Robert Kugel's Analyst Perspectives | continuous supply chain

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This has produced a generation of chief financial officers likely unprepared to address the impact of fundamental changes now shaping a new, technology-driven approach to working capital optimization. Today’s CFOs must assess their working capital management processes and the systems that support them to balance...</p> </div> <a href="https://robertkugel.isg-one.com/technology-enables-working-capital-optimization"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a>, <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance</a>, <a href="https://robertkugel.isg-one.com/topic/sustainability-management">Sustainability Management</a>, <a href="https://robertkugel.isg-one.com/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/now-with-the-miracle-ingredient-ai">Now with the Miracle Ingredient AI!</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">30 March 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Now_with_the_Miracle_Ingredient_AI.png?width=200&name=Now_with_the_Miracle_Ingredient_AI.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Now_with_the_Miracle_Ingredient_AI.png?width=100&name=Now_with_the_Miracle_Ingredient_AI.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Now_with_the_Miracle_Ingredient_AI.png?width=200&name=Now_with_the_Miracle_Ingredient_AI.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Now_with_the_Miracle_Ingredient_AI.png?width=300&name=Now_with_the_Miracle_Ingredient_AI.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Now_with_the_Miracle_Ingredient_AI.png?width=400&name=Now_with_the_Miracle_Ingredient_AI.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Now_with_the_Miracle_Ingredient_AI.png?width=500&name=Now_with_the_Miracle_Ingredient_AI.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Now_with_the_Miracle_Ingredient_AI.png?width=600&name=Now_with_the_Miracle_Ingredient_AI.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Early last December, just before ChatGPT became the new, bright, shiny object, The Economist magazine ran a story proclaiming that we had finally arrived at the age of boring artificial intelligence (AI). From my perspective, it’s unfortunate that didn’t last and that AI has been relegated back to the buzzword league. AI will be an increasingly important feature of business software through the end of this decade. Ventana Research asserts that by 2026, almost all vendors of software designed...</p> </div> <a href="https://robertkugel.isg-one.com/now-with-the-miracle-ingredient-ai"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/natural-language-processing">natural language processing</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a>, <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance</a>, <a href="https://robertkugel.isg-one.com/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments</a>, <a href="https://robertkugel.isg-one.com/topic/consolidate-close-report">Consolidate/Close/Report</a>, <a href="">AI and Machine Learning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/our-focus-on-purchasing-sourcing-and-payments-in-2023">Our Focus on Purchasing, Sourcing and Payments in 2023</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">08 March 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png?width=200&name=Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png?width=100&name=Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png?width=200&name=Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png?width=300&name=Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png?width=400&name=Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png?width=500&name=Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png?width=600&name=Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">Digitally transforming core business processes became essential as organizations locked down in early 2020 because of the pandemic and the need to operate remotely presented a set of new challenges that were best addressed by software. Especially in the areas of sourcing, purchasing and payments, software has the ability to streamline processes, shorten process cycles, reduce unnecessary costs, provide greater visibility into cash flows, increase control and improve results. Digitizing...</span></p> </div> <a href="https://robertkugel.isg-one.com/our-focus-on-purchasing-sourcing-and-payments-in-2023"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/erp">ERP</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a>, <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance</a>, <a href="https://robertkugel.isg-one.com/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/foundational-blockchain-founders-as-tradelens-shuts-down">Foundational Blockchain Founders as TradeLens Shuts Down</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">02 March 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png?width=200&name=Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png?width=100&name=Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png?width=200&name=Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png?width=300&name=Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png?width=400&name=Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png?width=500&name=Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png?width=600&name=Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Maersk is closing its <a href="https://www.tradelens.com/" rel="noopener" target="_blank"><span style="text-decoration: underline;">TradeLens</span></a> joint venture with IBM that began in 2018. It was intended to enable port operators, customs authorities, freight forwarders and importers to track containers and their contents. The system was designed to substantially reduce the inefficiencies and delays created by paper-based systems used for customs, trade finance, tariffs and taxes as well as supply chain and logistics management. The initiative was designed to cut supply chain latency by reducing the time...</p> </div> <a href="https://robertkugel.isg-one.com/foundational-blockchain-founders-as-tradelens-shuts-down"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a>, <a href="https://robertkugel.isg-one.com/topic/operational-data-platforms">operational data platforms</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/cloud-erp-is-the-path-forward-for-manufacturing-and-product-companies">Cloud ERP is the Path Forward for Manufacturing and Product Companies</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">22 February 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png?width=200&name=Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png?width=100&name=Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png?width=200&name=Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png?width=300&name=Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png?width=400&name=Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png?width=500&name=Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png?width=600&name=Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The cloud has come to dominate many business software categories, but until recently, enterprise resource planning for manufacturing and product-focused organizations has been a notable laggard. Cloud-based systems can be less costly to operate, perform better, be more secure and shift maintenance and update chores from the IT department to the vendor, freeing IT teams to concentrate on more strategic needs.</p> </div> <a href="https://robertkugel.isg-one.com/cloud-erp-is-the-path-forward-for-manufacturing-and-product-companies"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a>, <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/2023-market-agenda-greater-agility-for-a-less-certain-world">2023 Market Agenda: Greater Agility for a Less Certain World</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">20 January 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png?width=200&name=2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png?width=100&name=2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png?width=200&name=2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png?width=300&name=2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png?width=400&name=2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png?width=500&name=2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png?width=600&name=2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research recently announced its 2023 research agenda for <a href="https://www.ventanaresearch.com/OperationsAndSupplyChain#research">Operations and Supply Chain</a>, continuing the guidance we’ve offered for nearly two decades to help organizations across industries derive optimal value and improved outcomes from business technology.</p> </div> <a href="https://robertkugel.isg-one.com/2023-market-agenda-greater-agility-for-a-less-certain-world"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-one.com/topic/product-information-management">Product Information Management</a>, <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a>, <a href="https://robertkugel.isg-one.com/topic/supplier-relationship-management">supplier relationship management</a>, <a href="https://robertkugel.isg-one.com/topic/property-technology">Property Technology</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain-erp">Continuous Supply Chain & ERP</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/the-data-pantry-accelerates-actionable-analytics-for-decision-making">The Data Pantry Accelerates Actionable Analytics for Decision-Making</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">22 December 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png?width=200&name=The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png?width=100&name=The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png?width=200&name=The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png?width=300&name=The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png?width=400&name=The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png?width=500&name=The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png?width=600&name=The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research uses the term “data pantry” to describe a method of data storage (and the technology and process blueprint for its construction) created for a specific set of users and use cases in business-focused software. It’s a pantry because all the data one needs is readily available and easily accessible, with labels that are immediately recognized and understood by the users of the application. In tech speak, this means the semantic layer is optimized for the intended audience. It is...</p> </div> <a href="https://robertkugel.isg-one.com/the-data-pantry-accelerates-actionable-analytics-for-decision-making"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/data-management">Data Management</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/data">Data</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a>, <a href="https://robertkugel.isg-one.com/topic/data-operations">data operations</a>, <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance</a>, <a href="https://robertkugel.isg-one.com/topic/profitability-management">profitability management</a>, <a href="https://robertkugel.isg-one.com/topic/analytics-data">Analytics & Data</a>, <a href="https://robertkugel.isg-one.com/topic/streaming-data-events">Streaming Data & Events</a>, <a href="">AI and Machine Learning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/kinaxis-extends-platform-into-supply-chain-execution-with-mpo-acquisition">Kinaxis Extends Platform into Supply Chain Execution with MPO Acquisition</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">21 September 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png?width=200&name=AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png?width=100&name=AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png?width=200&name=AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png?width=300&name=AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png?width=400&name=AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png?width=500&name=AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png?width=600&name=AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Kinaxis <a href="https://www.kinaxis.com/en/news/press-releases/2022/kinaxis-acquires-mpo-connect-supply-chain-planning-and-real-time-execution" rel="noopener" target="_blank" style="text-decoration: none;">recently announced</a> it has acquired a Netherlands-based company, MPO, a cloud-based software offering that orchestrates multiparty supply chain execution. The combination is designed to enable Kinaxis to extend its concurrent planning platform to handle core elements of supply chain execution. Kinaxis acquired all the shares of MPO for approximately US$45 million, with some of the final consideration dependent on performance. MPO will continue to operate as a standalone business, but...</p> </div> <a href="https://robertkugel.isg-one.com/kinaxis-extends-platform-into-supply-chain-execution-with-mpo-acquisition"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a>, <a href="">AI and Machine Learning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/anaplan-at-a-crossroads">Anaplan at a Crossroads</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">10 August 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Anaplan%20at%20a%20Crossroads.png?width=200&name=AP_RK_Anaplan%20at%20a%20Crossroads.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Anaplan%20at%20a%20Crossroads.png?width=100&name=AP_RK_Anaplan%20at%20a%20Crossroads.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Anaplan%20at%20a%20Crossroads.png?width=200&name=AP_RK_Anaplan%20at%20a%20Crossroads.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Anaplan%20at%20a%20Crossroads.png?width=300&name=AP_RK_Anaplan%20at%20a%20Crossroads.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Anaplan%20at%20a%20Crossroads.png?width=400&name=AP_RK_Anaplan%20at%20a%20Crossroads.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Anaplan%20at%20a%20Crossroads.png?width=500&name=AP_RK_Anaplan%20at%20a%20Crossroads.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/AP_RK_Anaplan%20at%20a%20Crossroads.png?width=600&name=AP_RK_Anaplan%20at%20a%20Crossroads.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Anaplan offers a cloud-based business planning platform that incorporates a modeling and calculation engine. The tool makes it relatively easy to add or expand the scope of plans that can be connected and monitored on a single platform. This Integrated Business Planning (IBP) approach enables organizations to use the software for financial planning or budgeting, sales, supply chain, workforce, marketing and IT planning. These are the types of plans in which companies often need to create models...</p> </div> <a href="https://robertkugel.isg-one.com/anaplan-at-a-crossroads"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a>, <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance</a>, <a href="https://robertkugel.isg-one.com/topic/profitability-management">profitability management</a>, <a href="">AI and Machine Learning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/kinaxis-optimizes-agile-supply-chain-planning">Kinaxis Optimizes Agile Supply Chain Planning</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">26 May 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png?width=200&name=VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png?width=100&name=VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png?width=200&name=VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png?width=300&name=VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png?width=400&name=VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png?width=500&name=VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png?width=600&name=VR_RK_Kinaxis%20Optimizes%20Agile%20Supply%20Chain%20Planning.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><a href="https://www.kinaxis.com/en" rel="noopener" target="_blank" style="text-decoration: none;">Kinaxis</a> is a sales and operation planning software company headquartered in Ottawa, Canada. Its RapidResponse is an S&OP platform for concurrent planning, designed to integrate an organization’s supply chain planning silos, accelerate planning cycles and optimize supply chain execution to match customer demand.</p> </div> <a href="https://robertkugel.isg-one.com/kinaxis-optimizes-agile-supply-chain-planning"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); } }; // Category filters $('.all').click( function() { checkClass(); }); 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=300&name=ISG_Bug_Reverse_Transparent.