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000-N06 IBM Optimization Supply Chain Mgmt Technical Mastery Test v1

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Test Code : 000-N06
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: 30 actual Questions

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IBM IBM Optimization Supply Chain

Blockchain expertise can revolutionize the meals give chain, says IBM VP | killexams.com actual Questions and Pass4sure dumps

02 Nov 2018 --- Blockchain know-how has the erudition to revolutionize the food deliver chain as producers are compelled to reply to buyer force around transparency of sourcing and the supply chain in normal. here's in response to Ramesh Gopinath, vice president at Blockchain options at IBM, who spoke to FoodIngedientsFirst on the Future meals Tech Summit in London closing month. He discussed the launch of the IBM meals believe platform, which is now commercially obtainable.

a number of sellers, logistics businesses and growers are working with IBM-developed blockchain expertise – the IBM meals trust blockchain network – adopting the online game-changing technology to enhance traceability of positive food products in the meals supply chain. The blockchain-based cloud community presents corporations and food trade providers with data from throughout the food ecosystem to enable superior traceability, transparency and effectivity.

final month, FoodIngredientsFirst stated that Europe’s biggest retailer, Carrefour, is adopting blockchain that allows you to birthright away aid trace meals returned to its supply inside seconds, in contrast to usual transactions, with plans to extend to any Carrefour manufacturers by using 2022. The network is now frequently obtainable after 18 months in testing, any the way through which sellers and suppliers maintain tracked millions of particular person meals products.

click to magnify Ramesh Gopinath, Vice Presidentat Blockchain options at IBM

The stream by way of Carrefour comes just a few weeks after Walmart, an early proponent of blockchain know-how, introduced that its leafy green suppliers would be required to capture digital, end-to-conclusion traceability adventure suggestions the usage of IBM food believe. the recent by means of these predominant agents shows that their suppliers will maintain dinky selection but to ride on the blockchain bandwagon within the medium term before it turns into a prerequisite.

“The IBM food believe product itself is a platform for relied on permissioned information sharing within the meals ecosystem. it's pleasing for us on account of so lots of the concerns they perceive within the meals ecosystem nowadays, including meals fraud, food defense and meals waste. meals waste is a crucial subject matter as a lot more biological food is produced than what is consumed as an instance,” says Gopinath.

a whole lot these problems they perceive nowadays, can be traced in the meals supply chain – from the grower to the packer, to the employer after which to the retailer with logistic agencies alongside the style,” he notes. “depended on suggestions sharing does not betide as well as it should still occur, so here's the platform for that collaborative exchange. once you maintain the platform in area, deliver chain flows for the a considerable number of meals gadgets, signification for you to add expense and solve many of the issues in the food equipment.”

Blockchain is terribly conventional and topical within the meals industry, however the expertise itself is viewed as elusive, in accordance with Gopinath. “there is lots of hype round it,” he accepts. “the way by which i might portray it is in case you explore at blockchain and its functions in this specific illustration, IBM food maintain faith, the issue you are attempting to remedy is relied on guidance sharing. if you maintain a farmer or a grower, for instance, the manner they should be looking at here's an information sharing platform. The questions they should be thinking about are – ‘how attain I add my information and share it with others?’ ‘How attain I set consent so that best the individuals who're allowed to peer assemble to peer the information?’ ‘Is the statistics protected and comfortable?’” he muses. 

those are the questions that groups should still be when you esteem that, says Gopinath. “They should still even be pondering concerning the mechanics of it and making unavoidable that any the respect guidance can be viewed and shared when critical, engaging during the gadget and solving food provide issues,” he notes. 

“buyers are the riding constrain nowadays involving believe and transparency,” claims Gopinath. “We call third parties small and great groups to additionally carry value on suitable of this platform, so it truly is how they share and profile the most of this platform to deliver cost to others,” he concludes. 

youngsters thus far there maintain been few examples of its large-scale utility, blockchain is a burgeoning know-how and a lot of agile groups within and the food trade are adopting it as a transparency solution. different industries similar to finance and retail are additionally the usage of blockchain options. 

