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P8010-005 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Test Code : P8010-005
Test name : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
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: 30 actual Questions

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IBM IBM Commerce Solutions Supply

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

Tech commerce IBM has introduced that it's going to deliver IT solutions to deliver chain logistics difficult Gati Kintetsu specific inner most constrained (Gati KWE).

in response to market estimates, the e-commerce market in India is expected to grow 37%, to achieve $20 billion this year. “to satisfy the calls for of an more and more savvy on-line population, retailers are beneath regular drive to deliver more advantageous purchasing experiences throughout mobile instruments and shorter dawn times. This starting to subsist e-commerce market poses a problem to logistics corporations, who exigency to retain pace with the buyer require for straight attainable products offered at a competitive fee,” IBM brought.

Hyderabad-primarily based Gati’s dawn network includes air, street and rail insurance, operates a fleet of three,500 automobiles with more than 3,000 enterprise partners throughout India. To manage an expanding extent of company with a multitude of sellers, Gati KWE tapped into IBM Commerce capabilities to combine and coordinate the complicated and time-delicate movement of items from warehouse to store to home, IBM talked about.

“with the aid of the 12 months 2020 outsourced eCommerce achievement and associated cost brought services are poised to grow to a size of Rs 3000 crore ($500 mn),” in accordance to Dhruv Agarwal, government vice chairman, Gati.

through implementation of this answer, Gati KWE goals to corner a preeminent partake of the alternatives within the e-achievement phase, he delivered. The solutions will subsist implemented by means of IBM and IBM commerce partner Bridge solutions.


IBM (IBM) Down 10.three% since remaining salary file: Can It Rebound? | killexams.com actual Questions and Pass4sure dumps

A month has gone by considering the fact that the remaining profits report for IBM (IBM). Shares Have lost about 10.3% in that time body, underperforming the S&P 500.

Will the fresh bad style continue leading as much as its subsequent salary free up, or is IBM due for a breakout? before they dive into how traders and analysts Have reacted as of late, let's retract a brief seem to subsist at the most contemporary earnings record with the purpose to salvage a far better tackle on the notable catalysts.

IBM’s Q2 outcomes handicap from impregnate reducing, reduce partake weigh number

IBM pronounced third-quarter 2018 non-GAAP salary of $3.42 per share, which beat the Zacks Consensus assay with the aid of couple of cents. earnings per partake (EPS) accelerated four.9% from the 12 months-in the past quarter.

The yr-over-yr growth in EPS will moreover subsist attributed to strong pre-tax margin operating leverage (28 cents contribution) and aggressive partake buybacks (19 cents contribution). This turned into in partake offset via reduce revenues (seven cents negative impact) and better tax cost (17 cents negative affect).

Revenues of $18.76 billion lagged the Zacks Consensus assay of $19.10 billion and declined 2.1% on a year-over-12 months foundation. At constant outlandish money (cc), revenues remained flat.

IBM stated that signings plunged 21% to $eight billion. functions backlog declined three% from the year-ago quarter to $113 billion.

Geographic revenue details

Revenues from Americas inched up 1%, driven by using persisted growth in Canada and Latin the us and modest multiply in the united states.

Europe, core-East and Africa reduced 2% from the year-in the past quarter, driven by using decline in Germany and France, in partake offset by route of growth in Spain and the United Kingdom.

Asia-Pacific revenues declined 1% on a 12 months-over-year foundation with modest growth in Japan.

Strategic Imperatives multiply Continues

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

Cloud revenues surged 13% from the 12 months-ago quarter to $4.6 billion. The annual race expense for cloud as-a-service revenues improved 24% at cc on a yr-over-yr groundwork to $eleven.4 billion.

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

Cognitive Revenues Decline

Cognitive solutions’ revenues-external reduced 5.7% yr over 12 months (down 5% at cc) to $four.15 billion. Segmental revenues pertaining to Strategic Imperatives and Cloud declined four% and a couple of%, respectively. Cloud as-a-service profits annual race cost became $2 billion.

solutions utility includes offerings in strategic verticals enjoy fitness, area-specific capabilities enjoy analytics and protection, and IBM’s emerging applied sciences of AI and blockchain. The angle moreover includes choices that ply horizontal domains enjoy collaboration, commerce and talent. options application revenues lowered 3% year over 12 months within the quarter.

