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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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IBM IBM Commerce Solutions Supply

IBM to deliver IT options to provide Chain Logistics solid Gati for e-Commerce Operations | killexams.com actual Questions and Pass4sure dumps

Tech business IBM has introduced that it'll provide IT options to give chain logistics solid Gati Kintetsu categorical private limited (Gati KWE).

based on market estimates, the e-commerce market in India is anticipated to grow 37%, to attain $20 billion this 12 months. “to fullfil the calls for of an increasingly savvy on-line population, marketers are beneath regular power to give improved purchasing experiences throughout cellular contraptions and shorter start times. This transforming into e-commerce market poses a challenge to logistics groups, who ought to preserve pace with the client demand for directly obtainable items provided at a competitive rate,” IBM introduced.

Hyderabad-based mostly Gati’s birth community includes air, road and rail insurance, operates a fleet of 3,500 cars with more than three,000 company companions throughout India. To maneuver an increasing quantity of business with a large number of marketers, Gati KWE tapped into IBM Commerce capabilities to combine and coordinate the knotty and time-sensitive flux of products from warehouse to hold to home, IBM stated.

“through the year 2020 outsourced eCommerce success and associated cost brought services are poised to grow to a dimension of Rs 3000 crore ($500 mn),” according to Dhruv Agarwal, govt vice chairman, Gati.

via implementation of this answer, Gati KWE aims to corner a dominant participate of the opportunities in the e-success phase, he brought. The options could be carried out by using IBM and IBM enterprise ally Bridge solutions.


Graph Blockchain declares Former IBM Senior govt to be piece of the Board | killexams.com actual Questions and Pass4sure dumps

TORONTO, Nov. 13, 2018 (GLOBE NEWSWIRE) -- Graph Blockchain Inc. (“Graph” or “company”) (CSE: GBLC) is terribly joyous to broadcast that Bernie Rice has joined the Graph Board of administrators.  With this appointment, the Board of directors is now produced from four participants, three of that are unbiased administrators.

Mr. Bernie Rice is recognized as probably the most world’s main consultants in suggestions technology. Mr. Rice has a wealth of enterprise company suffer and vital senior degree relationships that are crucial in constructing many strategic partnerships. Mr. Rice and his company associate, Wesley Clark, retired united states army accepted and former Presidential Candidate, are currently working with a portfolio of corporations offering leadership capabilities in numerous leading-aspect technology sectors.

Mr. Rice started his career with IBM in earnings and held quite a lot of revenue management positions except 1983 when he entered IBM's finance fraternity. Mr. Rice's travail in enterprise case constitution and portfolio evaluation led him to a job as IBM's Finance Director for utility application in 1985. with the aid of 1989, Bernie was promoted a pair of times and became appointed Director of Finance, Planning and Administration for IBM's Southern enviornment. In that role, Mr. Rice become liable for the personnel functions of a $three billion company and he was instrumental in positioning IBM's Southeast vicinity because the chief in billable services.  Mr. Rice grew to become Chief pecuniary Officer and customary accomplice for the IBM venture Capital neighborhood in 1993 and then vp of enterprise building for IBM's client Division in 1998. There he managed tasks relish IBM's partnership with Berkshire Hathaway and Hallmark for the development of its leap forward online analysis and getting to know systems. Mr. Rice furthermore served as Chief government Officer of Edmark Inc., the IBM subsidiary that developed resourceful educational software for infants.

Mr. Rice holds a B.A. from St. Anselm college (Manchester, newfangled Hampshire) and a Masters in enterprise Administration in advertising from Georgia condition college. Mr. Rice additionally attended the IBM Presidents program (a unique executive MBA application) at Harvard tuition.

“we are very lucky and proud to entice such noteworthy talent to the enterprise.  Bernie’s appointment as a Director on Graph’s Board gives the company a useful asset via his wide journey and relationships.  His knowledge and means in guidance public corporations, along with his profound community, will definitely assist Graph’s multiply course and ensure a success execution of their suggestions.  most importantly, having Bernie be a piece of their business is a testomony to their focus of attention in growing to be from a tiny cap enterprise into a worldwide supplier,” says Peter Kim, CEO of the company.

“i am thrilled to be piece of Graph’s board and be a piece of their continuing growth. Seeing what the enterprise has done so far is very miraculous on its own benefit, and when i was asked to be a piece of the board, it turned into evident that through my community, i would be capable of support multiply the company to the subsequent degree, in fitting a world identify in one of the maximum competencies multiply areas inside the technology business,” says Bernie Rice, Director of the enterprise.

