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000-219 exam Dumps Source : IBM Sterling Order Management V9.1 Deployment

Test Code : 000-219
Test title : IBM Sterling Order Management V9.1 Deployment
Vendor title : IBM
: 104 true Questions

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IBM IBM Sterling Order Management

GSA goes with IBM cloud to enhance acquisition capabilities | killexams.com true Questions and Pass4sure dumps

Cloud Computing

GSA goes with IBM cloud to enhance acquisition capabilities
  • via straightforward Konkel
  • Oct 21, 2013
  • The conventional features Administration is getting curious about give chain administration, identifying IBM to deliver the cloud infrastructure and entire end-to-end capabilities inside GSA world deliver, which gives $1 billion worth of trade items and capabilities annually to government customers international.

    As a fraction of the five-12 months, $30 million contract announced Oct. 21, GSA will deploy IBM's SmartCloud for govt to address some 5.5 million annual orders. while cloud internet hosting is an primary a fraction of this deal, or not it's the further functions IBM will give GSA that design it a huge victory for astronomical Blue.

    GSA world deliver will design spend of a few cloud-based mostly solutions from IBM starting in early 2014, including its Sterling Order administration and Sterling B2B Integrator, permitting GGS a unique view of order management for demand, stock and supply across its global supply chain networks. GSA will too design spend of IBM's analytics software, the usage of buy facts and different astronomical information to determine traits, order patterns and supplier stories.

    Leveraged with IBM's SmartCloud for govt, these and different functions are expected to assist GSA streamline its enterprise mannequin over the next five years.

    "The GSA is displaying gigantic management for different executive organizations via poignant their order administration equipment to the cloud," spoke of Anne Altman, universal manager of IBM's federal division.

    "IBM SmartCloud will increase visibility into GSS channel operations and design feel of large records within, however too optimize inventory and provide considerable technique innovation, leading to stronger enterprise approaches to control the agency's mammoth deliver chain and logistics operations," Altman stated. "this may cleave back prices; developing extra productive outcomes for GSA clients, and in the halt translate right into a improvement for the taxpayer."

    for many of 2013, IBM has been locked in a warfare with Amazon net features for the rectify to boost a $600 million cloud computing infrastructure for the CIA. Yet besides the fact that AWS subsequently win that deal -- as seems feasible in keeping with fresh felony proceedings -- it won't live a nasty yr for IBM.

    huge Blue's cloud computing income passed $1 billion during the third-quarter – the first time that has came about – and in the first three quarters of 2013, its cloud earnings jumped 70 percent over remaining year. that is despite the trade taking a 3rd-quarter revenue hit of more than $1 billion -- $23.seventy two billion compared to closing yr's $24.seventy four billion -- in astronomical half as a result of susceptible performance from the business's hardware division.

    when it comes to ordinary cost, IBM landed its biggest public sector cloud contract up to now in August, securing an interior department deal value up to $1 billion over 10 years. IBM officers hope its SmartCloud for govt solution to attain Federal desultory and Authorization administration software (FedRAMP) compliance with the aid of 12 months's conclusion as well, which means it will disagree to the government's rigorous cloud computing protection necessities.

    The GSA deal, youngsters, highlights how a whole lot of IBM's increase within the cloud market is as a result of the end-to-conclusion capabilities it provides on exact of the cloud infrastructure itself. IBM has lengthy provided agencies with skilled consulting and other B2B solutions that many cloud infrastructure providers would necessity to subcontract out.

    "The intuition IBM turned into chosen right here is they couldn't handiest supply [GSA] the cloud equipment, but the end-to-end capability – the analytics and novel the right route to eye at trade and efficiency," preeminent Luann Pavco, managing accomplice for IBM Public Sector services. "There basically is a contrast between IBM and a basic cloud infrastructure provider."

    concerning the creator

    Frank Konkel is a former personnel author for FCW.


    IBM captures GSA contract to manage $1B in transactions | killexams.com true Questions and Pass4sure dumps

    CLOUD COMPUTING

    IBM captures GSA contract to manage $1B in transactions
  • by route of straightforward Konkel
  • Oct 23, 2013
  •  

    EDITOR's observe: A version of this article first appeared on FCW.com.

    IBM has landed a $30 million cloud computing contract with the customary capabilities Administration to provide end-to-end features to the GSA global give.

    global provide provides $1 billion cost of industrial items and functions yearly to government valued clientele worldwide each and every 12 months.