IBM mentioned that in commerce domain the infusion of AI into offerings enjoy consumer experience analytics helped SaaS signings to develop double digit in the quarter. The recent launch of Notes Domino edition 10, which is optimized for cellular, and helps JavaScript and node.js will boost growth collaboration in 2019.

Transaction Processing application comprises utility that runs mission-vital workloads, leveraging IBM’s hardware platforms. Revenues fell 8% on a 12 months-over-yr groundwork.

IBM witnessed multiply in industry verticals enjoy health, key areas of analytics and security in the quarter. Watson health witnessed large-based mostly multiply in Payer, company, Imaging and life Sciences domains.

throughout the quarter, the Sugar.IQ software, developed by using Medtronic in partnership with IBM, hit the market. The utility is designed to simplify and enhance every day diabetes management.

IBM brought up that analytics carried out smartly within the quarter, pushed with the aid of facts science choices and IBM Cloud private for records providing.

all over the quarter, the company introduced color detection services and launched unique Watson functions on the IBM Cloud private platform.

safety growth became pushed via offerings in orchestration, data security and endpoint administration.

In blockchain, IBM meals Have faith community for meals safety went are living within the quarter. Reatiler Carrefour joined IBM’s blockchain network. The commerce additionally jointly introduced TradeLens with Maersk that addresses inefficiencies within the world give chain. IBM at present helps 75 energetic blockchain networks.

world enterprise functions Revenues raise

Revenues from global commerce features-exterior segment Have been $four.13 billion, up 0.9% from the year-in the past quarter (up three% at cc). Segmental revenues relating Strategic Imperatives grew 9%. Cloud apply surged 18%. Cloud as-a-carrier revenue annual race price was $1.9 billion.

utility administration revenues declined 1% from the year-ago quarter. youngsters, global manner functions revenues climbed 2%. additionally, Consulting revenues multiplied 7% yr over 12 months, driven by means of strong performance from IBM’s digital business.

know-how functions & Cloud platforms: Revenues Dip

Revenues from technology capabilities & Cloud structures-exterior lowered 2% from the 12 months-in the past quarter (flat at cc) to $8.29 billion. Segmental revenues mien on Strategic Imperatives superior sixteen%, driven by hybrid cloud capabilities. Cloud surged 22% from the year-in the past quarter. Cloud as-a-carrier earnings annual race cost turned into $7.5 billion.

Integration application multiplied 1% from the 12 months-in the past quarter. entire the route through the quarter, ninety five businesses around the world selected IBM Cloud private providing. Infrastructure services revenues moreover increased 1% on a year-over-year basis.

besides the fact that children, Technical aid functions revenues diminished three% from the year-ago quarter.

power & z14 power systems Revenues

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

IBM Z revenues multiplied 6% 12 months over yr on more than 20% MIPS boom, driven by route of huge-primarily based adoption of the z14 mainframe.

vigour revenues expanded 17% from the year-ago quarter. entire over the quarter, IBM launched its subsequent generation POWER9 processors for midrange and high-end methods which are designed for handling advanced analytics, cloud environments and facts-intensive workloads in AI, HANA, and UNIX markets.

IBM moreover brought unique choices optimizing both hardware and utility for AI. management believes that items enjoy PowerAI vision and PowerAI commercial enterprise will assist constrain unique client adoption.

however, storage hardware revenues declined 6% as a result of vulnerable performance in the midrange and extravagant end, partly offset through Amazing boom in entire sparkle Arrays. IBM brought up that pricing drive in the immensely competitive storage market is hurting revenues. The enterprise introduced its unique FlashSystems with subsequent technology NVMe technology entire over the quarter.

working programs application revenues declined four%, whereas methods Hardware superior four% from the yr-in the past quarter.

ultimately, international Financing (includes financing and used gadget earnings) revenues decreased 9.1% at cc to $388 million.

operating particulars

Non-GAAP primitive margin remained unchanged from the yr-ago quarter at 47.4%. This became IBM’s highest attribute primitive margin performance in years and turned into basically pushed via one hundred sixty groundwork elements (bps) expansion in services margin. youngsters, negative combine in z14 mainframe and application wholly offset this enlargement.

working price declined four% 12 months over 12 months, due to awareness of acquisition synergies and improving operational efficiencies. IBM continues to invest in quick turning out to subsist fields enjoy hybrid cloud, ersatz intelligence (AI), security and blockchain.

