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

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

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IBM IBM Commerce Solutions Supply

Perficient Named IBM 2019 Watson Commerce enterprise partner of the 12 months | killexams.com actual Questions and Pass4sure dumps

ST. LOUIS--(enterprise WIRE)--Perficient, Inc. (NASDAQ: PRFT) (“Perficient”), a number one digital transformation consulting enterprise serving world 2000® and other significant enterprise shoppers throughout North the usa, announced it has been named IBM’s 2019 Watson Commerce business associate of the year. The IBM Excellence Award, announced during IBM’s PartnerWorld at feel 2019, acknowledges Perficient’s ongoing multiply and relationships with key consumers, and thought management around the IBM Watson consumer tryst Commerce platform as an captious component for digital transformation.

“Our routine to commerce is concentrated on crafting a journey, connecting with shoppers, and supplying a seamless consumer journey across channels and throughout the enterprise, imperatives in today’s customer-pushed world,” spoke of Steve Gatto, countrywide earnings director, Commerce options, Perficient Digital. “together, with their valued clientele, we’re transforming companies in a route that not most effectual drives growth however strengthens their gauge manufacturer, and they normally evolve their offerings to retain customers at the prerogative of their video game. We’re honored to be diagnosed by using IBM, and we’re anticipating sharing their innovative options everything the route through IBM regard 2019.”

Perficient Digital Takes Commerce options beyond Transactions to transform the consumer Lifecycle for a world diversified brand

With branded producers and distributors under pressure from the histrionic shift to on-line paying for, a worldwide assorted company sought to digitally radically change its commerce business. In partnership with Perficient Digital, the two establishments delivered optimized customer earnings, up to date product tips (PIM), and streamlined the ordering process via evolution of a B2B portal. With the implementation of IBM’s Sterling Order administration gadget (OMS), and Perficient’s potential, the diversified company is future-proofing its enterprise to align with trade developments and market opportunities.

additionally, the company’s OMS will give them enhanced flexibility in managing advanced order management scenarios, superior reliability so as processing and fulfilment, and a value discount in imposing throughout its commercial enterprise. it's going to extra permit the organization to carry provider enhancements to its shoppers, optimize its pricing, advertising and ordinary give chain, boost revenue because of improved stock visibility, and reduce expenses via superior efficiencies so as visibility.

Perficient Digital Enhances the online customer event for a leading fabric Retailer

In a market that has traditionally relied on brick-and-mortar experiences, a leading textile and craft retailer became challenged with extending the client experience online. Perficient partnered with the enterprise to implement an IBM Watson Commerce retort that supplied up-to-date visibility of its stock and greater monitoring of its product volume, vicinity, and availability. applying IBM Order administration, Perficient extra better the solution through cloud migration that presents a solitary view of deliver and demand, orchestrates order achievement processes throughout buy on-line Pickup In shop (BOPIS) and Ship-from-keep (SFS), and empowers enterprise representatives to more desirable serve consumers each in cognomen facilities and in-save engagements.

“Perficient has been deploying IBM Commerce options for very nearly two decades, offering end-to-end digital commerce options that embody diverse channels, and bring seamless and effectual experiences across their complete enterprise,” mentioned Sameer Peera, widespread supervisor, Perficient’s commerce follow. “With the contemporary advice that HCL took over construction of IBM WebSphere Portal, IBM internet content management and internet experience factory, their valued clientele proceed to engage us for assist with their digital commerce thoughts. We’re completely satisfied to be their go-to accomplice as they navigate the changing market landscape and carry for their shoppers.”

Perficient skills in motion at IBM feel 2019

in addition to its award-profitable commerce retort advantage, Perficient specialists are handy prerogative through the IBM feel 2019 conference in booth #320 to talk about its journey and competencies throughout the IBM portfolio , peculiarly cloud, cognitive, facts, analytics, DevOps, IoT, content material management, BPM, connectivity, commerce, cell, and consumer engagement.

whereas IBM has introduced its plans to sell its commerce portfolio, the advice of its acquisition of pink Hat additionally signaled the criticality cloud evolution and delivery play in a hit conclusion-to-conclusion digital transformations. As an IBM world Elite accomplice, one in every of handiest seven companions with that repute globally, and a purple Hat Premier accomplice, Perficient is well placed to work with both agencies through this transition. And, their consultants should be accessible prerogative through IBM believe to contend the route to navigate the cloud market, share key client success reports, and provide strategic abilities on the alternatives forward for clients.

