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P8010-005 - IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1 - BrainDump Information

Vendor Name : IBM
Exam Code : P8010-005
Exam Name : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Questions and Answers : 30 Q & A
Updated On : December 17, 2018
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P8010-005 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Test Code : P8010-005
Test Name : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Vendor Name : IBM
Q&A : 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 firm Gati Kintetsu categorical private restrained (Gati KWE).

based on market estimates, the e-commerce market in India is expected to grow 37%, to reach $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 need to keep 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 business partners throughout India. To manipulate an expanding extent of company with a large number of sellers, Gati KWE tapped into IBM Commerce capabilities to integrate and coordinate the advanced and time-sensitive move 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 dominant share of the alternatives in the e-success section, he added. The options may be 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 have misplaced about 10.3% in that time frame, underperforming the S&P 500.

Will the contemporary poor fashion proceed leading up to its next profits free up, or is IBM due for a breakout? earlier than we dive into how traders and analysts have reacted as of late, let's take a short seem to be at the most recent income report so as to get a much better address on the essential catalysts.

IBM’s Q2 outcomes benefit from charge reducing, decrease Share count

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

The year-over-year boom in EPS may also be attributed to solid pre-tax margin working leverage (28 cents contribution) and aggressive share buybacks (19 cents contribution). This turned into in part offset by way of lessen revenues (seven cents negative have an effect on) and better tax fee (17 cents negative affect).

Revenues of $18.76 billion lagged the Zacks Consensus Estimate 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 part 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 have 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 run 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 run rate become $2 billion.

solutions utility contains offerings in strategic verticals like fitness, area-particular capabilities like analytics and protection, and IBM’s emerging applied sciences of AI and blockchain. The phase also comprises choices that handle horizontal domains like 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 like client experience analytics helped SaaS signings to develop double digit within the quarter. The contemporary 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 like 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 improve 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 bias detection capabilities and launched new 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 trust network for meals safeguard went live within the quarter. Reatiler Carrefour joined IBM’s blockchain network. The business also jointly announced TradeLens with Maersk that addresses inefficiencies within the global give chain. IBM at present supports 75 active blockchain networks.

global company services Revenues enhance

Revenues from world business 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 practice surged 18%. Cloud as-a-service revenue annual run 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 way 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 bearing 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 run fee was $7.5 billion.

Integration utility extended 1% from the 12 months-in the past quarter. all the way 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 support capabilities revenues lowered 3% from the 12 months-ago quarter.

vigor & z14 force 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 bearing 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. all the way 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 new choices optimizing both hardware and application for AI. administration believes that products like PowerAI vision and PowerAI enterprise will aid force new client adoption.

although, storage hardware revenues declined 6% as a result of weak performance in the midrange and excessive conclusion, in part offset by powerful increase in All Flash Arrays. IBM pointed out that pricing pressure in the immensely aggressive storage market is hurting revenues. The enterprise introduced its new 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 equipment income) revenues lowered 9.1% at cc to $388 million.

working details

Non-GAAP gross margin remained unchanged from the year-ago quarter at 47.four%. This became IBM’s most useful gross 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 put money into fast turning out to be fields like 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 phase 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 share repurchases. on the end 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 be at the least $13.80.

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

Story Continues

How Have Estimates Been moving when you consider that Then?

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

VGM ratings

at the present, IBM has an average 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 price facet, placing it within the excellent quintile for this investment approach.

overall, the inventory has an mixture VGM rating of B. in case you are not concentrated on one approach, this ranking is the one make sure to be 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). We predict an in-line return from the stock within the next few months.

need the latest recommendations from Zacks investment analysis? today, which you can download 7 gold standard 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 right 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 business that’s expected to manner tens of millions of transactions on an IBM i server today will lean 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 work all yr to be sure 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 have Cyber Monday prominently circled on their calendars.

patrons are expected to spend basically $eight billion online nowadays as the 2018 break shopping extravaganza kicks into excessive 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 also be a really busy week for Radial, the achievement enterprise at the back of marketers like Dick’s carrying goods, Ralph Lauren, and Estee Lauder. The King of Prussia, Pennsylvania, company owns about 13 million rectangular ft of warehouse area across 26 distribution facilities, the place it stores its valued clientele’ goods and processes ecommerce transactions initiated by way of their purchasers.

at the heart of Radial’s big operation are a sequence of transactional techniques that run 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 business referred to as Belgian put up group, or Bpost.