The attributes of blockchain and the potential to consent records, makes it possible for network contributors to gain a brand recent stage of depended on assistance. Transactions are endorsed with the aid of distinct parties, resulting in an immutable single version of the certainty, says IBM, as momentum grows among clients and third-birthday celebration statistics suppliers on the network.

The IBM food maintain assurance network has extended to focus on optimizing the meals provide, including generating insights on product freshness, decreasing waste and making the supply chain more collaborative and transparent.

IBM meals maintain faith makes exhaust of a decentralized model to enable diverse participating contributors of the meals provide chain – from growers to suppliers to sellers – to share food genesis details, processing records, and transport counsel on a permissioned blockchain community. A separate entity controls each and every node on the blockchain and any records on the blockchain is encrypted. The decentralized elements of the community permit any events to work together to ensure the data is trusted.

you can view the total video interview with Gopinath here. 

by way of Elizabeth green and Lucy Gunn

To contact their editorial team please email us at editorial@cnsmedia.com


Seagate Is using IBM Blockchain To Fend Off laptop Counterfeiters | killexams.com actual Questions and Pass4sure dumps

notebook components And accent Shoot - August 2011Getty

data storage gigantic Seagate has a counterfeiting difficulty. any one need attain is Google "Seagate and fake" and the effects yield numerous guides to assist profile sure users the hardware they’re putting of their computer is precise.

but the difficulty is in fact larger than simply retail consumers buying fraudulent complicated drives, which on occasion further shipped as nothing greater than dressed  up USB sticks. not most efficient are counterfeits making it onto some mainstream structures dote eBay, however something known as the transpose supply chain, when clients recrudesce goods, is too inclined, expanding the possibility that Seagate itself, which generated $11.eight billion salary this year, is accepting counterfeits back into its personal deliver.

To evade that from going on, the Cupertino, California, company has devised a twofold contrivance aimed at cutting off the $one hundred billion counterfeit hardware business from each attitude. On one facet, the hardware itself is coming under multiplied insurance policy the usage of cryptographic signatures similar to people that ensure every bitcoin is entertaining.

but to be sure the supply chain itself—the specific process by which each a allotment of every product is accounted for when it is moved—is too protected, Seagate has been quietly working with IBM for the past two months to rush that system to a blockchain.

If the proof of theory, which is anticipated to be accomplished as quickly because the halt of this yr, is a hit, it may aid shine a lightweight on the higher vulnerable laptop hardware deliver chain, which is more and more being viewed as a recall of countrywide safety.

“We found a special approach of tying the actual product to the digital world, throughout the blockchain,” says Seagate managing technologist Manuel Offenberg, who's overseeing the mission. “We esteem that’s the plot one of the novelty is, the plot they really can ride from a physical product to the digital blockchain world.”

whereas this exertion marks Seagate’s first public shove into blockchain, it’s too only a continuation of a years-old professional relationship with IBM, in response to Offenberg. as a minimum way back to 2009, Seagate has been offering tough drives for IBM products, and after a brainstorming session in June helped confirm Seagate’s pastime in the underlying technology, the businesses formalized their latest challenge.

still in the early degrees of the construct, Offenberg and his crew of six in Freemont, California, are the usage of the business grade IBM Blockchain, which incorporates the open-supply Hyperledger textile, to song the movement of items from the factor of manufacture to the aspect of sale, and if vital lower back once again.

whereas the natural Seagate deliver chain includes a lot of middlemen, each and every manually scanning and entering every computer allotment into their own accounting software, Offenberg hopes the IBM Blockchain solution will wait on ride the system to a single append-best database that might accelerate the procedure and give clients improved simple task fraud wasn't being committed. moreover, Offenberg says some steps such because the procedure of truly checking a product is genuine are replicated by using IBM, Seagate and other counterparties, and could be reduced to a single motion.

