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Software Functionality Revealed in Detail
We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.
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 fsc responsible sourcing


Co-sourcing Helps Companies to Reduce Costs and Improve Efficiencies
In the ever-changing economy, organizations looking to cut costs and drive innovation are turning to co-sourcing as a cost-effective and less risky alternative

fsc responsible sourcing  sourcing Helps Companies to Reduce Costs and Improve Efficiencies In the ever-changing economy, organisations are looking to cut costs and drive innovation are turning to co-sourcing model as a cost-effective alternative - one that is less risky than outsourcing or offshoring. Source: Allied Worldwide Resources Related to Co-sourcing Helps Companies to Reduce Costs and Improve Efficiencies : Co-sourcing (Wikipedia) Co-sourcing Helps Companies to Reduce Costs and Improve Efficiencies Co Sourcing is

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Recruitment and Staffing

Recruitment and Staffing functionality allows the user to select and hire the right people with the right skill sets, as well as track the information regarding their recruitment for later analysis. It covers criteria such as Organization Structures and Modeling, Corporate Branding, Sourcing, Applicant Tracking, Assessment and Selection, Governance and Compliance, Vendor Management Systems (VMS) Portal, Recruitment Analytics and Reporting, and Product Technology. 

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Documents related to » fsc responsible sourcing

Bigger, Broader, and Better Linked: Considerations for Integrated Sourcing of Facilities Management and Real Estate


For many companies, the second largest cost after people is facilities. Solutions have evolved from traditional out-tasking and outsourcing to the more recent strategy of integrating facilities management and real estate under a single service provider. But first, understand marketplace realities: provider capabilities don’t always line up with buyer expectations. Learn about the challenges of integrating these services.

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Collaborative Sourcing Solution Vendor Leaves No Stone Unturned


By layering across an organization's current infrastructure and building a sourcing system that needs hardly any training, TradeStone users anywhere can sign on and have the system handle all the intricacies of international trade (without ever experiencing its complexities).

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Case Study: R.G. Barry


R.G. Barry, a leading developer and marketer of accessory footwear, lacked real-time visibility into production schedules at its factories. As a result, the company built more safety stock, required long lead times, and could not quickly update customers on the status of their orders. Find out how a new Web-based global sourcing solution helped R.G. Barry free up cash and minimize the risk of carrying excess inventory.

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Partner Performance Management


For many retailers, the transition to global sourcing and demand-driven inventory models creates both opportunities and challenges. Supply chains are becoming longer, with a smaller buffer for mistakes or delays. To continually improve, you need to gain visibility across your partner community. Find out how a partner performance management solution can help buyers and sellers work together to improve business processes.

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The Intricacies of Global Retail Sourcing


Retailers should aim at curbing traditional firefighting practices in favor of productive planning and collaboration with customers. Retailers must take steps to reconcile these disparate solutions to improve their reaction time and gain maximum leverage from their sourcing activities.

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Are PLM and Global Sourcing Related? Duh, And How! (Part I)


A number of TEC blog posts have discussed benefits but also the inevitable caveats of white papers (including all too common vendors' self-serving marketing fluff and buzzword verbiage), and about their (un)intended audiences. These posts have even caused some heated debates with other blogging sites and experts on white papers, and I am going to stay away from all that here. My intention here

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Talent Acquisition RFI/RFP Template


Organizational Structures and Modeling, Job Position and Wage Profiles, Requisitions, Resume Sourcing, Career Portal (E-Recruiting), Candidate Relationship Management, Screening and Selection, Talent Testing and Assessment, Onboarding, Vendor Management System Portal (Staffing Agencies), Talent acquisition Analytics and Reporting and Product Technology

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HR Executive’s Guide to Web 2.0: Cracking the Code for Talent Management


This report is a roadmap for understanding the uses of Web 2.0 tools across the employment lifecycle. From sourcing to offboarding, these tools are providing value for organizations that have adopted them effectively. Discover which Web 2.0 tools are most commonly used, which elements of talent management they are applied to, and the supporting capabilities that generate a positive return on investment (ROI) in them.

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Lowering Enterprise Software Total Cost of Ownership through an Enterprise Application Training Platform


More than any other factor, ineffective training is responsible for inflating total cost of ownership (TCO) for software investments. Ineffective training approaches include starting too late; assuming go-live is the completion of the project; and failing to teach users about the processes the software is designed to support. Successfully lowering TCO means embracing e-learning, blended training solutions, and web-based simulations.

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7 Mistakes You Can Avoid With E-mail Harassment Cases


In a landmark 7-2 decision, the US Supreme Court ruled that employers are responsible for harassment—even if they are not aware that it is going on. This “should have known” standard is particularly troublesome when harassment involves e-mail. How can you possibly know about every e-mail message from your employees, when thousands are sent every day?

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