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P2050-005 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Test Code : P2050-005
Test designation : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Vendor designation : IBM
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IBM IBM Commerce Solutions Supply

IBM to provide IT solutions to supply Chain Logistics enterprise Gati for e-Commerce Operations | killexams.com existent Questions and Pass4sure dumps

Tech enterprise IBM has introduced that it is going to deliver IT solutions to deliver chain logistics company Gati Kintetsu specific deepest restricted (Gati KWE).

in response to market estimates, the e-commerce market in India is expected to develop 37%, to reach $20 billion this 12 months. “to meet the demands of an more and more savvy on-line inhabitants, agents are below constant constrain to give enhanced purchasing experiences throughout mobile devices and shorter birth times. This growing e-commerce market poses a problem to logistics companies, who necessity to maintain pace with the customer demand for immediately purchasable items offered at a competitive fee,” IBM introduced.

Hyderabad-primarily based Gati’s start network contains air, street and rail insurance, operates a fleet of 3,500 automobiles with more than 3,000 enterprise partners across India. To maneuver an increasing volume of enterprise with a big number of sellers, Gati KWE tapped into IBM Commerce capabilities to combine and coordinate the complicated and time-delicate circulate of products from warehouse to sustain to home, IBM talked about.

“via the year 2020 outsourced eCommerce fulfillment and associated expense introduced capabilities are poised to grow to a size of Rs 3000 crore ($500 mn),” in accordance to Dhruv Agarwal, executive vice president, Gati.

through implementation of this answer, Gati KWE goals to corner a predominant partake of the alternatives within the e-success section, he brought. The solutions could subsist carried out by means of IBM and IBM company accomplice Bridge solutions.


IBM (IBM) Down 10.three% for the understanding that remaining salary report: Can It Rebound? | killexams.com existent Questions and Pass4sure dumps

A month has gone by considering the fact that the remaining earnings report for IBM (IBM). Shares bear lost about 10.three% in that time frame, underperforming the S&P 500.

Will the fresh needy trend proceed leading as much as its subsequent earnings release, or is IBM due for a breakout? earlier than they dive into how investors and analysts bear reacted as of late, let's win a brief emerge on the most concurrent revenue report in an application to bag a much better tackle on the necessary catalysts.

IBM’s Q2 outcomes improvement from can charge chopping, reduce partake count

IBM suggested third-quarter 2018 non-GAAP salary of $3.forty two per share, which beat the Zacks Consensus appraise via pair of cents. income per partake (EPS) extended 4.9% from the yr-ago quarter.

The year-over-12 months boom in EPS can furthermore subsist attributed to solid pre-tax margin operating leverage (28 cents contribution) and aggressive partake buybacks (19 cents contribution). This became in section offset by lessen revenues (seven cents heinous influence) and higher tax expense (17 cents heinous influence).

Revenues of $18.seventy six billion lagged the Zacks Consensus appraise of $19.10 billion and declined 2.1% on a yr-over-yr basis. At constant alien money (cc), revenues remained flat.

IBM mentioned that signings plunged 21% to $eight billion. capabilities backlog declined 3% from the yr-ago quarter to $113 billion.

Geographic earnings particulars

Revenues from Americas inched up 1%, driven via continued extend in Canada and Latin the united states and modest boom within the u.s..

Europe, center-East and Africa diminished 2% from the yr-ago quarter, pushed via decline in Germany and France, partially offset by way of boom in Spain and the UK.

Asia-Pacific revenues declined 1% on a year-over-yr basis with modest boom in Japan.

Strategic Imperatives boom Continues

Strategic Imperatives (cloud, analytics, mobility and protection) grew 7% at cc from the yr-in the past quarter to $9.3 billion. security revenues surged 34%. On a trailing 12-month groundwork, Strategic Imperatives revenues bear been $39.5 billion, up 13% (11% at cc).

Cloud revenues surged 13% from the yr-in the past quarter to $four.6 billion. The annual race cost for cloud as-a-service revenues elevated 24% at cc on a year-over-yr basis to $eleven.four billion.

Cloud revenues of $19 billion on a trailing 12-month basis elevated 20% (18% at cc) and now accounts for 24% of IBM’s complete revenues.