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">ISG Software Research</h5> </a> </div> </div>  </div> <div id="hs_cos_wrapper_module_1552944263900179" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module widget-type-form" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"> <span id="hs_cos_wrapper_module_1552944263900179_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_form" style="" data-hs-cos-general-type="widget" data-hs-cos-type="form"><h3 id="hs_cos_wrapper_module_1552944263900179_title" class="hs_cos_wrapper form-title" data-hs-cos-general-type="widget_field" data-hs-cos-type="text"><span style="color: var(--light_blue);">Subscribe to Email Updates</span></h3> <div id="hs_form_target_module_1552944263900179"></div> </span> </div>  <span id="hs_cos_wrapper_module_147975372439311792" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_post_filter" style="" data-hs-cos-general-type="widget" data-hs-cos-type="post_filter"><div class="block"> <h3>Posts by Month</h3> <div class="widget-module"> <ul> <li> <a href="https://robertkugel.isg-one.com/archive/2025/02">February 2025 <span 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href="https://robertkugel.isg-one.com/archive/2017/04">April 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/03">March 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/02">February 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/01">January 2017 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/12">December 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/11">November 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/10">October 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/09">September 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/08">August 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/07">July 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/06">June 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/05">May 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/04">April 2016 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/03">March 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/02">February 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/12">December 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/11">November 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/10">October 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/09">September 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/08">August 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/07">July 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/06">June 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/05">May 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/04">April 2015 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/03">March 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/02">February 2015 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/01">January 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/12">December 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/11">November 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/10">October 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/09">September 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/08">August 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/07">July 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/06">June 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/05">May 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/04">April 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/03">March 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/02">February 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/01">January 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/12">December 2013 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/11">November 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/10">October 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/09">September 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/08">August 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/07">July 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/06">June 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/05">May 2013 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/04">April 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/03">March 2013 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/02">February 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/01">January 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/12">December 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/11">November 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/10">October 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/09">September 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/08">August 2012 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/07">July 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/06">June 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/05">May 2012 <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/04">April 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/03">March 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/02">February 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/01">January 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/12">December 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/11">November 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/10">October 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/09">September 2011 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/07">July 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/06">June 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/05">May 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/04">April 2011 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/03">March 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/02">February 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/01">January 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/12">December 2010 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/11">November 2010 <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/06">June 2010 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <span id="hs_cos_wrapper_post_filter" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_post_filter" style="" 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class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budgeting">Budgeting <span class="filter-link-count" dir="ltr">(75)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budgeting-and-planning">budgeting and planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/budgeting-software">budgeting software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business">Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-analytics">Business Analytics <span class="filter-link-count" dir="ltr">(160)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-applications">Business Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-collaboration">Business Collaboration <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence <span class="filter-link-count" dir="ltr">(79)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-intelligence-2">business intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-intelligence-3">business intelligence <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-mobility">Business Mobility <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-model">business model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM) <span class="filter-link-count" dir="ltr">(278)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-plan">business plan <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-planning">Business Planning <span class="filter-link-count" dir="ltr">(90)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-process">business process <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-process-execution">business process execution <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-process-management">Business Process Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-suite">Business Suite <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-technology">Business Technology <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/business-value">business value <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/candidate-engagement">candidate engagement <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-adequacy">capital adequacy <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-budget">capital budget <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-markets">capital markets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/capital-spending">capital spending <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cash-management">cash management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ceo">CEO <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ceo-cfo-financial-performance-management-forecasti">CEO, CFO, Financial Performance Management, Foreca <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cfo">CFO <span class="filter-link-count" dir="ltr">(141)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/challenge">challenge <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/channel">channel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chargebacks">chargebacks <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chart-of-accounts">chart of accounts <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chatter">Chatter <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/chief-risk-officer">Chief Risk Officer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cio">CIO <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/clarity-systems">Clarity Systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/close">close <span class="filter-link-count" dir="ltr">(43)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/closed-loop">closed loop <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/closing">closing <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing <span class="filter-link-count" dir="ltr">(122)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cloud-erp">cloud ERP <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/coda">CODA <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cognitive-computing">Cognitive Computing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cognos">Cognos <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration <span class="filter-link-count" dir="ltr">(32)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/collaborative-conversational-computing">Collaborative & Conversational Computing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/collaborative-computing">collaborative computing <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/commission">commission <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/communications">communications <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/compensation">Compensation <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/competition">competition <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/complex-event-processing">Complex Event Processing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/compliance">compliance <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/composite-document">Composite document <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/composite-software">Composite Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/computing">computing <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/concur">Concur <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/connectwise">ConnectWise <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/connotate">Connotate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidate-and-close-management">Consolidate and Close Management <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidate-close-report">Consolidate/Close/Report <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidating">consolidating <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consulting">Consulting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contact-center">Contact Center <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/container">container <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/content-management">Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contingency">contingency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contingency-planning">contingency planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-accounting">Continuous Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-improvement">continuous improvement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-payroll">Continuous Payroll <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain-erp">Continuous Supply Chain & ERP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contract">contract <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contract-management">contract management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/control">control <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controller">Controller <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controller-2">controller <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controls">controls <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/conversational-computing">Conversational Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/coo">COO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/corporate-finance">Corporate Finance <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/corporate-governance">Corporate Governance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cost-management">Cost Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/costing">costing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cpq">CPQ <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/credit">credit <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crisis">crisis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crm">CRM <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crm-customer-service">CRM customer service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cro">CRO <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cryptic">cryptic <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/currency">currency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer">Customer 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<a href="https://robertkugel.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM) <span class="filter-link-count" dir="ltr">(87)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-service">Customer Service <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dashboard">dashboard <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dashboards">Dashboards <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data">Data <span class="filter-link-count" dir="ltr">(39)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-governance">Data Governance <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-integration">Data Integration <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-lake">Data Lake <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-management">Data Management <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-operations">data operations <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-preparation">Data Preparation <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-warehousing">Data Warehousing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/database">Database <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/datawatch">Datawatch <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/debt">debt <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/decision">decision <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/decision-hub">Decision Hub <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-chain">Demand Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-management">demand management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-planning">Demand Planning <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/design">design <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/development">development <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-applications">Digital Applications <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-business">Digital Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance <span class="filter-link-count" dir="ltr">(110)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-technology">Digital Technology <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-transformation">Digital transformation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/distribution">distribution <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/document-management">Document Management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dodd-frank">Dodd-Frank <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dreamforce">Dreamforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/driver-based">driver-based <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/driver-based-planning">driver-based planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics">Dynamics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-ax">Dynamics