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000-N05 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Test Code : 000-N05
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: 30 real Questions

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IBM IBM Commerce Solutions Supply

IBM to give IT solutions to give Chain Logistics company Gati for e-Commerce Operations | killexams.com real Questions and Pass4sure dumps

Tech business IBM has introduced that it will supply IT solutions to provide chain logistics company Gati Kintetsu categorical inner most confined (Gati KWE).

in accordance with market estimates, the e-commerce market in India is anticipated to develop 37%, to gain $20 billion this yr. “to fulfill the demands of an increasingly savvy on-line inhabitants, sellers are below constant drive to deliver superior purchasing experiences throughout cellular gadgets and shorter start times. This turning out to subsist e-commerce market poses a challenge to logistics groups, who should retain tempo with the consumer demand for instantly accessible products provided at a aggressive expense,” IBM delivered.

Hyderabad-primarily based Gati’s birth community includes air, road and rail coverage, operates a fleet of 3,500 cars with more than 3,000 enterprise partners across India. To exploit an expanding extent of company with a legion of retailers, Gati KWE tapped into IBM Commerce capabilities to integrate and coordinate the complicated and time-sensitive movement of items from warehouse to shop to domestic, IBM mentioned.

“with the aid of the 12 months 2020 outsourced eCommerce fulfillment and associated cost delivered services are poised to grow to a dimension of Rs 3000 crore ($500 mn),” according to Dhruv Agarwal, executive vice president, Gati.

through implementation of this solution, Gati KWE goals to corner a dominant share of the opportunities within the e-success segment, he added. The options should subsist carried out by using IBM and IBM business companion Bridge options.


IBM’s Cognitive options earnings Slumped. What happened? | killexams.com real Questions and Pass4sure dumps

A key allotment of exotic enterprise Machines' (NYSE: IBM) turnaround application is cognitive computing, which encompasses synthetic intelligence (AI) together with linked technologies. Watson, IBM's cognitive computing device than debuted by means of winning a game of Jeopardy! in 2011, has been utilized to fields together with healthcare, monetary functions, and even delusion football.

Cognitive computing is a boom business for IBM, however you would not realize it looking on the company's third-quarter results. The cognitive options segment suffered a 5% revenue decline, even after adjusting for a currency-related headwind. That feels love poor information for a corporation betting its future on AI.

The cognitive options segment may soundless actually subsist known as the "cognitive options plus a bunch of different unrelated stuff" phase. It comprises Watson and different businesses with growth competencies, however too stuff love legacy transaction-processing utility. or not it's variety of a grab bag of IBM groups that don't reasonably hale into its other segments.

That makes it complicated to expose how neatly IBM's growth corporations are definitely doing, and it makes that 5% revenue decline a entire lot less meaningful.

The IBM Watson logo.© IBM The IBM Watson logo.

CFO James Kavanaugh went into some detail birthright through the salary cognomen concerning the efficiency of the cognitive solutions enterprise. The section is damaged into two components: solutions software and transaction processing software.

solutions utility contains application aimed toward strategic verticals (Kavanaugh singled out the healthcare trade). It additionally includes some analytics and protection choices, AI love Watson, and blockchain. On desirable of everything that, "horizontal domains" love collaboration and commerce are too included.

Transaction processing application contains "software that runs mission-important workloads leveraging their hardware platform," according to Kavanaugh. here is basically on-premises application used by using industries love banking, airways, and retail.

Transaction processing application accounted for a minority of cognitive options income within the third quarter, however income from that category declined by eight% 12 months over 12 months. Kavanaugh brought up that, whereas many of the income for transaction processing utility is annuity-primarily based, the timing of gigantic deals can influence earnings. Kavanaugh expects a recur to growth, according to a tough pipeline of deals.

The solutions software component of the phase suffered a 3% income decline, pushed by means of some areas where IBM is struggling. Secular shifts in the collaboration, commerce, and aptitude administration markets are inflicting issues for the company, and it subsist been adding AI and modernizing its choices to combat those alterations. The shift to utility as a carrier is too placing coerce on earnings, with salary being realized over time in preference to up entrance.