Cognitive Revenues Decline

Cognitive options’ revenues-external decreased 5.7% year over yr (down 5% at cc) to $4.15 billion. Segmental revenues pertaining to Strategic Imperatives and Cloud declined four% and 2%, respectively. Cloud as-a-provider salary annual race expense turned into $2 billion.

options utility comprises offerings in strategic verticals relish fitness, domain-specific capabilities relish analytics and protection, and IBM’s rising technologies of AI and blockchain. The segment furthermore contains offerings that address horizontal domains relish collaboration, commerce and talent. solutions software revenues reduced three% yr over 12 months in the quarter.

IBM stated that in commerce domain the infusion of AI into offerings relish customer event analytics helped SaaS signings to develop double digit within the quarter. The concurrent launch of Notes Domino edition 10, which is optimized for cell, and supports JavaScript and node.js will raise extend collaboration in 2019.

Transaction Processing software contains software that runs mission-essential workloads, leveraging IBM’s hardware platforms. Revenues fell eight% on a year-over-yr basis.

IBM witnessed boom in trade verticals relish fitness, key areas of analytics and protection in the quarter. Watson health witnessed large-primarily based extend in Payer, company, Imaging and life Sciences domains.

all through the quarter, the Sugar.IQ utility, developed by way of Medtronic in partnership with IBM, hit the market. The utility is designed to simplify and enhance each day diabetes administration.

IBM pointed out that analytics performed smartly in the quarter, pushed by means of statistics science choices and IBM Cloud deepest for records offering.

during the quarter, the enterprise introduced jaundice detection features and launched recent Watson capabilities on the IBM Cloud private platform.

security boom was driven by means of offerings in orchestration, facts protection and endpoint administration.

In blockchain, IBM meals bear confidence community for meals defense went reside in the quarter. Reatiler Carrefour joined IBM’s blockchain network. The trade furthermore jointly announced TradeLens with Maersk that addresses inefficiencies within the global supply chain. IBM presently supports 75 lively blockchain networks.

international company capabilities Revenues raise

Revenues from global trade functions-external segment had been $four.13 billion, up 0.9% from the 12 months-in the past quarter (up three% at cc). Segmental revenues pertaining to Strategic Imperatives grew 9%. Cloud apply surged 18%. Cloud as-a-provider profits annual race expense turned into $1.9 billion.

application management revenues declined 1% from the yr-ago quarter. although, world system capabilities revenues climbed 2%. additionally, Consulting revenues improved 7% 12 months over yr, pushed by powerful performance from IBM’s digital business.

technology capabilities & Cloud platforms: Revenues Dip

Revenues from know-how services & Cloud platforms-external reduced 2% from the year-in the past quarter (flat at cc) to $8.29 billion. Segmental revenues presence on Strategic Imperatives superior 16%, pushed by means of hybrid cloud services. Cloud surged 22% from the yr-in the past quarter. Cloud as-a-service revenue annual race expense turned into $7.5 billion.

Integration application improved 1% from the 12 months-ago quarter. perquisite through the quarter, 95 agencies around the world selected IBM Cloud deepest providing. Infrastructure features revenues additionally expanded 1% on a yr-over-yr basis.

youngsters, Technical lead capabilities revenues lowered three% from the yr-in the past quarter.

power & z14 constrain techniques Revenues

methods revenues multiplied 0.9% on a 12 months-over-12 months foundation (up 2% at cc) to $1.seventy four billion. Segmental revenues concerning Strategic Imperatives surged 5%, whereas Cloud revenues declined eight%.

IBM Z revenues increased 6% year over year on greater than 20% MIPS growth, driven by means of extensive-based mostly adoption of the z14 mainframe.

energy revenues multiplied 17% from the year-in the past quarter. every single through the quarter, IBM launched its next era POWER9 processors for midrange and high-conclusion systems that are designed for dealing with advanced analytics, cloud environments and information-intensive workloads in AI, HANA, and UNIX markets.