AX <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-gp">Dynamics GP <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/e-discovery">e-discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/edi">EDI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ediscovery">eDiscovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/effectiveness">effectiveness <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/embedded-analytics">embedded analytics <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/end-to-end">end-to-end <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-content-management">Enterprise Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-profitability-management">enterprise profitability management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning <span class="filter-link-count" dir="ltr">(42)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-risk-management">enterprise risk management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-software">Enterprise Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-spreadsheet">enterprise spreadsheet <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-tax">Enterprise Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/environment-management">Environment Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/environmental">Environmental <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/epicor">Epicor <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/epiphany">Epiphany <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/equity-research">equity research <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erm">ERM <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erp">ERP <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting <span class="filter-link-count" dir="ltr">(146)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/error">error <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/esg">ESG <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/essbase">Essbase <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/excel">Excel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/executive">executive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/expense">expense <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/expense-management">expense management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/extended-close">extended close <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/extended-reality">extended reality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/exterro">Exterro <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fasb">FASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fast-close">Fast close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fei">FEI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ferf-ceo">FERF CEO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance">finance <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-analytics">Finance Analytics <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-cloud">finance cloud <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-transformation">finance transformation <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial">financial <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-analytics">financial analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-applications">Financial Applications <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-close">Financial Close <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-consolidation-and-close-management">Financial Consolidation and Close Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-governance">Financial Governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-management">Financial Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-model">financial model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance">Financial Performance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-2">financial performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management <span class="filter-link-count" dir="ltr">(224)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM) <span class="filter-link-count" dir="ltr">(287)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-planning">financial planning <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-regulation">financial regulation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-reporting">financial reporting <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-risk-management">financial risk management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-services">Financial Services <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-software">financial software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-standards">financial standards <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-statement">financial statement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-systems">financial systems <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financialforce">FinancialForce <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financialforce-com">FinancialForce.com <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financials">financials <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fms">FMS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/forecast">Forecast <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/forecasting">forecasting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fpa">FP&A <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fpm">FPM <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fraud">Fraud <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fusion-applications">Fusion Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/gaap">GAAP <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/generative-ai">Generative AI <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance">Governance <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance-risk-and-compliance">Governance Risk and Compliance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC) <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/grc">GRC <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/grc-governance-risk-compliance-risk-management-wat">GRC, governance, risk, compliance, risk management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/green">Green <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/gui">GUI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hana">HANA <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hcm">HCM <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hewlett-packard">Hewlett Packard <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hospitality">Hospitality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/host-analytics">Host Analytics <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hr">HR <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hrms">HRMS <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a 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href="https://robertkugel.isg-one.com/topic/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(54)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/perillon">Perillon <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planmill">PlanMill <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planning">Planning <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planview">Planview <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/plex">Plex <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/portfolio-management">Portfolio Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/predictive-analytics">Predictive Analytics <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/price-and-revenue-management">Price and Revenue Management <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/price-optimization">Price Optimization <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/pricing-and-promotion-management">Pricing and Promotion Management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/pro">PRO <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/procure-to-pay">Procure-to-Pay <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/procurement">procurement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/product-information-management">Product Information Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/professional-services">Professional Services <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/professional-services-automation">Professional Services Automation <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/profit-velocity">Profit Velocity <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/profitability">Profitability <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/profitability-management">profitability management <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/project-management">Project Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/project-planning">Project Planning <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/projecthelp">ProjectHelp <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/projector">Projector <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/property-technology">Property Technology <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/pros">PROS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/pros-pricing">PROS Pricing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/psa">PSA <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/purchasing">purchasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/purchasing-sourcing-payments">Purchasing/Sourcing/Payments <span class="filter-link-count" dir="ltr">(16)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/pv-accelerator">PV Accelerator <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/qad">QAD <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/quantrix">Quantrix <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/real-estate">real estate <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/real-time">Real-time <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/reconcile">reconcile <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/reconciliation">Reconciliation <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/recurring-revenue">Recurring Revenue <span class="filter-link-count" dir="ltr">(16)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/reporting">Reporting <span class="filter-link-count" dir="ltr">(74)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/reporting-xbrl-ixbrl-document-management">Reporting, XBRL, iXBRL, document management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/research">Research <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue">Revenue <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-and-lease-accounting">revenue and lease accounting <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-management">Revenue Management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-performance">Revenue Performance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-performance-management">Revenue Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-recognition">revenue recognition <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/revenue-lease-and-tax-accounting">Revenue, Lease and Tax Accounting <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/risk">Risk <span class="filter-link-count" dir="ltr">(33)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/risk-analytics">Risk Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/robotic-automation">robotic automation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/robotic-finance">robotic finance <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/robotic-process-automation">Robotic Process Automation <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/roi">ROI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sop">S&OP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/saas">SaaS <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sage">Sage <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sage-software">Sage Software <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales">Sales <span class="filter-link-count" dir="ltr">(49)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-and-forecasting">Sales and Forecasting <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-and-operations-planning">Sales and Operations Planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-enablement">sales enablement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-enablement-and-execution">Sales Enablement and Execution <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-engagement">Sales Engagement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-forecasting">Sales Forecasting <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-operations">Sales Operations <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-performance-management">Sales Performance Management <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM) <span class="filter-link-count" dir="ltr">(131)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-planning">Sales Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-planning-and-analytics">Sales Planning and Analytics <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sales-tax">Sales Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/salesforce-com">Salesforce.com <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sap">SAP <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sarbanes-oxley">Sarbanes Oxley <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sas">SAS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sasb">SASB <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/scm">SCM <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/scm-demand-planning">SCM Demand Planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/scout-rfp">Scout RFP <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sec">SEC <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sec-software">SEC Software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/security">Security <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/self-service">Self-service <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/seperation-of-duties">Seperation of Duties <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/servigistics">Servigistics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sharepoint">SharePoint <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/signal-demand">Signal Demand <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/smart-financial-close">Smart Financial Close <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/smart-manufacturing">Smart Manufacturing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/smb">SMB <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/social">Social <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/social-collaboration">Social Collaboration <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/social-media">Social Media <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/software">Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sourcing">sourcing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sox">SOX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/spm">SPM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/spreadsheets">Spreadsheets <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/spss">SPSS <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/star-analytics">Star Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/statistics">Statistics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/stratahadoop">Strata+Hadoop <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/streaming-data-events">Streaming Data & Events <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/subscription-management">Subscription Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sungard">Sungard <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sunsystems">Sunsystems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/supplier-relationship-management">supplier relationship management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/supply-chain">Supply Chain <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/supply-chain-management">supply chain management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM) <span class="filter-link-count" dir="ltr">(92)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/supply-chain-planning">Supply Chain Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sustainability">Sustainability <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/sustainability-management">Sustainability Management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/tagetik">Tagetik <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/talent-management">Talent Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a 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src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Technology Enables Working Capital Optimization", "mainEntityOfPage": "https://robertkugel.isg-one.com/technology-enables-working-capital-optimization", "datePublished": "10/05/2023", "dateModified": "10/05/2023", "articleBody": "We’ve