The equal is amend for the transpose supply chain, when a customer returns a product to IBM, which returns the product to Seagate, which returns it to a reprocessing facility, and handiest then can it be decided whether it is apropos to sell on a refurbished market.

but the blockchain provide chain is simply a allotment of the cryptographic solution. Seagate too introduced today that it'll integrate its personal cryptographic signatures, or digital IDs (EIDs) on the aspect of manufacture to serve as a fingerprint for every piece of hardware along each step of the give chain. When a tough drive is lower back, cryptographic proof that the merchandise became erased within the originating jurisdiction will even be hashed on the blockchain.

“in accordance with the suggestions within the blockchain, they are able to too instantly verify the provenance of the gadget, wherein case, they may reduce out a number of steps,” says Offenberg. “The proof of concept will bid us extra succinctly which steps will too be removed.”

besides this being the first specimen of an business laptop hardware organisation publicly exploring IBM Blockchain, the partnership is queer since the software issuer, IBM, is additionally a possible user.

As a customer of Seagate, IBM uses the hardware being tracked on this supply chain in its servers, and if the platform is accredited for pilot testing following a planned demo to executives from both agencies subsequent yr, IBM is frequently the first to in fact exhaust the platform.

“initially, the utility might be used between Seagate and IBM as they exhaust it inside of their personal server production operations,” says Bruce Anderson, IBM international managing director of the electronics business and head of system for the entire computing device giant’s high-tech customers.

At later levels of adoption, Anderson expects that some smaller agencies with low deliver chain volumes might too settle to license entry to IBM's or Seagate’s blockchain node, thereby reintroducing the intermediary theory to the shared ledger. better companies, in spite of this, can too maintain greater of an incentive to spin up their personal node on the blockchain platform. "If somebody's enterprise is at the minute counterfeiting, here's going to assume a huge chunk out of the way they attain business," Anderson brought.

Given the wonderful relationship, the plot IBM is each providing the blockchain application and the cloud computing support and is a participant within the give chain, Anderson says, he took the additional step of committing diverse individuals of this group to helping construct out the solution side-with the aid of-aspect with the Seagate team.

“We perceive that solving the counterfeiting difficulty as a customer of Seagate is really worth it,” says Anderson. "We too perceive this at an industry flat that others are going to be asking about.”

provide chain purposes of blockchain and other disbursed ledgers are increasingly being sought out as a probable evolution of the know-how first popularized with the aid of bitcoin. At stake though is more than just system efficiency that outcomes from eliminating middlemen and syncing up accounting records.

business considerations ride some distance past doubtlessly fraudulent Seagate products poignant on the supply chain. The administrations of each former U.S. President Barack Obama and existing President Trump maintain issued statements about advantage country wide security threats that might result from poorly managed give chains.

Most lately, Bloomberg published a hotly contested file claiming that a poorly managed server supply chain may additionally maintain resulted within the surreptitious placement of malicious hardware. while blockchain might now not necessarily stop such alleged fraud, a shared, immutable ledger could dramatically simplify investigations, giving folks that accept as genuine with the fraud existed, and those that don't, the facts to aid their case.

As for Seagate, Offenberg declined to touch upon even if the blockchain solution he's helping develop might wield the issues brought up within the Bloomberg file. as an alternative he explained that these are still very early days for the mission and that his company is predominantly concentrated on “bringing the stages of maintain assurance in their products up." even though he did add: “we're searching at the larger image.”


Llamasoft acquires IBM's deliver chain software suite | killexams.com actual Questions and Pass4sure dumps

domestic > know-how > Llamasoft acquires IBM's give chain software suite

technology April 1, 2015

circulation creates efficient company in cloud-based provide chain functions.

by Ben Ames

In a stream to consolidate the market for give chain design application, LLamasoft Inc. pointed out nowadays it has bought the LogicTools give chain functions suite from IBM Corp. terms maintain been not disclosed.