About Graph Blockchain Inc.

The company develops leading-aspect private blockchain business intelligence and statistics administration options and is a pure play in the graph database know-how space. Graph leverages their proprietary integration of the AgensGraph Database engine with IBM’s Hyperledger material to create a transparent and immutable ledger with near actual-time transactional records processing and intuitive statistics visualization. The enterprise’s powerfully entertaining solution has translated birthright into a tall boom trajectory, with the enterprise securing diverse prototype development contracts with multi-countrywide conglomerates, and the opportunity to promote across client subsidiaries as a complete commercial enterprise product.

additional information on Graph Blockchain Inc. is obtainable at: www.GraphBlockchain.com

For extra tips, delight contact:

Peter Kim – CEO Graph Blockchain Inc.mobile: (416) 482-3282 ext. 228Email: pkim@graphblockchain.com

ahead searching Statements:

The tips in this press unencumber includes inescapable assistance and statements about management's view of future activities, expectations, plans and potentialities that constitute forward looking statements. These statements are based upon assumptions that are province to noteworthy risks and uncertainties.  although the business considers these assumptions to be low cost based on at present purchasable counsel, the equal may additionally prove to be flawed, and the forward searching statements in this press free up are discipline to a large number of dangers, uncertainties and other factors that could cause future consequences to vary materially from those expressed or implied in such ahead searching statements. however the enterprise believes that the expectations reflected in ahead looking statements are comparatively cheap, no assurance can furthermore be seeing that the expectations of any forward looking statements will prove to be correct. apart from as required by route of legislation, the company disclaims any intent and assumes no responsibility to replace or revise any ahead looking statements to mirror precise outcomes, whether on account of newfangled counsel, future movements, alterations in assumptions, adjustments in components affecting such forward searching statements or in any other case.


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

A key piece of curious company Machines' (NYSE: IBM) turnaround application is cognitive computing, which encompasses artificial intelligence (AI) together with connected applied sciences. Watson, IBM's cognitive computing system than debuted by using profitable a video game of Jeopardy! in 2011, has been applied to fields together with healthcare, pecuniary capabilities, and even myth football.

Cognitive computing is a boom company for IBM, but you would not are alert of it searching on the enterprise's third-quarter outcomes. The cognitive options section suffered a 5% income decline, even after adjusting for a curious money-related headwind. That seems relish contaminated information for a company betting its future on AI.

The cognitive options section should definitely be known as the "cognitive solutions plus a bunch of other unrelated stuff" section. It includes Watson and different companies with growth expertise, but furthermore stuff relish legacy transaction-processing application. it be sort of a grab bag of IBM companies that don't reasonably appropriate into its other segments.

That makes it complicated to order how well IBM's growth companies are basically doing, and it makes that 5% earnings decline a total lot less significant.

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

CFO James Kavanaugh went into some constituent outright through the profits name concerning the efficiency of the cognitive options enterprise. The phase is broken into two accessories: solutions application and transaction processing software.

options software comprises application aimed toward strategic verticals (Kavanaugh singled out the healthcare business). It additionally contains some analytics and security choices, AI relish Watson, and blockchain. On legal of outright that, "horizontal domains" relish collaboration and commerce are furthermore blanketed.

Transaction processing software contains "application that runs mission-crucial workloads leveraging their hardware platform," in line with Kavanaugh. here's mainly on-premises application used with the aid of industries relish banking, airways, and retail.

Transaction processing application accounted for a minority of cognitive options earnings in the third quarter, but profits from that category declined by means of 8% year over year. Kavanaugh stated that, while lots of the profits for transaction processing application is annuity-based, the timing of tremendous offers can finger sales. Kavanaugh expects a revert to growth, in response to a powerful pipeline of offers.

The solutions utility portion of the phase suffered a three% earnings decline, pushed by some areas the zone IBM is struggling. Secular shifts in the collaboration, commerce, and talent management markets are inflicting problems for the company, and it's been including AI and modernizing its offerings to fight these changes. The shift to software as a provider is additionally placing drive on income, with salary being realized over time instead of up entrance.

The ingredients of this phase with lengthy-term boom abilities are the components that are becoming. Watson health, the business's application to rehearse AI to the healthcare business, loved broad-primarily based boom outright through the third quarter. safety grew due to the enterprise's immense portfolio of products. And the business made some massive moves in the blockchain market.