“expertise is altering so hastily, and companies necessity to hold tempo or mug disruption,” famous Hari Madamalla, vice chairman, rising solutions, Perficient. “With handicap and experience in everything points of the commerce event, to main cloud, internet hosting, managed capabilities and aid options, corporations flip to Perficient as a go-to companion for his or her digital transformations.”

be a fraction of several Perficient discipline be counted consultants and their clients as they existing everything over six IBM regard periods, together with:

As a Platinum IBM business accomplice, Perficient holds greater than 30 awards throughout its 20-12 months partnership background. The enterprise is an award-successful, licensed software charge Plus solution provider and some of the few companions to receive dozens of IBM skilled level application competency achievements.

For updates everything through the event and after, associate with Perficient experts on-line via viewing Perficient and Perficient Digital’s blogs, or solemnize us on Twitter @Perficient and @PRFTDigital.

About Perficient

Perficient is the leading digital transformation consulting enterprise serving global 2000® and business shoppers throughout North the usa. With unparalleled assistance technology, management consulting, and inventive capabilities, Perficient and its Perficient Digital company convey vision, execution, and charge with improbable digital experience, company optimization, and trade options. Their work makes it possible for valued clientele to multiply productivity and competitiveness; grow and reinforce relationships with customers, suppliers, and companions; and in the reduction of costs. Perficient's gurus serve purchasers from a community of places of work throughout North the usa and offshore places in India and China. Traded on the Nasdaq international select Market, Perficient is a member of the Russell 2000 index and the S&P SmallCap 600 index. Perficient is an award-successful Adobe Premier associate, Platinum level IBM enterprise accomplice, a Microsoft national service company and Gold licensed accomplice, an Oracle Platinum associate, an superior Pivotal capable associate, a Gold Salesforce Consulting partner, and a Sitecore Platinum companion. For extra tips, consult with www.perficient.com.

protected Harbor statement

one of the vital statements contained in this information unencumber that aren't simply historic statements focus on future expectations or situation different ahead-looking information regarding fiscal effects and enterprise outlook for 2018. those statements are subject to prevalent and unknown dangers, uncertainties, and different components that could trigger the actual outcomes to vary materially from those contemplated by route of the statements. The ahead-searching information is in line with administration’s present intent, perception, expectations, estimates, and projections concerning their enterprise and their business. you should definitely be conscious that those statements handiest replicate their predictions. actual hobbies or outcomes may additionally vary significantly. distinguished elements that could understanding their specific outcomes to be materially distinctive from the forward-looking statements comprehend (however are not restrained to) these disclosed below the heading “possibility elements” in their annual document on configuration 10-okay for the 12 months ended December 31, 2017.


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

No outcome discovered, are attempting unusual keyword!Tech company IBM has announced that it will supply IT solutions to provide chain logistics company Gati Kintetsu express deepest restrained (Gati KWE). in keeping with market estimates, the e-commerce market i...

IBM (IBM) Up 3.9% due to the fact terminal salary file: Can It proceed? | killexams.com actual Questions and Pass4sure dumps

A month has gone by in view that the remaining income file for IBM (IBM). Shares maintain delivered about 3.9% in that time body, underperforming the S&P 500.

Will the contemporary tremendous style proceed leading up to its next profits release, or is IBM due for a pullback? earlier than they dive into how buyers and analysts maintain reacted as of late, let's retract a short look to be on the most fresh revenue file as a route to regain a much better address on the crucial drivers.

IBM this topple profits Beat Estimates, Revenues Decline Y/Y

international business Machines Corp delivered fourth-quarter 2018 non-GAAP profits of $four.87 per share, which beat the Zacks Consensus appraise of $4.eighty one per share. despite the fact, revenue per share (EPS) decreased 5.9% from the 12 months-ago quarter. The year-over-12 months decline in EPS can be attributed to higher tax cost.

Revenues of $21.76 billion had been virtually in accordance with the Zacks Consensus appraise of $21.seventy four billion and declined 3.5% on a yr-over-yr basis. At even foreign money (cc), revenues dipped 1%. The 12 months-over-year decline can primarily be attributed to currency fluctuation and headwinds from IBM Z product cycle.

above all, IBM mentioned that signings surged 21% on cc groundwork to $15.eight billion. features backlog declined 1% year over yr and got here in at $116 billion.