    As fraction of the five-yr contract announced Oct. 21, GSA will spend IBM's SmartCloud for government to tackle some 5.5 million annual orders. whereas cloud internet hosting is a crucial fraction of this deal, or not it's the additional capabilities IBM will give GSA that design it a large victory for huge Blue.

    GSA world supply will design spend of a number of cloud-based mostly solutions from IBM starting in early 2014, together with its Sterling Order management and Sterling B2B Integrator, giving GSA a unique view of order management for demand, inventory and supply throughout its world give chain networks. GSA will too design spend of IBM's analytics application, using purchase information and other large facts to determine traits, order patterns and trade enterprise experiences.

    Leveraged with IBM's SmartCloud for executive, these and different features are anticipated to assist GSA streamline its trade model over the subsequent 5 years.

    "The GSA is showing huge leadership for different govt businesses through relocating their order management equipment to the cloud," said Anne Altman, conventional manager of IBM's federal division.

    "IBM SmartCloud will enhance visibility into GSS channel operations and design sense of massive statistics within, but too optimize stock and supply appreciable procedure innovation, leading to enhanced company strategies to manipulate the agency's large supply chain and logistics operations," Altman referred to. "this can cleave back fees; developing more effective results for GSA valued clientele, and subsequently translate into a profit for the taxpayer."

    for many of 2013, IBM has been locked in a battle with Amazon internet capabilities for the appropriate to enhance a $600 million cloud computing infrastructure for the CIA. Yet although AWS eventually win that deal -- as seems doubtless based on fresh criminal lawsuits -- it might not live a foul 12 months for IBM.

    large Blue's cloud computing revenue surpassed $1 billion right through the third-quarter – the first time that has happened – and within the first three quarters of 2013, its cloud profits jumped 70 % over ultimate yr. that's despite the enterprise taking a third-quarter profits hit of greater than $1 billion -- $23.72 billion compared to remaining 12 months's $24.74 billion -- in huge fraction because of feeble performance from the enterprise's hardware division.

    in terms of universal price, IBM landed its largest public sector cloud contract to date in August, securing an interior arm deal value as much as $1 billion over 10 years. IBM officials hope its SmartCloud for govt solution to achieve Federal risk and Authorization administration software (FedRAMP) compliance via 12 months's conclusion as well, which means it is going to comply with the executive's rigorous cloud computing protection specifications.

    The GSA deal, although, highlights how a whole lot of IBM's increase within the cloud market is due to the end-to-end capabilities it gives on appropriate of the cloud infrastructure itself. IBM has lengthy offered companies with knowledgeable consulting and different B2B options that many cloud infrastructure suppliers would necessity to subcontract out.

    "The intuition IBM become chosen right here is they could not most effective provide [GSA] the cloud system, but the conclusion-to-end faculty – the analytics and novel how you can study enterprise and efficiency," spoke of Luann Pavco, managing accomplice for IBM Public Sector capabilities. "There really is a change between IBM and a basic cloud infrastructure company."

    about the creator

    Frank Konkel is a former staff writer for FCW.


    IBM's solutions oblige Bulgaria-based mostly Praktiker's sales | killexams.com true Questions and Pass4sure dumps

    foreign enterprise Machines corporation IBM recently introduced that Praktiker, a house DIY retail chain primarily based in Bulgaria has tripled both its on-line sales and in-keep purchases given that its adoption of the business’s omnichannel commerce respond 5 months ago.   

    Praktiker’s novel site features a web catalogue of more than 40,000 items presenting constructive suggestions to the halt person. The website has been considered by route of 750,000 pleasing clients considering its launch. especially, the timehonored number of visits has tripled from about 1500 per day initially to 5000 per day at existing.

    Adoption of IBM’s omnichannel commerce solutions namely WebSphere Commerce (for each for B2B and B2C) and Sterling Order administration (for offering insights on give and demand, order success procedures) by using retail retailers has multiplied in fresh times.

    We hope that the turning out to live adoption of IBM solutions (retail, Watson) will proceed to raise the accurate line.

    View photos

    notably, shares of IBM gained 0.forty three% on Tuesday. The inventory has outperformed the Zacks laptop - built-in programs trade on a 12 months-to-date groundwork. whereas the trade received best three.9% throughout the duration, the inventory preferred 5.1%

    Is IBM Poised to improvement?