IBM furthermore brought recent choices optimizing both hardware and utility for AI. management believes that products relish PowerAI vision and PowerAI enterprise will champion drive recent client adoption.

youngsters, storage hardware revenues declined 6% because of susceptible efficiency in the midrange and extreme conclusion, in section offset with the aid of stalwart boom in every single glisten Arrays. IBM pointed out that pricing pressure in the immensely aggressive storage market is hurting revenues. The enterprise introduced its recent FlashSystems with next generation NVMe technology every single the way through the quarter.

operating techniques software revenues declined four%, whereas systems Hardware superior 4% from the year-ago quarter.

finally, world Financing (includes financing and used machine income) revenues decreased 9.1% at cc to $388 million.

operating details

Non-GAAP uncouth margin remained unchanged from the yr-ago quarter at 47.4%. This turned into IBM’s example uncouth margin performance in years and become essentially pushed with the aid of a hundred and sixty basis features (bps) growth in services margin. besides the fact that children, destructive fuse in z14 mainframe and application entirely offset this enlargement.

working cost declined four% year over year, as a result of attention of acquisition synergies and enhancing operational efficiencies. IBM continues to outcome money into quick turning out to subsist fields relish hybrid cloud, synthetic intelligence (AI), protection and blockchain.

Pre-tax margin from carrying on with operations expanded 50 bps on a year-over-yr basis to 19.2%.

Cognitive solutions and international enterprise services phase pre-tax margins accelerated 190 bps and 320 bps, respectively, on a year-over-12 months basis. youngsters, know-how features & Cloud platforms phase pre-tax margin shrunk 100 bps.

systems pre-tax profits changed into $209 million down 38% year over 12 months. global Financing section pre-tax revenue jumped 26.7% to $308 million.

stability Sheet & cash circulate particulars

IBM ended third-quarter 2018 with $14.70 billion in total money and marketable securities in comparison with $eleven.ninety three billion on the conclusion of second-quarter 2018. total debt (including global financing) was $forty six.9 billion, up $1.4 million from the outdated quarter.

IBM mentioned cash stream from operations (apart from global Financing receivables) of $3.1 billion and generated free money circulate of $2.2 billion within the quarter.

within the mentioned quarter, the company returned $2.1 billion to shareholders via dividends and partake repurchases. at the conclusion of the quarter, the company had $1.four billion final below existing buyback authorization.

guidance

IBM reiterated EPS forecast for 2018. Non-GAAP EPS is expected to subsist at the least $13.80.

IBM silent anticipates 2018 free cash coast of $12 billion.

Story continues

How bear Estimates Been touching given that Then?

during the past month, traders bear witnessed a downward vogue in spotless estimates.

VGM scores

at the moment, IBM has a regular extend rating of C, although it's lagging a itsy-bitsy on the Momentum rating entrance with a D. youngsters, the inventory become allotted a grade of A on the value facet, inserting it within the usurp quintile for this investment strategy.

usual, the stock has an combination VGM score of B. if you are not focused on one strategy, this score is the one subsist sure to subsist drawn to.

Outlook

Estimates bear been greatly trending downward for the inventory, and the magnitude of these revisions indicates a downward shift. peculiarly, IBM has a Zacks Rank #three (cling). They expect an in-line return from the inventory within the next few months.

want the newest ideas from Zacks investment research? nowadays, which you could download 7 surest shares for the next 30 Days. click on to bag this free file international trade Machines supplier (IBM) : Free inventory analysis document To read this text on Zacks.com click on perquisite here. Zacks investment analysis


Metro shoes undertakes the digital journey with IBM Watson solution | killexams.com existent Questions and Pass4sure dumps

Metro Shoes undertakes the digital journey with IBM Watson solutionBangalore: IBM these days talked about that Metro shoes Ltd, one in every of India’s perquisite multi-manufacturer footwear chains, will launch a brand recent Digital Commerce platform powered by way of Watson customer tryst hosted on IBM Cloud.

this could consist of IBM Watson Order management and Commerce for seamless digital engagement. Working with IBM enterprise companion CEBS global, IBM options will no longer only aid pressure superior consumer experiences and recent degrees of comfort but deliver efficiencies to the deliver chain.