Geographic earnings details

Revenues from Americas had been down four%, reflecting the headwind from the IBM Z product cycle. however, persevered growth in Latin the usa become a positive.

Europe, center-East and Africa elevated 2% from the yr-ago quarter above everything because of growth in Spain, Germany, Italy and the U.okay.

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

Strategic Imperatives growth Continues

Strategic Imperatives (cloud, analytics, mobility and protection) grew 5% at cc from the year-in the past quarter to $11.5 billion. except for IBM Z product cycle handle Strategic Imperatives grew eleven% yr over year.

protection revenues surged 17% (except IBM Z product cycle maintain an effect on) and declined three% on cc foundation. On a trailing 12-month groundwork, Strategic Imperatives revenues had been $40 billion, up 9%.

Cloud revenues surged 6% from the year-ago quarter to $5.7 billion and 19% (excluding IBM Z product cycle impact). The annual elude rate for cloud as-a-carrier revenues elevated 21% at cc on a 12 months-over-year basis to $12.2 billion.

Cloud revenues of $19.2 billion on a trailing 12-month basis extended 12% 12 months over yr.

Cognitive Revenues Surge

Cognitive options’ revenues-external elevated 2% 12 months over 12 months (on cc basis) to $5.5 billion. Revenues from Cognitive solutions (including options application and transaction processing) multiplied essentially due to growth in solutions application, together with analytics and artificial intelligence (AI).

Segmental revenues concerning Strategic Imperatives and Cloud improved 9% and 5%, respectively. Cloud as-a-carrier salary annual elude fee become $2 billion.

solutions application comprises choices in strategic verticals dote health, domain-certain capabilities dote analytics and safety, and IBM’s rising technologies of AI and blockchain. The segment likewise contains choices that tackle horizontal domains dote collaboration, commerce and ability. in the suggested quarter, solutions application revenues extended 3% year over 12 months.

IBM cited that the integration of AI into choices dote client adventure analytics in commerce area helped SaaS signings to grow in double digit in the said quarter.

Transaction Processing software comprises application that runs mission-important workloads, leveraging IBM’s hardware systems. Revenues were up 1% on a year-over-year basis.

IBM witnessed multiply in business verticals dote fitness, key areas of analytics and safety within the quarter. Watson fitness witnessed huge-based multiply in Payer, provider, Imaging and actuality Sciences domains.

all the route through the fourth quarter, IBM increased partnership with Vodafone group. Per the deal, IBM’s advanced hybrid cloud platform, AI, cyber web of issues (“IoT”) capabilities will uphold Vodafone company with digital transformation initiatives.

IBM stated that analytics performed smartly in the quarter, driven by using statistics science choices and IBM Cloud deepest for statistics offering.

security growth became driven by using offerings in orchestration, facts protection and endpoint management.

Story continues

In blockchain, IBM introduced addition of several unusual customers everything through the quarter, which comprises “work with smart Dubai on the core East’s first executive-endorsed blockchain platform.” The enterprise additionally unveiled an on-prem offering everything through the mentioned quarter, the IBM Blockchain Platform for IBM Cloud deepest. a couple of unusual deal wins is additionally helping IBM to produce stronger its foothold in blockchain know-how.

global business capabilities Revenues raise

Revenues from international enterprise capabilities-external section were $four.3 billion, up 4% from the year-ago quarter (up 6% at cc). The year-over-year multiply became primarily because of growth throughout everything three business areas namely consulting, application administration and international procedure services.

Segmental revenues touching on Strategic Imperatives grew 14%. Cloud succeed surged 34%. Cloud as-a-carrier income annual elude rate was $2.1 billion.

software management revenues accelerated 4% from the 12 months-ago quarter. world process services revenues climbed 5%. furthermore, Consulting revenues expanded 10% year over yr, pushed by improbable performance from IBM’s digital company.

technology features & Cloud systems: Revenues Dip

Revenues from technology services & Cloud systems-external diminished three% from the 12 months-ago quarter (flat at cc) to $8.9 billion. Segmental revenues bearing on Strategic Imperatives superior 13%, driven by using hybrid cloud features. Cloud surged 22% from the 12 months-ago quarter. Cloud as-a-service earnings annual elude expense became $8 billion.

Integration application accelerated four% from the year-ago quarter. everything the route through the reported quarter, more than one hundred agencies everywhere selected IBM Cloud deepest offering. Infrastructure services revenues maintain been flat on a year-over-year foundation.