IBM introduced TradeLens, a blockchain-based platform for the world shipping trade, in August. The solution, collectively developed with Maersk, had 94 individuals on board on the time of the announcement. IBM food gain confidence, a brand newfangled blockchain-based mostly platform that allows meals to be traced from farm to keep, counts Walmart and French supermarket chain Carrefour as members. IBM's blockchain efforts are nevertheless of their infancy, but both of these platforms gain the capabilities to become significant corporations for the business.

With the cognitive solutions segment being dragged down with the aid of legacy corporations, the headline performance doesn't replicate the performance of IBM's more promising companies.

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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 series 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 feasible and to optimize the value chain in South Africa, Europe, North America, and the Asia-Pacific region, the paper manufacturer uses SAP software. Along with SAP R/3 and business intelligence functionality from SAP, the company uses mySAP Supply Chain Management (mySAP SCM) and mySAP Customer Relationship Management (mySAP CRM) to support its logistics, sales, and distribution processes. SAP Advanced Planning & Optimization (SAP APO) supports the simulation of requirements and SAP Enterprise Buyer (SAP EB) serves as the basis for the group’s comprehensive purchasing portal. Electronic data interchange (EDI) and archive solutions enhance the IT environment. Overall, the SAP landscape at Sappi consists of 30 systems spread over 100 CPUs.

Two sunder landscapes amble 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 business processes for its numerous locations around the world. That’s why the group looked for a service provider that could operate both landscapes from one source and ultimately merge them into a global installation.The altenative was T-Systems Austria. The company made a convincing case for itself because of its springy pricing, which enabled Sappi to forecast its costs exactly. Its service offering was furthermore impressive. “The conclusive factors included a cost-effective solution, very springy and customer-focused service, and on-site assistance,” says Guido Lauwers, the CIO of the Sappi Group. He believes the group’s SAP installation is in safe hands at T-Systems Austria. “T-Systems bends over backwards for Sappi,” says Lauwers.Even before the shrink was signed in the summer of 2005, the service provider proved itself when Sappi needed to implement newfangled software. Without any bureaucratic haggling, the T-Systems team set up the newfangled 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 achieve trait 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 large number of interfaces and scripts, the application needed to install a newfangled 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 rush 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 outright its business processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer focus of T-Systems. The knotty computer infrastructure demands safe documentation and effective monitoring to avoid disruptions to operations and to revise 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 moving 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 be complete only eight weeks after the shrink was signed. By the halt of 2005, the data had to be 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 newfangled systems over one weekend. “The different approaches to travail caused by cultural differences were a special challenge to their team. They were taken into account as piece of the transition phase in the various regions of Europe and South Africa and played an vital role in the project. Despite the flawless mastery of outright technical and highly knotty requirements, they ultimately focused on the human beings involved, which is legal of outright 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 zone 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 rush in parallel on sunder infrastructures in the T-Center computer center. Integration of the applications on a foundation of mySAP ERP 2005 is planned for September 2007. Sappi is furthermore considering an upgrade to SAP NetWeaver 2004s.Today, 5,500 Sappi employees on four continents access the SAP infrastructure in the computer focus in Vienna in parallel. The group has only one contact person for outright questions about the operation of its corporate solutions. And Sappi has moved one step closer to meeting its goal of consolidating its SAP landscape around the world and setting up uniform business processes. As CIO Lauwers says, “After one year of operations, I can clearly pronounce that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an vital step toward the realization of a solitary SAP system. T-Systems has proved itself to be a actual 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 birthright knowledge is not always available for the tools, T-Systems puts the necessary resources in zone 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 nascence of this article participate the selfsame operating model. This model has been brilliantly described by Aaron Dignan:

His model (Purpose, Process, People, Product, and Platform) is spirited as it extends the classic People, Process, and Technology (or Talent, Transition, and Technology — How upshot They Drive Technological Advances? piece I, Sourcing Innovation). It furthermore puts front and focus crucial aspects unique to the complete potential of a legal 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 newfangled value creation. In platform markets, cultivating user capability becomes as strategically vital as reducing transaction costs. Successful platforms empower their users”. The Best Platforms Are More than Matchmakers, Harvard business Review.

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

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

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

  • remove friction and focus on the expostulate of the “transaction” by empowering and engaging parties to catch and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will furthermore enable Procurement to support the digital transformation of the total company.
  • can not exist without data (and a lot of data) as it fuels their recommendation engines and is the basis of tailoring experiences to the specific needs of each user.
  • are a means to catch 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 business world.

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

    Purpose: empowered relationships as competitive advantage

    As a response to a world in constant change, long-term relationships between customers and suppliers in the supply chain is emerging as a faultfinding route to catch 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 confidence 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, newfangled markets, innovation…) by enabling participants to realize their complete potential
  • This is what creates adherence and adoption.