    We notice that competitors is intensifying within the application solutions space with the presence of principal avid gamers such as salesforce.com’s CRM Salesforce Commerce Cloud, SAP SE’s SAP SAP Hybris and Oracle’s ORCL Oracle Commerce.

    We disagree with that the ongoing adoption vogue for IBM’s application solutions systems augurs smartly for the company ultimately.

    As of the ultimate said quarter, IBM’s Cognitive options (solutions software and transaction processing software) revenues grew 1.four% on a year-over-12 months foundation (up 2.2% at regular forex) to $5.30 billion.

    international company Machines supplier income (TTM)

    View photographs

    overseas company Machines organization earnings (TTM) | overseas company Machines enterprise Quote

    solutions utility boom become driven basically by route of analytics. (study greater: IBM Corp (IBM) Beats on this autumn revenue; FY17 View towering quality).

    Zacks Rank

    At latest IBM has a Zacks Rank #3 (dangle). that you would live able to see the finished list of these days’s Zacks #1 Rank (powerful purchase) shares right here.

    more inventory news: eight companies Verge on Apple-Like Run

    Did you pass over Apple's 9X inventory explosion after they launched their iPhone in 2007? Now 2017 appears to live a pivotal 12 months to pick up in on a further rising expertise anticipated to rock the market. exact might bounce from basically nothing to $42 billion with the aid of 2025. stories witness it may store 10 million lives per decade which might in flip rescue $200 billion in U.S. healthcare prices.

    Story Continues




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    000-219 exam Dumps Source : IBM Sterling Order Management V9.1 Deployment

    Test Code : 000-219
    Test title : IBM Sterling Order Management V9.1 Deployment
    Vendor title : IBM
    : 104 true Questions

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    No result found, try novel keyword!I’m too very excited to broadcast a novel project for a current LiveArea client to deploy IBM’s Sterling Commerce Order Management System ... Their first production deployment of a FaaS pop ...

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    It is only two years since the merger of Yoox and Net-a-Porter but since then much has been done to integrate these two fashion retailers, which sell luxury in-season fashion and out-of-season discounted goods as well as developing flagship ecommerce sites for luxury brands. Listed on the Milan stock exchange, the Yoox Net-a-Porter Group has headquarters in Bologna, Italy – where Yoox is based – as well as in London, where Net-a-Porter has its roots. Commercial and tech teams are based in both locations. The Group has a turnover of almost £2bn and set its sights on double-digit growth through to 2020.

    As well as boosting sales through its multi-brand in-season Net-a-Porter and Mr Porter sites the Group aims to increase sales of multi-brand off-season luxury fashion from its original Italy-run Yoox.com and the Net-a-Porter launched site, The Outnet. Its expertise in luxury content and customer service will further live brought to the fore through partnerships with luxury brands for which it designs and operates flagship ecommerce stores. It currently operates 40 flagship stores for brands including Armani and Chloe using technology from the Yoox arm of the business.

    It plans to deepen the digital chance for these brands through progress of omnichannel capabilities, autochthonous apps services, editorial content, tailored customer service, and further creative and digital projects.

    Core platform

    Since the merger, the group has been reorganising its operations around three distinct parts of the trade – in season, off season and flagship stores. A core cloud-based platform has been developed with IBM using Yoox’s proprietary software and IBM WebSphere Commerce. This will provide a robust and scalable foundation for the different ecommerce sites within the trade as well helping to ease post-merger systems integration. Running All of the businesses on one platform too provides a unique focal point for in-house technology development.

    In addition, working with IBM gives YNAP access to the IBM Innovation Lab and the fashion & luxury Innovation Committee. The core commerce platform is underpinned by product information management, IBM Sterling Order Management and back-end systems including ERP and warehouse management systems. “Decoupling the front halt from the platform means they can create the differentiators and maintain the DNA of the brands while they focus on the platform to just expose the services, so if you eye at Net-a-Porter or Moncler they are pixel impeccable but they are All different, but that is All experience, UI and UX,” says Alex Alexander, CIO, Yoox Net-a-Porter Group. He adds: “They All spend the selfsame sort of capability but not All brands want the selfsame features, certain payment methods or checkout features.” Aspects such as these are determined at the brand level, based on the features they want to enable for customers, along with regional aspects such as payment methods.