experienced an unusual, decades-long monetary policy in the developed world that emphasized interest rate repression as well as supply chain practices designed for lowest cost. This has produced a generation of chief financial officers likely unprepared to address the impact of fundamental changes now shaping a new, technology-driven approach to working capital optimization. Today’s CFOs must assess their working capital management processes and the systems that support them to balance the need to minimize the cost of working capital against customer requirements such as delivery times and order fulfillment. Technology can minimize frictions – and therefore costs – associated with managing inventories, receivables and payables balanced against customer satisfaction requirements and legal and regulatory considerations. It’s important to acknowledge that an organization’s optimal working capital practices, standards and constraints vary considerably depending on its industry, business customs and strategies. There is a fundamental division between product-type organizations that need to plan and manage supply and demand chains and maintain inventories, verses service businesses that typically hold relatively smaller amounts of inventory. Nonetheless, all organizations can benefit from using technology to: Minimize the costs of holding inventories while respecting customer satisfaction objectives. Achieve the right balance of receivables and payables. Reduce the costs of managing the transactions themselves. In 2019, I first pointed out a fundamental shift in the forces that shape world trade. This shift was having, and would continue to have, a profound impact on how organizations design and manage supply chains – specifically the shift from lowest cost to a balance between cost and resiliency. The impact of the pandemic and continued geopolitical shifts accelerated that trend. It has resulted in broader adoption of sales and operations planning systems and adapted practices that strengthen resiliency and the agility to adapt to surprise events affecting supply and demand. Still, as with most business software there is a lag between software implementation and transforming business practices to make best use of the software. This is reflected in our Sales and Operations Dynamic Insights research, finding that only 26% of organizations manage sales and operations planning processes well or very well. Typically, there are multiple underlying factors, but, in our experience, inadequate technology, data adequacy and quality issues are common. Of course, the importance of deft planning and management is a function of the length of an organization’s supply chain. Businesses that are reliably able to replenish necessary inventories within a month or two face a far less rigorous task than those that rely on sourced parts and materials or contract manufacturing that have months-long lead times, travel long distances or are vulnerable to disruption caused by political, operational, legal or regulatory events. Computer-supported inventory optimization is a decades-old, well-established discipline. Technology continues to provide more comprehensive support, enabling organizations to better manage the trade-offs in making inventory decisions. For example, the accessibility of real-time inventory tracking continues to expand, allowing more organizations to have deeper and more complete understanding of the logistical disposition of inventory in real time, enabling better-informed decisions on when and how much inventory to order as well as from which supplier or location. Easier application of predictive analytics and artificial intelligence to inventory management is just beginning to enable more informed decisions. Plus, those involved in the process will benefit from increased productivity, as more of the routine work that requires little or no judgment is handled by systems, freeing up individuals to take on tasks that require experience and judgment. Ventana Research asserts that by 2026, one-half of supply chain management organizations will adopt some form of artificial intelligence with machine learning to shorten planning and forecasting cycles, promoting agility and resilience. Reducing latency and frictions in inventory management processes increases the ability for demand-driven inventory management. At the same time, managing inventories has become more complex as buyers in both business and consumer commerce increasingly demand multichannel options, including e-commerce, online marketplaces and brick-and-mortar stores. More recently, the focus on environmental impact has increased attention on decisions such as distribution center locations, shipment scheduling and transportation routes. Achieving the optimal balance between accounts receivable and accounts payable is a longstanding concern of finance department executives. The quick ratio is calculated by dividing the sum of cash, marketable securities and accounts receivable by short-term liabilities, notably accounts payable. It is a conservative financial metric that indicates an organization’s ability to quickly convert liquid assets into cash to pay for its short-term financial obligations and thus weather events that create temporary cash flow problems. The really old-school view held that quick assets should be twice current liabilities, but as access to liquidity expanded and financial practices evolved, the ideal number has come down. In the 1980s, when real interest rates were high, more than a few well-capitalized CFOs with easy access to credit strove to keep payables well above receivables to earn incremental interest on the cash float. The optimal balance between A/R and A/P depends on an organization’s circumstances, but can be better managed by having greater end-to-end visibility and control of the order-to-cash and procure-to-pay processes. Using software to manage both of these makes it possible to achieve greater precision and control. And because software or services designed for end-to-end management can reduce frictions in executing tasks, it can reduce the costs associated with A/R and A/P management. For this reason the Office of Finance practice added Purchasing, Sourcing and Payments as one of our six areas of focus. I believe a significant challenge in managing finance and accounting departments today is that those CFOs old enough to recall a time when there were real and rising interest rates, and the difficulty of paper- and fax-based supply chain management systems have either retired or are not attuned to the advantages that technology confers on working capital optimization. Those that are younger likely haven’t experienced conditions that would enable them to appreciate the impact of changes that have transformed working capital management over the past five years. I recommend all CFOs undertake a thorough working capital management review to identify a comprehensive approach to planning and executing strategies that address the demands of the business while reducing costs associated with consistently achieving agility, resiliency and customer service objectives. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Technology_Enables_Working_Capital_Optimization.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Now with the Miracle Ingredient AI!", "mainEntityOfPage": "https://robertkugel.isg-one.com/now-with-the-miracle-ingredient-ai", "datePublished": "30/03/2023", "dateModified": "30/03/2023", "articleBody": "Early last December, just before ChatGPT became the new, bright, shiny object, The Economist magazine ran a story proclaiming that we had finally arrived at the age of boring artificial intelligence (AI). From my perspective, it’s unfortunate that didn’t last and that AI has been relegated back to the buzzword league. AI will be an increasingly important feature of business software through the end of this decade. Ventana Research asserts that by 2026, almost all vendors of software designed for finance organizations will have incorporated some AI capabilities to reduce workloads and improve performance. The same observation applies, to some significant degree, to other parts of an enterprise, so it’s important for people in operational roles to understand what AI can and cannot do. It’s also important for vendors to clearly and concretely communicate what they mean when they say, “AI-enabled.” Moreover, I prefer the alternative term “augmented intelligence” because it emphasizes that these systems enhance — rather than replace — the capabilities of the humans employing them, especially through improved decision-making and by eliminating the need to perform repetitive work. Buzzwords can be great for communicating a lot with a little. When overused, however, they often are employed to conceal rather than reveal, and then they obstruct communication and breed mistrust. Already, the frenzy over generative AI has some people dismissing AI generally as another example of technology in search of a mission. For that reason, it’s important for business software vendors to educate their prospects and customers (as well as their sales, marketing and customer success people) in concrete terms about how their AI capabilities and roadmap can help. Because when everything is “AI” or “AI-enabled,” artificial intelligence isn’t WOW, it’s just more blah-blah-blah to be tuned out or treated with suspicion by people who don’t understand the technology (which is a majority of them). The scope of applicable uses for AI in business is vast, some of which are either in use for business today or will be shortly, while others are highly speculative or only will be practical at some undetermined time. I wrote about five well-within-reach use cases for business-focused AI capabilities last year, which you can find here. Briefly these are: Accelerating forecasting and planning while reducing bias. Automating analytics production to enable more time for analysis and thought. Providing task supervision to spot data and information input errors. Adding recommendations to facilitate decision-making. Automating commentary to enhance reporting. Because all of the above activities are hardly headline-grabbing, and the conversation around AI tends to focus on those potential uses that are the most complex, the general public harbors misconceptions that make it difficult for business software vendors to communicate effectively about the practical benefits of their offerings that use AI. For example, most of the vendors’ offerings don’t require the user to have a data scientist on staff. That’s because the vendors hired data scientists to build AI capabilities into their products so that the user doesn’t have to. And, in any case, the algorithms — especially those that are used in time-series analysis frameworks — are mainly well-established. In that vein, while public discussions about the potential of AI tend to focus on the most complex challenges that may someday be handled by AI, there are many existing examples of simple applications of AI that are extremely practical, useful and available today, which can have a significant, positive impact on business operations. AI can be trained to look at amounts or text strings in multiple contexts and question the entry if it doesn’t seem right. The payoff from preventing errors and omissions from entering the system in the first place can be significant because preventing these mistakes cuts the considerable amount of time that the staff routinely devotes to finding and correcting them. AI offers a significant improvement over old-school, hardwired, data-validation routines that are time-consuming and tedious to set up and just as difficult to change as businesses evolve. This is because AI can apply relatively simple forms of machine learning (ML) to dynamically determine over time the normal bounds of values for a given data field while taking into account potentially subtle conditions such as a specific customer, product or sequence of transactions. This enables organizations to achieve accuracy and reduce risk with less effort and enables workers to spend more of their time doing things that make better use of their training, experience and judgement. Similarly, those entering some event or transaction often are required to add comments that will be helpful to others further on in a process or at a later date, to provide important context. However, compliance can be spotty. Natural language processing (NLP) engines can be pointed to these types of entries to spot a sequence of random letters and numbers entered and, depending on the specifics of the task, determine whether the information in that data field is complete. Alternatively, a form of generative AI can provide users with shortcuts that simplify the task. The rise of AI-consciousness has fostered fears that robots will take over jobs once held by humans. More likely, though, AI will take the tedious, robotic work out of jobs that today require the management of minute details, including accounting, supply chain management, purchasing and sales operations, among many others. Moreover, rather than operating in full autonomous mode, AI-enabled systems can be trained to act automatically when there’s a high degree of certainty in the results the system generates but require individuals to make decisions when there’s enough uncertainty about the result or where conditions warrant, as in the case of large amounts of units or money. A lack of understanding of the true capabilities and limits of AI in specific uses has bred worry of malign impacts from the technology. Besides fear that it will make some jobs obsolete, there’s justifiable worry about a lack of transparency in black box systems and the potential for biased decision-making. However, software vendors already have experience designing systems that can provide transparency. And those who advocate deploying finance AI systems must be prepared to counter unwarranted concerns of unintended bias of the social sort. For most use cases (such as reading paper invoices or allocating inventory to customers), there are no broader social implications. Moreover, especially in business forecasting, the system is likely to reduce bias and lead to better and more objective decision-making. My focus here is on the small but important application of AI that may sound trivial and lacks sizzle but will have a significant impact on streamlining work, increasing efficiency, making some jobs more attractive to younger people entering the workforce. Vendors should focus on demystifying AI for an audience that largely doesn’t understand technology and harbors mistrust of AI because while plain speaking might diminish the mystique of AI, it will certainly build trust. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Now_with_the_Miracle_Ingredient_AI.