The parts of this phase with long-term enlarge edge are the elements which are transforming into. Watson health, the business's application to ensue AI to the healthcare industry, enjoyed large-based mostly growth everything over the third quarter. protection grew because of the enterprise's gigantic portfolio of items. And the business made some large strikes in the blockchain market.

IBM introduced TradeLens, a blockchain-based platform for the international delivery business, in August. The answer, jointly developed with Maersk, had ninety four participants on board at the time of the announcement. IBM meals trust, a unique blockchain-primarily based platform that enables food to subsist traced from farm to save, counts Walmart and French grocery store chain Carrefour as members. IBM's blockchain efforts are nonetheless of their infancy, but both of these platforms hold the expertise to develop into significant companies for the company.

With the cognitive options segment being dragged down by pass of legacy agencies, the headline efficiency does not reflect the efficiency of IBM's extra promising organizations.

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Blockchain expertise can revolutionize the food supply chain, says IBM VP | killexams.com real Questions and Pass4sure dumps

02 Nov 2018 --- Blockchain technology has the edge to revolutionize the food provide chain as producers are compelled to reply to consumer force around transparency of sourcing and the deliver chain in everyday. here's in line with Ramesh Gopinath, vice president at Blockchain solutions at IBM, who spoke to FoodIngedientsFirst at the Future meals Tech summit in London remaining month. He mentioned the launch of the IBM meals hold faith platform, which is now commercially attainable.

a few marketers, logistics enterprises and growers are working with IBM-developed blockchain expertise – the IBM meals hold faith blockchain community – adopting the game-changing expertise to enhance traceability of inevitable meals products in the food give chain. The blockchain-based cloud network offers groups and meals business providers with records from across the meals ecosystem to enable superior traceability, transparency and efficiency.

ultimate month, FoodIngredientsFirst suggested that Europe’s biggest retailer, Carrefour, is adopting blockchain in order to instantly assist hint meals returned to its supply inside seconds, not love traditional transactions, with plans to expand to everything Carrefour manufacturers with the aid of 2022. The community is now frequently attainable after 18 months in trying out, everything through which sellers and suppliers hold tracked thousands and thousands of particular person meals items.

click to amplify Ramesh Gopinath, Vice Presidentat Blockchain solutions at IBM

The tide by Carrefour comes simply a few weeks after Walmart, an early proponent of blockchain technology, introduced that its leafy green suppliers can subsist required to seize digital, conclusion-to-end traceability smack suggestions the usage of IBM food hold faith. the unique by using these famous sellers indicates that their suppliers will hold Little option however to rend on the blockchain bandwagon in the medium time epoch before it turns into a prerequisite.

“The IBM meals hold faith product itself is a platform for trusted permissioned assistance sharing within the food ecosystem. it is entertaining for us because of so many of the considerations they survey within the food ecosystem these days, together with meals fraud, food safeguard and food waste. food dissipate is a crucial topic matter as a lot more organic food is produced than what's consumed for instance,” says Gopinath.

lots these issues they survey nowadays, will too subsist traced inside the meals give chain – from the grower to the packer, to the organisation after which to the retailer with logistic corporations alongside the style,” he notes. “trusted tips sharing doesn't occur as smartly because it may soundless occur, so this is the platform for that collaborative change. after you hold the platform in location, deliver chain flows for the a number of meals gadgets, that means so that you can add value and resolve most of the complications within the meals device.”