Radial is all 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 item into a shopping cart will set off stock lookups, while a check-out will set off another series of transactions on the IBM i utility to ascertain the inventory is there and confirm the order.

Streamlining Order achievement

With greater than one hundred valued clientele, despite the fact, Radial become struggling to construct and retain all 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 way of FTP, while others used socket connections or XML. There turned into no single method used to initiate and comprehensive transactions on Radial’s techniques, which became a source of can charge and problem for Radial.

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

Radial discovered about a possible solution to the problem in the type of iWebSrv, an internet features middleware product offered by way 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 also insulates builders from the vagaries of web programming.

Matt Henderson, chief executive officer of e-PFR, had a hand in establishing the usual 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 new device turned into so successful that West Marine ended up successful an award from Stanford Graduate business faculty.

in line with Henderson, iWebSrv offers Radial a means to system transactions from purchasers by the use 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 new consumer, they had to retool from scratch,” Henderson tells IT Jungle. “they might say, ‘ok, how are we 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 we going to do an open socket?’

“It became always a unique approach, a special approach,” he continues. “and they talked about, if we are able to ever get to the web and have a common method in terms of XML or JSON, we’d be 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 part of that assignment, iWebSrv became applied and better and this new web features structure allowed Radial to modernize and open up new business opportunities for their shoppers.

whereas a few of Radial’s shoppers run IBM i ERP methods of their own, they don’t truly care what IT systems Radial uses to satisfy 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 be sure that the orders are formatted as it should be – 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 reach the backend system, in keeping with Henderson. Most of Radial’s customers have began using JSON over rest, which has turn into whatever thing of an trade usual, whereas a couple of continue to make use of XML.

“There are NEPs – not ever ending programs – on the backend system so that it will look ahead to that information, pay attention for it, similar to a listing inquiry,” he says. “it'll seize the inventory request, get the suggestions, put 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 be with is a true-time technique the place 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 single IBM i LPARs on the planet, and it takes full skills of the ability on demand carrier from IBM to open up its energy systems servers this time of year. For Radial, it’s all about effectivity at scale.

“To carry a new consumer on or add a brand new API, you don’t should take down a server. You don’t need 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 have as well.”

“iWebSrv acts as a particularly effective 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 all there, making it effortless for our builders to make use of it in something method we need to fulfill the rapidly altering necessities of our 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, our builders are able to focus vastly greater time on critical again-conclusion building projects,” he says. “iWebSrv gives us a tremendously scalable platform upon which we are able to quickly flip round client requests for brand spanking new 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 be 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 all they need to do. iWebSrv takes care of the rest of it.”

Branching Out

e-PFR technologies simply put 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 be able to spell internet. They in reality don’t,” Henderson says. “We do something about the complexity of the internet. The small and midsize business doesn’t need 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 be a potential customer.

“these days every little thing is concerning the internet, and you may see individuals struggling,” Henderson says. “that you may see from the appear 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 complex or what, however’s definitely a struggle for them, so we’re making an attempt to simplify that as top-rated we will.”

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

related experiences

New Open supply ERP Suite Written In ILE RPG

Modernizing IBM i Apps with Microservices

Guru: moving a web provider To one other net Server




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Sappi Ltd.Sappi Ltd.

