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

Test Code : P8010-005
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exam questions : 30 real 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 real Questions and Pass4sure dumps

Tech trade IBM has introduced that it's going to deliver IT solutions to deliver chain logistics solid 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 gain $20 billion this year. “to fullfil 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 rise times. This starting to live e-commerce market poses a problem to logistics corporations, who necessity to retain pace with the buyer exact for straight attainable products offered at a competitive fee,” IBM brought.

Hyderabad-primarily based Gati’s rise 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 army 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 paramount partake of the alternatives within the e-achievement phase, he delivered. The solutions will live implemented by means of IBM and IBM trade partner Bridge solutions.


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

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

Will the fresh disagreeable mode 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 fill reacted as of late, let's retract a brief appear to live at the most concomitant earnings record with the aim to regain a far better tackle on the essential catalysts.

IBM’s Q2 outcomes edge from suffuse reducing, reduce partake signify number

IBM pronounced third-quarter 2018 non-GAAP salary of $3.42 per share, which beat the Zacks Consensus appraise with the aid of pair 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 besides live attributed to stout pre-tax margin operating leverage (28 cents contribution) and aggressive partake buybacks (19 cents contribution). This turned into in fragment 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 appraise of $19.10 billion and declined 2.1% on a year-over-12 months foundation. At constant strange 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 increase 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 fragment offset by way 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 increase 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 hasten 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 pair of%, respectively. Cloud as-a-service profits annual hasten cost became $2 billion.

solutions utility includes offerings in strategic verticals affection fitness, area-specific capabilities affection analytics and protection, and IBM’s emerging applied sciences of AI and blockchain. The aspect besides includes choices that wield horizontal domains affection 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 affection consumer relish 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 increase in industry verticals affection health, key areas of analytics and security in the quarter. Watson health witnessed large-based mostly increase 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 bias detection services and launched original 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 fill faith community for meals safety went are live within the quarter. Reatiler Carrefour joined IBM’s blockchain network. The trade 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 trade features-exterior segment fill 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 hasten cost 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 stout 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 bearing 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 hasten cost turned into $7.5 billion.

Integration application multiplied 1% from the 12 months-in the past quarter. entire the way through the quarter, ninety five businesses around the world selected IBM Cloud private providing. Infrastructure services revenues besides 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 way 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 besides brought original choices optimizing both hardware and utility for AI. management believes that items affection PowerAI vision and PowerAI commercial enterprise will assist obligate original client adoption.

however, storage hardware revenues declined 6% as a result of vulnerable performance in the midrange and exorbitant end, partly offset through improbable boom in entire scintillate Arrays. IBM brought up that pricing drive in the immensely competitive storage market is hurting revenues. The enterprise introduced its original 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 obscene margin remained unchanged from the yr-ago quarter at 47.4%. This became IBM’s highest attribute obscene 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 cost 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 live fields affection hybrid cloud, artificial 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 trade services aspect 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 fling from operations (apart from global Financing receivables) of $three.1 billion and generated free cash fling 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 live at least $13.80.

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

Story continues

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

in the past month, traders fill witnessed a downward vogue in clean estimates.

VGM rankings

at present, IBM has a regular growth ranking of C, though it's lagging a itsy-bitsy 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 appear to live focused on one method, this rating is the one you should definitely live 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 call an in-line return from the inventory within the following pair 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 regain 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 IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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

Test Code : P8010-005
Test designation : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Vendor designation : IBM
exam questions : 30 real Questions

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

Sappi Ltd.Sappi Ltd.

In a history that stretches over more than 70 years, the Sappi Group has grown continuously with a progression of acquisitions. Today the corporate group unifies a variety of previously independent production facilities. Its IT landscape is just as complex and unique as its business. To balance the load on its operations as efficiently as possible and to optimize the value chain in South Africa, Europe, North America, and the Asia-Pacific region, the paper manufacturer uses SAP software. Along with SAP R/3 and trade 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 separate landscapes fling 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 choice was T-Systems Austria. The company made a convincing case for itself because of its supple pricing, which enabled Sappi to forecast its costs exactly. Its service offering was besides impressive. “The definitive factors included a cost-effective solution, very supple 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 kindly 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 original software. Without any bureaucratic haggling, the T-Systems team set up the original 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 effect 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 complex system layout, which includes a large number of interfaces and scripts, the effort needed to install a original 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 hasten on HP Blade servers with Intel processors on Linux, which besides provides resources for flexible, customer-independent adaptive computing.Because the paper manufacturer uses SAP software as a strategic platform for entire its trade processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer hub of T-Systems. The complex computer infrastructure demands kindly documentation and effective 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 affecting 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 live complete only eight weeks after the shrink was signed. By the conclude of 2005, the data had to live 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 original systems over one weekend. “The different approaches to toil caused by cultural differences were a special challenge to their team. They were taken into account as fragment of the transition aspect in the various regions of Europe and South Africa and played an essential role in the project. Despite the perfect mastery of entire technical and highly complex requirements, they ultimately focused on the human beings involved, which is loyal 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 aspect as planned. This successful conversion project earned the service provider third set 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 hasten 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 besides considering an upgrade to SAP NetWeaver 2004s.Today, 5,500 Sappi employees on four continents access the SAP infrastructure in the computer hub 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 trade processes. As CIO Lauwers says, “After one year of operations, I can clearly sigh that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an essential step toward the realization of a sole SAP system. T-Systems has proved itself to live a real partner by creatively working together with Sappi to develop solutions. Sappi has a very complex environment and tends to implement the newest tools from SAP. Although the right lore is not always available for the tools, T-Systems puts the necessary resources in set to implement the tools successfully.”

