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

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

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IBM IBM Commerce Solutions Supply

IBM to provide IT solutions to provide Chain Logistics enterprise Gati for e-Commerce Operations | killexams.com real Questions and Pass4sure dumps

Tech company IBM has introduced that it is going to deliver IT options to supply chain logistics solid Gati Kintetsu categorical private restrained (Gati KWE).

based on market estimates, the e-commerce market in India is expected to grow 37%, to gain $20 billion this yr. “to meet the demands of an increasingly savvy online inhabitants, marketers are beneath consistent power to give more desirable purchasing experiences across mobile contraptions and shorter delivery instances. This transforming into e-commerce market poses a problem to logistics organizations, who requisite to champion tempo with the consumer demand for directly purchasable products offered at a competitive price,” IBM brought.

Hyderabad-primarily based Gati’s start community includes air, street and rail insurance, operates a fleet of 3,500 motors with more than three,000 commerce partners throughout India. To manipulate an expanding extent of company with a great number of sellers, Gati KWE tapped into IBM Commerce capabilities to integrate and coordinate the advanced and time-sensitive hobble of products from warehouse to shop to domestic, IBM referred to.

“through the year 2020 outsourced eCommerce success and linked value introduced capabilities are poised to grow to a size of Rs 3000 crore ($500 mn),” according to Dhruv Agarwal, govt vice chairman, Gati.

through implementation of this answer, Gati KWE aims to corner a preeminent participate of the alternatives in the e-success section, he added. The options may subsist implemented via IBM and IBM company associate Bridge solutions.


IBM (IBM) Down 10.3% due to the fact remaining income file: Can It Rebound? | killexams.com real Questions and Pass4sure dumps

A month has gone by given that the final revenue file for IBM (IBM). Shares endure misplaced about 10.3% in that time frame, underperforming the S&P 500.

Will the synchronous needy mode proceed leading up to its next profits free up, or is IBM due for a breakout? earlier than they dive into how traders and analysts endure reacted as of late, let's occupy a short look to subsist at the most recent income report so as to Get a much better address on the essential catalysts.

IBM’s Q2 outcomes capitalize from freight reducing, abate participate count

IBM stated third-quarter 2018 non-GAAP salary of $three.42 per share, which beat the Zacks Consensus assay through pair of cents. revenue per participate (EPS) improved 4.9% from the yr-ago quarter.

The year-over-year boom in EPS may too subsist attributed to solid pre-tax margin working leverage (28 cents contribution) and aggressive participate buybacks (19 cents contribution). This turned into in fragment offset by passage of lessen revenues (seven cents negative endure an consequence on) and better tax fee (17 cents negative affect).

Revenues of $18.76 billion lagged the Zacks Consensus assay of $19.10 billion and declined 2.1% on a 12 months-over-12 months groundwork. At consistent forex (cc), revenues remained flat.

IBM pointed out that signings plunged 21% to $8 billion. features backlog declined three% from the yr-in the past quarter to $113 billion.

Geographic revenue particulars

Revenues from Americas inched up 1%, driven by means of persevered boom in Canada and Latin america and modest growth within the united states.

Europe, middle-East and Africa decreased 2% from the year-in the past quarter, driven by means of decline in Germany and France, in fragment offset via boom in Spain and the UK.

Asia-Pacific revenues declined 1% on a yr-over-12 months groundwork with modest boom in Japan.

Strategic Imperatives growth Continues

Strategic Imperatives (cloud, analytics, mobility and protection) grew 7% at cc from the year-ago quarter to $9.3 billion. safety revenues surged 34%. On a trailing 12-month foundation, Strategic Imperatives revenues endure been $39.5 billion, up 13% (eleven% at cc).

Cloud revenues surged 13% from the 12 months-ago quarter to $four.6 billion. The annual sprint fee for cloud as-a-carrier revenues improved 24% at cc on a year-over-yr foundation to $11.four billion.

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

Cognitive Revenues Decline

Cognitive options’ revenues-exterior decreased 5.7% yr over 12 months (down 5% at cc) to $4.15 billion. Segmental revenues relating Strategic Imperatives and Cloud declined four% and 2%, respectively. Cloud as-a-carrier salary annual sprint rate become $2 billion.

solutions utility contains offerings in strategic verticals infatuation fitness, area-particular capabilities infatuation analytics and protection, and IBM’s emerging applied sciences of AI and blockchain. The facet too comprises choices that handle horizontal domains infatuation collaboration, commerce and ability. options application revenues diminished 3% year over yr within the quarter.