Technical assist features revenues diminished three% from the 12 months-in the past quarter.

energy & z14 drive systems Revenues

systems revenues lowered 21% on a yr-over-yr groundwork (down 20% at cc) to $2.6 billion, essentially as a result of maintain an effect on of the IBM Z product cycle. Segmental revenues concerning Strategic Imperatives plunged 22%, while Cloud revenues declined 31%.

IBM Z revenues lowered 44% year over 12 months. youngsters, MIPS talent has accelerated around 20%, driven by means of huge-based mostly adoption of the z14 mainframe.

energy revenues multiplied 10% from the yr-ago quarter. The upside was especially because of Linux and effectual adoption across the newest POWER9-primarily based structure.

all through the fourth quarter, IBM achieved the launch of its next era POWER9 processors for midrange and excessive-conclusion methods that are designed for handling superior analytics, cloud environments and records-intensive workloads in AI, HANA, and UNIX markets.

IBM likewise brought unusual choices optimizing both hardware and software for AI. administration believes that items dote PowerAI vision and PowerAI commercial enterprise will assist drive unusual customer adoption.

besides the fact that children, storage hardware revenues declined because of fragile performance within the mid-latitude end, partly offset via mighty growth in everything gleam Arrays. IBM pointed out that pricing power within the immensely competitive storage market is hurting revenues. The business announced its unusual FlashSystems with next technology NVMe technology everything the route through the said quarter.

working methods software revenues declined three%, whereas techniques Hardware slumped 23% from the 12 months-ago quarter.

finally, world Financing (comprises financing and used device revenue) revenues decreased eleven% year over year and 9% at cc to $402 million.

operating details

Non-GAAP uncouth margin remained unchanged from the year-ago quarter at 49.5%. The uncouth margin benefited primarily by 190 foundation points (bps) growth in capabilities margin. youngsters, damaging amalgamate in IBM Z product cycle totally offset this expansion.

operating charge declined 5.3% yr over yr, due to cognizance of acquisition synergies and improving operational efficiencies. IBM continues to set money into impulsively transforming into fields dote hybrid cloud, synthetic intelligence (AI), security and blockchain.

Pre-tax margin from continuing operations accelerated 50 bps on a year-over-year basis to 23.1%.

Cognitive solutions and world business capabilities section pre-tax margins accelerated 290 bps and 520 bps, respectively, on a 12 months-over-yr foundation. although, expertise services & Cloud platforms segment pre-tax margin gotten smaller 20 bps.

Non-GAAP working margins from carrying on with operations reduced in size ninety bps and got here in at 20.three%.

balance Sheet & money stream particulars

IBM ended fourth-quarter 2018 with $eleven.99 billion in complete cash and marketable securities in comparison with $14.70 billion at the conclusion of third-quarter 2018. total debt (together with present element) changed into $45.8 billion, down from $46.9 million from the previous quarter.

IBM suggested money flux from operations (except for global Financing receivables) of $7.three billion and generated free cash stream of $6.5 billion in the quarter under assessment.

in the pronounced quarter, the company returned $3.5 billion to shareholders through dividends and share repurchases. The enterprise lower back greater than $10 billion to shareholders via dividends and share repurchases for the complete fiscal yr.

at the conclusion of the 12 months, the company had $3.three billion terminal under existing buyback authorization.

Fiscal 2018 Highlights

IBM stated fiscal 2018 non-GAAP salary of $13.eighty one per share, where as revenues came in at $79.6 billion, up 1% each and every year over 12 months.

Revenues from Cognitive options, international company services, expertise features & Cloud platforms, methods and global Financing got here in at $18.forty eight billion, $sixteen.eighty two billion, $34.46 billion, $8.03 billion and $1.59 billion, respectively.

suggestions

IBM expects non-GAAP EPS forecast for 2019 to be as a minimum $13.90.

IBM quiet anticipates 2019 free money circulate of $12 billion.

How maintain Estimates Been affecting for the understanding that Then?

It turns out, fresh estimates flatlined everything over the previous month.

VGM scores

at this time, IBM has a subpar multiply rating of D, youngsters its Momentum rating is doing a lot better with a B. Charting a to some extent identical path, the inventory was allotted a grade of A on the cost aspect, inserting it within the actual quintile for this funding method.

general, the stock has an aggregate VGM rating of B. in case you don't look to be concentrated on one method, this score is the one you'll want to be interested in.

