Good morning everyone, my name is Steve McVey and I head-up the supply chain management research areas for TechnologyEvaluation.Com. This morning we're going to discuss a proven, best of breed methodology for evaluating and selecting a supply chain management solution. During the presentation, we will use TechnologyEvaluation.Com's patented online selection engine, WebTESS, to guide you through a live, real time evaluation and selection. We will then review the critical differentiating supply chain management criteria, as well as detailed comparisons between i2 Technologies, Manugistics, Aspen Technology, Logility, and Adexa.
I'm going to begin with an overview of problems and solutions relating to technology selection, starting first with the problem:
According to our research, over 80% of enterprise technology evaluations run over time and budget, and once completed, over 50% of the implementations fail to meet functional and total cost expectations. There are three main reasons that project teams run into trouble.
1. They have no effective way to identify the critical vendor and product questions necessary to successfully initiate the evaluation process.
2. They have no ability to prioritize the different criteria, once identified, relative to one another. As a result, final priorities are often more the result of internal political agendas than true needs and requirements.
3. And finally, project teams have no ability to gather objective, validated, updated data on the vendor alternatives. As you may well know, vendors have a tendency to exaggerate product, service, and corporate capabilities if it enables them to move to the next phase of the deal.
I'm going to begin with an overview of problems and solutions relating to technology selection, starting first with the problem:
According to our research, over 80% of enterprise technology evaluations run over time and budget, and once completed, over 50% of the implementations fail to meet functional and total cost expectations. There are three main reasons that project teams run into trouble.
1. They have no effective way to identify the critical vendor and product questions necessary to successfully initiate the evaluation process.
2. They have no ability to prioritize the different criteria, once identified, relative to one another. As a result, final priorities are often more the result of internal political agendas than true needs and requirements.
3. And finally, project teams have no ability to gather objective, validated, updated data on the vendor alternatives. As you may well know, vendors have a tendency to exaggerate product, service, and corporate capabilities if it enables them to move to the next phase of the deal.
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