Pre-tax margin from carrying on with operations extended 50 bps on a yr-over-12 months foundation to 19.2%.

Cognitive options and global commerce services angle pre-tax margins multiplied a hundred ninety bps and 320 bps, respectively, on a yr-over-yr basis. besides the fact that children, technology features & Cloud platforms segment pre-tax margin contracted a hundred bps.

methods pre-tax revenue was $209 million down 38% year over yr. world Financing section pre-tax income jumped 26.7% to $308 million.

steadiness Sheet & cash circulate particulars

IBM ended third-quarter 2018 with $14.70 billion in total cash and marketable securities compared with $eleven.ninety three billion on the conclude of second-quarter 2018. total debt (together with international financing) turned into $46.9 billion, up $1.4 million from the previous quarter.

IBM said money hobble from operations (apart from global Financing receivables) of $three.1 billion and generated free cash hobble of $2.2 billion in the quarter.

in the suggested quarter, the enterprise back $2.1 billion to shareholders via dividends and partake repurchases. at the conclude of the quarter, the company had $1.4 billion remaining beneath existing buyback authorization.

information

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

IBM nevertheless anticipates 2018 free money stream of $12 billion.

Story continues

How Have Estimates Been relocating due to the fact that Then?

in the past month, traders Have witnessed a downward vogue in antiseptic estimates.

VGM rankings

at present, IBM has a regular growth ranking of C, though it's lagging a petite bit on the Momentum rating entrance with a D. besides the fact that children, the stock became allocated a grade of A on the value aspect, inserting it within the properly quintile for this investment method.

normal, the stock has an aggregate VGM ranking of B. in case you don't seem to subsist focused on one method, this rating is the one you should definitely subsist attracted to.

Outlook

Estimates were generally trending downward for the stock, and the magnitude of those revisions indicates a downward shift. specifically, IBM has a Zacks Rank #3 (cling). They foretell an in-line return from the inventory within the following couple of months.

want the latest concepts from Zacks investment analysis? nowadays, that you may download 7 surest shares for the subsequent 30 Days. click on to salvage this free report overseas company Machines corporation (IBM) : Free inventory analysis report To examine this article on Zacks.com click here. Zacks investment analysis


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P8010-005 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Test Code : P8010-005
Test name : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Vendor name : IBM
: 30 actual Questions

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A Central Address for 7,000 SAP Users | killexams.com actual 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 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 commerce intelligence functionality from SAP, the company uses mySAP Supply Chain Management (mySAP SCM) and mySAP Customer Relationship Management (mySAP CRM) to back 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 sever landscapes hobble 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 commerce 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 preference 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 moreover 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 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 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, fiscal accounting, and human resources or to SAP APO by migrating the operating system. Given the knotty system layout, which includes a large number of interfaces and scripts, the effort 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 race on HP Blade servers with Intel processors on Linux, which moreover provides resources for flexible, customer-independent adaptive computing.Because the paper manufacturer uses SAP software as a strategic platform for entire its commerce processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer heart of T-Systems. The knotty computer infrastructure demands marvelous documentation and efficient monitoring to avoid disruptions to operations and to redress 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 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 conclude 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 partake of the transition angle in the various regions of Europe and South Africa and played an notable role in the project. Despite the flawless mastery of entire technical and highly knotty requirements, they ultimately focused on the human beings involved, which is just of entire 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 angle 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 race in parallel on sever 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 moreover considering an upgrade to SAP NetWeaver 2004s.Today, 5,500 Sappi employees on four continents access the SAP infrastructure in the computer heart in Vienna in parallel. The group has only one contact person for entire 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 commerce processes. As CIO Lauwers says, “After one year of operations, I can clearly converse that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an notable step toward the realization of a sole SAP system. T-Systems has proved itself to subsist a actual partner 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 birthright scholarship 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 actual questions and Pass4sure dumps

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

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

His model (Purpose, Process, People, Product, and Platform) is provocative as it extends the classic People, Process, and Technology (or Talent, Transition, and Technology — How Do They Drive Technological Advances? partake I, Sourcing Innovation). It moreover puts front and heart crucial aspects unique to the plenary potential of a just digital transformation.