Blockchain is very everyday and topical in the meals industry, but the technology itself is viewed as elusive, in accordance with Gopinath. “there's loads of hype around it,” he accepts. “the style wherein i'd depict it's in case you examine blockchain and its functions during this particular illustration, IBM meals hold faith, the problem you are attempting to remedy is relied on assistance sharing. if you hold a farmer or a grower, as an example, the style they should subsist taking a study at this is an assistance sharing platform. The questions they should soundless subsist thinking about are – ‘how finish I add my suggestions and share it with others?’ ‘How finish I set permission so that best the individuals who're allowed to peer bag to study the information?’ ‘Is the facts protected and cozy?’” he muses. 

these are the questions that groups may soundless subsist when you deem that, says Gopinath. “They should even subsist considering about the mechanics of it and ensuring that everything the recognize suggestions can too subsist seen and shared when valuable, engaging through the gadget and fixing food provide considerations,” he notes. 

“buyers are the driving drive today concerning confidence and transparency,” claims Gopinath. “We hope third parties minuscule and sizable businesses to too bring cost on proper of this platform, so it really is how they share and develop the most of this platform to bring cost to others,” he concludes. 

despite the fact to this point there were few examples of its massive-scale application, blockchain is a burgeoning technology and many agile corporations within and the food business are adopting it as a transparency answer. other industries equivalent to finance and retail are too using blockchain solutions. 

The attributes of blockchain and the aptitude to permission information, permits network members to profit a unique stage of depended on guidance. Transactions are endorsed with the aid of dissimilar parties, resulting in an immutable solitary version of the reality, says IBM, as momentum grows among clients and third-birthday celebration data suppliers on the network.

The IBM meals believe community has extended to focal point on optimizing the food deliver, including generating insights on product freshness, decreasing dissipate and making the supply chain greater collaborative and transparent.

IBM meals hold self-confidence makes exercise of a decentralized model to enable assorted taking allotment individuals of the food give chain – from growers to suppliers to dealers – to share food beginning details, processing statistics, and delivery suggestions on a permissioned blockchain network. A sunder entity controls every node on the blockchain and everything facts on the blockchain is encrypted. The decentralized elements of the community permit everything events to labor collectively to ensure the records is trusted.

that you can view the total video interview with Gopinath here. 

with the aid of Elizabeth green and Lucy Gunn

To contact their editorial group gratify e-mail us at editorial@cnsmedia.com




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000-N05 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Test Code : 000-N05
Test cognomen : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Vendor cognomen : IBM
: 30 real Questions

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A Central Address for 7,000 SAP Users | killexams.com real questions and Pass4sure dumps

Sappi Ltd.Sappi Ltd.

In a history that stretches over more than 70 years, the Sappi Group has grown continuously with a train of acquisitions. Today the corporate group unifies a variety of previously independent production facilities. Its IT landscape is just as complex and unique as its business. To balance the load on its operations as efficiently as possible and to optimize the value chain in South Africa, Europe, North America, and the Asia-Pacific region, the paper manufacturer uses SAP software. Along with SAP R/3 and business intelligence functionality from SAP, the company uses mySAP Supply Chain Management (mySAP SCM) and mySAP Customer Relationship Management (mySAP CRM) to support its logistics, sales, and distribution processes. SAP Advanced Planning & Optimization (SAP APO) supports the simulation of requirements and SAP Enterprise Buyer (SAP EB) serves as the basis for the group’s comprehensive purchasing portal. Electronic data interchange (EDI) and archive solutions enhance the IT environment. Overall, the SAP landscape at Sappi consists of 30 systems spread over 100 CPUs.

Two sunder landscapes rend toward each other

Currently, the paper manufacturer’s SAP environment is split in two. One environment serves users in South Africa; another environment serves employees in Europe, North America, and the Asia-Pacific region. Until the Fall of 2005, two different service providers in South Africa and Europe operated the SAP installations. But the medium-term goal at Sappi is to consolidate its SAP landscapes into one worldwide system to enable uniform business processes for its numerous locations around the world. That’s why the group looked for a service provider that could operate both landscapes from one source and ultimately merge them into a global installation.The option was T-Systems Austria. The company made a convincing case for itself because of its springy pricing, which enabled Sappi to forecast its costs exactly. Its service offering was too impressive. “The conclusive factors included a cost-effective solution, very springy and customer-focused service, and on-site assistance,” says Guido Lauwers, the CIO of the Sappi Group. He believes the group’s SAP installation is in marvelous hands at T-Systems Austria. “T-Systems bends over backwards for Sappi,” says Lauwers.Even before the contract was signed in the summer of 2005, the service provider proved itself when Sappi needed to implement unique software. Without any bureaucratic haggling, the T-Systems team set up the unique infrastructure and installed the software – even before it had taken over operations of the SAP installation in South Africa. The SAP team at Sappi simply had to fulfill character assurance, which it could accomplish over remote access.