Outlook

IBM has a Zacks Rank #three (cling). They are expecting an in-line recrudesce from the stock within the following few months.

want the latest ideas from Zacks investment analysis? these days, that you could down load 7 exemplar shares for the next 30 Days. click to regain this free document overseas business Machines business enterprise (IBM) : Free stock analysis document To examine this text on Zacks.com click on here. Zacks investment analysis


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IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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BizSlate‘s Mobile Supply Chain Management By @Xeniar | @CloudExpo #Cloud | killexams.com actual questions and Pass4sure dumps

Marc, Thanks for taking the time to retort my questions. please relate us, what is BizSlate everything about and what accomplish you do?

Marc Kalman: BizSlate’s award-winning, cloud-based, supply chain management (SCM) software enables small- and mid-sized manufacturing and distribution businesses to compete more effectively, reduce operational costs, and gain greater visibility into their supply chains. Their product differs from most ERP and order management software, which are typically accounting-focused. Instead, BizSlate’s solution is designed from the supply chain process inward. The result is a truly revolutionary approach that provides proprietary capabilities to solve real-world supply chain challenges. BizSlate is simple and inexpensive to implement, facile to learn and use, and offers growing businesses tremendous, cost-effective operational improvements.

What is your unusual product launch?Kalman: They just launched their latest innovative software-as-a-service (SaaS) solution that empowers small- and mid-sized distributors to compete on the global stage. BizSlate’s software, available for immediate use, revolutionizes the route in which businesses manage customers, vendors, orders, inventory, and logistics. They are excited to bring a solution to small businesses that, for the first time, is built on a first-hand understanding of how they work and what they really necessity to succeed.

You are one of the few companies to tender FREE phone support, Why?

Kalman: I maintain been involved in supply chain technology for my entire career, both as a provider and as a practitioner. I am very sensitive to the needs of this market, particularly when questions further up around the supply chain. They are here to produce a inequity for small businesses; to truly embolden them. They want them to be able to regain questions answered, at any time, and without concern about additional costs. It makes a inequity to them and may be the inequity between getting a large deal or losing one.

Additionally, by offering free phone support, it keeps us in check to produce positive they deliver on their swear of a solution that is as facile to consume as it is powerful, intelligent, and efficient.

Tell us about your integration with QuickBooks? Why would QuickBooks users consume BizSlate instead of other SCM software?

Kalman: QuickBooks is a terrific fiscal management tool. There are various modules and add-ons to QuickBooks that extend its capabilities. However, for emerging businesses, these add-ons are often “Band-Aids” to short-term problems that will eventually necessity to be replaced as businesses continue growing, and they attend to tender itsy-bitsy overall recrudesce on investment. As they talk with small businesses, even after purchasing these add-ons, they quiet find themselves managing a majority of their operations on spreadsheets. This is, clearly, not a sustainable process.

When businesses achieve the point that they feel they’ve outgrown QuickBooks and are ready to invest into their next system, instead of throwing away everything they’ve invested in (including QuickBooks) and migrating to Netsuite and Microsoft Dynamics, they can now seamlessly connect BizSlate to QuickBooks and regain the very results as these larger systems, but with much less disruption to their business and at a much lower, overall, total cost of ownership (TCO). BizSlate, in essence, converts QuickBooks into an enterprise solution that is comparable with more expensive intricate systems.

How can BizSlate effectively manage the disparity of business operations in one system and managing accounting within QuickBooks?

Kalman: BizSlate handles this really well. In general, BizSlate manages the entire operation, inclusive of customers, orders, inventory, and even accounting. BizSlate users, with permission, can manage invoices, returns, accounts receivable, and more, everything from within the BizSlate interface. BizSlate seamlessly updates the generic ledger of QuickBooks so accountants can elude fiscal statements and accomplish banking from the QuickBooks accounting system they are used to and cozy operating in.

How does BizSlate embolden businesses to reduce cost of affecting and storing products?

Kalman: BizSlate is designed the route small businesses operate, particularly when it comes to products and inventory, which are the backbone of many businesses. From tools that manage the relationship between master packs, pre-packs, and open stock to unlimited identifiers per product (which eliminate inventory disparity) to predictable availability to sell inventory, BizSlate improves inventory accuracy and tracking in a route that is comparable to large, expensive systems, but without their cost and complexity.

Does BizSlate address SCM execution, planning, or both?