With a national footprint of 350 physical showrooms, an expanding company portfolio and changing customer preferences, Metro footwear Ltd was facing challenges in managing orders coming from multiple on-line systems.

prior it had unreliable utility that caused want of visibility of true-time facts of earnings, stock vicinity and returns along with inventory administration challenges. Metro shoes Ltd needed to extend online presence for a few of their conventional inside brands which bear been getting low visibility impacting universal revenue.

"technology is redefining client tryst and will subsist the necessary thing differentiator for retail brands of the future. We’re excited to collaborate with IBM and CEBS to embark on their digital transformation experience,” mentioned Alisha Malik, vice chairman, Digital, Metro shoes.

“With IBM’s talents in the omni-channel commerce and retail area, they are assured that these changes will not handiest assist accelerate the execution of their method, but additionally give us an aspect over competitors. At Metro shoes, they strongly account that the brand recent respond will extend the touchstone consumer journey, thereby increasing revisits, site visitors and loyalty,” delivered Malik.

With IBM, Metro shoes Ltd can profit recent stages of customer insight, which will furthermore subsist used to customize the on-line adventure for each of the web page. enterprise will able to demonstrate off every single of its brands and recommend particular items in keeping with insights shared through clients on a single platform.

This customized savor will involve recent and handy achievement alternatives similar to buy online, determine upon up in store, reserve in sustain and straightforward returns. on account of these recent capabilities, Metro shoes will subsist capable of bring up every tourist’s journey on the web site with the aid of enabling commerce practitioners with cognitive tackle which aid them deliver omni-channel experiences that interact shoppers and drive income.

With IBM’s expertise capabilities and CEBS expertise with market integration, Metro shoes as a brand/vendor will furthermore subsist capable of integrate with greater than 14 e-marketplaces relish Amazon, Flipkart and other leading portals with a centralized process and stock engine to enable Metro to scale as much as the needs of a transforming into industry company. additional, IBM Cloud will assist elevate the means to configure weighty workloads and thereby convey performance required for top utilization throughout the looking season.

Nishant Kalra, company unit leader – IBM Watson customer tryst - India/South Asia introduced, “IBM is on the forefront of assisting shoppers involve newer facile methods to drudgery and digitally transforming the manner they engage with their quit shoppers. they are satisfied to subsist a section of Metro shoes’ digital transformation journey through delivering sophisticated digital commerce event, leveraging the outlets through merging them with online, and finally using company advocacy. IBM in affiliation with CEBS will permit profound innovation, faster-go-to-market and streamline methods for scalability.”

The IBM platform will create a bridge between its on-line and offline company which the retailer previously lacked. With the recent built-in single view, Metro footwear sooner or later could subsist able to disburse insights won from the digital realm to design particular providing for consumers as they walk into any of their shops. due to this fact, they can bear in intelligence what consumers want, build inevitable availability when and where they want it and even anatomize cross selling and upselling throughout their a lot of manufacturers.

For Metro shoes, IBM Watson Order administration and Commerce options can pave system for IBM’s cognitive technologies to deliver insights that serve them provide purchasers with personalised strategies and an improved person event –from click on to beginning.

“With over 15 years of adventure in developing e-company equipment, CEBS has been a depended on options issuer and companion for agencies throughout the globe,” mentioned Satish Swaroop, President, CEBS international. Their advantageous and all-around utility options paired with IBM’s profound technology skills will provide Metro shoes a real-time, centralized tackle for client administration.”




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P2050-005 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Test Code : P2050-005
Test designation : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Vendor designation : IBM
: 30 existent Questions

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You the killexams.com are rock. these days I surpassed P2050-005 paper with your questions solutions with one hundredpercentage score. Your supplied questions and testing engine is a ways extra than remarkable! distinctly encouragedyour product. i can virtually used your product for my next examination.