In a history that stretches over more than 70 years, the Sappi Group has grown continuously with a series of acquisitions. Today the corporate group unifies a variety of previously independent production facilities. Its IT landscape is just as complex and unique as its business. To balance the load on its operations as efficiently as possible and to optimize the value chain in South Africa, Europe, North America, and the Asia-Pacific region, the paper manufacturer uses SAP software. Along with SAP R/3 and business intelligence functionality from SAP, the company uses mySAP Supply Chain Management (mySAP SCM) and mySAP Customer Relationship Management (mySAP CRM) to support its logistics, sales, and distribution processes. SAP Advanced Planning & Optimization (SAP APO) supports the simulation of requirements and SAP Enterprise Buyer (SAP EB) serves as the basis for the group’s comprehensive purchasing portal. Electronic data interchange (EDI) and archive solutions enhance the IT environment. Overall, the SAP landscape at Sappi consists of 30 systems spread over 100 CPUs.

Two separate landscapes move 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 fall 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 choice 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 also 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 good hands at T-Systems Austria. “T-Systems bends over backwards for Sappi,” says Lauwers.Even before the contract was signed in the summer of 2005, the service provider proved itself when Sappi needed to implement new software. Without any bureaucratic haggling, the T-Systems team set up the new 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 perform quality 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 complex system layout, which includes a large number of interfaces and scripts, the effort needed to install a new 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 run on HP Blade servers with Intel processors on Linux, which also provides resources for flexible, customer-independent adaptive computing.Because the paper manufacturer uses SAP software as a strategic platform for all its business processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer center of T-Systems. The complex computer infrastructure demands good documentation and effective 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 moving a terabyte of data just for the production systems; the development and test systems required were two-and-a-half times that volume. Because Sappi planned to covert the South African applications in September 2005, the migration had to be complete only eight weeks after the contract was signed. By the end 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 new systems over one weekend. “The different approaches to work caused by cultural differences were a special challenge to our team. They were taken into account as part of the transition phase in the various regions of Europe and South Africa and played an important role in the project. Despite the perfect mastery of all technical and highly complex requirements, we ultimately focused on the human beings involved, which is true of all 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 run 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 also considering an upgrade to SAP NetWeaver 2004s.Today, 5,500 Sappi employees on four continents access the SAP infrastructure in the computer center in Vienna in parallel. The group has only one contact person for all 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 say that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an important step toward the realization of a single SAP system. T-Systems has proved itself to be a real partner by creatively working together with Sappi to develop solutions. Sappi has a very complex environment and tends to implement the newest tools from SAP. Although the right knowledge 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 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 share the same operating model. This model has been brilliantly described by Aaron Dignan:

His model (Purpose, Process, People, Product, and Platform) is interesting as it extends the classic People, Process, and Technology (or Talent, Transition, and Technology — How Do We Drive Technological Advances? Part I, Sourcing Innovation). It also puts front and center crucial aspects unique to the full potential of a true digital transformation.

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

  • remove friction and focus on the object of the “transaction” by empowering and engaging parties to get and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will also enable Procurement to support the digital transformation of the whole company.
  • can not exist without data (and a lot of data) as it fuels their recommendation engines and is the base 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 way the workforce is managed and delivery channels (Procurement-as-a-Service, contingent workforce, gig economy…)
  • Also, looking at Procurement as a platform is coherent with the peculiar role that technology plays in today’s digital and physical 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 & Mark 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 way 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, new markets, innovation…) by enabling participants to realize their full potential
  • This is what creates adherence and adoption.

    It is important to remember that it is not just about digital solutions. PaaP is about the whole experience of working with (and in) Procurement. It encompasses all 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 real life) removed of frictions, of unnecessary bottlenecks, and of unnecessary intermediaries.

    Process: experience, journeys, and touchpoints

    “Speed and access change everything. [M]assive organizations are feeling intense pressure to innovate, as unencumbered startups take shots across their bows. Legacy processes that enforce bureaucracy, command-and-control structures, waterfall development, and risk management are still largely the standard among big corporations, yet they are liabilities in this fight”. The Operating Model That Is Eating The World, Aaron Dignan.