    It is vital to remember that it is not just about digital solutions. PaaP is about the total suffer of working with (and in) Procurement. It encompasses outright 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 suffer (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 feeling intense pressure to innovate, as unencumbered startups consume shots across their bows. Legacy processes that implement bureaucracy, command-and-control structures, waterfall development, and risk management are noiseless largely the measure among noteworthy 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 use at travail (and not just Procurement technology) and pronounce “It should be as light as Google or Amazon.” This explains why technology providers relate their offering to be Google-like or Amazon-like as they are what people often use as benchmarks. This shows that polishing and simplifying the design of the suffer (the term suffer covers the process and the technology that it supports) is important. (But, it would be a misunderstanding of the psychology of change to believe that it is the only aspect that matters for long-term adoption).

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

    As technology usually follows process, blaming technology to be 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 amble to an experience-based approach to designing its processes. relish it is the measure rehearse on the sales/marketing side of business. To upshot so, it should not only aim at automating current processes but at obliterating them:

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

    Striving to remove frictions changes the perspective. Instead of continuing to upshot the selfsame as before (and doing most probably relish outright 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 suffer are debated and discussed”. Instead of Optimizing Processes, Reimagine Them as Platforms, Harvard business Review.

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

    - Touchless:

    The first sample that comes to my intellect is what Amazon did with Amazon Go.

    Beyond the buzz and technobabble, Amazon amble should provoke the interest of Supply Chain professionals.

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

    “We can start to imagine outright those occasions and processes where the administration of stuff being handled, moved, bought, consumed could be made “touchless” — no need 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!, expend Matters UK

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

    - Assistants and chatbots:

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

    The notion behind the aide is what the technology world is currently doing (Siri, Cortana…). Chatbots and conversational commerce are flaming 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 opportunity 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 inescapable 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 building blocks of a genuine dialogue (instead of one-way communications). Blockchain is the means to create digital confidence between parties by bringing security and transparency in transactions.

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

    One of the more direct benefits of using blockchain is to lower transaction costs. From contracting (more on that later) to payments, blockchain removes intermediaries and fees. It is therefore the example solution to streamline processes where what you upshot to buy costs more (or proximate to) that what you actually buy. It will gain Procurement rethink what to upshot with the tail spend! Also, the suffer 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 newfangled horizons for shrink 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 want of confidence between parties with regards to the pecuniary transaction and the timeframe of such transactions. Also, the need to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can acquire 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 be drastically streamlined and automated with smart contacts:

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

    Source: How smart contracts automate digital business, PwC

    Other applications tap into the traceability and transparency that the blockchain embeds. By being a permanent and secure record of outright transactions between outright tiers of the supply chain, it can replace outright existing paper-based systems. Plus, as it is available publicly (anyone or outright 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 newfangled 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 travail aims to aid enhance the safety of food on the tables of Chinese consumers,” celebrated an IBM press release. In fact, the pilot project was initially planned to track and vestige Chinese pork; U.S. bear 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 use blockchain or enable the use 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 promise of the blockchain. The confidence 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 type 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 furthermore very faultfinding to manage, maintain, and nurture relationships.

    For example, organizing business reviews (BR) with key stakeholders and with major suppliers is an opportunity to notice at the business 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 business needs. BRs are moments where involved parties gain more intimate and trust-based exchanges about where they are and where they want to go.

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

    “The client contact is mapped out, and the procurement team becomes alert of every senior newfangled role or person in the organisation they need to consider. They execute these vital steps — they contact and communicate with them; they acquire a point of understanding their particular business objectives; they understand what type of person they are; they collect information and hold up to date with issues and goals in those business teams”. The Fujitsu Procurement Transformation memoir (Part 2), expend Matters UK

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

    People: newfangled ways to manage talent

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

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

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

    Many organizations upshot not gain the required expertise available in-house for outright the categories they manage. They focus on the most faultfinding ones. And, because of a particular project or because of a merger & acquisition or because of the emergence of newfangled 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 newfangled 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 use external resources for a specific job or problem instead of hiring a consultant or expert).
  • Technology (automation and AI) redistributes travail 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 upshot is more than just replacement — it’s advancement. The influx of sophisticated technologies will enable us to believe of travail in newfangled and innovative ways. […] They are witnessing the emergence of the “liquid workforce” and the “human cloud” as newfangled workforce models. The “liquid workforce” refers to employees who are able to re-train and appropriate to their environment in order to wait germane during the digital revolution”. The future is automated. Here’s how they can prepare for it, The World Economic Forum.



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