No risk for day-to-day business

One of the conditions for the transfer of the SAP landscape was keeping the existing IBM AIX system platform. Sappi did not want to accept any risk to the day-to-day operations of core SAP functionalities, such as materials management, financial accounting, and human resources or to SAP APO by migrating the operating system. Given the complex system layout, which includes a large number of interfaces and scripts, the application needed to install a unique operating system and the danger of errors were unacceptable risks.In the T-Center computer center, IBM p5 servers serve as the basis for the cluster computers and database servers of the Sappi installation. Because of its modular system nodes and dynamic portioning abilities, the architecture serves as a platform for the adaptive computing concepts of T-System customers. Sappi uses adaptive computing in a targeted manner with database services and SAP APO. For the most part, the applications shun on HP Blade servers with Intel processors on Linux, which too provides resources for flexible, customer-independent adaptive computing.Because the paper manufacturer uses SAP software as a strategic platform for everything its business processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer focus of T-Systems. The complex computer infrastructure demands marvelous documentation and effectual monitoring to avoid disruptions to operations and to remedy errors quickly.

Transferring data halfway around the world

The greatest challenge of the project was transferring data from group headquarters in Johannesburg, South Africa to Vienna, Austria. The transfer involved stirring a terabyte of data just for the production systems; the evolution and test systems required were two-and-a-half times that volume. Because Sappi planned to covert the South African applications in September 2005, the migration had to subsist complete only eight weeks after the contract was signed. By the terminate of 2005, the data had to subsist moved to Vienna for the SAP users in Europe, North America, and the Asia-Pacific region who previously used systems operating in Schweinfurt, Germany.The project began in July 2005 with the design of the system, hardware installation, and testing. The data was placed on storage media and flown from South Africa to Vienna. It was then migrated to the unique systems over one weekend. “The different approaches to labor caused by cultural differences were a special challenge to their team. They were taken into account as allotment of the transition phase in the various regions of Europe and South Africa and played an famous role in the project. Despite the consummate mastery of everything technical and highly complex requirements, they ultimately focused on the human beings involved, which is apt of everything global projects undertaken by T-Systems,” says Larissa Gaugl, transition manager of the project.

Ahead of schedule

Although the project involved 30 SAP systems halfway around the world, T-Systems Austria completed the conversion phase as planned. This successful conversion project earned the service provider third position in the International Project Management Award (IPMA) in Shanghai, China.The system landscapes for South Africa and those for Europe, North America, and the Asia-Pacific region now shun in parallel on sunder infrastructures in the T-Center computer center. Integration of the applications on a foundation of mySAP ERP 2005 is planned for September 2007. Sappi is too considering an upgrade to SAP NetWeaver 2004s.Today, 5,500 Sappi employees on four continents access the SAP infrastructure in the computer focus in Vienna in parallel. The group has only one contact person for everything questions about the operation of its corporate solutions. And Sappi has moved one step closer to meeting its goal of consolidating its SAP landscape around the world and setting up uniform business processes. As CIO Lauwers says, “After one year of operations, I can clearly contravene that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an famous step toward the realization of a solitary SAP system. T-Systems has proved itself to subsist a real ally by creatively working together with Sappi to develop solutions. Sappi has a very complex environment and tends to implement the newest tools from SAP. Although the birthright erudition is not always available for the tools, T-Systems puts the necessary resources in position to implement the tools successfully.”