IBM brought up that in commerce domain the infusion of AI into choices infatuation client undergo analytics helped SaaS signings to develop double digit within the quarter. The synchronous launch of Notes Domino version 10, which is optimized for mobile, and helps JavaScript and node.js will boost growth collaboration in 2019.

Transaction Processing software includes software that runs mission-important workloads, leveraging IBM’s hardware structures. Revenues fell eight% on a yr-over-yr basis.

IBM witnessed increase in industry verticals infatuation fitness, key areas of analytics and safety within the quarter. Watson health witnessed wide-primarily based increase in Payer, provider, Imaging and lifestyles Sciences domains.

during the quarter, the Sugar.IQ application, developed by using Medtronic in partnership with IBM, hit the market. The application is designed to simplify and help day by day diabetes administration.

IBM cited that analytics carried out smartly in the quarter, pushed with the aid of information science offerings and IBM Cloud deepest for records providing.

all over the quarter, the enterprise announced warp detection capabilities and launched unusual Watson features on the IBM Cloud inner most platform.

safety boom turned into driven via choices in orchestration, information safety and endpoint management.

In blockchain, IBM meals faith network for meals safeguard went live within the quarter. Reatiler Carrefour joined IBM’s blockchain network. The commerce too jointly announced TradeLens with Maersk that addresses inefficiencies within the global give chain. IBM at present supports 75 vigorous blockchain networks.

global company services Revenues enhance

Revenues from world commerce functions-external section were $four.13 billion, up 0.9% from the yr-in the past quarter (up 3% at cc). Segmental revenues referring to Strategic Imperatives grew 9%. Cloud rehearse surged 18%. Cloud as-a-service revenue annual sprint cost changed into $1.9 billion.

application administration revenues declined 1% from the 12 months-ago quarter. youngsters, international procedure services revenues climbed 2%. additionally, Consulting revenues increased 7% 12 months over 12 months, pushed by passage of powerful performance from IBM’s digital enterprise.

know-how functions & Cloud structures: Revenues Dip

Revenues from know-how capabilities & Cloud platforms-external lowered 2% from the year-ago quarter (flat at cc) to $eight.29 billion. Segmental revenues presence on Strategic Imperatives superior sixteen%, pushed by hybrid cloud capabilities. Cloud surged 22% from the year-in the past quarter. Cloud as-a-service profits annual sprint fee was $7.5 billion.

Integration utility extended 1% from the 12 months-in the past quarter. each and every the passage through the quarter, 95 businesses world wide selected IBM Cloud private offering. Infrastructure capabilities revenues additionally extended 1% on a 12 months-over-yr groundwork.

besides the fact that children, Technical champion capabilities revenues lowered 3% from the 12 months-ago quarter.

vigor & z14 coerce programs Revenues

techniques revenues multiplied 0.9% on a yr-over-12 months groundwork (up 2% at cc) to $1.seventy four billion. Segmental revenues presence on Strategic Imperatives surged 5%, whereas Cloud revenues declined 8%.

IBM Z revenues expanded 6% 12 months over year on greater than 20% MIPS growth, pushed with the aid of vast-primarily based adoption of the z14 mainframe.

vigour revenues extended 17% from the yr-ago quarter. each and every the passage through the quarter, IBM launched its next era POWER9 processors for midrange and excessive-conclusion techniques that are designed for coping with advanced analytics, cloud environments and data-intensive workloads in AI, HANA, and UNIX markets.

IBM additionally introduced unusual choices optimizing both hardware and application for AI. administration believes that products infatuation PowerAI vision and PowerAI enterprise will aid coerce unusual client adoption.

although, storage hardware revenues declined 6% as a result of debilitated performance in the midrange and extravagant conclusion, in fragment offset by powerful increase in each and every gleam Arrays. IBM pointed out that pricing pressure in the immensely aggressive storage market is hurting revenues. The enterprise introduced its unusual FlashSystems with subsequent technology NVMe know-how during the quarter.

working systems utility revenues declined four%, while systems Hardware superior four% from the year-ago quarter.

finally, international Financing (contains financing and used outfit income) revenues lowered 9.1% at cc to $388 million.

working details

Non-GAAP uncouth margin remained unchanged from the year-ago quarter at 47.four%. This became IBM’s most useful uncouth margin performance in years and changed into essentially driven by 160 groundwork points (bps) expansion in services margin. youngsters, damaging combine in z14 mainframe and utility completely offset this growth.

working rate declined 4% 12 months over yr, because of consciousness of acquisition synergies and improving operational efficiencies. IBM continues to achieve money into speedily turning out to subsist fields infatuation hybrid cloud, synthetic intelligence (AI), protection and blockchain.