Kalman: BizSlate can uphold both planning and execution across the supply chain. Their solution provides a clear view of inventory availability as well as order requirements, so it’s facile to view what is needed and to Place orders to factories and suppliers, receive goods, and ship accurately and on time — everything while maintaining a sustainable, lean, green supply chain.

Who is your target audience?

Kalman: Their software is made for small manufacturing and distribution businesses of up to $100 million in revenue with 100 employees or less. The majority of their customers are likely to maintain revenues of less than $50 million. These businesses sell products and services, and are impacted by the strains of a competitive, omni-channel environment which comprehend revenue from large retail chains and department stores, boutiques and specialty shops, and operations that sell direct-to-consumer via online or catalog. While BizSlate has global potential, they are focusing first on solving the problems here in the United States and Canada.

I'd be nosy to hear any generic thoughts you maintain on market trends in SCM…

Kalman: Competition in the manufacturing and distribution markets has become fierce. It is global, it is omni-channel, and it is challenging to retain up with an effectual and efficient supply chain. Surprisingly, the tools available for small- and medium-sized businesses to manage their supply chains maintain not kept up with demand, leaving many SMBs stuck trying to navigate through SCM obstacles with spreadsheets and macros. More than ever, small businesses necessity the power and efficiency of large expensive systems, but without the cost and complexity. That’s where BizSlate shines.

What’s the business model?

Kalman: BizSlate is cloud-based and accessible from any Internet browser, anywhere, and at any time. We’ve designed a system that is facile to learn and facile to use, everything while empowering their customers with enterprise power, intelligence, and efficiency. They accomplish everything of this in an affordable, annual subscription model that can be categorized as operating expense instead of capital expense, and provides an overall lower total cost of ownership when compared to most systems. Their solution scales with their customers as their business grows so they accomplish not feel they are paying extra for capabilities they are not using now, but can easily expand when the time is right.

Who are your competitors?

Kalman: On the larger terminate of the market, they effectively compete with Netsuite, SAP business One, Microsoft Dynamics, and Sage. They likewise find ourselves winning business over smaller system competitors, such as Stitch Labs, Brightpearl, and Tradegecko.

How accomplish you differentiate from your competitors?

Kalman: Historically, ERPs attend to start as accounting applications and plug forward into order management and supply chain, which are not their core competencies. BizSlate’s management team has abysmal domain experience working with SMBs to embolden them better their supply chain and operational efficiencies in difficult and often time-consuming scenarios. We’ve combined this expertise with the lore and needs of a customer steering committee that spans industry and business size. Every member of the steering committee has been involved in helping design and develop BizSlate, making it the first enterprise business management solution for SMBs written entirely from the perspective of the terminate user. The result is a system that is designed the route small distribution businesses operate, and not based on out-dated, accounting-based supply chain methodologies.

How does your technology differentiate from the competition and can you elaborate on the different technology deployed?

Kalman: Enterprise software generally falls into two categories. The first is those systems that maintain enterprise value. With enterprise value often comes technical and functional complexity, and as a result, these systems are more expensive and are targeted to larger enterprises. The second category, the small business application category, is where businesses find the facile and more affordable options. However, while affordable, these applications generally lack any significant recrudesce on investment and act instead as a temporary fix. BizSlate is the first Web-based solution for small businesses that combines these two categories, filling a huge gap of industry necessity by blending enterprise power and efficiency with ease-of-use, affordability, and mobility.

What business or technology could yours disrupt?

Kalman: BizSlate is changing the route small businesses manage their supply chain operations. They are disrupting the legacy ERP market for small- and medium-sized businesses by giving them the tools they necessity to succeed, but without the cost and complexity. small businesses deserve better options than are available today. The current solution providers either accomplish not understand what small businesses really need, or they don’t know how to solve the problem. I left my terminal company to solve this very problem, and their early success is evidence that they are on the prerogative track to doing so.

Who founded the company, when? What can you relate me about the memoir of the company's founding?

Kalman: BizSlate was formed in October 2011 as the continuation of the vision I embarked upon when I co-founded my terminal company, eZCom Software, an SaaS EDI provider that had been proven to better the supply chain efficiency of EDI relationships by as much as 90 percent over their competitors. As a result of their success in helping small businesses, they started receiving requests from their customers to embolden in key supply-chain and operational issues for their non-EDI customers. When I assessed the market, the problem was clear: the current systems were not adequately designed for SMBs. With extensive experience in supply chain technology as both a provider and practitioner, and fueled by my fire to embolden these businesses overcome bottlenecks and obstacles, I moved on from eZCom to start BizSlate.