Ann Arbor, Mich.-primarily based Llamasoft referred to it's going to purchase IBM's LogicNet Plus, the inventory and Product circulate Analyst, and IBM's Transportation Analyst items. Llamasoft has been becoming speedy in simultaneous years due to elevated activity in the enterprise's specialties of give chain modeling, analytics and optimization. beneath the transaction, Llamasoft will assume in the IBM deliver chain know-how and wait on group.

"We're tremendously excited to give you the option to serve LogicTools consumers and welcome them into the LLamasoft person neighborhood, the biggest community of deliver chain designers on the planet," referred to Llamasoft CEO Donald Hicks. "provide chain modeling is a must maintain capacity to continue to exist and thrive in hastily changing international market conditions."

Llamasoft and the IBM provide chain gadgets role in overlapping markets, signification there should be one much less selection for clients and greater pressure on other providers to compete with a lots larger rival. "there may be one much less selection now. this may establish lots of pressure on the different providers to basically step up," spoke of James Cooke, a most primary analyst on the research enterprise Nucleus research, Inc.

Llamasoft can provide cloud-primarily based utility options that allow clients to speed software courses from the cyber web rather than utility downloaded on a actual computer or server of their constructing. Llamasoft presents purposes with elementary performance and a simple interface for loading statistics into a give chain mannequin from any transportation administration device (TMS), warehouse administration device (WMS), or business useful resource planning (ERP) solution, Cooke noted.

The acquisition comes at a time when companies are inserting more accent than ever on how they speed their provide chains. "The market for supply chain design is turning out to be as greater companies recognise they maintain to reexamine their networks, and ensure their network of distribution centers and flowers are based on altering market circumstances," Cooke said.

One instance could be a retailer transitioning from selling product across one channel, namely the natural save, to promoting across digital platforms and fulfilling orders from the warehouse or the store itself, or through a drop-transport association the plot the brand or enterprise handles the deliveries. That company might exhaust give chain design utility to simulate the strike on its logistics community of establishing its distribution core to serve each online valued clientele and to fill up its retailers, Cooke spoke of.

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000-N06 IBM Optimization Supply Chain Mgmt Technical Mastery Test v1

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000-N06 exam Dumps Source : IBM Optimization Supply Chain Mgmt Technical Mastery Test v1

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: 30 actual Questions

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IBM Optimization Supply Chain Mgmt Technical Mastery Test v1

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

Sappi Ltd.Sappi Ltd.

In a history that stretches over more than 70 years, the Sappi Group has grown continuously with a series of acquisitions. Today the corporate group unifies a variety of previously independent production facilities. Its IT landscape is just as complicated and unique as its business. To equipoise 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 ride 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 drop 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 selection was T-Systems Austria. The company made a convincing case for itself because of its supple pricing, which enabled Sappi to forecast its costs exactly. Its service offering was too impressive. “The decisive factors included a cost-effective solution, very supple and customer-focused service, and on-site assistance,” says Guido Lauwers, the CIO of the Sappi Group. He believes the group’s SAP installation is in sterling hands at T-Systems Austria. “T-Systems bends over backwards for Sappi,” says Lauwers.Even before the compress was signed in the summer of 2005, the service provider proved itself when Sappi needed to implement recent software. Without any bureaucratic haggling, the T-Systems team set up the recent 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 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, monetary accounting, and human resources or to SAP APO by migrating the operating system. Given the complicated system layout, which includes a great number of interfaces and scripts, the exertion needed to install a recent 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 speed 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 any its business processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer headquarters of T-Systems. The complicated computer infrastructure demands sterling documentation and efficient monitoring to avoid disruptions to operations and to amend 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 poignant a terabyte of data just for the production systems; the evolution and test systems required were two-and-a-half times that volume. Because Sappi planned to covert the South African applications in September 2005, the migration had to be complete only eight weeks after the compress was signed. By the halt 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 recent systems over one weekend. “The different approaches to work caused by cultural differences were a special challenge to their team. They were taken into account as allotment of the transition facet in the various regions of Europe and South Africa and played an primary role in the project. Despite the flawless mastery of any technical and highly complicated requirements, they ultimately focused on the human beings involved, which is genuine of any 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 speed 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 too considering an upgrade to SAP NetWeaver 2004s.Today, 5,500 Sappi employees on four continents access the SAP infrastructure in the computer headquarters in Vienna in parallel. The group has only one contact person for any 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 screech that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an primary step toward the realization of a single SAP system. T-Systems has proved itself to be a actual confederate by creatively working together with Sappi to develop solutions. Sappi has a very complicated environment and tends to implement the newest tools from SAP. Although the birthright erudition is not always available for the tools, T-Systems puts the necessary resources in plot to implement the tools successfully.”