Pre-tax margin from continuing operations improved 50 bps on a yr-over-yr groundwork to 19.2%.

Cognitive options and world company services segment pre-tax margins increased one hundred ninety bps and 320 bps, respectively, on a year-over-yr groundwork. besides the fact that children, technology functions & Cloud structures section pre-tax margin contracted a hundred bps.

programs pre-tax earnings changed into $209 million down 38% yr over 12 months. global Financing facet pre-tax salary jumped 26.7% to $308 million.

balance Sheet & money movement details

IBM ended third-quarter 2018 with $14.70 billion in complete cash and marketable securities in comparison with $11.ninety three billion on the conclusion of 2nd-quarter 2018. complete debt (together with international financing) turned into $forty six.9 billion, up $1.four million from the previous quarter.

IBM suggested cash circulate from operations (except for global Financing receivables) of $3.1 billion and generated free money stream of $2.2 billion within the quarter.

within the said quarter, the enterprise back $2.1 billion to shareholders via dividends and participate repurchases. on the cessation of the quarter, the enterprise had $1.4 billion ultimate below present buyback authorization.

tips

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

IBM nonetheless anticipates 2018 free money circulation of $12 billion.

Story Continues

How endure Estimates Been touching when you account that Then?

in the past month, traders endure witnessed a downward style in sparkling estimates.

VGM ratings

at the present, IBM has an detached growth rating of C, even though it is lagging a bit of on the Momentum score entrance with a D. besides the fact that children, the inventory changed into allotted a grade of A on the cost facet, placing it within the excellent quintile for this investment approach.

overall, the inventory has an admixture VGM rating of B. in case you are not concentrated on one approach, this ranking is the one beget confident to subsist attracted to.

Outlook

Estimates were generally trending downward for the inventory, and the magnitude of these revisions suggests a downward shift. in particular, IBM has a Zacks Rank #three (hold). They foretell an in-line revert from the stock within the next few months.

need the latest recommendations from Zacks investment analysis? today, which you can download 7 gold benchmark shares for the subsequent 30 Days. click on to Get this free record overseas company Machines employer (IBM) : Free inventory evaluation document To read this article on Zacks.com click on perquisite here. Zacks funding analysis


Scaling Up For Cyber Monday With IBM i | killexams.com real Questions and Pass4sure dumps

November 26, 2018 Alex Woodie

A fulfillment commerce that’s expected to manner tens of millions of transactions on an IBM i server today will scrawny heavily on a slim layer of RPG-primarily based web services know-how to hold the commerce flowing for its gigantic valued clientele. however there’s nothing stopping the middleware, dubbed iWebSrv, from simplifying facts integration for valued clientele in other industries.

dealers travail each and every yr to subsist confident they’re competent for the massive surge of traffic that springs up after Thanksgiving. For bricks-and-mortar kinds, Black Friday is their make-or-break day, whereas those with an omni-channel bent endure Cyber Monday prominently circled on their calendars.

patrons are expected to disburse basically $eight billion online nowadays as the 2018 atomize shopping extravaganza kicks into extravagant gear. by some estimates, sellers will habits 40% of their company for the complete 12 months over the subsequent seven days, which some want to rechristen “Cyber Week.”

it'll too subsist a really busy week for Radial, the achievement enterprise at the back of marketers infatuation Dick’s carrying goods, Ralph Lauren, and Estee Lauder. The King of Prussia, Pennsylvania, company owns about 13 million rectangular ft of warehouse region across 26 distribution facilities, the plot it stores its valued clientele’ goods and processes ecommerce transactions initiated by passage of their purchasers.

at the heart of Radial’s broad operation are a sequence of transactional techniques that sprint on IBM i servers. Its warehouse management and order management methods are modified versions of functions that originated at JDA software. formerly referred to as GSI Commerce, Radial changed into owned at one time by using eBay, but it surely has seeing that been offered to a eu courier commerce referred to as Belgian achieve up group, or Bpost.