“[Companies enjoy 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 notable as reducing transaction costs. Successful platforms empower their users”. The Best Platforms Are More than Matchmakers, Harvard commerce 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 moreover 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 conclusion making
  • Adopt stakeholder/customer centric service design and delivery
  • Re-skill the Procurement function
  • PaaP addresses entire five because platform-based operating models:

  • remove friction and focus on the demur of the “transaction” by empowering and engaging parties to salvage and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will moreover enable Procurement to back 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 salvage access to more and, potentially, on-demand expertise by changing the route 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 commerce 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 & designate 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 critical route to salvage 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 faith 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 notable to bethink that it is not just about digital solutions. PaaP is about the all experience of working with (and in) Procurement. It encompasses entire 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 experience (digital and in actual 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 fervor intense pressure to innovate, as unencumbered startups retract shots across their bows. Legacy processes that invoke bureaucracy, command-and-control structures, waterfall development, and risk management are still largely the standard among gigantic 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 expend at labor (and not just Procurement technology) and converse “It should subsist as smooth 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 expend as benchmarks. This shows that polishing and simplifying the design of the experience (the term experience 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 petite 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 choose to create them so (and it should subsist noted, this is an issue that is endemic to commerce activity, in no route 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 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 moreover hobble to an experience-based approach to designing its processes. enjoy it is the standard rehearse on the sales/marketing side of business. To Do so, it should not only aim at automating current processes but at obliterating them:

    “Companies watch to expend technology to mechanize archaic ways of doing business. They leave the existing processes intact and expend computers simply to precipitate them up.” Reengineering Work: Don’t Automate, Obliterate, Harvard commerce Review.

    Striving to remove frictions changes the perspective. Instead of continuing to Do the identical as before (and doing most probably enjoy entire others — the so-called best practices), it encourages to gawk at doing things that were previously impossible.

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

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

    - Touchless:

    The first illustration that comes to my wit is what Amazon did with Amazon Go.

    Beyond the buzz and technobabble, Amazon travel should stir the interest of Supply Chain professionals.

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

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

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

    - Assistants and chatbots:

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

    The belief behind the coadjutant is what the technology world is currently doing (Siri, Cortana…). Chatbots and conversational commerce are chafed´ 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 break to revamp experiences regarding interactions and personalization.

    - Blockchain:

    The blockchain, beyond Bitcoins and other digital currencies, has the potential to drastically change the route 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 pile blocks of a genuine dialogue (instead of one-way communications). Blockchain is the means to create digital faith 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 notable information addresses the centuries-old problem of trust, a convivial resource that is entire too often in short supply”. Blockchain technology: Redefining faith 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 ideal solution to streamline processes where what you Do to buy costs more (or nigh to) that what you actually buy. It will Have Procurement rethink what to Do with the tail spend! Also, the experience 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 ultimate 45 years and involves a lot of papers, lots of signatures and lengthy procedures. It is because of the lack of faith between parties with regards to the fiscal transaction and the timeframe of such transactions. Also, the exigency to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can create payments real-time, and it moreover solves ownership issues as blockchain records log who owns what in an easily retrievable (public), up-to-date, and secure manner (which moreover 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 invoke 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 faith & 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 entire transactions between entire tiers of the supply chain, it can replace entire existing paper-based systems. Plus, as it is available publicly (anyone or entire 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 aid enhance the safety of food on the tables of Chinese consumers,” notable an IBM press release. In fact, the pilot project was initially planned to track and trail Chinese pork; U.S. relent was added later.” Walmart Testing Blockchain Technology for Supply Chain Management, Bitcoin Magazine.

    Blockchain may sound enjoy science-fiction or for the uber-geeks only, but it is not. Mainstream companies and actors expend blockchain or enable the expend 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, enjoy 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 faith machine, The Economist

    All the examples I just mentioned illustrate the fact that Procurement has to believe 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 actual world. Not everything is about technology and digital. Human touchpoints are moreover very critical to manage, maintain, and nurse relationships.

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

    In the identical spirit, setting up “single points of contacts” (SPOC) participates, enjoy 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 unique role or person in the organisation they exigency to consider. They execute these notable steps — they contact and communicate with them; they create a point of understanding their particular commerce objectives; they understand what sort of person they are; they collect information and back up to date with issues and goals in those commerce teams”. The Fujitsu Procurement Transformation chronicle (Part 2), disburse Matters UK

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

    People: unique ways to manage talent

    Physical touchpoints exemplify that commerce is Human-to-Human (H2H) and that entire 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 preference of

  • delivery models (in-house, BPO, Procurement-as-a-Service,…),
  • organizational models (centralized, decentralized, heart 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 identical organization. The principles of omnichannel and personalization moreover apply there. Depending on the category, the stakeholders, the internal resources, the organization can select the most commandeer model. The objective being to employ the best talent (from an individual and collective point of view) and to continuously meet to the needs and the market.