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IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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A Central Address for 7,000 SAP Users | killexams.com existent 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 sequence of acquisitions. Today the corporate group unifies a variety of previously independent production facilities. Its IT landscape is just as knotty and unique as its business. To equilibrium 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 trade intelligence functionality from SAP, the company uses mySAP Supply Chain Management (mySAP SCM) and mySAP Customer Relationship Management (mySAP CRM) to champion 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 separate landscapes coast 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 plunge 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 trade 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 selection was T-Systems Austria. The company made a convincing case for itself because of its resilient pricing, which enabled Sappi to forecast its costs exactly. Its service offering was furthermore impressive. “The conclusive factors included a cost-effective solution, very resilient 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 helpful hands at T-Systems Austria. “T-Systems bends over backwards for Sappi,” says Lauwers.Even before the condense was signed in the summer of 2005, the service provider proved itself when Sappi needed to implement recent software. Without any bureaucratic haggling, the T-Systems team set up the recent 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 discharge attribute 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, pecuniary accounting, and human resources or to SAP APO by migrating the operating system. Given the knotty system layout, which includes a big number of interfaces and scripts, the application needed to install a recent 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 race on HP Blade servers with Intel processors on Linux, which furthermore provides resources for flexible, customer-independent adaptive computing.Because the paper manufacturer uses SAP software as a strategic platform for every single its trade processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer seat of T-Systems. The knotty computer infrastructure demands helpful documentation and efficacious 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 touching a terabyte of data just for the production systems; the development 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 condense was signed. By the quit 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 recent systems over one weekend. “The different approaches to drudgery caused by cultural differences were a special challenge to their team. They were taken into account as section of the transition phase in the various regions of Europe and South Africa and played an necessary role in the project. Despite the consummate mastery of every single technical and highly knotty requirements, they ultimately focused on the human beings involved, which is staunch of every single 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 region 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 race in parallel on separate 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 furthermore considering an upgrade to SAP NetWeaver 2004s.Today, 5,500 Sappi employees on four continents access the SAP infrastructure in the computer seat in Vienna in parallel. The group has only one contact person for every single 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 trade processes. As CIO Lauwers says, “After one year of operations, I can clearly asseverate that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an necessary step toward the realization of a single SAP system. T-Systems has proved itself to subsist a existent ally by creatively working together with Sappi to develop solutions. Sappi has a very knotty environment and tends to implement the newest tools from SAP. Although the perquisite erudition is not always available for the tools, T-Systems puts the necessary resources in region to implement the tools successfully.”

Karl SträsslerKarl Strässler

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

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

All the companies I mentioned at the genesis of this article partake the very operating model. This model has been brilliantly described by Aaron Dignan:

His model (Purpose, Process, People, Product, and Platform) is consuming as it extends the classic People, Process, and Technology (or Talent, Transition, and Technology — How achieve They Drive Technological Advances? section I, Sourcing Innovation). It furthermore puts front and seat crucial aspects unique to the complete potential of a staunch digital transformation.

“[Companies relish Amazon, Airbnb, and Uber] aren’t just market matchmakers using data-driven algorithms to drive better buyer-seller matches; they invest in recent value creation. In platform markets, cultivating user capability becomes as strategically necessary as reducing transaction costs. Successful platforms empower their users”. The Best Platforms Are More than Matchmakers, Harvard trade 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 furthermore 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 determination making
  • Adopt stakeholder/customer centric service design and delivery
  • Re-skill the Procurement function
  • PaaP addresses every single five because platform-based operating models:

  • remove friction and focus on the object of the “transaction” by empowering and engaging parties to bag and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will furthermore enable Procurement to champion the digital transformation of the all 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 way 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 trade world.

    “The outcome 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 & trail 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 censorious way 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, recent markets, innovation…) by enabling participants to realize their complete potential
  • This is what creates adherence and adoption.

    It is necessary to bethink that it is not just about digital solutions. PaaP is about the all savor of working with (and in) Procurement. It encompasses every single 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 savor (digital and in existent 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 sentiment vehement pressure to innovate, as unencumbered startups win shots across their bows. Legacy processes that enforce bureaucracy, command-and-control structures, waterfall development, and risk management are silent largely the touchstone among grand 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 disburse at drudgery (and not just Procurement technology) and asseverate “It should subsist as facile as Google or Amazon.” This explains why technology providers record their offering to subsist Google-like or Amazon-like as they are what people often disburse as benchmarks. This shows that polishing and simplifying the design of the savor (the term savor 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 itsy-bitsy 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 build them so (and it should subsist noted, this is an issue that is endemic to trade activity, in no way specific to Procurement)”. Procurement — it’s time for a re-birth, Tim Cummins, CEO of the International Association for condense & Commercial Management (IACCM).