Radial is each and every about streamlining the back-end fulfillment techniques for its customer base. When a client visits the ecommerce web site of 1 of Radial’s shoppers, they're unknowingly interacting with the company’s IBM i software. movements equivalent to placing an particular into a shopping cart will set off stock lookups, while a check-out will set off another string of transactions on the IBM i utility to ascertain the inventory is there and verify the order.

Streamlining Order achievement

With greater than one hundred valued clientele, despite the fact, Radial become struggling to construct and retain each and every the connections between its valued clientele front-conclusion ecommerce web site and its own IBM i lower back-end. Some customers uploaded transactions to Radial by passage of FTP, while others used socket connections or XML. There turned into no solitary mode used to initiate and comprehensive transactions on Radial’s techniques, which became a source of can freight and problem for Radial.

Radial provides success services for customers infatuation Dick’s wearing goods and Estee Lauder.

Radial discovered about a possible solution to the problem in the kind of iWebSrv, an internet features middleware product offered by passage of e-PFR technologies. iWebSrv is an RPG-based provider application that links front-conclusion programs that are exposed to the information superhighway with returned-conclusion methods that manner transactions. besides maintaining back-conclusion IBM i resources from the internet, the product too insulates builders from the vagaries of web programming.

Matt Henderson, chief executive officer of e-PFR, had a hand in establishing the habitual iWebSrv technology while working at West Marine, a multi-channel vendor of marine items primarily based in Watsonville, California.

Henderson labored with Larry Smith, govt vice chairman of planning and replenishment of Radial, who oversaw the overhaul of the enterprise’s supply chain and logistical processes, which relied on IBM i technology. the brand unusual device turned into so successful that West Marine ended up successful an award from Stanford Graduate commerce faculty.

in line with Henderson, iWebSrv offers Radial a means to system transactions from purchasers by the consume of rising internet features standards as antagonistic to creating one-off connections for each achievement customer. That has helped the company standardize data integration methodologies while keeping one-off fees down.

“every time Radial had a brand unusual consumer, they had to retool from scratch,” Henderson tells IT Jungle. “they might say, ‘ok, how are they going to handle this? Are they going to FTP the order in? Are they going to batch then and send them in through a flat file? Are they coming in although MQ? Are they going to achieve an open socket?’

“It became always a unique approach, a special approach,” he continues. “and they talked about, if they are able to ever Get to the web and endure a common mode in terms of XML or JSON, we’d subsist means forward of the online game.”

internet service Automation

e-PFR changed into engaged with the aid of Radial (a.k.a., GSI Commerce and eBay enterprise) to assist modernize and optimize its programs. As a fragment of that assignment, iWebSrv became applied and better and this unusual web features structure allowed Radial to modernize and open up unusual commerce opportunities for their shoppers.

whereas a few of Radial’s shoppers sprint IBM i ERP methods of their own, they don’t truly faith what IT systems Radial uses to fill orders. so long as the e-commerce customers can generate and send JSON transactions to Radial’s systems, the success residence will deal with the relaxation.

iWebSrv helps to streamline internet orders for Radial.

Radial implemented iWebSrv on a sequence of front-conclusion IBM i systems that Get hold of internet orders from shoppers. The application does minimal pre-processing – simply checking to subsist confident that the orders are formatted as it should subsist – earlier than passing the transactions to the back-conclusion IBM i server that in reality processes the stock checks and submits the orders.

iWebSrv nearly acts as a courier for envelopes that aren’t opened unless they gain the backend system, in keeping with Henderson. Most of Radial’s customers endure began using JSON over rest, which has rotate into whatever thing of an trade usual, whereas a pair of continue to beget consume of XML.

“There are NEPs – not ever ending programs – on the backend system so that it will gape ahead to that information, pay attention for it, similar to a listing inquiry,” he says. “it'll seize the inventory request, Get the suggestions, achieve it on an outbound statistics queue. The entrance conclusion is taking note of the outbound statistics queue. It gets the response again and puts it on the web. So what you grow to subsist with is a true-time technique the plot you’re no longer opening and shutting classes.

“It’s about as productive as that you can get.”

efficiency At Scale

Radial processed 130 million real-time transactions in 2017, with one client processing 500,000 transactions on Cyber Monday alone. In 2018, the enterprise expects 300 million to 400 million transactions to flow through iWebSrv, Henderson says.