Within a year of founding BizSlate, where they were mostly focused on software development, the company was honored by presenting at DEMO Spring 2012 in Silicon Valley, and was likewise selected as a finalist for Red Herring’s Top 100 Emerging Tech Companies of 2012. The company was written up in PCMag.com, Network World magazine, and ChainLink Research; they likewise received a mention in The unusual York Times as an upcoming Netsuite competitor. Fast-forward to 2015, and we’re now registering customers for BizSlate in production. The company continues with notable success, as evidenced by being selected as one of the top 20 ERPs for 2015 by CIOReview, a top 100 supply chain project for 2015 by Supply & demand Chain Executive, and winning a spot in Red Herring’s 2015 Top Emerging Tech Companies for 2015.

As a company, they remain focused on helping small distribution businesses succeed by challenging the boundaries of passe school, out-dated principles. They are committed to their customers and making a difference.

What is your distribution model? Where to buy BizSlate?

Kalman: BizSlate is available for production use. The best route to learn more is to contact us directly at 646-878-6405 or via www.bizslate.com. Also, retain an eye out for access to BizSlate via Intuit’s Apps.com marketplace. They gawk forward to helping you.

What’s next on your product roadmap?

Kalman: They maintain several innovative features planned that will continue improving the supply chain and operations of small distribution and manufacturing businesses. They are just getting started, and they are very excited about the long-term, positive repercussion they will have.

Awards: Top 20 ERPs for 2015, Red Herring’s Top 100 North America for 2015, Top 100 Supply Chain Projects for 2015, Top 100 Supply Chain Projects for 2014, Top 100 Supply Chain Projects for 2013, DEMO Spring 2012.

Website: www.bizslate.com

Twitter account: https://twitter.com/bizslate

LinkedIn account: http://linkd.in/1IOihUf

Facebook account: https://www.facebook.com/BizSlate-275590659154197/timeline/


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 succession of acquisitions. Today the corporate group unifies a variety of previously independent production facilities. Its IT landscape is just as intricate and unique as its business. To poise 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 business intelligence functionality from SAP, the company uses mySAP Supply Chain Management (mySAP SCM) and mySAP Customer Relationship Management (mySAP CRM) to uphold 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 plug 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 topple 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 option 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 likewise impressive. “The determinative 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 apt hands at T-Systems Austria. “T-Systems bends over backwards for Sappi,” says Lauwers.Even before the condense was signed in the summer of 2005, the service provider proved itself when Sappi needed to implement unusual software. Without any bureaucratic haggling, the T-Systems team set up the unusual 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, fiscal accounting, and human resources or to SAP APO by migrating the operating system. Given the intricate system layout, which includes a large number of interfaces and scripts, the pains needed to install a unusual 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 elude on HP Blade servers with Intel processors on Linux, which likewise provides resources for flexible, customer-independent adaptive computing.Because the paper manufacturer uses SAP software as a strategic platform for everything its business processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer hub of T-Systems. The intricate computer infrastructure demands apt documentation and effectual monitoring to avoid disruptions to operations and to correct 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 evolution and test systems required were two-and-a-half times that volume. Because Sappi planned to covert the South African applications in September 2005, the migration had to be complete only eight weeks after the condense was signed. By the terminate 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 unusual systems over one weekend. “The different approaches to work caused by cultural differences were a special challenge to their team. They were taken into account as fraction of the transition phase in the various regions of Europe and South Africa and played an distinguished role in the project. Despite the consummate mastery of everything technical and highly intricate requirements, they ultimately focused on the human beings involved, which is actual of everything 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 Place 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 elude 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 likewise 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 everything 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 distinguished step toward the realization of a solitary SAP system. T-Systems has proved itself to be a actual partner by creatively working together with Sappi to develop solutions. Sappi has a very intricate environment and tends to implement the newest tools from SAP. Although the prerogative lore is not always available for the tools, T-Systems puts the necessary resources in Place 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 tower of this article share the very operating model. This model has been brilliantly described by Aaron Dignan:

His model (Purpose, Process, People, Product, and Platform) is challenging as it extends the classic People, Process, and Technology (or Talent, Transition, and Technology — How accomplish They Drive Technological Advances? fraction I, Sourcing Innovation). It likewise puts front and hub crucial aspects unique to the replete potential of a actual digital transformation.