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

    So, Procurement has to furthermore coast to an experience-based approach to designing its processes. relish it is the touchstone rehearse on the sales/marketing side of business. To achieve so, it should not only train at automating current processes but at obliterating them:

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

    Striving to remove frictions changes the perspective. Instead of continuing to achieve the very as before (and doing most probably relish every single others — the so-called best practices), it encourages to notice at doing things that were previously impossible.

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

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

    - Touchless:

    The first example that comes to my intelligence is what Amazon did with Amazon Go.

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

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

    “We can start to imagine every single those occasions and processes where the administration of stuff being handled, moved, bought, consumed could subsist made “touchless” — no necessity 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 serve Yourself!, disburse Matters UK

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

    - Assistants and chatbots:

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

    The feeling behind the helper is what the technology world is currently doing (Siri, Cortana…). Chatbots and conversational commerce are burning 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 occasion to revamp experiences regarding interactions and personalization.

    - Blockchain:

    The blockchain, beyond Bitcoins and other digital currencies, has the potential to drastically change the way 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 reliance 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 necessary information addresses the centuries-old problem of trust, a social resource that is every single too often in short supply”. Blockchain technology: Redefining reliance 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 achieve to buy costs more (or proximate to) that what you actually buy. It will bear Procurement rethink what to achieve with the tail spend! Also, the savor 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 recent horizons for condense 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 last 45 years and involves a lot of papers, lots of signatures and lengthy procedures. It is because of the want of reliance between parties with regards to the pecuniary transaction and the timeframe of such transactions. Also, the necessity to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can build payments real-time, and it furthermore solves ownership issues as blockchain records log who owns what in an easily retrievable (public), up-to-date, and secure manner (which furthermore represents benefits for IP protection).

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

    “A smart condense has the capability to facilitate, execute and enforce the performance of negotiation of a contract. The entire lifecycle of a smart condense is automated and can provide valuable as a complement to or substitute to a legal contract”. Blockchain enabled reliance & 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 every single transactions between every single tiers of the supply chain, it can supersede every single existing paper-based systems. Plus, as it is available publicly (anyone or every single partners in a network), it is broader and deeper than usual 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 recent 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 drudgery aims to serve 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 trail Chinese pork; U.S. produce was added later.” Walmart Testing Blockchain Technology for Supply Chain Management, Bitcoin Magazine.

    Blockchain may sound relish science-fiction or for the uber-geeks only, but it is not. Mainstream companies and actors disburse blockchain or enable the disburse 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, relish them, the blockchain is an apparently mundane process that has the potential to transform how people and businesses co-operate”. The covenant of the blockchain. The reliance machine, The Economist

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

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

    The concept of omnichannel experiences extends to the existent world. Not everything is about technology and digital. Human touchpoints are furthermore very censorious to manage, maintain, and foster relationships.

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

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

    “The client contact is mapped out, and the procurement team becomes aware of every senior recent role or person in the organisation they necessity to consider. They execute these necessary steps — they contact and communicate with them; they build a point of understanding their particular trade objectives; they understand what sort of person they are; they collect information and sustain up to date with issues and goals in those trade teams”. The Fujitsu Procurement Transformation sage (Part 2), disburse Matters UK

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

    People: recent ways to manage talent

    Physical touchpoints exemplify that trade is Human-to-Human (H2H) and that every single 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 outcome to position the selection of

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

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

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

  • train his current resources
  • source and hire recent 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 disburse external resources for a specific task or problem instead of hiring a consultant or expert).
  • Technology (automation and AI) redistributes drudgery 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 serve 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 outcome is more than just replacement — it’s advancement. The influx of sophisticated technologies will enable us to account of drudgery in recent and innovative ways. […] They are witnessing the emergence of the “liquid workforce” and the “human cloud” as recent workforce models. The “liquid workforce” refers to employees who are able to re-train and apt to their environment in order to remain pertinent during the digital revolution”. The future is automated. Here’s how they can prepare for it, The World Economic Forum.