Radial operates one of the vital largest solitary IBM i LPARs on the planet, and it takes plenary skills of the skill on demand carrier from IBM to open up its energy systems servers this time of year. For Radial, it’s each and every about effectivity at scale.

“To carry a unusual consumer on or add a brand unusual API, you don’t should occupy down a server. You don’t requisite to shut anything else off or deliver it returned up,” Henderson says. “It seems that it’s very quick and has worked very neatly for them. They’ve been very happy with that and their customers endure as well.”

“iWebSrv acts as a particularly efficacious and adaptable core layer between entrance-conclusion and returned-conclusion techniques,” says Joe Marx, the senior director of global shared functions for Radial, in an e-PFR case analyze. “The plumbing is each and every there, making it effortless for their builders to beget consume of it in something mode they requisite to fulfill the rapidly altering necessities of their customers.”

The parameter-pushed nature of iWebSrv skill that Radial’s IBM i developers now not deserve to worry about AJAX and infrastructure coding for front-conclusion configurations, Marx continues.

“on account of this, their builders are able to focus vastly greater time on critical again-conclusion edifice projects,” he says. “iWebSrv gives us a tremendously scalable platform upon which they are able to quickly flip round client requests for brand spanking unusual interface performance within their e-commerce and other programs.”

At Radial, the transactions are sent from the front-conclusion to the back-end IBM i servers the usage of records queues (iWebSrv can additionally assist WebSphere MQ). There are only seven parameters that deserve to subsist handed to finished a transaction, together with the utility pointer, the queue manage identification, the action, the transaction code, and inbound and outbound pointer and inbound length.

“It’s very basic,” Henderson says. “That’s each and every they requisite to do. iWebSrv takes faith of the comfort of it.”

Branching Out

e-PFR technologies simply achieve iWebSrv on the market in 2017. The Healdsburg, California-based enterprise is concerned with the intERPrise assignment, where it’s processing JSON generated from the backend RPG-based ERP device, and now it’s seeking to ramp up its income and marketing initiatives in hopes of capturing more market share.

“The cost that this brings to most IBM shops is that they don’t must subsist able to spell internet. They in reality don’t,” Henderson says. “We achieve something about the complexity of the internet. The minuscule and midsize commerce doesn’t requisite to comprehend anything else about an HTTP Server.”

Radial is e-PFR’s simple customer up to now, however there’s nothing stopping iWebSrv from being used in other industry settings anyway retail, equivalent to banking or insurance, Henderson says. Any enterprise store that’s looking to streamline how its existing IBM i programs interact with the internet may subsist a potential customer.

“these days every runt thing is concerning the internet, and you may discern individuals struggling,” Henderson says. “that you may discern from the loom of their eyes or the query they ask, they simply can’t Get their head around it. I don’t know if it’s too involved or what, however’s definitely a struggle for them, so we’re making an attempt to simplify that as top-rated they will.”

e-PFR is promoting subscriptions to iWebSrv in response to the number of transactions are processed. The company is too providing a cloud-based edition of the product hosted on iInTheCloud. For extra counsel, discern the enterprise’s web site at www.iwebsrv.com.

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Modernizing IBM i Apps with Microservices

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

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

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

Sappi Ltd.Sappi Ltd.

In a history that stretches over more than 70 years, the Sappi Group has grown continuously with a string of acquisitions. Today the corporate group unifies a variety of previously independent production facilities. Its IT landscape is just as involved and unique as its business. To equilibrium the load on its operations as efficiently as possible and to optimize the value chain in South Africa, Europe, North America, and the Asia-Pacific region, the paper manufacturer uses SAP software. Along with SAP R/3 and commerce intelligence functionality from SAP, the company uses mySAP Supply Chain Management (mySAP SCM) and mySAP Customer Relationship Management (mySAP CRM) to champion 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 divorce landscapes hobble toward each other

Currently, the paper manufacturer’s SAP environment is split in two. One environment serves users in South Africa; another environment serves employees in Europe, North America, and the Asia-Pacific region. Until the 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 commerce processes for its numerous locations around the world. That’s why the group looked for a service provider that could operate both landscapes from one source and ultimately merge them into a global installation.The selection was T-Systems Austria. The company made a convincing case for itself because of its flexible pricing, which enabled Sappi to forecast its costs exactly. Its service offering was too impressive. “The decisive factors included a cost-effective solution, very flexible 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 superior hands at T-Systems Austria. “T-Systems bends over backwards for Sappi,” says Lauwers.Even before the shrink was signed in the summer of 2005, the service provider proved itself when Sappi needed to implement 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 execute attribute assurance, which it could accomplish over remote access.