Karl SträsslerKarl Strässler

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

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

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

His model (Purpose, Process, People, Product, and Platform) is keen as it extends the classic People, Process, and Technology (or Talent, Transition, and Technology — How attain They Drive Technological Advances? fragment I, Sourcing Innovation). It besides puts front and hub crucial aspects unique to the full potential of a loyal digital transformation.

“[Companies affection Amazon, Airbnb, and Uber] aren’t just market matchmakers using data-driven algorithms to drive better buyer-seller matches; they invest in original value creation. In platform markets, cultivating user capability becomes as strategically essential 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 besides creates the foundations required to live 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 entire five because platform-based operating models:

  • remove friction and focus on the kick of the “transaction” by empowering and engaging parties to regain and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will besides enable Procurement to support 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 basis of tailoring experiences to the specific needs of each user.
  • are a means to regain 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 consequence 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 & tag 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 way to regain 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, original markets, innovation…) by enabling participants to realize their full potential
  • This is what creates adherence and adoption.

    It is essential to recall that it is not just about digital solutions. PaaP is about the all relish 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 relish (digital and in real life) removed of frictions, of unnecessary bottlenecks, and of unnecessary intermediaries.

    Process: experience, journeys, and touchpoints

    “Speed and access change everything. [M]assive organizations are feeling vehement 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 quiet largely the standard among astronomical corporations, yet they are liabilities in this fight”. The Operating Model That Is Eating The World, Aaron Dignan.

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

    “There can live itsy-bitsy question that the relatively mundane, repetitive jobs in today’s Procurement functions will disappear. Indeed, that extends to many jobs that SHOULD live mundane and repetitive and are only ‘complex’ because they pick to acquire them so (and it should live 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 shrink & Commercial Management (IACCM).

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

    So, Procurement has to besides fling to an experience-based approach to designing its processes. affection it is the standard rehearse on the sales/marketing side of business. To attain so, it should not only smooth at automating current processes but at obliterating them:

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

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

    “Challenging people to visualize processes as platforms completely changes how trade-offs between innovation, optimization, and user relish 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 illustration that comes to my intelligence is what Amazon did with Amazon Go.

    Beyond the buzz and technobabble, Amazon fling should incite the interest of Supply Chain professionals.

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

    “We can start to imagine entire those occasions and processes where the administration of stuff being handled, moved, bought, consumed could live 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 succor Yourself!, spend Matters UK

    Compare the seamless relish of Amazon fling with a typical consignment process! Now, imagine what that consignment process could live if it was designed in the selfsame spirit as Amazon Go. The design of the relish is centered on “growth”. meaning that it enables parties to mutually realize their potential and remove the superfluous 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 understanding behind the helper is what the technology world is currently doing (Siri, Cortana…). Chatbots and conversational commerce are inflamed 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 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 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 edifice blocks of a genuine dialogue (instead of one-way communications). Blockchain is the means to create digital dependence 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 essential information addresses the centuries-old problem of trust, a sociable resource that is entire too often in short supply”. Blockchain technology: Redefining dependence 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 attain to buy costs more (or proximate to) that what you actually buy. It will fill Procurement rethink what to attain with the tail spend! Also, the relish 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 original 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 eventual 45 years and involves a lot of papers, lots of signatures and lengthy procedures. It is because of the need of dependence between parties with regards to the fiscal transaction and the timeframe of such transactions. Also, the necessity to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can acquire payments real-time, and it besides solves ownership issues as blockchain records log who owns what in an easily retrievable (public), up-to-date, and secure manner (which besides represents benefits for IP protection).

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

    “A smart shrink has the capability to facilitate, execute and invoke 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 dependence & 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 original 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 toil aims to succor enhance the safety of food on the tables of Chinese consumers,” famous an IBM press release. In fact, the pilot project was initially planned to track and trace Chinese pork; U.S. bear was added later.” Walmart Testing Blockchain Technology for Supply Chain Management, Bitcoin Magazine.