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Our Focus on Purchasing, Sourcing and Payments in 2023", "mainEntityOfPage": "https://robertkugel.isg-one.com/our-focus-on-purchasing-sourcing-and-payments-in-2023", "datePublished": "08/03/2023", "dateModified": "08/03/2023", "articleBody": "Digitally transforming core business processes became essential as organizations locked down in early 2020 because of the pandemic and the need to operate remotely presented a set of new challenges that were best addressed by software. Especially in the areas of sourcing, purchasing and payments, software has the ability to streamline processes, shorten process cycles, reduce unnecessary costs, provide greater visibility into cash flows, increase control and improve results. Digitizing operations helps attract and retain the best talent because professionals spend less time on mechanical, repetitive tasks. For all these reasons, beginning this year, Ventana Research’s Office of Finance has established a Purchasing, Sourcing and Payments focus area. One reason is that our research suggests that this transformation is more talked about than done. Ventana Research asserts that by 2027, only one-fourth of larger organizations will consistently manage source-to-pay end-to-end, but those that do will outperform competitors. One easily overlooked opportunity for digital transformation is in sourcing and procurement, which should be a priority focus for digital transformation because, in most companies, these continue to operate as they did in the late 1990s. Updated technology can improve procurement’s effectiveness, streamline processes and automate repetitive work. In addition to this increased efficiency, teams can collaborate using their knowledge of products, vendors and markets to select and source the best materials, products and services from the most appropriate vendors. Technology can also improve the efficiency of the buying process while ensuring guidelines, controls and regulations are observed and costs are minimized. And technology also can simplify the acquisition of indirect goods and services (such as computers and office supplies) while minimizing their cost and controlling outlays. Any transformation process begins with a critical gap analysis: What do the sourcing and procurement functions do now versus what could they be doing? Technology can act as the catalyst for recreating the departments’ mission to serve the needs of the company more effectively. Digitally transformed sourcing and procurement departments can play a more active, productive role across the entire company. For instance, based on their knowledge of markets and vendors, department specialists can advise R&D on technical developments and pricing trends that will affect product cost, functionality, durability, producibility and serviceability. In manufacturing and logistics, they can find ways to consolidate purchases to take advantage of volume discounts. Departments that have developed digital advertising and marketing specialists can assist product managers in developing modern, differentiated sales and marketing strategies. On the indirect side, outlays account for a significant share of operating expense in many organizations. Transaction volumes can be heavy, so finance and accounting departments often must devote a considerable amount of time to transaction management and cost control. With the right technology and a repurposed purchasing department, a finance organization is better able to support complex innovation and go-to-market strategies. In addition, by automating indirect spend management, finance can reduce this administrative burden while improving compliance with policies related to indirect spend. Sourcing and procurement executives who want to transform their departments’ mission should recognize the important role that software can play. By streamlining processes and reducing frictions that are inherent in manual systems, dedicated applications can make sourcing and procurement enablers rather than roadblocks for managers and employees. In strategic sourcing, software that enables high adoption and usability can manage the entire process more effectively. It gives senior sourcing and procurement executives a full view of the portfolio of active and planned sourcing and procurement projects. Having a single, connected and centralized system with automated workflows for collaboration ensures that sourcing projects and requests are routed to the right individuals and that handoffs between people and departments are always crisp. Such a system also automates the handling of exceptions and escalations. Managers will have better visibility into their processes and can examine supplier relationships and contractual obligations, so managing these becomes easier. It can provide alerts when issues arise, such as processes falling behind schedule or when an approval needs to be escalated. Today’s applications must go beyond monolithic approaches focused mainly on compliance; they must add overall business value. Collaboration between departments in strategic sourcing and procurement is essential. The best software enables cross-functional teams to share information quickly and efficiently, establish a record of their deliberations, and store and access documents. Such a system gives all interested parties ready access to purchase information rather than forcing them to hunt through scattered spreadsheets and email messages. And consolidating all sourcing and procurement-related data in a dedicated system allows departments to analyze their performance more easily. Outlays for individual purchases of indirect goods and services typically involve trivial amounts, but in many companies, they represent a significant share of controllable expenses. Using a dedicated application for indirect spend management, especially in conjunction with payment cards, makes it easier to manage the high volume of indirect purchases. Software that automates the sourcing process makes it easier — and more enjoyable — for the business, stakeholders and vendors to comply with policies while making it easier for finance organizations to benefit from volume discounts and avert duplicative or unnecessary spending. It aggregates planning and sourcing data that otherwise may be scattered and inconsistent as well as automates data capture to ensure that spend data and analytics are not only accurate but immediately available to budget owners. Our Office of Finance Benchmark Research reveals that only 47% of departments provide timely information to the rest of the organization. Procurement teams today must be ready to adapt on the fly to achieve better business outcomes, and this requires data. A dedicated application adds value by quickly improving the efficiency and effectiveness of an organization’s sourcing and procurement. Automated workflows increase efficiency and enable departments to manage by exception. Greater efficiency means the entire organization spends less time on routine requisitioning and ordering. By ordering “by the book” is easy, companies can achieve cost savings by concentrating purchases from authorized vendors, especially those where volume purchase agreements are in force, and ensure that invoiced prices and discounts match what’s in the contract. Accelerated improvements and quick wins give the rest of the organization the confidence that sourcing and procurement can adapt and prosper. Software also enhances corporate effectiveness because the purchasing staff spends less time on routine work, leaving more time for them to act as a resource in support of the complex sourcing of materials and services. This shift can enhance the quality of the products and services the company offers. A dedicated system provides more thorough visibility into all direct and indirect spend because cash commitments are tracked from purchase order approval. This also reduces risk because such visibility enables scrutiny of future cash commitments and identifies bad actors in the sourcing and procurement process. Digital transformation means shifting more of the work a department does manually, such as emailed spreadsheets, to software and systems. A practical approach to the transformation process is to undertake the change in a series of initiatives rather than a single, big-step overhaul. This approach is preferred because there’s usually limited staff time available for a singular focus on transformation. Moreover, a step-by-step approach enables departments to gather success metrics and apply lessons learned so they can better manage the transformation project. In determining the order of transformation projects, executives should prioritize those that will deliver a high payoff with limited risk. Sourcing and procurement are good places to start. Investing in purchasing software can enhance the strategic value of the finance department. It makes it possible for the department to redefine its role to serve as an enabler of better business outcomes. Digitizing purchasing with dedicated software supports this role while providing better control and visibility of corporate spending without needlessly encumbering the process. I recommend that chief financial officers, especially those that have a purchasing department reporting to them, focus on digitizing the sourcing and purchasing functions. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Our_Focus_on_Purchasing_Sourcing_and_Payments_in_2023%20.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Foundational Blockchain Founders as TradeLens Shuts Down", "mainEntityOfPage": "https://robertkugel.isg-one.com/foundational-blockchain-founders-as-tradelens-shuts-down", "datePublished": "02/03/2023", "dateModified": "02/03/2023", "articleBody": "Maersk is closing its TradeLens joint venture with IBM that began in 2018. It was intended to enable port operators, customs authorities, freight forwarders and importers to track containers and their contents. The system was designed to substantially reduce the inefficiencies and delays created by paper-based systems used for customs, trade finance, tariffs and taxes as well as supply chain and logistics management. The initiative was designed to cut supply chain latency by reducing the time for cargo to clear customs from hours to seconds or minutes. Plus, providing deeper visibility and simpler access to accurate shipping data would make supply chain management easier. Our Dynamic Insights research into Sales and Operations Planning found that 38% of organizations identified an inability to access data as an important issue hampering sales and operations planning. At the time of its inception, TradeLens appeared to be a model use case for blockchain technology outside of the finance services industry because the technology is capable of exchanging trade-related data connecting disparate systems via a loosely coupled architecture that supports many-to-many relationships. In computing, a loosely coupled system is one in which each of its components has little or no knowledge of the details of other components. When two such systems connect, the sender communicates a message in its native form and format with the expectation that the receiver will be able to fully and accurately understand the contents of that message. This objective is achieved through semantic standardization —the data format and protocol used to structure the data makes it possible for disparate systems to correctly process it. Such standardization is feasible in a system with a limited number of tasks, where it’s relatively easy for the participants to agree on data structures and protocols. This is especially true if a blockchain replicates existing forms or commercial documents. It’s not that TradeLens truly failed – it was able to sign up trading partners, ports and service providers around the world, tracking almost 4 billion events and publishing more than 36 million documents while processing over 70 million containers. At the same time, it didn’t meet its business case objectives from Maersk’s perspective. When dealing with a venture that didn’t completely fail but just wasn’t successful enough, it’s hard to find lessons that are useful for the future, since utility is measured by its ability to avoid similar reversals in the future. In the case of TradeLens, it is a reminder that the diffusion of technology adoption usually depends on multiple factors, not all of which were in place or structurally possible to allow TradeLens to achieve its objectives. Addressing the issue of limited visibility across networks and supply chains as well as streamlining and simplifying documentation flows is regarded as a good thing, but success in making this happen depends on everyone having ready access to the information they need and – crucially – that every participant wants to share their information. Although TradeLens brought a lot of top-down heft, the worldwide shipping industry is highly fragmented, and in some respects the share of entities participating counts as much as the percentage of volume. Whether justified or rational or not, there appears to have been a lack of trust on the part of smaller organizations in a system established and run by the dominant players. Just as some retailers will not touch Amazon Web Services because they see it as putting money in the pocket of a competitor, there could have been a similar animus toward and unwillingness to participate in TradeLens. As to the technology, conceptually a blockchain is the right architecture for this sort of information-sharing because of its transparency – anyone that is on the blockchain can view and verify the information that they are entitled to see. Security and immutability were also a good match – transaction records are kept in synchronized ledgers that cannot be altered or deleted. These considerations promote trust in the system and streamline dispute resolution when issues arise. A permissioned, consortium blockchain such as TradeLens also does away with the resource-intensive proof-of-work consensus necessary for a public, unpermissioned blockchain, which makes this arrangement more efficient, allowing it to exchange data at a low cost and in real time with, however, some loss of the decentralized security of a purely public structure. Notwithstanding the above advantages, some organizations raised issues about the system’s transactional throughput and the cost and complexity of integrating TradeLens with their systems, which would be an impediment with some shippers, ports and service providers, especially smaller ones. Another issue that might have been a factor is that blockchain and data integration technology has evolved considerably over the past five years, and what might have been the right choice then may not be seen as the best choice today. Blockchain isn’t the only means of connecting systems for interconnecting processes and data. Another approach to data interoperability was undertaken in 2019 with the establishment of the Digital Container Shipping Association, a non-profit formed by global shipping companies including CMA CGM, Evergreen Line, Hapag-Lloyd, HMM, Maersk, Mediterranean Shipping Company, Ocean Network Express, Yang Ming and ZIM. This neutral authority is tasked with establishing data standards in international shipping and make them freely available to all, including shippers, ports, terminals and freight forwarders. Rather than using a blockchain, the objective is to expose an entity’s data through application programming interfaces. This initiative is still in its infancy, as is the development of other standards by the United Nations and World Customs Organization that may be part of a comprehensive digitization of trade documentation. Alas, although an inclusive, multilateral approach to creating standards may succeed where TradeLens couldn’t, it’s also likely to take time because of the nature of such bureaucratic undertakings. Ventana Research asserts that through 2025, less than one-third of trade documentation will be managed digitally, contributing to higher costs and less resiliency in supply chains. Future historians are likely to deem 2020 as the start of the 21st century, as the pandemic upended daily life and challenged the status quo on many fronts. In so doing, it profoundly affected the adoption of new technology that enabled organizations and individuals to adapt in the new environment, especially in the least obvious and most everyday aspects of work and commerce. The digitization of world trade and the interconnection and orchestration of virtually all players in it will take the rest of this decade to go mainstream, but the trend is irreversible. All organizations involved in international trade should be mapping out strategic plans for the infrastructure necessary to support this digitization as well as the changes in processes, personnel and training necessary to support this new environment. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Foundational_Blockchain_Founders_as_TradeLens_Shuts_Down.