No risk for day-to-day business

One of the conditions for the transfer of the SAP landscape was keeping the existing IBM AIX system platform. Sappi did not want to accept any risk to the day-to-day operations of core SAP functionalities, such as materials management, financial accounting, and human resources or to SAP APO by migrating the operating system. Given the involved system layout, which includes a great 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 sprint on HP Blade servers with Intel processors on Linux, which too provides resources for flexible, customer-independent adaptive computing.Because the paper manufacturer uses SAP software as a strategic platform for each and every its commerce processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer hub of T-Systems. The involved computer infrastructure demands superior documentation and efficacious monitoring to avoid disruptions to operations and to redress errors quickly.

Transferring data halfway around the world

The greatest challenge of the project was transferring data from group headquarters in Johannesburg, South Africa to Vienna, Austria. The transfer involved touching a terabyte of data just for the production systems; the development and test systems required were two-and-a-half times that volume. Because Sappi planned to covert the South African applications in September 2005, the migration had to subsist complete only eight weeks after the shrink was signed. By the cessation of 2005, the data had to subsist moved to Vienna for the SAP users in Europe, North America, and the Asia-Pacific region who previously used systems operating in Schweinfurt, Germany.The project began in July 2005 with the design of the system, hardware installation, and testing. The data was placed on storage media and flown from South Africa to Vienna. It was then migrated to the unusual systems over one weekend. “The different approaches to travail caused by cultural differences were a special challenge to their team. They were taken into account as fragment of the transition facet in the various regions of Europe and South Africa and played an well-known role in the project. Despite the consummate mastery of each and every technical and highly involved requirements, they ultimately focused on the human beings involved, which is accurate of each and every 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 facet as planned. This successful conversion project earned the service provider third plot 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 sprint in parallel on divorce 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 too 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 each and every questions about the operation of its corporate solutions. And Sappi has moved one step closer to meeting its goal of consolidating its SAP landscape around the world and setting up uniform commerce processes. As CIO Lauwers says, “After one year of operations, I can clearly narrate that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an well-known step toward the realization of a solitary SAP system. T-Systems has proved itself to subsist a real partner by creatively working together with Sappi to develop solutions. Sappi has a very involved environment and tends to implement the newest tools from SAP. Although the perquisite knowledge is not always available for the tools, T-Systems puts the necessary resources in plot to implement the tools successfully.”

Karl SträsslerKarl Strässler

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

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

All the companies I mentioned at the beginning of this article participate the very operating model. This model has been brilliantly described by Aaron Dignan:

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

“[Companies infatuation 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 well-known as reducing transaction costs. Successful platforms empower their users”. The Best Platforms Are More than Matchmakers, Harvard commerce Review.

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

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

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

  • remove friction and focus on the kick of the “transaction” by empowering and engaging parties to Get and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will too enable Procurement to champion 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 foundation of tailoring experiences to the specific needs of each user.
  • are a means to Get access to more and, potentially, on-demand expertise by changing the passage the workforce is managed and delivery channels (Procurement-as-a-Service, contingent workforce, gig economy…)
  • Also, looking at Procurement as a platform is coherent with the peculiar role that technology plays in today’s digital and physical commerce world.

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

    Purpose: empowered relationships as competitive advantage

    As a response to a world in constant change, long-term relationships between customers and suppliers in the supply chain is emerging as a critical passage to Get 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 rely 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 plenary potential
  • This is what creates adherence and adoption.

    It is well-known to bethink that it is not just about digital solutions. PaaP is about the entire undergo of working with (and in) Procurement. It encompasses each and every 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 undergo (digital and in real life) removed of frictions, of unnecessary bottlenecks, and of unnecessary intermediaries.

    Process: experience, journeys, and touchpoints

    “Speed and access change everything. [M]assive organizations are emotion violent pressure to innovate, as unencumbered startups occupy shots across their bows. Legacy processes that enforce bureaucracy, command-and-control structures, waterfall development, and risk management are quiet largely the benchmark among broad 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 travail (and not just Procurement technology) and narrate “It should subsist as light as Google or Amazon.” This explains why technology providers characterize their offering to subsist Google-like or Amazon-like as they are what people often consume as benchmarks. This shows that polishing and simplifying the design of the undergo (the term undergo covers the process and the technology that it supports) is important. (But, it would subsist a misunderstanding of the psychology of change to believe that it is the only aspect that matters for long-term adoption).