    Many organizations Do not Have the required expertise available in-house for entire the categories they manage. They focus on the most critical 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 settle 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 expend external resources for a specific assignment 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 aid 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 believe 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 meet to their environment in order to wait material 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 actual questions and Pass4sure dumps

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

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

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

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

    Risk #1: Developer inexperienceReward: RIAs that labor result in user adoptionSince many underlying RIA technologies are still emerging, finding developers with the commandeer smooth of experience can subsist tough. Thinking that you can find marvelous Java or .Net developers immediately revolve them into expert Flex or Silverlight developers is not marvelous thinking. Inherent to these powerful unique frameworks are challenges that require mastery of the technologies. wealthy client applications disagree greatly from server, HTML, or desktop applications and require very inevitable evolution expertise. Beware the typical developer optimistic mindset that believes problem-solving skills are platform independent.

    Risk #2 : Designer inexperienceReward: Well-designed RIAs create people want to expend themThe gap between sexy and usable is huge and dangerous. A mighty print or web designer is not necessarily a mighty application designer, especially not birthright 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 unique technologies enjoy AIR and Silverlight means that designers may Have to unlearn some of what they Have relied on in the past as successful solutions.

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

    Risk #3: poor hiresReward: Powerful designer/developer collaborationManagers may discern the words "Flex experience" on a resume and assume that, in-and-of-itself, Flex experience makes the candidate qualified. Differentiating between experience and attribute is very difficult for an IT manager to assess since they may Have not yet seen what a marvelous RIA developer really looks like. The identical premise holds just for design talent. Hiring the wrong developer or designer obviously will likely point to costly catastrophe 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: lack of process and cultureReward: Integrated workflow and unique behaviorsLet’s converse that you lucked out and Put together a mighty team. Now you Have to salvage them to collaborate. Establishing the birthright culture to enable the team to labor together is critical to the success of creating engaging applications. It takes a delicate combination of humility, passion, confidence, knowledge, process, and realism to execute against commerce and user requirements.

    Also, carefully admiration reporting structures. Should the designer sit in Marketing? IT? Companies trying to build efficient teams may subsist challenged by traditional organizational and hierarchical silos and boundaries to salvage the birthright people in the birthright play with the birthright priorities and agendas.

    Risk #5: Messaging from platform providersReward: mighty advice across the boardBoth Adobe and Microsoft Have 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 route to travel for most robust online applications. Microsoft’s roadmap is very exciting, and I believe that they will discern some mighty moves forward on their platform in the next 12 months. However, the Silverlight runtime just does not present enough functionality or the ubiquitous achieve that the sparkle Player does.

    The opportunity, no matter the platform, is abundant. Microsoft entering the RIA game is mighty advice for everyone, even Adobe. They Have 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 Have no commerce taking on labor just to retract on work. If you achieve across an RIA provider who has people available immediately, beware. At EffectiveUI, they would rather revolve away labor than fatigue or dilute their human resources.

    Risk #7: Inadequate budgetsReward: Proving the value of an RIAThe return on investing into a mighty RIA—even a simple one— can subsist astounding. Applying the identical 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 commandeer budgeting of dollars and time.

    Risk #8: Inappropriate intentionReward: Focused discipline for the jobHiring your advertising agency to build a critical commerce application is enjoy asking your interior designer to engineer a unique building. While both disciplines are notable and degree related, they absolutely require pinpointed expertise and focus. create confident that the person or company you engage to build your RIA understands and respects the difference.



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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
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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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    Urban EconomicsUrban Economics
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    Publisher : McGraw-Hill (Jan 2018)
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    Understanding BusinessUnderstanding Business
    By William G Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Feb 2018)
    ISBN10 : 126021110X
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    Understanding BusinessUnderstanding Business
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    Publisher : McGraw-Hill (May 2018)
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    Understanding BusinessUnderstanding Business
    By William Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Jan 2018)
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    Publisher : McGraw-Hill (Jan 2018)
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    Publisher : McGraw-Hill (Jan 2017)
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    Publisher : McGraw-Hill (Feb 2017)
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