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Cloud ERP is the Path Forward for Manufacturing and Product Companies", "mainEntityOfPage": "https://robertkugel.isg-one.com/cloud-erp-is-the-path-forward-for-manufacturing-and-product-companies", "datePublished": "22/02/2023", "dateModified": "22/02/2023", "articleBody": "The cloud has come to dominate many business software categories, but until recently, enterprise resource planning for manufacturing and product-focused organizations has been a notable laggard. Cloud-based systems can be less costly to operate, perform better, be more secure and shift maintenance and update chores from the IT department to the vendor, freeing IT teams to concentrate on more strategic needs. However, for some types of businesses, adoption of cloud-based systems was initially held back by functionality or process design limitations as well as concerns about reliability and security. These issues have been steadily diminishing as ongoing development of cloud offerings and technology make them suitable for the specific needs of a broader set of buyers. Cloud vendors have demonstrated reliability and even superior security compared to what most organizations can achieve with on-premises software. Moreover, vendors that employ a platform strategy can use the cloud to offer more flexible and easier-to-manage architecture than on-premises systems. A cloud-based platform facilitates the creation of a digital ecosystem that enables a software buyer to enhance customer experiences. For these reasons, Ventana Research asserts that by 2026, more than one-half of manufacturing organizations will use a cloud-based core ERP system to promote continuity, improve performance and lower costs. Manufacturers and other organizations such as distributors that deal in products are increasingly moving core ERP systems to the cloud. Roadblocks to cloud adoption have been reduced as vendors deliver more verticalized offerings and opportunities to customize multi-tenant software. Initially, multi-tenant cloud-based subscription ERP systems – those where software customers share computing resources while keeping data separate and secure – provided limited scope to adapt systems to specific requirements and preferences in terms of configuration and customization. Ventana Research uses the term “configuration” to refer to a system’s native tools that are used to change its behavior or features without changing the underlying code. This enables subscription software providers to update core code without affecting configurations made by customers. We use the term “customization” to refer to a feature, extension or modification that involves custom coding or some form of special implementation but likewise does not affect the code shared by all customers. Cloud ERP vendors allow customers to configure specific instances from a set of options (such as user interface layout or process definitions). Initially, many organizations found these options less robust than desired, and could not customize the underlying code to suit specific operations, practices and preferences, which is a common expectation with on-premises systems. This issue caused many product-based organizations to delay cloud adoption, since configuration options were too limited for industry-specific processes. Especially in manufacturing, an organization’s idiosyncratic process designs are regarded as an important differentiator, regardless of whether that assessment is justified or not. On-premises vendors have long offered systems designed for specific industries (verticals) and even segments of an industry (subverticals) to reduce the total cost of ownership and accelerate time to value. Details matter when it comes to ERP systems. Especially within a broad industry category like automotive or food and beverage, there are significant subverticals with unique requirements. For instance, companies that make or distribute vehicle parts, either sold to original equipment manufacturers or in the aftermarket, have distinct needs, as do automotive service and repair entities. Systems designed for brewers have requirements distinct from organizations selling dairy or carbonated beverages. ERP vendors have applied this strategy to the cloud as well, reducing the time and cost associated with configuring a system for the specific requirements of the buyer, and over time addressing gaps in capabilities for those buyers with specific requirements. Vertical ERP solutions also support specific business processes, types of information and metrics peculiar to a certain type of business, and serve the specific needs of those with job responsibilities associated with an industry. Beyond verticalization, ERP vendors have also enabled users greater freedom in customizing how the system operates without having to modify the multi-tenant software. Technology has made it possible for organizations to customize a multi-tenant application to perform processes in a way that conforms to specific requirements without affecting the vendor’s code. This greatly expands the adaptability of a multi-tenant system to suit the needs of individual organizations. Subscription-based software may be customized by extensions connected to the core system using application programming interfaces provided by the vendor. Both developments have reduced barriers to adopting cloud applications, meaning that a higher portion of manufacturing and product-focused companies are able to take advantage of cloud benefits. Further benefits will accrue as vendors incorporate artificial intelligence to reduce workloads, speed completion of tasks, reduce training and improve individual and business unit performance. Cloud-based systems facilitate machine learning because they can apply the elastic resources at lower cost and draw on broader datasets. The useful and successful application of artificial intelligence will be an increasingly important source of differentiation, particularly in managing inventories, supply chains, logistics and administration – especially in process management. Ventana Research asserts that by 2026, almost all vendors of ERP software will incorporate AI to reduce workloads, speed processes and reduce errors. Vendors will be challenged because the bar will be constantly rising and require rapid innovation, especially in enabling systems to streamline processes, automating tasks that are repetitive while simplifying choices for individuals where situations are ambiguous or where there is no substitute for judgment and experience. Product-oriented businesses can also benefit from incorporating complementary technologies such as augmented reality for warehouse operations or sales. ERP vendors are also adopting a vertical-plus strategy. The plus means it’s a platform, not just an application. A successful platform strategy enables a vendor to easily work with third parties to rapidly create products and services that are complementary to its core technology, adding value to both parties’ offerings. A platform in this sense can also be used to facilitate interactions between a vendor’s customers, enabling trusted transactions and creating value through a network effect. A platform approach to architecture will be particularly important for ERP vendors addressing product-focused verticals because of the increasing availability of sensors and devices that substantially boost productivity, enhance quality or improve user experience. For example, while the attraction of the metaverse as a consumer product is still uncertain, augmented reality devices and their use in spatial computing will be highly valuable in organizations that make, move or sell physical goods. Because of its centrality in managing operational and financial processes of a business, replacing an ERP system is an infrequent event: Our Next Generation ERP Benchmark Research found that the average age of a system is seven years, which suggests that, on average, they are replaced after 14 years. The research also shows that satisfaction with ERP system performance degrades over time. Fewer than one-fourth of organizations with an ERP system that is seven years or older say the system performs very well. A reluctance to switch is understandable, since it involves considerable cost. There is often disruption to operations as workers become familiar with the new system, and there is risk that the implementation will not be done well or that the organization chose the wrong vendor. Still, there are costs and risks when organizations fail to replace aging systems on a timely basis. A recent example was Southwest Airlines, which was plunged into chaos during bad weather because it failed to invest in operational systems. The ERP market is both mature and highly competitive, and buyers have a wealth of choices for deploying on premises or in the cloud, or to select a vendor that explicitly supports the type of business or offers a more general application. I recommend that rapidly growing companies, businesses with systems that were initially deployed more than seven years ago and organizations using on-premises ERP systems assess whether a new system can improve performance, streamline operations and future-proof operations. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Cloud_ERP_is_the_Path_Forward_for_Manufacturing_and_Product_Companies.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "2023 Market Agenda: Greater Agility for a Less Certain World", "mainEntityOfPage": "https://robertkugel.isg-one.com/2023-market-agenda-greater-agility-for-a-less-certain-world", "datePublished": "20/01/2023", "dateModified": "20/01/2023", "articleBody": "Ventana Research recently announced its 2023 research agenda for Operations and Supply Chain, continuing the guidance we’ve offered for nearly two decades to help organizations across industries derive optimal value and improved outcomes from business technology. Readily available, innovative digital technology can help organizations optimize operations by aligning customer demand with fulfillment of products and services via the supply chain, which is often not able to operate at expected levels. Effective use of analytics, collaboration, machine learning, planning and the Internet of Things can increase supply chain agility through improved sourcing, manufacturing, distribution and logistics, dramatically improving the value of products and services to customers. Using performance management technology across the supply chain increases revenue while holding the line on costs. Artificial intelligence using machine learning will have a significant impact on the effectiveness of organizations: Ventana Research asserts that by 2026, one-half of supply chain management organizations will have adopted some form of AI/ML to shorten planning and forecasting cycles and promote agility and resilience. Those that fail to capitalize on technological advances risk diminished competitiveness and agility in responding to shocks. Over the past three years, organizations experienced the power of technology to enable resilience for business continuity, agility to respond to a rapidly changing environment and the capacity to operate remotely. Digitizing operations and supply chain became a priority. Unfortunately, many organizations continue to underinvest in technology. Ventana Research asserts that through 2025, supply-and-demand-chain management in over one-half of organizations will remain inadequate to ensure resilience and business continuity, requiring aggressive digital innovation. Our practice of expertise is concerned with all aspects of Operations and Supply Chain, but we have six focus areas for 2023. Continuous Planning employs technology such as in-memory computing, advanced analytics and interactive planning to make planning processes faster and more agile. Planning cycles that once took days or weeks can now be accomplished in minutes or hours. Continuous Supply Chain systems use software to enable concurrent planning – the antidote to siloed planning – so plans are always in sync across the enterprise to support more nimble supply chain execution. Enterprise Resource Planning systems are central to an organization’s handling of inventory transactions management. Today’s ERP systems and analytics take advantage of current technology to support greater agility, adaptability and resilience. Product Information Management systems enable organizations to consistently manage product-related information used by business processes with ERP, product life cycle management and supply chain systems coordinated with suppliers and the supply chain. Sustainability Management is a new focus for 2023. Increased visibility for environmental, social and governance issues, and especially the need for greater intelligence in achieving ESG objectives including supply chain impacts, increases the importance of these systems. Property Technology applies digital applications to the management and use of real estate to support owner, landlord and tenant relationships. Supplier Relationship Management systems facilitate transactions and achieve better results by making buying organizations easier to do business with. We craft our annual research agenda using our firm’s expertise in business requirements, especially the complexities of accounting, tax and capital markets, combined with our knowledge of technology vendors and products. As a result of our market research, we are able to offer insights and best practices to both the lines of business and IT as well as across industry verticals, providing guidance that will help every organization reach its maximum potential. Continuous Planning Continuous planning supports enterprise-wide, high-participation and collaborative planning processes, enabling organizations to execute rapid planning cycles across all departments and business units. Such a process provides executives with detailed answers to what-if questions in real time. Continuous planning employs technology such as in-memory computing, advanced analytics and interactive planning to make planning and budgeting processes more agile and easier. We assert that by 2026, just one-fifth of organizations will incorporate economic and market data into continuous planning processes to enhance profitability and improve revenue management effectiveness. Organizations must shift from silo-based planning to continuous planning to achieve better results. We are conducting Benchmark Research in 2023 to identify business planning best practices. Our Business Planning Value Index assesses and rates technology vendors’ offerings and the potential of these systems to meet current business planning needs. The Continuous Supply Chain The continuous supply chain is an approach that enables organizations to manage interactions with the supply chain through more immediate and better-informed decisions using actionable information. Digital technologies increasingly can intelligently automate time-consuming tasks to help managers and executives achieve greater agility and support desired objectives. However, most organizations lack the systems and processes for supply chain management and will require new investments to remain competitive. Technology can streamline product life cycle management as well as manufacturing and service applications to ensure optimal execution. We assert that by 2025, more than 7 in 10 organizations’ standard information architectures will include streaming data and event processing, allowing more responsive and agile sales and operations planning. For 2023, new Benchmark Research will identify best practices to optimize the supply chain. Continuous Supply Chain & ERP ERP technology is evolving to enable a continuous supply chain approach for manufacturing and service industries. ERP in the cloud advances processes for service and supply chains and their efficiency. ERP also increasingly includes technologies such as collaboration and the use of artificial intelligence, using machine learning to support more efficient, accurate and rapid process execution while reducing the need for training. By 2026, one-third of organizations will augment supply chain management expertise with AI/ML technology to drive automation and operational workflows that guide optimization. We are conducting Benchmark Research to identify best practices that will help organizations address emerging ERP system requirements. Product Information Management Product information management technology improves product experiences by enabling consistent management of product-related information used in business processes and by consumers. Organizations are maximizing PIM to support a superior digital experience across supply chain operations and the product life cycle. These applications also enable more effective marketing. Through 2025, one-fifth of organizations will connect product information networks with virtual agents supporting the enterprise and customers’ requirements for responsiveness. The transition to the cloud will speed the return on investment and help organizations provide excellent product experiences. There is also pressure for organizations to take advantage of machine learning and robotic process automation. These technologies address product information quality by highlighting issues and opportunities for improvement. One aspect of improvement is the distinct nature of product life cycle management that is not connected to PIM, but should more directly share information together and across the supply chain. To provide guidance on effective PIM trends, we will publish new Benchmark Research to identify best practices, and a Value Index to assess and rate technology vendors’ potential to meet emerging product needs. Property Technology The continued shift to hybrid workplaces for a portion of the workforce challenges traditional corporate office environments that are not prepared for this change. Where people shop and live has put a spotlight on the importance of the use of property technology for increasing efficiency and experiences in the interactions across parties. Property management processes and technologies for both businesses and residential real estate are highly immature and inefficient. These processes will require significant change to cope with today’s environment. Too many organizations rely on manual or inefficient web-based form processes that are cumbersome for property owners and do not deliver a 21st-century customer experience for lessees. We assert that through 2025, one-half of organizations will determine the lack of investment into property technology for operations utilization is contributing to unnecessary inefficiency and attributable costs. The digital revolution in property management will support a more agile and predictive approach to managing locations, using technologies such as the IoT to continuously monitor properties as well as work automation to supervise and support onsite processes. Watch for new Benchmark Research into property technology, which will determine the requirements for innovation and transformation that are desired by the range of parties and relationships. Subscribe to our Ventana Research community at no cost to stay up-to-date on our 2023 research efforts. Check out our Operations and Supply Chain expertise and focus areas for the detailed agenda and continuously updated 90-day calendar as well as more research facts and best practices. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/2023%20Market%20Agenda%20Greater%20Agility%20for%20a%20Less%20Certain%20World.