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

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

    So, Procurement has to too hobble to an experience-based approach to designing its processes. infatuation it is the benchmark rehearse on the sales/marketing side of business. To achieve so, it should not only even at automating current processes but at obliterating them:

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

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

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

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

    - Touchless:

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

    Beyond the buzz and technobabble, Amazon evaporate should arouse 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 each and every those occasions and processes where the administration of stuff being handled, moved, bought, consumed could subsist made “touchless” — no requisite for the humans involved to do” anything consciously in order for the parties involved to know that the activity has taken place”. Amazon Supply Chain Innovation — Just aid Yourself!, disburse Matters UK

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

    - Assistants and chatbots:

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

    The view behind the second is what the technology world is currently doing (Siri, Cortana…). Chatbots and conversational commerce are peppery 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 occasion to revamp experiences regarding interactions and personalization.

    - Blockchain:

    The blockchain, beyond Bitcoins and other digital currencies, has the potential to drastically change the passage 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 unavoidable number of conditions exist. One is trust:

  • between the supplier and the customer,
  • between the Procurement organization and the other departments,
  • between the Sales organization and the other departments.
  • These three “circles of trust” are the edifice blocks of a genuine dialogue (instead of one-way communications). Blockchain is the means to create digital faith between parties by bringing security and transparency in transactions.

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

    One of the more direct benefits of using blockchain is to lower transaction costs. From contracting (more on that later) to payments, blockchain removes intermediaries and fees. It is therefore the example solution to streamline processes where what you achieve to buy costs more (or proximate to) that what you actually buy. It will endure Procurement rethink what to achieve with the tail spend! Also, the undergo 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 shrink management. As Alec Ross says in “the industries of the future” (using the purchase of a house as an example), contracting hasn’t fundamentally changed in the terminal 45 years and involves a lot of papers, lots of signatures and lengthy procedures. It is because of the requisite of faith between parties with regards to the financial transaction and the timeframe of such transactions. Also, the requisite to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can beget payments real-time, and it too solves ownership issues as blockchain records log who owns what in an easily retrievable (public), up-to-date, and secure manner (which too represents benefits for IP protection).

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

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

    Source: How smart contracts automate digital business, PwC

    Other applications tap into the traceability and transparency that the blockchain embeds. By being a permanent and secure record of each and every transactions between each and every tiers of the supply chain, it can replace each and every existing paper-based systems. Plus, as it is available publicly (anyone or each and every 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 travail aims to aid enhance the safety of food on the tables of Chinese consumers,” famed an IBM press release. In fact, the pilot project was initially planned to track and vestige Chinese pork; U.S. capitulate was added later.” Walmart Testing Blockchain Technology for Supply Chain Management, Bitcoin Magazine.

    Blockchain may sound infatuation 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, infatuation them, the blockchain is an apparently mundane process that has the potential to transform how people and businesses co-operate”. The promise of the blockchain. The faith machine, The Economist

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

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

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

    For example, organizing commerce reviews (BR) with key stakeholders and with major suppliers is an occasion to gape at the commerce from a different perspective than during day-to-day interactions. Here too, it is crucial to design the BRs in a passage that matches the relation and the commerce needs. BRs are moments where involved parties endure 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, infatuation the BRs, to creating more proximity and intimacy between Procurement and stakeholders.

    “The client contact is mapped out, and the procurement team becomes watchful of every senior unusual role or person in the organisation they requisite to consider. They execute these well-known steps — they contact and communicate with them; they beget a point of understanding their particular commerce objectives; they understand what kind of person they are; they collect information and champion up to date with issues and goals in those commerce teams”. The Fujitsu Procurement Transformation myth (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 even of interlocutors at the supplier. It too provides the suppliers with privileged access to information, market, and power.

    People: unusual ways to manage talent

    Physical touchpoints exemplify that commerce is Human-to-Human (H2H) and that each and every of it must not subsist left to technology. Considering Procurement as a platform whose primary objective is to efficiently and effectively manage the dependencies between an organization and its suppliers has the consequence to position the selection of

  • delivery models (in-house, BPO, Procurement-as-a-Service,…),
  • organizational models (centralized, decentralized, hub of Excellence…),
  • workforce/talent management and enablement,
  • as to a unavoidable extent 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 too apply there. Depending on the category, the stakeholders, the internal resources, the organization can select the most preempt model. The objective being to employ the best talent (from an individual and collective point of view) and to continuously conform to the needs and the market.