    UI and UX can further localise the experience. The conception is to build only once with a set of APIs enabling the core functionality and features to live used many times in different ways across the various brands. This enables brands to differentiate and provide the desired sustain for their own customer base, whether it is via a mobile app, m-web, smart watch or in-car device. In addition, the front-end customer sustain can live differentiated by country or even by customer. One core global platform too means that the tech teams can develop solutions for specific brands with functionality added into the core platform and then made available to all.

    Funding this five-year growth design is an investment of more than £462m (€500m) in technology and logistics across the group, including a novel Tech Hub in London which opened at the halt of June.

    The Tech Hub

    The Tech Hub, in London’s White City, brings together 500 developers from two part offices in the capital, with space for a further 100 recruits, Alexander explains. It works closely with the group’s other tech hub in Bologna, which too has 500 developers. They drudgery on projects across the trade but each has its own areas of expertise: Bologna is a centre of excellence for fulfilment optimisation, warehouse management tools and techniques, and omnichannel, order management and ERP, while London focuses on mobile, content, visual merchandising and simulated intelligence (AI). Each zone of functionality has a lead, such as the owner of payments functionality, but the team working on it may live spread across both locations.

    Data is a global team effort, for example, but some of the niche smart data elements are being worked on in London. AI’s initial groundwork was in the capital, but Alexander believes that within 2 years it will live applied across every fraction of the trade as niche technology uses are matured in one centre and then migrated to the comfort of the organisation. For the past two years, the two Tech Hubs own been working closely together on a number of projects and co-locating project teams between Bologna and London. Alexander explains: “We tried to embolden face-to-face working in the early days of 2015/16. It was essential to building a global team you own to know people and interact with them.” He adds that some projects were deliberately chosen in 2016 to ensure people from both locations had to drudgery together. A mobile initiative, for example, was set up in a similar route to a start-up so the team had to drudgery out their own co-location arrangements and complete the product progress at the earliest feasible time.

    The group has invested heavily in video and conferencing tools at the London hub, as well as in collaboration apps and unified communications tools, to enable continued immediate working across project teams wherever they are located. “We tried to embolden face-to-face in the early days but now the teams are effectively working as a global team so they can spend collaboration tools and video tools to maintain that collaboration,” says Alexander “The notion of one team is so primary to me,” he adds. “Because as a global team, unless they believe and act as one team, they won’t live effective to advocate a global business, and that is one of my key priorities, to continue to reinforce this one team mindset.”

    Alexander aims to build YNAP at the forefront of technology innovation in luxury retailing and to create a team that’s able to develop in a sustainable route wherever particular project teams are based – and that may extend to further tech hubs in different locations in the future. He comments: “I want to own more technology hubs because of the diversity of the talent and the speciality they can pick up from different locations is key. They own cracked the notion of creating a global technology team and the next focus is execution.

    Innovating with AI

    “AI is one of the technologies which will transform their business. Every decade there is a game-changing technology which comes to the landscape and I see AI as one of those game changers which will befriend us give their customers a personalised sustain and not eye at customers as a segment but as an individual,” says Alexander. YNAP plans to spend AI in areas such as returns optimisation, pricing optimisation and targeted marketing enhancement and its focus this year is natural language search.

    Three pillars

    The tech hubs are concentrating on three pillars for the trade growth: personalisation, omnichannel and mobile. Underlying much of this is machine learning and AI. “Personalisation is key to creating inspiration for the customer,” says Alexander explaining how the Group plans to enable one-to-one personalisation of every aspect of customer interaction, live it on web, mobile, apps or other touchpoints. He believes that factual personalisation means understanding each customer, their location and their mission.

    His stated goal is to enable one-to-one personalisation in terms of assortment, outfit curation, experience, content and pricing. “The route they are trying to achieve their personalisation objective is through AI and machine learning and key to that is smart data,” he adds. The Group has view of lots of data on customers from its own sites, in the form of how they behave and their searches, as well as from external sources, including the images they viewed on Instagram. However, as Alexander points out: “Only AI and machine learning can actually process All kinds of data because that data is partly structured. But the majority of it is unstructured data and putting All of that together is what their AI and personalisation strategy is All about. That is the key game changer for us in being able to create the personalised sustain for their customers.” Further external data, such as the weather, the customer’s current location and the location of the occasion for which they are buying attire can live combined with this data to give a fully personalised outfit recommendation experience. He comments that there is no point sending someone an offer for a fur coat when they are spending Christmas in Australia.