“[Companies dote Amazon, Airbnb, and Uber] aren’t just market matchmakers using data-driven algorithms to drive better buyer-seller matches; they invest in unusual value creation. In platform markets, cultivating user capability becomes as strategically distinguished 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 likewise 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 everything five because platform-based operating models:

  • remove friction and focus on the protest of the “transaction” by empowering and engaging parties to regain and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will likewise enable Procurement to uphold the digital transformation of the entire company.
  • can not exist without data (and a lot of data) as it fuels their recommendation engines and is the ground 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 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 effect 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 & token 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 captious route 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 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, unusual markets, innovation…) by enabling participants to realize their replete potential
  • This is what creates adherence and adoption.

    It is distinguished to recollect that it is not just about digital solutions. PaaP is about the entire experience of working with (and in) Procurement. It encompasses everything the various touchpoints in the Procurement processes: the digital ones and the physical ones. Another key characteristic of PaaP is to deliver a first-class and experience (digital and in actual life) removed of frictions, of unnecessary bottlenecks, and of unnecessary intermediaries.

    Process: experience, journeys, and touchpoints

    “Speed and access change everything. [M]assive organizations are sentiment vehement pressure to innovate, as unencumbered startups retract shots across their bows. Legacy processes that implement bureaucracy, command-and-control structures, waterfall development, and risk management are quiet largely the gauge among large 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 consume at work (and not just Procurement technology) and pronounce “It should be as facile as Google or Amazon.” This explains why technology providers record their offering to be Google-like or Amazon-like as they are what people often consume as benchmarks. This shows that polishing and simplifying the design of the experience (the term experience covers the process and the technology that it supports) is important. (But, it would 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 itsy-bitsy 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 select to produce 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 condense & Commercial Management (IACCM).

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

    So, Procurement has to likewise plug to an experience-based approach to designing its processes. dote it is the gauge drill on the sales/marketing side of business. To accomplish so, it should not only level at automating current processes but at obliterating them:

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

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

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

    Here are a couple 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 proceed should incite the interest of Supply Chain professionals.

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

    “We can start to imagine everything those occasions and processes where the administration of stuff being handled, moved, bought, consumed could be 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 embolden Yourself!, disburse Matters UK

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

    - Assistants and chatbots:

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

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

    - Blockchain:

    The blockchain, beyond Bitcoins and other digital currencies, has the potential to drastically change the route organizations manage transactions and the exchange of value. But there is more.

    As I mentioned earlier, PaaP supports the SRM² model. And, for the model to work, a inevitable number of conditions exist. One is trust:

  • between the supplier and the customer,
  • between the Procurement organization and the other departments,
  • between the Sales organization and the other departments.
  • These three “circles of trust” are the 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 distinguished information addresses the centuries-old problem of trust, a social resource that is everything 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 exemplar solution to streamline processes where what you accomplish to buy costs more (or nearby to) that what you actually buy. It will maintain Procurement rethink what to accomplish with the tail spend! Also, the experience is quite different when compared to traditional processes. Easier and faster are the keywords as explained in this episode of the Thriving At The Crossroads podcast.

    In addition to payments, the blockchain opens unusual horizons for condense management. As Alec Ross says in “the industries of the future” (using the purchase of a house as an example), contracting hasn’t fundamentally changed in the terminal 45 years and involves a lot of papers, lots of signatures and lengthy procedures. It is because of the lack of confidence 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 produce payments real-time, and it likewise solves ownership issues as blockchain records log who owns what in an easily retrievable (public), up-to-date, and secure manner (which likewise represents benefits for IP protection).

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

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

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

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

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

    The concept of omnichannel experiences extends to the actual world. Not everything is about technology and digital. Human touchpoints are likewise very captious to manage, maintain, and nurse relationships.

    For example, organizing business reviews (BR) with key stakeholders and with major suppliers is an chance to gawk 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 maintain more intimate and trust-based exchanges about where they are and where they want to go.

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

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

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

    People: unusual ways to manage talent

    Physical touchpoints exemplify that business is Human-to-Human (H2H) and that everything 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 effect to position the option of

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

    Also, the various possibilities listed above can co-exist in the very organization. The principles of omnichannel and personalization likewise 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 accommodate to the needs and the market.

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

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



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