    AJAXWorld Keynote Speaker on the Risks and Rewards of RIAs | killexams.com existent questions and Pass4sure dumps

    Anthony Franco's BlogOn March 20 at AJAXWorld 2008 East, Anthony Franco, UX & UI Expert, President of efficacious User Interface will subsist keynoting on RIA Adoption in 2008 – Risks, Rewards, Challenges and Opportunities.

    Last year, the overall demand for RIAs outpaced the qualified supply chain. This trend will continue in 2008. While last year brought unprecedented growth in RIA adoption— especially by Fortune 500 companies—RIA adoption in 2008 brings a recent onslaught of risks, rewards, challenges, and opportunities for companies of every single sizes.

    This year, companies facing both job growth and decline will necessity to continue to leverage innovative, usable RIAs to hone their competitive edge to outpace their competition and improve core trade practices with fast, reliable, productivity-enhancing internal and external tools. However, structure and deploying efficacious RIAs is not something companies can jump into with blind assumptions.

    Without the perquisite leadership at the helm and the perquisite team in the trenches, the world of RIAs is fraught with risk that can cost dearly. The flip side of the coin is that helpful RIAs can provide your customers with user experiences that leave your competition in the dust. If you sustain the following risks and rewards front of mind, you can circle the 2008 RIA challenge into successful opportunities.

    Risk #1: Developer inexperienceReward: RIAs that drudgery result in user adoptionSince many underlying RIA technologies are silent emerging, finding developers with the usurp flat of savor can subsist tough. Thinking that you can find helpful Java or .Net developers immediately circle them into expert Flex or Silverlight developers is not helpful thinking. Inherent to these powerful recent frameworks are challenges that require mastery of the technologies. moneyed client applications vary greatly from server, HTML, or desktop applications and require very inevitable development expertise. Beware the typical developer optimistic mindset that believes problem-solving skills are platform independent.

    Risk #2 : Designer inexperienceReward: Well-designed RIAs build people want to disburse themThe gap between sexy and usable is huge and dangerous. A worthy print or web designer is not necessarily a worthy application designer, especially not perquisite out of the gate. It takes a considerable shift of discipline and time on the front for designers to transition from page based metaphors to RIA necessities such as features, tasks, hierarchical navigation schemes, and transitional animations. Oddly, understanding how to leverage recent technologies relish AIR and Silverlight means that designers may bear to unlearn some of what they bear relied on in the past as successful solutions.

    Forrester Research stat: 70 to 80 percent of every single IT projects fail. The number one understanding why they fail is a want of user acceptance, not technical issues (caveat: user acceptance may subsist needy simply because an application just doesn’t work). An efficacious RIA designer who respects user input and usability measurement studies will dramatically mitigate the failure rate of an IT project. notice for RIA designers with savor and/or education in human factors.

    Risk #3: needy hiresReward: Powerful designer/developer collaborationManagers may view the words "Flex experience" on a resume and assume that, in-and-of-itself, Flex savor makes the candidate qualified. Differentiating between savor and attribute is very arduous for an IT manager to assess since they may bear not yet seen what a helpful RIA developer really looks like. The very premise holds staunch for design talent. Hiring the wrong developer or designer obviously will likely point to costly disaster on any project.

    Consider outsourcing to proven experts. Or build teams consisting of blended internal and external talent and give them prudent product management guidance. 

    Risk #4: want of process and cultureReward: Integrated workflow and recent behaviorsLet’s asseverate that you lucked out and outcome together a worthy team. Now you bear to bag them to collaborate. Establishing the perquisite culture to enable the team to drudgery together is censorious to the success of creating engaging applications. It takes a delicate combination of humility, passion, confidence, knowledge, process, and realism to execute against trade and user requirements.

    Also, carefully account reporting structures. Should the designer sit in Marketing? IT? Companies trying to build efficacious teams may subsist challenged by traditional organizational and hierarchical silos and boundaries to bag the perquisite people in the perquisite latitude with the perquisite priorities and agendas.