    YNAP is using IBM Watson to build, train and test a natural language engine which will allow customers to speak or sort into a mobile app without having to adhere to specific rules. Alexander gives examples of a customer wanting to buy a skiing outfit from a specific brand or someone motto they want to buy a gift for their husband. “We’re building the engine and testing it and this can then live exposed to the front end,” he says. How the different sites utilise the technology will live up to them. Another feature being developed with AI is an outfit builder which uses personalisation data held by the company, such as the customer’s clothes size and preferred brands. The outfit builder can live triggered by a retailer, personal shopper or by the customer themselves with different forms of interaction added at the front end. Visual search is too being investigated. This enables a shopper to upload an image of someone and vow that they want to purchase a similar outfit. The engine will then build them an outfit based on that photograph offering garments sold by the retailer or the brand.

    Omnichannel

    Omnichannel progress is providing opportunities for the flagship stores to fulfil customers’ necessity for speedy omnichannel solutions and enabling them to pick up items from anywhere in the world and revert them either to the selfsame store or to another one in a different country. Customers will too live able to order certain brands from Net-a-Porter and pick up their purchase from the brands’ own shops. This ‘omni-stock programme’ uses IBM Sterling Order Management to provide the Group with a single, global view of stock across the distribution centres of Yoox, Net-a-Porter and the brands’ own stores. Distribution centres across the Group are being repurposed in line with the in-season and off-season businesses, and a hub and spoke model implemented so stock efficiencies can live increased as well as growing the flush of full-price sell-through. The model too future proofs the movement of goods against feasible post-Brexit customs duties.

    The omnichannel functionality will in addition enable more flexible fulfilment options and services, including same-day delivery in novel York, London, Milan, Dubai, Shanghai and Tokyo. It will too enable the flagship stores to own a better view of customers and link their online and offline behaviour. Yoox and the flagship stores own already migrated to IBM Sterling Order Management with Valentino becoming the first brand to evanesce live with the first side of omnichannel functionality in September. Net-a-Porter and Mr Porter own moved across to the Yoox Group’s ERP and will migrate to the novel OMS in 2018, when they too scramble to the replete commerce platform. The Outnet will migrate to the replete platform at the halt of this year. Italian brand Moncler was the first of the flagship stores to dash on the commerce and content fraction of the platform when it went live this July.

    Mobile

    Mobile apps are becoming increasingly primary for YNAP. The number of brands selling via apps is growing every pecuniary quarter and now accounts for 50% of All sales, compared with last year’s 40%. The company is investing in iOS and Android apps to meet the varying demands of customers in All the countries in which it does business. “We can really deliver an inspirational sustain through mobile,” says Alexander.

    The company has recently added messaging via mobile apps and screen sharing, whereby a personal shopper can partake information with a customer. YNAP has ambitious plans for the future as it moves towards becoming a mobile-only company, investing in mobile frameworks – to enable speedier deployment and faster apps as well as novel services for existing apps – and developing AI and natural language capabilities. For example, customers when travelling will live able to question what’s trending and what the weather is fancy at their destination and then collect their order from the closest store. The Group’s Tech Hubs necessity to equilibrium innovation and the core platform with the needs of each individual company as well as having an understanding of the halt customers. If a number of sites are experiencing similar issues, a unique functionality can live developed for the core platform but deployed in different ways to match customer behaviour on the individual sites.

    The flush of cart abandonment, for example, was lowered through subtle messaging which showed the shopper the items that had been left in the basket the next time they visited the app. “The tone of the message was such that it was not seen as a random message,” Alexander says. An R&D team is looking further ahead to explore technologies which own yet to live commercially proven, such as augmented reality and shopping from physical shop windows when the store is closed. It is too investigating novel spend cases for proven technology such as visual recognition in warehouses. “It’s a fail-fast approach,” Alexander comments.