    In many organizations, people complain about the technology that they use at work (and not just Procurement technology) and say “It should be as easy as Google or Amazon.” This explains why technology providers describe their offering to be Google-like or Amazon-like as they are what people often use as benchmarks. This shows that polishing and simplifying the design of the 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 little 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 we choose to make them so (and it should be noted, this is an issue that is endemic to business activity, in no way specific to Procurement)”. Procurement — it’s time for a re-birth, Tim Cummins, CEO of the International Association for Contract & Commercial Management (IACCM).

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

    So, Procurement has to also move to an experience-based approach to designing its processes. Like it is the standard practice on the sales/marketing side of business. To do so, it should not only aim at automating current processes but at obliterating them:

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

    Striving to remove frictions changes the perspective. Instead of continuing to do the same as before (and doing most probably like all others — the so-called best practices), it encourages to look 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 example that comes to my mind is what Amazon did with Amazon Go.

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

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

    “We can start to imagine all those occasions and processes where the administration of stuff being handled, moved, bought, consumed could be made “touchless” — no need for the humans involved to do” anything consciously in order for the parties involved to know that the activity has taken place”. Amazon Supply Chain Innovation — Just Help Yourself!, Spend Matters UK

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

    - Assistants and chatbots:

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

    The idea behind the assistant is what the technology world is currently doing (Siri, Cortana…). Chatbots and conversational commerce are hot topics in the tech sphere. Even if no one has yet fully figured it out and moved beyond the gadget/geeky aspects (except, maybe, Amazon — again! — with Alexa), it is a massive opportunity to revamp experiences regarding interactions and personalization.

    - Blockchain:

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

    As I mentioned earlier, PaaP supports the SRM² model. And, for the model to work, a certain 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 trust 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 important information addresses the centuries-old problem of trust, a social resource that is all too often in short supply”. Blockchain technology: Redefining trust 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 ideal solution to streamline processes where what you do to buy costs more (or close to) that what you actually buy. It will have Procurement rethink what to do 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 new horizons for contract 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 last 45 years and involves a lot of papers, lots of signatures and lengthy procedures. It is because of the lack of trust between parties with regards to the financial transaction and the timeframe of such transactions. Also, the need to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can make payments real-time, and it also solves ownership issues as blockchain records log who owns what in an easily retrievable (public), up-to-date, and secure manner (which also represents benefits for IP protection).

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

    “A smart contract has the capability to facilitate, execute and enforce the performance of negotiation of a contract. The entire lifecycle of a smart contract is automated and can provide valuable as a complement to or substitute to a legal contract”. Blockchain enabled Trust & 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 all transactions between all tiers of the supply chain, it can replace all existing paper-based systems. Plus, as it is available publicly (anyone or all partners in a network), it is broader and deeper than usual 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 new 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 help enhance the safety of food on the tables of Chinese consumers,” noted an IBM press release. In fact, the pilot project was initially planned to track and trace Chinese pork; U.S. produce was added later.” Walmart Testing Blockchain Technology for Supply Chain Management, Bitcoin Magazine.

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

    “The notion of shared public ledgers may not sound revolutionary or sexy. Neither did double-entry book-keeping or joint-stock companies. Yet, like 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 trust 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 type 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 also very critical to manage, maintain, and nurture relationships.

    For example, organizing business reviews (BR) with key stakeholders and with major suppliers is an opportunity to look at the business from a different perspective than during day-to-day interactions. Here too, it is crucial to design the BRs in a way that matches the relation and the business needs. BRs are moments where involved parties have more intimate and trust-based exchanges about where they are and where they want to go.