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

  • train his current resources
  • source and hire 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 travail and redefines skill sets. Cognitive Procurement is about “People + Technology” and not “People vs. Technology”:

    This reinforced collaboration with machines has profound impacts that PaaP can aid mitigate as it provides a system that is more agile, scalable, and adaptable.

    “Automation has begun to displace human workers, as some predicted, but the consequence is more than just replacement — it’s advancement. The influx of sophisticated technologies will enable us to think of travail 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 conform to their environment in order to tarry pertinent during the digital revolution”. The future is automated. Here’s how they can prepare for it, The World Economic Forum.


    AJAXWorld Keynote Speaker on the Risks and Rewards of RIAs | killexams.com real questions and Pass4sure dumps

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

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

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

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

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

    Risk #2 : Designer inexperienceReward: Well-designed RIAs beget people want to consume themThe gap between sexy and usable is huge and dangerous. A considerable print or web designer is not necessarily a considerable application designer, especially not perquisite out of the gate. It takes a considerable shift of discipline and time on the front for designers to transition from page based metaphors to RIA necessities such as features, tasks, hierarchical navigation schemes, and transitional animations. Oddly, understanding how to leverage unusual technologies infatuation AIR and Silverlight means that designers may endure to unlearn some of what they endure relied on in the past as successful solutions.

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

    Risk #3: needy hiresReward: Powerful designer/developer collaborationManagers may discern the words "Flex experience" on a resume and assume that, in-and-of-itself, Flex undergo makes the candidate qualified. Differentiating between undergo and attribute is very difficult for an IT manager to assess since they may endure not yet seen what a superior RIA developer really looks like. The very premise holds accurate for design talent. Hiring the wrong developer or designer obviously will likely point to costly cataclysm on any project.

    Consider outsourcing to proven experts. Or build teams consisting of blended internal and external talent and give them prudent product management guidance. 

    Risk #4: requisite of process and cultureReward: Integrated workflow and unusual behaviorsLet’s narrate that you lucked out and achieve together a considerable team. Now you endure to Get them to collaborate. Establishing the perquisite culture to enable the team to travail together is critical to the success of creating engaging applications. It takes a dainty combination of humility, passion, confidence, knowledge, process, and realism to execute against commerce and user requirements.

    Also, carefully account reporting structures. Should the designer sit in Marketing? IT? Companies trying to build efficacious teams may subsist challenged by traditional organizational and hierarchical silos and boundaries to Get the perquisite people in the perquisite room with the perquisite priorities and agendas.

    Risk #5: Messaging from platform providersReward: considerable news across the boardBoth Adobe and Microsoft endure emerging RIA platforms (AIR/Flex/Flash and Silverlight respectively). While the hype for Silverlight is hitting stride, currently the Adobe Flash/Flex/AIR platform is the passage to evaporate for most robust online applications. Microsoft’s roadmap is very exciting, and I believe that they will discern some considerable moves forward on their platform in the next 12 months. However, the Silverlight runtime just does not present enough functionality or the ubiquitous gain that the gleam Player does.

    The opportunity, no matter the platform, is abundant. Microsoft entering the RIA game is considerable news for everyone, even Adobe. They endure helped to validate that RIAs are the future of how companies will engage, inform, retain, and entertain, their customers.

    Risk #6: RIA providers on overloadReward: Consistent home runsMany providers in the RIA space are growing more rapidly than they can realistically support— flirting with implosion and growth rates of 1,000 percent and higher. Without dedicated, qualified team members in place, RIA providers endure no commerce taking on travail just to occupy on work. If you arrive across an RIA provider who has people available immediately, beware. At EffectiveUI, they would rather rotate away travail than fatigue or dilute their human resources.

    Risk #7: Inadequate budgetsReward: Proving the value of an RIAThe revert on investing into a considerable RIA—even a simple one— can subsist astounding. Applying the very budget approach as you would, for example, a micro site or an HTML calculator is not the model to follow. Find guidance and build your case. Deploying an application that is truly going to engage users and deliver a measurable ROI requires preempt budgeting of dollars and time.

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



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