    Risk #5: Messaging from platform providersReward: worthy advice across the boardBoth Adobe and Microsoft bear emerging RIA platforms (AIR/Flex/Flash and Silverlight respectively). While the hype for Silverlight is hitting stride, currently the Adobe Flash/Flex/AIR platform is the way to Go for most robust online applications. Microsoft’s roadmap is very exciting, and I believe that they will view some worthy moves forward on their platform in the next 12 months. However, the Silverlight runtime just does not offer enough functionality or the ubiquitous reach that the glisten Player does.

    The opportunity, no matter the platform, is abundant. Microsoft entering the RIA game is worthy advice for everyone, even Adobe. They bear helped to validate that RIAs are the future of how companies will engage, inform, retain, and entertain, their customers.

    Risk #6: RIA providers on overloadReward: Consistent home runsMany providers in the RIA space are growing more rapidly than they can realistically support— flirting with implosion and growth rates of 1,000 percent and higher. Without dedicated, qualified team members in place, RIA providers bear no trade taking on drudgery just to win on work. If you foster across an RIA provider who has people available immediately, beware. At EffectiveUI, they would rather circle away drudgery than fatigue or dilute their human resources.

    Risk #7: Inadequate budgetsReward: Proving the value of an RIAThe return on investing into a worthy RIA—even a simple one— can subsist astounding. Applying the very budget approach as you would, for example, a micro site or an HTML calculator is not the model to follow. Find guidance and build your case. Deploying an application that is truly going to engage users and deliver a measurable ROI requires usurp budgeting of dollars and time.

    Risk #8: Inappropriate intentionReward: Focused discipline for the jobHiring your advertising agency to build a censorious trade application is relish asking your interior designer to engineer a recent building. While both disciplines are necessary and fairly related, they absolutely require pinpointed expertise and focus. build sure that the person or company you engage to build your RIA understands and respects the difference.



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    References :


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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
    Our ISBN10 : 129217613X
    Our ISBN13 : 9781292176130
    Subject : Business & Economics
    Price : $75.00
    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
    ISBN13 : 9781260465426
    Our ISBN10 : 1260084493
    Our ISBN13 : 9781260084498
    Subject : Business & Economics
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    Urban EconomicsUrban Economics
    By Arthur O’Sullivan
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 0078021782
    ISBN13 : 9780078021787
    Our ISBN10 : 1260084493
    Our ISBN13 : 9781260084498
    Subject : Business & Economics
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    Understanding BusinessUnderstanding Business
    By William G Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Feb 2018)
    ISBN10 : 126021110X
    ISBN13 : 9781260211108
    Our ISBN10 : 126009233X
    Our ISBN13 : 9781260092332
    Subject : Business & Economics
    Price : $75.00
    Understanding BusinessUnderstanding Business
    By William Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (May 2018)
    ISBN10 : 1260682137
    ISBN13 : 9781260682137
    Our ISBN10 : 126009233X
    Our ISBN13 : 9781260092332
    Subject : Business & Economics
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    Understanding BusinessUnderstanding Business
    By William Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 1260277143
    ISBN13 : 9781260277142
    Our ISBN10 : 126009233X
    Our ISBN13 : 9781260092332
    Subject : Business & Economics
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    Understanding BusinessUnderstanding Business
    By William Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 1259929434
    ISBN13 : 9781259929434
    Our ISBN10 : 126009233X
    Our ISBN13 : 9781260092332
    Subject : Business & Economics
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    P2050-005P2050-005
    By Peter W. Cardon
    Publisher : McGraw-Hill (Jan 2017)
    ISBN10 : 1260128474
    ISBN13 : 9781260128475
    Our ISBN10 : 1259921883
    Our ISBN13 : 9781259921889
    Subject : Business & Economics, Communication & Media
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    P2050-005P2050-005
    By Peter Cardon
    Publisher : McGraw-Hill (Feb 2017)
    ISBN10 : 1260147150
    ISBN13 : 9781260147155
    Our ISBN10 : 1259921883
    Our ISBN13 : 9781259921889
    Subject : Business & Economics, Communication & Media
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