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Data Pantry Accelerates Actionable Analytics for Decision-Making", "mainEntityOfPage": "https://robertkugel.isg-one.com/the-data-pantry-accelerates-actionable-analytics-for-decision-making", "datePublished": "22/12/2022", "dateModified": "22/12/2022", "articleBody": "Ventana Research uses the term “data pantry” to describe a method of data storage (and the technology and process blueprint for its construction) created for a specific set of users and use cases in business-focused software. It’s a pantry because all the data one needs is readily available and easily accessible, with labels that are immediately recognized and understood by the users of the application. In tech speak, this means the semantic layer is optimized for the intended audience. It is stocked with data gathered from multiple sources and immediately available for analysis, forecasting, planning and reporting. This does away with the need for analysts to repeatedly perform data extraction, enrichment or transformation motions from the required source systems, all but eliminating the substantial amount of time analysts and business users routinely spend on data preparation. Automating data transformation also makes it practical to expand the scope of available data by removing the time constraint. Freeing up time and broadening accessible sources of data enables analysts and other business users to focus on creating useful, insightful, complete and timely analysis, insights and reports. Many software vendors already have taken steps in this direction without expressly calling the objective a data pantry. Ventana Research asserts that by 2026, almost all business-focused software vendors will offer a data pantry to facilitate the integration of operational and financial data, making a broader set of actionable information available to support data-driven decision-making. The data pantry is consistent with the concept of the data fabric, a design approach to data platform architecture that embraces the now-practical opportunity to marshal data from across an enterprise to serve a specific domain and enable the self-service use of that data. Data fabric deals with the technology to make this possible, while the data pantry is an outside-in approach that defines what the users in that domain require. My colleague, Matt Aslett, provides a concise explanation of these terms, which you can find here. The data pantry is different in concept and construction from other data stores, most significantly in optimizing the semantic layer for a specific set of users or business domain to reduce or eliminate the ambiguity that can exist with functional but cryptic metadata. The dataset is curated for the users, domain and use cases, making it easier to navigate and therefore readily available for analysts and others to do useful work. It’s not a warehouse where users in effect wander the aisles looking floor to ceiling to spot what they need, or a lake that brings to mind the phrase “boil the ocean” to extract what’s needed. Data warehouses and data lakes have their uses, but today it’s not an either-or situation. All are necessary. And a data pantry isn’t like older forms of more defined data stores, like data marts or financial data warehouses. First, because the scope of data available is broader, which includes operational and external data, and second, and second, in programming how the data moves directly from each single authoritative system of record to the point of consumption by analysts and business users. Data for the pantry can be taken from one or more data sources that might exist in multiple forms, including, for example, SQL databases, Snowflake or a cloud-based streaming service. Ideally, data is collected from the original authoritative source — the system where the initial entry or record was made — to ensure fidelity and consistency of related datasets. For example, data would be extracted from the customer relationship management application or ERP system where a transaction or record was made, or from each of these multiple systems that an organization that might be in use. Other common sources might include manufacturing execution systems, supply chain management or human capital management software, or any other application that an organization might be using relevant to the intended use cases. Data also may be taken from external sources such as third-party proprietary data providers and from data lakes, especially if they are the destination for streaming data from internal or external sources. In some cases, already aggregated sources may be the best choice for reasons of speed or economy. However, while this can be an expedient choice, it also might cause future consistency or other issues. The data transformation steps from source to pantry are conventional, with data from sources continually extracted, enriched and, where necessary, transformed as needed to create a highly normalized set. Movement is orchestrated using application programming interfaces (APIs) or Robotic Process Automation, never manually. This wave-the-magic-wand description is not intended to minimize the considerable work that is required and the complexities that might be encountered in making this happen, as well as the ongoing maintenance required to stock a pantry for evolving business needs, including additions, changes and subtractions of data sources. However, this effort measured in person-hours pales in comparison to the time saved and the considerable increase in effectiveness achieved in eliminating the need for analysts to wrangle the data every time they need it. A key feature of the data pantry is that it presents itself to the user as if it were a single, logical source. However, the data might be held in multiple types of data structures (such as SQL tables, a data cloud and a data lake) that are part of the business-focused application or platform. In this respect, the important distinction between the data pantry and other data architectures is that it is primarily designed and organized for the user of the data to facilitate analysis, forecasting, planning and reporting by eliminating the need to perform data preparation, data validation and data quality steps. The data pantry addresses long-standing issues that routinely sap the productivity of finance and business analysts and other users of business data. Our Analytics and Data Benchmark Research finds that 69% of organizations say preparing data is one of the most time-consuming aspects of analyzing data along with 64% that say reviewing data for quality and consistency is also an issue. The data pantry is also essential for supporting artificial intelligence using machine learning (AI/ML) systems used for predictive and prescriptive analytics or for any sort of forecasting and planning based on time-series analysis. The goal of AI in this instance is to reduce bias and increase accuracy and consistency to make better business decisions. For these purposes, ML assists by identifying the most useful statistical relationships in a dataset for review. AI can perform this step faster and more accurately than most humans, and it must do this on a continuous basis so statistical models always reflect the most recent experiences and conditions. In an earlier Analyst Perspective, I described how a data pantry facilitates machine learning by making it possible to amalgamate a broad set of information from many different sources to create more realistic and statistically relevant models to produce more accurate forecasts that support planning and decision-making. For business management purposes, drawing on a combination of financial, operational and external data enhances the ability of a ML system to identify meaningful correlations. This can prevent the creation of spurious models that are built on correlations that omit variables which have a significant explanatory power. A silly example of this is the apparent close connection between cheese consumption and civil engineering PhD awards. Except in the case of relatively simple models, it is necessary to have a data pantry as part of an application or platform so that the large volume of operations necessary for ongoing training can be completed within time constraints. Software that uses ML must also monitor the health of the models it creates, to ensure that when the quality of forecasts degrade past a certain point, repairs can be made, or new models can be created. A data pantry architecture is necessary for performing this process of continuous assessments, because ongoing data calls from an application to a plethora of data sources would introduce latencies in ML processes that can undermine the quality of the predictions and forecasts. I expect that business application software vendors will increasingly offer data pantries as an integral part of their platform or application. The pantry has the potential to significantly transform the work that business analysts do, especially those in financial planning and analysis. It will be an essential ingredient to make AI/ML a useful reality in business software. Although the concept is simple, the devil is in the details. Organizations should begin to anticipate how best to utilize data pantries, because they have the potential to substantially change what’s possible. At the same time, they must be able to separate the claims from vendors that are real from those that are sort-of real to be certain that the software will deliver what’s promised. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/The%20Data%20Pantry%20Accelerates%20Actionable%20Analytics%20for%20Decision-Making-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Kinaxis Extends Platform into Supply Chain Execution with MPO Acquisition", "mainEntityOfPage": "https://robertkugel.isg-one.com/kinaxis-extends-platform-into-supply-chain-execution-with-mpo-acquisition", "datePublished": "21/09/2022", "dateModified": "21/09/2022", "articleBody": "Kinaxis recently announced it has acquired a Netherlands-based company, MPO, a cloud-based software offering that orchestrates multiparty supply chain execution. The combination is designed to enable Kinaxis to extend its concurrent planning platform to handle core elements of supply chain execution. Kinaxis acquired all the shares of MPO for approximately US$45 million, with some of the final consideration dependent on performance. MPO will continue to operate as a standalone business, but will be increasingly integrated into Kinaxis’ operations worldwide. Planning and analysis capabilities are much more valuable when they are directly linked to execution. This is especially important for organizations with even moderately long or complex supply chains, given the ongoing need to adapt to changing circumstances. The acquisition promises to be mutually beneficial from a commercial standpoint, since over the next few years, MPO can add incremental revenue to Kinaxis by selling the software to Kinaxis’ existing installed base of RapidResponse users. From a longer perspective, the relationship may provide a strategic, competitive advantage, offering a more complete, end-to-end planning-to-execution capability. MPO for its part will likely gain competitively in its standalone sales by being part of a larger organization, because its small size may have been a disadvantage in winning deals. MPO offers a cloud-based software platform for multi-party orchestration of orders, inventory and transport. It complements Kinaxis’ RapidResponse by extending supply chain planning into action, offering near real-time visibility into customer orders in an end-to-end process that spans a planned commitment through to final delivery. This visibility is designed to improve coordination between suppliers, distributors, product companies, transportation providers and customers so that any change taking place at any node in the chain can be managed quickly and adapted to in the best possible way, balancing priorities such as service levels by customer status or minimizing costs. Orchestration also is designed to adapt to changing conditions in order status, inventories and transportation networks. It manages inbound, outbound and reverse flows (from customer back to vendor), with the last especially important as the volume of ecommerce returns have grown. Post-merger, there will be a significant investment in strengthening the connections between the two companies’ platforms, with emphasis on: A “control tower” that provides end-to-end transparency spanning supply chain planning and execution. Orchestration of individual orders from plan to delivery so as to intelligently manage trade-offs such as achieving the desired balance of fulfillment rates within cost and carbon emission constraints. Real-time order promising and communication for ecommerce for business-to-consumer and business-to-business channels to address the growing demand by business buyers to have “Amazon-like” frictionless purchasing and immediate status visibility. Multi-enterprise planning to support those strategic buyer-seller relationships built on collaborative planning, forecasting and replenishment. Underlying all these initiatives is the need to manage data holistically so as to have a unified set of methods and a single, logical nexus of data available to all users. Unlike a general-purpose facility such as a data warehouse, having a dedicated data store that’s part of a business application platform ensures that everything a user of the system needs is readily available and easily accessible, with labels that are immediately recognized and understood. (I have called these, somewhat tongue in cheek, data pantries.) Moreover, compared to a general-purpose warehouse or data lake, this type of dedicated data store better supports machine learning necessary for training artificial intelligence capabilities that are part of the business application. The need to support machine learning will increase significantly over the next three years, and I assert that by 2024, a new breed of supply chain technology focused on robotic automation and operational workflows that incorporate AI and machine learning will begin to guide supply chain optimization. Combining supply chain planning and execution enables organizations to, for instance, respond quickly to delays in landing a shipment of parts used in manufacturing (enabling it to find a new supply source or juggle commitments strategically), or identify disruptions in transportation networks and quickly determine the best response. Marrying supply chain planning with order execution in a straight-through digital process can substantially shorten process cycles, improve responsiveness to customers and build agility to cope with unexpected events large and small. Supporting better collaboration is key to improving performance, and is needed: Our Dynamic Insights Sales and Operation Planning Research found that only 30% of organizations collaborate effectively or very effectively in this process. One important competitive feature is that both RapidResponse and MPO are role-centric in design, and therefore in many ways better able to support the specific needs of these individuals in their position compared to other approaches to supply chain planning and execution. As with any acquisition, translating promise and potential into market position and profits is highly dependent on execution, especially in getting existing customers to transform existing processes. However, the acquisition appears conceptually sound, and given its size poses limited financial or operational risk. Both organizations offer cloud platforms and therefore integration issues and risks appear limited. I recommend Kinaxis’ customers assess the use of MPO for supply chain operations, if only in some pilot project that can prototype process changes and rollouts that speeds time to value, reduces risk and improves performance. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Kinaxis_Extends_Platform_into_Supply_Chain_Execution_with_MPO_Acquisition.