 15.0% 9.5% 13.9% 12.3% 17.0% 18.3% schedule compliance 13.9% 11.2% 11.9% 10.8% 12.6% 11.7% 16.3% 17.7% Total cost per user per percentage point of improvement $636 $875 $953 $1,269 $808 $988 $607 $664 1 Refer to Footnote 1 below Table 1. The sequence of vendors, from left to right, is from least to most total cost per user per percentage point of improvement. The average actual improvement does not scale exactly with the cost. The customers of QAD produced the highest average improvements for the lowest cost per user. Infor customers produced better results than Epicor's, although at a slightly higher cost. Both QAD and Infor customers produced better average improvements than all mid-size companies. However, improvements are relative. Where performance is poor, it is easy to get some quick improvement. As performance approaches Best-in-Class, each percentage point of improvement can be a hard fought battle. This observation caused us to compare current performance across the different vendors (Table 8), this time sequencing them from left to right by those performing the best in terms of current performance as measured by inventory accuracy and the percentage of orders shipped complete and ontime, as well as manufacturing schedule compliance. In this comparison, Infor customers take the lead. We also noted that Epicor customers have slightly lower performance than their peers. Referring back to our discussion of services (Table 4), recall that Epicor had the lowest ratio of service to software costs. While this is certainly a tribute to Epicor's ease of implementation and ease of use, Epicor customers might very well be advised to take some of these savings and apply them to efforts to improve Best-in-Class Criteria The 2008 ERP in Manufacturing benchmark used 5 Key Performance Indicators to determine Best-in-Class: Reductions in inventory Inventory Accuracy Complete & On-time Shipments Manufacturing Schedule Compliance Number of days to close a month Best-in-Class is the top 20% of aggregate performance scorers.
12 Page 12 overall performance. This may mean additional training in terms of both processes and use of the software. Table 8: Current Performance by Mid-Size Companies Current Performance Infor QAD SAP Epicor All Others All Mid- Size Best-in- Class Mid-Size All Bestin-Class Inventory accuracy 92.0% 92.2% 92.7% 86.2% 91.4% 91.7% 97.1% 97.0% Complete and on-time shipments 89.9% 87.1% 88.7% 85.8% 90.1% 88.9% 95.6% 95.3% Manufacturing schedule compliance 92.3% 91.6% 89.2% 87.2% 91.4% 91.1% 97.1% 96.9% Aberdeen Conclusions and Recommendations In comparing ERP costs year over year, we saw a slight increase in the cost of implementations, but also slightly broader deployments. Cost of implementations scaled more smoothly as companies grew in size, yet the decline in costs per user hit several plateaus as the number of users grew. We found each of our four vendors claiming leadership in the mid-market in different categories: Lowest software cost per user: QAD Lowest average service cost per $1 spent on software: Epicor Most successful at preserving maintenance rates as a percentage of software costs, a tribute to delivering perceived value for maintenance fees: Infor Highest number of modules used: SAP Highest weighted average use of functionality available: Epicor Lowest total cost per user: QAD Most improvement and lowest total cost per user per percentage point of improvement: QAD Best average current performance: Infor Significant business benefits can be achieved by all companies as a result of ERP implementations. Rising prices and a weakening economy not only place additional cost pressures on manufacturers, but make each percentage point of improvement a harder fought battle. The 2008 ERP in Manufacturing Benchmark makes the following cost-related recommendations: Assign ERP ownership to the line of business executive who stands to gain the most benefit from the implementation. Lagging implementations stop short of reaching the full benefits that can be attained in terms If we don't have a global system we can't compete. But if you don't have specific business drivers behind your ERP implementation, everything stalls. ~ Business Transformation Program Director, manufacturer and distributor of wellness products
13 Page 13 of cost reductions, improvements in schedules, and further business benefits. Broaden and deepen use of ERP. This recommendation has been a consistent message throughout Aberdeen's ERP benchmark reports, but results are clear: Best-in-Class manufacturers make more extensive use of ERP in terms of number of modules implemented and the percentage of available functionality deployed. Do not let your maintenance dollars go to waste. While it may be acceptable to skip a release or run one release behind the most currently available, do not let your implementation lag significantly, leaving functionality and technology improvements largely unused. For more information on this or other research topics, please visit The 2008 ERP in Manufacturing Benchmark Report; June 2008 Enterprise Applications: How Disruptive is Innovation?; April 2008 The Outlook for ERP Spending in 2008; January 2008 Related Research The Cost of Implementing ERP Functionality; August 2008 The Total Cost of ERP Ownership in Small Companies; August 2008 The Total Cost of ERP Ownership in Large Companies; July 2008 Authors: Cindy Jutras, Vice President & Group Director, Risa Barnett, Research Associate, Since 1988, Aberdeen's research has been helping corporations worldwide become Best-in-Class. Having benchmarked the performance of more than 644,000 companies, Aberdeen is uniquely positioned to provide organizations with the facts that matter the facts that enable companies to get ahead and drive results. That's why our research is relied on by more than 2.2 million readers in over 40 countries, 90% of the Fortune 1,000, and 93% of the Technology 500. As a Harte-Hanks Company, Aberdeen plays a key role of putting content in context for the global direct and targeted marketing company. Aberdeen's analytical and independent view of the "customer optimization" process of Harte- Hanks (Information Opportunity Insight Engagement Interaction) extends the client value and accentuates the strategic role Harte-Hanks brings to the market. For additional information, visit Aberdeen or call (617) , or to learn more about Harte-Hanks, call (800) or go to This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research and represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc a
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ERP in Manufacturing 2010 Measuring Business Benefit and Time to Value June 2010 Cindy Jutras Page 2 Executive Summary Enterprise Resource Planning (ERP) provides the necessary infrastructure that forms
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Disaster Avoidance and Disaster Recovery: May 2010 Dick Csaplar Page 2 Executive Summary In May of 2010 Aberdeen surveyed over 100 organizations that had a formal Disaster Recovery (DR) program to learn
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Cloud for Business Managers in Midsize Organisations: the Good, the Bad & the Ugly Independent Market Research Report Commissioned by September 201 Copyright notice The copyright of this independent market
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Looking for Cash: Warranty Management Is a Good Place To Start Thursday, August 28, 2003 Marc McCluskey The Bottom Line: Invest in automation and integration for the warranty management process to free
Operational KPIs and Performance Management Are Your Daily Decisions Based on Fact? August 2008 Page 2 Executive Summary Businesses thrive or fail based on their ability to identify, define, track, and
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The 2008 ERP in Manufacturing Benchmark Report June 2008 Page 2 Executive Summary Pressures to reduce costs outweigh all other business drivers impacting Enterprise Resource Planning (ERP) in 2008. While
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An Oracle White Paper September 2009 Mastering Project Management Fundamentals Critical for Successful Earned Value Management Executive Overview Earned value management (EVM) is a program management technique
Global Manufacturing Operations Management August 2008 Page 2 Page 3 Executive Summary Executives face numerous challenges in managing global manufacturing operations and successfully collaborating across
ERP in Manufacturing 2012 The Evolving ERP Strategy July 2012 Nick Castellina, Kevin Prouty Page 2 Executive Summary Enterprise Resource Planning (ERP) has been defined as an operational and transactional
Maximizing Return on Assets and Emerging Trends June 2008 ~ Underwritten, in Part, by ~ Page 2 Executive Summary Aberdeen Group's latest research in Enterprise Asset Management (EAM) reveals that Best-in-Class
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Social Selling: Leveraging the Power of User- Generated Content to Optimize The use of Social Media has become virtually universal, both for personal use as well as for a fast-growing set of business-to-consumer