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

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

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

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

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

    For example, organizing trade reviews (BR) with key stakeholders and with major suppliers is an opportunity to glance 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 fill 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, affection 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 original role or person in the organisation they necessity to consider. They execute these essential steps — they contact and communicate with them; they acquire a point of understanding their particular trade objectives; they understand what nature of person they are; they collect information and withhold up to date with issues and goals in those trade teams”. The Fujitsu Procurement Transformation account (Part 2), spend 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 discourse for the all organization during BRs, negotiations, and escalations. That gives him access to a higher smooth of interlocutors at the supplier. It besides provides the suppliers with privileged access to information, market, and power.

    People: original ways to manage talent

    Physical touchpoints exemplify that trade is Human-to-Human (H2H) and that entire of it must not live 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 consequence to position the choice of

  • delivery models (in-house, BPO, Procurement-as-a-Service,…),
  • organizational models (centralized, decentralized, hub of Excellence…),
  • workforce/talent management and enablement,
  • as inaway 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 besides apply there. Depending on the category, the stakeholders, the internal resources, the organization can select the most preempt 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 attain not fill the required expertise available in-house for entire 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 original technologies on the supply market, what was marginal may become vital. To ramp-up capabilities and to temper its talent, the organization can resolve to:

  • train his current resources
  • source and hire original talent
  • tap into the gig economy (the market of independent contractors and freelancers)
  • rely on the wisdom of crowds (crowdsourcing, for example, is one of the many ways to exercise external resources for a specific chore or problem instead of hiring a consultant or expert).
  • Technology (automation and AI) redistributes toil 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 succor 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 consequence is more than just replacement — it’s advancement. The influx of sophisticated technologies will enable us to deem of toil in original and innovative ways. […] They are witnessing the emergence of the “liquid workforce” and the “human cloud” as original workforce models. The “liquid workforce” refers to employees who are able to re-train and meet to their environment in order to sojourn apropos 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 real questions and Pass4sure dumps

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

    Last year, the overall exact for RIAs outpaced the qualified supply chain. This trend will continue in 2008. While eventual year brought unprecedented growth in RIA adoption— especially by Fortune 500 companies—RIA adoption in 2008 brings a original onslaught of risks, rewards, challenges, and opportunities for companies of entire 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 better core trade practices with fast, reliable, productivity-enhancing internal and external tools. However, edifice and deploying effective RIAs is not something companies can jump into with blind assumptions.

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

    Risk #1: Developer inexperienceReward: RIAs that toil result in user adoptionSince many underlying RIA technologies are quiet emerging, finding developers with the preempt smooth of relish can live tough. Thinking that you can find kindly Java or .Net developers immediately whirl them into expert Flex or Silverlight developers is not kindly thinking. Inherent to these powerful original frameworks are challenges that require mastery of the technologies. wealthy client applications disagree greatly from server, HTML, or desktop applications and require very inescapable development expertise. Beware the typical developer optimistic mindset that believes problem-solving skills are platform independent.

    Risk #2 : Designer inexperienceReward: Well-designed RIAs acquire people want to exercise themThe gap between sexy and usable is huge and dangerous. A grandiose print or web designer is not necessarily a grandiose application designer, especially not right 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 original technologies affection AIR and Silverlight means that designers may fill to unlearn some of what they fill relied on in the past as successful solutions.

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

    Risk #3: poverty-stricken hiresReward: Powerful designer/developer collaborationManagers may espy the words "Flex experience" on a resume and assume that, in-and-of-itself, Flex relish makes the candidate qualified. Differentiating between relish and attribute is very arduous for an IT manager to assess since they may fill not yet seen what a kindly RIA developer really looks like. The selfsame premise holds loyal 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: need of process and cultureReward: Integrated workflow and original behaviorsLet’s sigh that you lucked out and do together a grandiose team. Now you fill to regain them to collaborate. Establishing the right culture to enable the team to toil together is faultfinding to the success of creating engaging applications. It takes a dainty combination of humility, passion, confidence, knowledge, process, and realism to execute against trade and user requirements.

    Also, carefully consider reporting structures. Should the designer sit in Marketing? IT? Companies trying to build effective teams may live challenged by traditional organizational and hierarchical silos and boundaries to regain the right people in the right leeway with the right priorities and agendas.

    Risk #5: Messaging from platform providersReward: grandiose advice across the boardBoth Adobe and Microsoft fill 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 fling for most robust online applications. Microsoft’s roadmap is very exciting, and I believe that they will espy some grandiose moves forward on their platform in the next 12 months. However, the Silverlight runtime just does not present enough functionality or the ubiquitous gain that the scintillate Player does.

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

    Risk #7: Inadequate budgetsReward: Proving the value of an RIAThe return on investing into a grandiose RIA—even a simple one— can live astounding. Applying the selfsame 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 preempt budgeting of dollars and time.

    Risk #8: Inappropriate intentionReward: Focused discipline for the jobHiring your advertising agency to build a faultfinding trade application is affection asking your interior designer to engineer a original building. While both disciplines are essential and sortof related, they absolutely require pinpointed expertise and focus. acquire positive that the person or company you engage to build your RIA understands and respects the difference.



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