Karl SträsslerKarl Strässler

How to win at the digital transformation of Procurement? | killexams.com real questions and Pass4sure dumps

“Procurement-as-a-platform” is what digital Procurement is about!

All the companies I mentioned at the beginning of this article share the selfsame operating model. This model has been brilliantly described by Aaron Dignan:

His model (Purpose, Process, People, Product, and Platform) is gripping as it extends the classic People, Process, and Technology (or Talent, Transition, and Technology — How finish They Drive Technological Advances? allotment I, Sourcing Innovation). It too puts front and focus crucial aspects unique to the plenary potential of a apt digital transformation.

“[Companies love Amazon, Airbnb, and Uber] aren’t just market matchmakers using data-driven algorithms to drive better buyer-seller matches; they invest in unique value creation. In platform markets, cultivating user capability becomes as strategically famous as reducing transaction costs. Successful platforms empower their users”. The Best Platforms Are More than Matchmakers, Harvard business Review.

Envisaging Procurement as a platform brings together, in a coherent and consistent “package” several characteristics and attributes that will contribute to Procurement’s survival and/or to elevating its role to a strategic one. It too creates the foundations required to subsist more adaptable and responsive to trends in the modern economy and society.

For example, in another report, he Hackett Group lists the Five Imperatives for Creating Greater Procurement Agility:

  • Reallocate resources from transactional focus to value adding
  • Embrace digital transformation
  • Leverage analytics-based decision making
  • Adopt stakeholder/customer centric service design and delivery
  • Re-skill the Procurement function
  • PaaP addresses everything five because platform-based operating models:

  • remove friction and focus on the demur of the “transaction” by empowering and engaging parties to bag and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will too enable Procurement to support the digital transformation of the entire company.
  • can not exist without data (and a lot of data) as it fuels their recommendation engines and is the groundwork of tailoring experiences to the specific needs of each user.
  • are a means to bag access to more and, potentially, on-demand expertise by changing the pass the workforce is managed and delivery channels (Procurement-as-a-Service, contingent workforce, gig economy…)
  • Also, looking at Procurement as a platform is coherent with the peculiar role that technology plays in today’s digital and physical business world.

    “The upshot of digital technologies is to blur the distinction between creating value in the tangible world of atoms and creating value out of the data that comes from sensing and controlling that tangible world”. Digital to the Core: Remastering Leadership for Your Industry, Your Enterprise, and Yourself, Graham Waller & heed Raskino.

    Purpose: empowered relationships as competitive advantage

    As a response to a world in constant change, long-term relationships between customers and suppliers in the supply chain is emerging as a faultfinding pass to bag competitive advantages. It is what I described as SRM²:

    PaaP allows organizations to translate the SRM² principles into practice. It is because to function, platforms reckon on:

  • an excellent understanding of each party (stakeholder/supplier) through data
  • a laser focus on delivering value (the definition of what the value is being variable from company to company and from category to category)
  • generating growth (reduction of waste, unique markets, innovation…) by enabling participants to realize their plenary potential
  • This is what creates adherence and adoption.

    It is famous to bethink that it is not just about digital solutions. PaaP is about the entire smack of working with (and in) Procurement. It encompasses everything the various touchpoints in the Procurement processes: the digital ones and the physical ones. Another key characteristic of PaaP is to deliver a first-class and smack (digital and in real life) removed of frictions, of unnecessary bottlenecks, and of unnecessary intermediaries.

    Process: experience, journeys, and touchpoints

    “Speed and access change everything. [M]assive organizations are emotion vehement pressure to innovate, as unencumbered startups seize shots across their bows. Legacy processes that implement bureaucracy, command-and-control structures, waterfall development, and risk management are soundless largely the yardstick among sizable corporations, yet they are liabilities in this fight”. The Operating Model That Is Eating The World, Aaron Dignan.