Karl SträsslerKarl Strässler

Harte-Hanks Trillium Software Delivers Advanced Enterprise Data attribute in Trillium Software System V12 | killexams.com actual questions and Pass4sure dumps

BILLERICA, MA -- (Marketwire) -- 05/20/09 -- Trillium Software®, a business of Harte-Hanks, Inc. (NYSE: HHS) and a leading enabler of Total Data attribute solutions, today released the Trillium Software System® v12, the latest major version of its enterprise data attribute solution for high-volume data profiling and discovery, data cleansing, and data attribute dashboards and reporting.

The Trillium Software System version 12 is a major release delivering significant enhancements that support Trillium Software's vision for enterprise-level Total Data Quality. The delivery of ActiveEnterprise(TM) Resources -- Trillium Software's newest innovation in global enterprise-ready data attribute best practices -- accelerates the design, evolution and deployment of real-time data attribute programs across an organization. It provides a platform for companies to expand existing data attribute processes into strategic, operationally-based applications including master data management, risk & compliance, and data governance. In addition, the software includes recent data attribute dashboard and reporting capabilities to wait on data stewards, governance teams, managers and executives translate data attribute results into business terms and metrics for clearer understanding of their impact on business operations.

"As the require for improved data attribute increases, companies are becoming more sophisticated in their need for high-volume enterprise data attribute solutions that provide primary benefits tied to the actual performance of the business," said Philip Howard, research director at Bloor Research. "With the release of its newest software solution, Trillium Software has demonstrated that it appreciates the need to profile enterprise data attribute easier to achieve, manage, maintain and resolve for both business users and IT people."

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The solution includes a number of recent capabilities and features including:

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This document may accommodate trademarks that are owned or licensed by Harte-Hanks, Inc. and its subsidiaries, including, without limitation, Harte-Hanks, Trillium Software, Trillium Software System, ActiveEnterprise, and other names and marks. any other brand names, product names, or trademarks belong to their respective holders.

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

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

All the companies I mentioned at the genesis of this article share the identical operating model. This model has been brilliantly described by Aaron Dignan:

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

“[Companies dote Amazon, Airbnb, and Uber] aren’t just market matchmakers using data-driven algorithms to drive better buyer-seller matches; they invest in recent value creation. In platform markets, cultivating user capability becomes as strategically primary 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 too 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 conclusion making
  • Adopt stakeholder/customer centric service design and delivery
  • Re-skill the Procurement function
  • PaaP addresses any five because platform-based operating models:

  • remove friction and focus on the kick of the “transaction” by empowering and engaging parties to assemble and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will too 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 foundation of tailoring experiences to the specific needs of each user.
  • are a means to assemble 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 upshot 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 & sign 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 assemble 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, recent markets, innovation…) by enabling participants to realize their full potential
  • This is what creates adherence and adoption.

    It is primary to recall that it is not just about digital solutions. PaaP is about the whole suffer of working with (and in) Procurement. It encompasses any 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 suffer (digital and in actual life) removed of frictions, of unnecessary bottlenecks, and of unnecessary intermediaries.