    As novel technologies and trade uses are developed, refined, tested and proven, they are added to the core platform and so made available to All of the retailers and brands. Integration plans and cross-group working certainly seem to live working for the business. In the first half of its pecuniary year its net revenues hit £923m (€1bn) for the first time, an increase of 19.5% on an organic basis compared with £828m (€897m) in the first half of 2016. YNAP has successfully launched Moncler as the first online flagship store on the novel front-end platform as well as signing a multi-year global agreement for the novel Ferrari online flagship store. Over the selfsame era it recorded 400 million site visits, compared with 342.7 million in the first half of 2016, and 4.5 million orders (3.9 million) with the tolerable order value increasing by €10.

    Active customers are on the rise, too, hitting the 3 million effect in the first half of 2017 (2.6 million). With more parts of the trade migrating onto the novel platform and the synergies that brings, along with optimisation, innovation and engagement, the Group is set to further establish itself in the minds of its customers worldwide, while novel markets and the mount of personalised sustain on mobile devices ensure its sites remain immediate at hand.

    A longer version of this interview first appeared in InternetRetailing Magazine in September. Click here to explore the sequence of magazines.

    Image author: Gabriel de la Chapelle

    Image courtesy of Yoox Net-A-Porter


    Is your DC struggling with fulfillment? account DOM software | killexams.com true questions and Pass4sure dumps

    Home > Technology > Is your DC struggling with fulfillment? account DOM software

    Technology May 14, 2012

    Column | techwatch

    "Distributed order management" applications determine the best fulfillment location for a particular order.

    By James A. Cooke

    The days when consumers did most of their shopping at stores are long gone. Today's shopper is just as apt to order an detail online or with a mobile phone as walk into a shop, and that's creating astronomical headaches for some retailers. In particular, many are struggling to design positive they own the right inventory on hand and in the right places to advocate the customer happy.

    That's why a number of retailers own begun using a sort of software known as "distributed order management" (DOM). Distributed order management applications determine the best fulfillment location for a particular order. Essentially, they provide visibility into inventory holdings on a network-wide basis—at distribution centers, in stores, and even at supplier sites—so the retailer can choose where to drag the product from. For instance, the app might witness that the retailer's best option for filling an online order would live to drag the detail from a store, rather than the e-commerce site's fulfillment center.

    "A lot of retailers grew up using different systems and serving different channels," says Chad Hooker, senior director of supply chain solutions at the Oxford Consulting Group. "With DOM, you pick up the visibility as to what the customer is doing across All channels."

    Although retailers are currently the main users of DOM software, industry experts believe that other sectors struggling with order fulfilment across multiple channels may soon inaugurate turning to these apps as well. Hooker notes that the government is showing an interest in this sort of software, while Gartner analyst Jessica O'Brien says that the life sciences industry has started looking into its use.

    Despite the recent surge of interest, DOM software is not new. These applications own been around for more than a decade. But they've been gaining traction in the retail sector in the past two years as more merchants struggle with multi-channel fulfillment. Interest in this application is "largely driven by retail and the necessity to advocate all-channel commerce seamlessly without busting the budget," explains Jim Le Tart, director of marketing at RedPrairie, one vendor of this sort of software.

    In addition to RedPrairie, a number of well-known vendors provide DOM software, including Manhattan Associates, Sterling (IBM), Oracle, and Softeon. Other software companies in this space involve Jagged Peak, IMI, OrderMotion, and VendorNet.

    Prior to the changes in consumer shopping behavior, companies were hesistant to invest in this kindhearted of software because of the integration drudgery involved. DOM software must connect to multiple systems, including warehouse management systems, front-end e-commerce systems, merchandising systems, order management systems, point-of-sale systems, and customer relationship management systems.

    Because of the amount of tie-in drudgery required, installation and deployment of DOM systems are expensive undertakings. Although the actual cost depends on the order volume and the complexity of the integration, Gartner analyst O'Brien says installation of this sort of software can easily attain $1 million. "They are definitely not cheap projects," she says.

    Despite the huge capital investment for this software, a lot of retailers would rather deploy a DOM system than upgrade their existing systems or install novel ones. "They eye to spend their current [information technology] infrastructure without having to rip out and supplant existing systems," explains O'Brien. "They can own a layer of inventory visibility and enable brilliant order sourcing throughout their distribution network."

    The payback for users comes about from the savings in improved inventory management. "You're not stockpiling inventory," says Hooker, "because instead of having the stores just pulling from the store DC and the dotcom pulling from the dotcom DC, you can drag from the entire network."

    About the Author Resources Mentioned In This Article

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