    In many organizations, people complain about the technology that they exercise at labor (and not just Procurement technology) and contravene “It should subsist as facile as Google or Amazon.” This explains why technology providers depict their offering to subsist Google-like or Amazon-like as they are what people often exercise as benchmarks. This shows that polishing and simplifying the design of the smack (the term smack covers the process and the technology that it supports) is important. (But, it would subsist a misunderstanding of the psychology of change to believe that it is the only aspect that matters for long-term adoption).

    “There can subsist Little question that the relatively mundane, repetitive jobs in today’s Procurement functions will disappear. Indeed, that extends to many jobs that SHOULD subsist mundane and repetitive and are only ‘complex’ because they select to develop them so (and it should subsist noted, this is an issue that is endemic to business activity, in no pass specific to Procurement)”. Procurement — it’s time for a re-birth, Tim Cummins, CEO of the International Association for contract & Commercial Management (IACCM).

    As technology usually follows process, blaming technology to subsist too complex is very often a reject of the process itself. And, as the quote above illustrates, processes became complex by design (maybe not consciously, though).

    So, Procurement has to too rend to an experience-based approach to designing its processes. love it is the yardstick drill on the sales/marketing side of business. To finish so, it should not only plane at automating current processes but at obliterating them:

    “Companies mind to exercise technology to mechanize used ways of doing business. They leave the existing processes intact and exercise computers simply to quicken them up.” Reengineering Work: Don’t Automate, Obliterate, Harvard business Review.

    Striving to remove frictions changes the perspective. Instead of continuing to finish the selfsame as before (and doing most probably love everything others — the so-called best practices), it encourages to study at doing things that were previously impossible.

    “Challenging people to visualize processes as platforms completely changes how trade-offs between innovation, optimization, and user smack are debated and discussed”. Instead of Optimizing Processes, Reimagine Them as Platforms, Harvard business Review.

    Here are a couple of examples of processes illustrating a user-experience based approach.

    - Touchless:

    The first instance that comes to my reason is what Amazon did with Amazon Go.

    Beyond the buzz and technobabble, Amazon retrograde should arouse the interest of Supply Chain professionals.

    By the way, it is “just” taking the exercise of vending machines (for MRO, for office supplies, or other consumables) a step further.

    “We can start to imagine everything those occasions and processes where the administration of stuff being handled, moved, bought, consumed could subsist made “touchless” — no requisite for the humans involved to do” anything consciously in order for the parties involved to know that the activity has taken place”. Amazon Supply Chain Innovation — Just attend Yourself!, disburse Matters UK

    Compare the seamless smack of Amazon retrograde with a typical consignment process! Now, imagine what that consignment process could subsist if it was designed in the selfsame spirit as Amazon Go. The design of the smack is centered on “growth”. meaning that it enables parties to mutually realize their potential and remove the superfluous from the foreground and develop it happens behind the scenes.

    - Assistants and chatbots:

    Another illustration of entirely rethinking processes as experiences, journeys, and touchpoints to develop them more efficient and effectual (and in par with mainstream ones) is what I called a Procurement assistant:

    The conception behind the aide is what the technology world is currently doing (Siri, Cortana…). Chatbots and conversational commerce are seared topics in the tech sphere. Even if no one has yet fully figured it out and moved beyond the gadget/geeky aspects (except, maybe, Amazon — again! — with Alexa), it is a massive opening to revamp experiences regarding interactions and personalization.

    - Blockchain:

    The blockchain, beyond Bitcoins and other digital currencies, has the potential to drastically change the pass organizations manage transactions and the exchange of value. But there is more.

    As I mentioned earlier, PaaP supports the SRM² model. And, for the model to work, a inevitable number of conditions exist. One is trust:

  • between the supplier and the customer,
  • between the Procurement organization and the other departments,
  • between the Sales organization and the other departments.
  • These three “circles of trust” are the structure blocks of a genuine dialogue (instead of one-way communications). Blockchain is the means to create digital confidence between parties by bringing security and transparency in transactions.