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

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

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

    People: new ways to manage talent

    Physical touchpoints exemplify that business is Human-to-Human (H2H) and that all 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 choice of

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

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

    Many organizations do not have the required expertise available in-house for all 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 new technologies on the supply market, what was marginal may become vital. To ramp-up capabilities and to temper its talent, the organization can decide to:

  • train his current resources
  • source and hire new talent
  • tap into the gig economy (the market of independent contractors and freelancers)
  • rely on the wisdom of crowds (crowdsourcing, for example, is one of the many ways to use external resources for a specific task 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 help 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 think of work in new and innovative ways. […] We are witnessing the emergence of the “liquid workforce” and the “human cloud” as new workforce models. The “liquid workforce” refers to employees who are able to re-train and adapt to their environment in order to stay relevant during the digital revolution”. The future is automated. Here’s how we can prepare for it, The World Economic Forum.


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

    Anthony Franco's BlogOn March 20 at AJAXWorld 2008 East, Anthony Franco, UX & UI Expert, President of Effective User Interface will be 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 last year brought unprecedented growth in RIA adoption— especially by Fortune 500 companies—RIA adoption in 2008 brings a new onslaught of risks, rewards, challenges, and opportunities for companies of all sizes.

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

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

    Risk #1: Developer inexperienceReward: RIAs that work result in user adoptionSince many underlying RIA technologies are still emerging, finding developers with the appropriate level of experience can be tough. Thinking that you can find good Java or .Net developers immediately turn them into expert Flex or Silverlight developers is not good thinking. Inherent to these powerful new frameworks are challenges that require mastery of the technologies. Rich client applications differ greatly from server, HTML, or desktop applications and require very certain development expertise. Beware the typical developer optimistic mindset that believes problem-solving skills are platform independent.

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

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

    Risk #3: Poor hiresReward: Powerful designer/developer collaborationManagers may see the words "Flex experience" on a resume and assume that, in-and-of-itself, Flex experience makes the candidate qualified. Differentiating between experience and quality is very hard for an IT manager to assess since they may have not yet seen what a good RIA developer really looks like. The same premise holds true for design talent. Hiring the wrong developer or designer obviously will likely point to costly disaster on any project.

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

    Risk #4: Lack of process and cultureReward: Integrated workflow and new behaviorsLet’s say that you lucked out and put together a great team. Now you have to get them to collaborate. Establishing the right culture to enable the team to work together is critical to the success of creating engaging applications. It takes a delicate combination of humility, passion, confidence, knowledge, process, and realism to execute against business and user requirements.

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

    Risk #5: Messaging from platform providersReward: Great news across the boardBoth Adobe and Microsoft have emerging RIA platforms (AIR/Flex/Flash and Silverlight respectively). While the hype for Silverlight is hitting stride, currently the Adobe Flash/Flex/AIR platform is the way to go for most robust online applications. Microsoft’s roadmap is very exciting, and I believe that we will see some great moves forward on their platform in the next 12 months. However, the Silverlight runtime just does not offer enough functionality or the ubiquitous reach that the Flash Player does.

    The opportunity, no matter the platform, is abundant. Microsoft entering the RIA game is great news for everyone, even Adobe. They have 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 have no business taking on work just to take on work. If you come across an RIA provider who has people available immediately, beware. At EffectiveUI, we would rather turn away work than fatigue or dilute our human resources.

    Risk #7: Inadequate budgetsReward: Proving the value of an RIAThe return on investing into a great RIA—even a simple one— can be astounding. Applying the same 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 appropriate budgeting of dollars and time.

    Risk #8: Inappropriate intentionReward: Focused discipline for the jobHiring your advertising agency to build a critical business application is like asking your interior designer to engineer a new building. While both disciplines are important and somewhat related, they absolutely require pinpointed expertise and focus. Make sure that the person or company you engage to build your RIA understands and respects the difference.



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    publitas.com : https://view.publitas.com/trutrainers-inc/p8010-005-pdfnever-miss-these-p8010-005-questions-before-you-go-for-test
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    zoho.com : https://docs.zoho.com/file/5bym2a5ae155cd68a4310af3597692cc4ff86
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