    Process: experience, journeys, and touchpoints

    “Speed and access change everything. [M]assive organizations are zeal intense pressure to innovate, as unencumbered startups assume shots across their bows. Legacy processes that enforce bureaucracy, command-and-control structures, waterfall development, and risk management are still largely the standard among expansive 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 exhaust at work (and not just Procurement technology) and screech “It should be as simple as Google or Amazon.” This explains why technology providers portray their offering to be Google-like or Amazon-like as they are what people often exhaust as benchmarks. This shows that polishing and simplifying the design of the suffer (the term suffer 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 dinky question that the relatively mundane, repetitive jobs in today’s Procurement functions will disappear. Indeed, that extends to many jobs that SHOULD be mundane and repetitive and are only ‘complex’ because they elect to profile 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 compress & Commercial Management (IACCM).

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

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

    “Companies tend to exhaust technology to mechanize customary ways of doing business. They leave the existing processes intact and exhaust 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 attain the identical as before (and doing most probably dote any others — the so-called best practices), it encourages to explore at doing things that were previously impossible.

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

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

    - Touchless:

    The first specimen that comes to my mind is what Amazon did with Amazon Go.

    Beyond the buzz and technobabble, Amazon ride should rouse the interest of Supply Chain professionals.

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

    “We can start to imagine any 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 wait on Yourself!, Spend Matters UK

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

    - Assistants and chatbots:

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

    The blueprint behind the aide is what the technology world is currently doing (Siri, Cortana…). Chatbots and conversational commerce are tart 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 opening 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 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 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 primary information addresses the centuries-old problem of trust, a social resource that is any 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 exemplar solution to streamline processes where what you attain to buy costs more (or nigh to) that what you actually buy. It will maintain Procurement rethink what to attain with the tail spend! Also, the suffer 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 recent horizons for compress management. As Alec Ross says in “the industries of the future” (using the purchase of a house as an example), contracting hasn’t fundamentally changed in the eventual 45 years and involves a lot of papers, lots of signatures and lengthy procedures. It is because of the lack of trust between parties with regards to the monetary transaction and the timeframe of such transactions. Also, the need to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can profile 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 be drastically streamlined and automated with smart contacts:

    “A smart compress has the capability to facilitate, execute and enforce the performance of negotiation of a contract. The entire lifecycle of a smart compress 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 any transactions between any tiers of the supply chain, it can supplant any existing paper-based systems. Plus, as it is available publicly (anyone or any 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 recent 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 wait on enhance the safety of food on the tables of Chinese consumers,” preeminent an IBM press release. In fact, the pilot project was initially planned to track and trace Chinese pork; U.S. yield was added later.” Walmart Testing Blockchain Technology for Supply Chain Management, Bitcoin Magazine.

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

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

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

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

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

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

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

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

    The identical 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 flat of interlocutors at the supplier. It too provides the suppliers with privileged access to information, market, and power.

    People: recent ways to manage talent

    Physical touchpoints exemplify that business is Human-to-Human (H2H) and that any 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 upshot to position the selection of

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

    Also, the various possibilities listed above can co-exist in the identical 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 usurp model. The objective being to employ the best talent (from an individual and collective point of view) and to continuously fit to the needs and the market.

    Many organizations attain not maintain the required expertise available in-house for any 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 recent technologies on the supply market, what was marginal may become vital. To ramp-up capabilities and to temper its talent, the organization can settle to:

  • train his current resources
  • source and hire recent 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 exhaust 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 wait on 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 upshot is more than just replacement — it’s advancement. The influx of sophisticated technologies will enable us to mediate of work in recent and innovative ways. […] They are witnessing the emergence of the “liquid workforce” and the “human cloud” as recent workforce models. The “liquid workforce” refers to employees who are able to re-train and fit to their environment in order to stay apropos during the digital revolution”. The future is automated. Here’s how they can prepare for it, The World Economic Forum.



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