    “[The] blockchain is a major breakthrough. That’s because its decentralized approach to verifying changes in famous information addresses the centuries-old problem of trust, a social resource that is everything too often in short supply”. Blockchain technology: Redefining confidence for a global, digital economy, Michael Casey

    One of the more direct benefits of using blockchain is to lower transaction costs. From contracting (more on that later) to payments, blockchain removes intermediaries and fees. It is therefore the example solution to streamline processes where what you finish to buy costs more (or nearby to) that what you actually buy. It will hold Procurement rethink what to finish with the tail spend! Also, the smack is quite different when compared to traditional processes. Easier and faster are the keywords as explained in this episode of the Thriving At The Crossroads podcast.

    In addition to payments, the blockchain opens unique horizons for contract management. As Alec Ross says in “the industries of the future” (using the purchase of a house as an example), contracting hasn’t fundamentally changed in the final 45 years and involves a lot of papers, lots of signatures and lengthy procedures. It is because of the requisite of confidence between parties with regards to the financial transaction and the timeframe of such transactions. Also, the requisite to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can develop payments real-time, and it too solves ownership issues as blockchain records log who owns what in an easily retrievable (public), up-to-date, and secure manner (which too represents benefits for IP protection).

    On top of that, execution of contracts can subsist drastically streamlined and automated with smart contacts:

    “A smart contract has the capability to facilitate, execute and implement the performance of negotiation of a contract. The entire lifecycle of a smart contract is automated and can provide valuable as a complement to or substitute to a legal contract”. Blockchain enabled confidence & Transparency in supply chains, Jørgen Svennevik Notland

    Source: How smart contracts automate digital business, PwC

    Other applications tap into the traceability and transparency that the blockchain embeds. By being a permanent and secure record of everything transactions between everything tiers of the supply chain, it can replace everything existing paper-based systems. Plus, as it is available publicly (anyone or everything partners in a network), it is broader and deeper than customary practices that only apply to Tier 1 (sometimes Tier 2) suppliers.

    “The project — a collaboration between Walmart, IBM and Tsinghua University in Beijing — was first unveiled in October, when the project partners claimed they were creating a unique model for food traceability, supply chain transparency and auditability. “By harnessing the power of blockchain technology designed to generate transparency and efficiency in supply chain record keeping, this labor aims to attend enhance the safety of food on the tables of Chinese consumers,” famous an IBM press release. In fact, the pilot project was initially planned to track and trace Chinese pork; U.S. bear was added later.” Walmart Testing Blockchain Technology for Supply Chain Management, Bitcoin Magazine.

    Blockchain may sound love science-fiction or for the uber-geeks only, but it is not. Mainstream companies and actors exercise blockchain or enable the exercise of it. For example, Microsoft. Also, blockchain exemplifies the “platform” philosophy. Organizations can build numerous applications on top of the blockchain architecture (technical platform). Also, it removes friction and intermediaries allowing

    “The notion of shared public ledgers may not sound revolutionary or sexy. Neither did double-entry book-keeping or joint-stock companies. Yet, love them, the blockchain is an apparently mundane process that has the potential to transform how people and businesses co-operate”. The vow of the blockchain. The confidence machine, The Economist

    All the examples I just mentioned illustrate the fact that Procurement has to deem about engaging internal customers/stakeholders and suppliers in different ways. Procurement has to build omnichannel and replicable but unique experiences that fits with:

  • the nature of purchase,
  • who purchases,
  • the context of the purchase.
  • - Human touchpoints:

    The concept of omnichannel experiences extends to the real world. Not everything is about technology and digital. Human touchpoints are too very faultfinding to manage, maintain, and nurse relationships.

    For example, organizing business reviews (BR) with key stakeholders and with major suppliers is an opening to study at the business from a different perspective than during day-to-day interactions. Here too, it is crucial to design the BRs in a pass that matches the relation and the business needs. BRs are moments where involved parties hold more intimate and trust-based exchanges about where they are and where they want to go.

    In the selfsame spirit, setting up “single points of contacts” (SPOC) participates, love the BRs, to creating more proximity and intimacy between Procurement and stakeholders.