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Anaplan at a Crossroads", "mainEntityOfPage": "https://robertkugel.isg-one.com/anaplan-at-a-crossroads", "datePublished": "10/08/2022", "dateModified": "10/08/2022", "articleBody": "Anaplan offers a cloud-based business planning platform that incorporates a modeling and calculation engine. The tool makes it relatively easy to add or expand the scope of plans that can be connected and monitored on a single platform. This Integrated Business Planning (IBP) approach enables organizations to use the software for financial planning or budgeting, sales, supply chain, workforce, marketing and IT planning. These are the types of plans in which companies often need to create models that incorporate their specific requirements, business systems and strategy. I expect that by 2025, one-fourth of financial planning and analysis (FP&A) groups will have implemented IBP. Anaplan recently held its annual user conference, Anaplan LIVE!, which took place at a pivotal time for business planning software. The ructions in markets over the past two years and continuing high levels of uncertainty about the future direction of economies, markets and financial conditions have increased the need for faster planning and budgeting cycles and the ability to perform rapid contingency planning. Organizations have increasingly adopted dedicated planning software like Anaplan as they find stand-alone spreadsheets are inadequate for the task. Reflecting this, Anaplan’s revenues grew 70% over the latest two fiscal years. Although back-of-the-envelope planning has utility and desktop spreadsheet-based planning can perform well enough on a small scale, midsize and larger organizations increasingly want to be able to accelerate the planning cycles. They want to examine contingencies, making high-level assumptions about business conditions and see the potential impact on their operations and financial condition on a granular basis. They want to rapidly explore the detailed impact of different scenarios at the pace of a conversation without hearing “I’ll get back to you with that” as the standard answer to any what-if question. At the same time, planning software is evolving to make it increasingly easier for FP&A groups to accelerate planning processes, support detailed contingency planning to achieve both operational and financial objectives, as well as provide deeper insight into the most important factors driving results at the business unit level. Vendors like Anaplan are at the early stages of infusing artificial intelligence (AI) and predictive analytics capabilities into planning software to make this possible. These capabilities will be a key aspect of product differentiation over the next five years. Anaplan does not just aim to satisfy the needs of organizations with the most complex and demanding requirements. It also can help those currently using spreadsheets for a wide range of departmental planning requirements to adopt an application that eliminates the many issues this desktop tool imposes. For example, spreadsheets are two-dimensional grids; this lack of dimensionality makes it time-consuming and difficult to manage the process of balancing supply and demand, updating plans, assessing contingencies and reporting. Anaplan’s Sales and Operations Planning application, for example, is designed to start simple and build out to adapt to the organization’s needs. In terms of product updates and introductions, there were several topics covered in product keynotes and breakout sessions at the conference that are worth noting. Although first announced late in 2021, Anaplan highlighted its Polaris Calculation Engine, which is designed to complement its “classic” Hyperblock engine. Polaris enables organizations working with sparse data sets to natively store and efficiently calculate this data faster and at scale. It is not a replacement for Hyperblock, but an option that can be used where needed. PlanIQ is a promising start to offering AI capabilities designed to improve the accuracy of forecasts and make the use of predictive analytics more accessible for organizations. AI used for planning is in its infancy, but even well-established, sophisticated analytical techniques are lightly adopted. For example, our Office of Finance Benchmark Research finds that just 24% of participants use predictive analytics, which can be useful in improving forecast accuracy as well as providing a baseline for alerts when results begin to differ materially from that forecast. PlanIQ supports multivariate linear regression for statistical forecasting that factors in calendar events and seasonality, as well as using external data as explanatory variables such as economic or market measures. Having a dedicated data store such as Anaplan’s Data Hub is highly useful for an integrated planning application because modeling, analysis and forecasting across multiple departments involves sourcing data from multiple systems of record such as ERP, customer relationship management, warehouse management, supply chain management and marketing automation, to name a handful. A dedicated store eliminates manual data processes, improving efficiency while ensuring the accuracy and consistency of planning data used across an enterprise. Some years ago, I began using the term “data pantry” to describe structures like Data Hub. A pantry is especially suited to business software that, like Anaplan, describes itself as a platform because, typically, these platforms are designed to work with any number of other applications or data sources, using application programming interfaces (APIs) to automate the integration of processes and data. Anaplan’s CloudWorks enables organizations to import data from other applications and third-party sources. Eliminating the need for manual integration of data is important because our Analytics and Data Benchmark Research reveals that individuals spend a considerable portion of their time preparing data for analysis and reviewing it for quality and consistency issues, activities that are no longer necessary when a data pantry is available. However, another compelling use case for a data pantry that I recently commented on is supporting capabilities such as PlanIQ because it enables the machine learning (ML) necessary for training AI systems. The need to support ML will increase significantly over the next three years because I assert that by 2025, almost all vendors of software designed for finance organizations will have incorporated some AI capabilities to reduce workloads and improve performance. This will especially be the case for planning and predictive analytics purposes. Anaplan LIVE! also coincided with the completion of the company’s acquisition by Thoma Bravo, a private equity firm. With the change in ownership, Frank Calderoni stepped down as CEO and there are likely to be other changes in the coming months. It also comes at a time when Anaplan is facing intensifying competition as the use of AI for more effective analysis, planning, reviewing and reporting will offer vendors an avenue for innovation and greater product differentiation. Heavy investment in building out AI-driven capabilities will be necessary to sustain competitiveness. There are likely to be changes in the company’s priorities and focus over the coming months. Anaplan’s success in the market (revenues have grown eight-fold since fiscal 2016) reflects its fundamental design, which is appealing to financial and business analysts because it facilitates modeling in a way that is familiar to them. Anaplan is especially well-suited for organizations that take a decentralized or federated approach to planning, but this is one segment of the broader market. The company should take steps to support more centralized planning organizations. Anaplan was categorized as an Exemplary vendor in this year’s Business Planning Value Index, and ranked as a leader in Manageability, TCO/ROI and Validation. Our assessment finds that Anaplan could perform better in Usability by examining its ability to support a variety of approaches to access planning and in Reliability, where it could improve the level of depth provided in how it manages and measures system performance. Ventana Research has designed the Value Index to provide a balanced perspective of vendors and products that is rooted in an understanding of business drivers and needs. This approach not only reduces cost and time but also minimizes the risk of making a decision that is bad for the business. Using the Value Index enables organizations to achieve the levels of efficiency and effectiveness needed to optimize business planning. I recommend that organizations that are using stand-alone spreadsheets for business planning or that are looking to replace an on-premises system should assess Anaplan. Regards, Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_RK_Anaplan%20at%20a%20Crossroads.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Kinaxis Optimizes Agile Supply Chain Planning", "mainEntityOfPage": "https://robertkugel.isg-one.com/kinaxis-optimizes-agile-supply-chain-planning", "datePublished": "26/05/2022", "dateModified": "26/05/2022", "articleBody": "Kinaxis is a sales and operation planning software company headquartered in Ottawa, Canada. Its RapidResponse is an S&OP platform for concurrent planning, designed to integrate an organization’s supply chain planning silos, accelerate planning cycles and optimize supply chain execution to match customer demand. At its recent users’ conference, the company emphasized its continued progress in making its platform more powerful and accessible to its users, enabling them to achieve more agile planning motions. It reported on its progress in attracting third-party developers to its platform to accelerate the build-out of specific industry and functional capabilities. Its development roadmap highlighted the use of artificial intelligence using machine learning to automate lower-value, repetitive mechanical tasks so planners can focus on work that requires their expertise, experience and judgment. Kinaxis is currently benefiting from a major shift in how many organizations think about and plan supply chains. In early 2019, I wrote about supply chain management in new era of trade, which was an observation on the on the strategic challenges facing organizations resulting from the decade-long dismantling of the liberal global trade environment and the shift to more restrictive regimes. Consequently, supply chains designed for the lowest possible cost had to be restructured for resiliency. This trend accelerated in 2020 as a series of extraordinary events, especially the pandemic-induced supply chain shocks, compounded the tactical challenges facing supply chain managers and increased awareness of the brittle nature of lowest-cost supply chain structures. The impact of this shift has been accentuated by the recent fracturing of the world’s political order, which is reshaping strategies about where goods are sourced and manufactured. S&OP software can diminish the impact of increased trade frictions and costs associated with this new environment by enabling organizations to react faster to implement changes that optimize plans consistent with their specific tactical and strategic objectives. Unfortunately, our Dynamic Insights Sales and Operations Planning research found that just 26% of companies manage this process well or very well. Typically, there are multiple underlying factors, but, in our experience, inadequate technology, data adequacy and quality issues are common. For that reason, I assert that through 2024, supply and demand chain management in over one-half of organizations will remain inadequate to ensure resilience and business continuity, requiring aggressive digital innovation. Kinaxis has benefited from the growing awareness and acceptance of resiliency in supply chain management and the S&OP that supports it. This is especially so where, for instance, lead times for materials or components are measured in months, bills of materials are complex and product life cycles are short. Supply chain managers are constantly challenged by common, day-to-day disruptions caused by weather, port strikes, major scale accidents and other events. However, software like RapidResponse enables them to continuously orchestrate the minute details of matching supply with demand. A distinguishing feature of RapidResponse is that it replaces a siloed planning structure with concurrent planning, an approach that enables organizations to simultaneously connect and synchronize business planning processes across an enterprise to match supply with demand on an ongoing basis. This accelerates planning cycles compared to cascaded techniques, and enables organizations to perform multi-echelon inventory optimization to appropriately mediate the sometime competing aims of different parts of a business, such as long production runs for manufacturing efficiency versus minimizing delivery lead times or achieving faster inventory turnover. Organizations managing long or complex supply chains use multi-echelon inventory optimization to achieve the best overall balance of customer, operational and financial objectives. This year’s Kinaxis user conference outlined a product roadmap emphasizing advanced analytics, automation and extensions. At the time of the meeting, the company announced the availability of its Planning.AI offering, designed to foster speed and accuracy in S&OP through the combination of heuristics, optimization algorithms and machine learning. Using heuristics to narrow the scope of the problem, the system is designed to return an accurate enough solution in a much shorter amount of time. This approach is consistent with a well-accepted management philosophy that good enough information right now is far more valuable than the best information available sometime in the future. And because markets are dynamic, “optimal” S&OP solutions and accurate forecasts exist only in narrow time frames, which is why short planning cycles and the ability to respond quickly to changing circumstances are valuable. As part of Planning.AI, Kinaxis is initially offering two tools (which it calls Amplifiers). Demand.AI improves supply and demand forecasting by employing machine learning for demand sensing and forecasting built on internal and external data sources. Supply.AI uses an array of analytical techniques to address complex planning problems, arriving at optimized solutions that achieve a desired balance of trade-offs between considerations such as cost, carbon impact, delivery fulfillment, capacity utilization and revenue. Analytical tools like Planning.AI provide executives and managers with a better idea of the impact of decisions under different scenarios. Yet our research finds that relatively few organizations use advanced analytics to any significant extent. Planning.AI is designed to address a challenge many organizations face because advanced analytics aren’t readily accessible to business users. Our recent Analytics and Data Benchmark Research found that only 13% of organizations have technology that is completely adequate for planning and devising what-if scenarios. The application of artificial intelligence using machine learning has significant potential to improve S&OP because of the intricate orchestration of processes and the granularity of data involved in this form of planning. By automating the many repetitive and unambiguous steps that are currently handled by people, AI can cut unproductive workloads, shorten cycles and enable planners to focus on the work that makes best use of their skills. AI has been a hot topic, but mainly spoken of as a future capability. I expect there will be a steady stream of innovations – albeit modest at first – through the rest of the decade. Kinaxis adopted a platform approach to its offering three years ago with the objective of enabling customers to use their own propriety algorithms or build custom applications for their specific needs. The platform is also designed to enable partners with specific industry or domain expertise to create “Solution Extension” applications built for and run on the platform. This creates value for customers and enables Kinaxis to offer a more complete solution much faster than it could on its own. Currently, there are three such applications available: PlanetTogether’s production scheduler, OCYO’s Recycling End-to-End Planning for planning and monitoring recycling flows, and 4flow’s Transportation Load Optimizer, designed to optimize utilization of transport capacity, balancing multiple objectives such as cost, schedule, carbon and inventory utilization. For years, Kinaxis targeted billion-dollar-plus corporations, largely because the cost and complexity of its software made it accessible and affordable mainly to those companies. To expand its addressable market, it has developed a go-to-market approach to target companies with revenues between $500 million and $1 billion, using a reseller channel for sales efficiency and tools to get customers up and running quickly. This not-quite-as-large segment is likely to be the subset of companies where supply chain management is central to their strategy and S&OP is a core competency because of the size and complexity of their supply and demand chains. The changes to the global trade environment and the impact of social and political ructions on supply chains have forced organizations to rethink S&OP strategies, placing greater emphasis on resiliency. This shift almost always raises costs unless organizations devise ways of mitigating the impact. Software can provide the ability to plan, react and execute in shorter time frames to promote agility. It can also devise new ways to reduce inefficiencies in a highly complex process. I recommend that organizations with long or complex supply chains review sales and operations planning processes to assess areas for improvement and investigate Kinaxis to determine how it might enhance resiliency and competitiveness. 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Robert Kugel's Analyst Perspectives | continuous supply chain