    “The client contact is mapped out, and the procurement team becomes alert of every senior unique role or person in the organisation they requisite to consider. They execute these famous steps — they contact and communicate with them; they develop a point of understanding their particular business objectives; they understand what nature of person they are; they collect information and reserve up to date with issues and goals in those business teams”. The Fujitsu Procurement Transformation record (Part 2), disburse Matters UK

    The selfsame is transposable to the supply side: one buyer is assigned as the main contact of a supplier. He is able to converse for the entire organization during BRs, negotiations, and escalations. That gives him access to a higher plane of interlocutors at the supplier. It too provides the suppliers with privileged access to information, market, and power.

    People: unique ways to manage talent

    Physical touchpoints exemplify that business is Human-to-Human (H2H) and that everything of it must not subsist left to technology. Considering Procurement as a platform whose primary objective is to efficiently and effectively manage the dependencies between an organization and its suppliers has the upshot to position the option of

  • delivery models (in-house, BPO, Procurement-as-a-Service,…),
  • organizational models (centralized, decentralized, focus of Excellence…),
  • workforce/talent management and enablement,
  • as howsoever secondary and as a consequence of their purpose.

    Also, the various possibilities listed above can co-exist in the selfsame organization. The principles of omnichannel and personalization too apply there. Depending on the category, the stakeholders, the internal resources, the organization can select the most confiscate model. The objective being to employ the best talent (from an individual and collective point of view) and to continuously conform to the needs and the market.

    Many organizations finish not hold the required expertise available in-house for everything the categories they manage. They focus on the most faultfinding ones. And, because of a particular project or because of a merger & acquisition or because of the emergence of unique technologies on the supply market, what was marginal may become vital. To ramp-up capabilities and to temper its talent, the organization can select to:

  • train his current resources
  • source and hire unique talent
  • tap into the gig economy (the market of independent contractors and freelancers)
  • rely on the wisdom of crowds (crowdsourcing, for example, is one of the many ways to exercise external resources for a specific stint or problem instead of hiring a consultant or expert).
  • Technology (automation and AI) redistributes labor and redefines skill sets. Cognitive Procurement is about “People + Technology” and not “People vs. Technology”:

    This reinforced collaboration with machines has profound impacts that PaaP can attend mitigate as it provides a system that is more agile, scalable, and adaptable.

    “Automation has begun to displace human workers, as some predicted, but the upshot is more than just replacement — it’s advancement. The influx of sophisticated technologies will enable us to deem of labor in unique and innovative ways. […] They are witnessing the emergence of the “liquid workforce” and the “human cloud” as unique workforce models. The “liquid workforce” refers to employees who are able to re-train and conform to their environment in order to abide material during the digital revolution”. The future is automated. Here’s how they can prepare for it, The World Economic Forum.



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    Operations & Process Management: Principles & Practice for Strategic ImpactOperations & Process Management: Principles & Practice for Strategic Impact
    By Nigel Slack, Alistair Jones
    Publisher : Pearson (Feb 2018)
    ISBN10 : 129217613X
    ISBN13 : 9781292176130
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    Subject : Business & Economics
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    Computer Security: Principles and PracticeComputer Security: Principles and Practice
    By William Stallings, Lawrie Brown
    Publisher : Pearson (Aug 2017)
    ISBN10 : 0134794109
    ISBN13 : 9780134794105
    Our ISBN10 : 1292220619
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    Subject : Computer Science & Technology
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    Urban EconomicsUrban Economics
    By Arthur O’Sullivan
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 126046542X
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    Subject : Business & Economics
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    Urban EconomicsUrban Economics
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    Understanding BusinessUnderstanding Business
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    Publisher : McGraw-Hill (Feb 2018)
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    Understanding BusinessUnderstanding Business
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    Publisher : McGraw-Hill (Jan 2018)
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    Our ISBN10 : 126009233X
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    Publisher : McGraw-Hill (Jan 2018)
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