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P2050-005 IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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

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IBM IBM Commerce Solutions Supply

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

Tech enterprise IBM has introduced that it is going to deliver IT solutions to deliver chain logistics company Gati Kintetsu specific deepest restricted (Gati KWE).

in response to market estimates, the e-commerce market in India is expected to develop 37%, to attain $20 billion this 12 months. “to meet the demands of an more and more savvy on-line inhabitants, agents are below constant compel to give enhanced purchasing experiences throughout mobile devices and shorter birth times. This growing e-commerce market poses a problem to logistics companies, who necessity to maintain pace with the customer exact for immediately purchasable items offered at a competitive fee,” IBM introduced.

Hyderabad-primarily based Gati’s start network contains air, street and rail insurance, operates a fleet of 3,500 automobiles with more than 3,000 enterprise partners across India. To manipulate an increasing volume of enterprise with a big number of sellers, Gati KWE tapped into IBM Commerce capabilities to combine and coordinate the complicated and time-delicate circulate of products from warehouse to preserve to home, IBM talked about.

“via the year 2020 outsourced eCommerce fulfillment and associated cost introduced capabilities are poised to grow to a size of Rs 3000 crore ($500 mn),” in accordance to Dhruv Agarwal, executive vice president, Gati.

through implementation of this answer, Gati KWE goals to corner a preponderant share of the alternatives within the e-success section, he brought. The solutions could subsist carried out by means of IBM and IBM company accomplice Bridge solutions.


IBM (IBM) Down 10.three% for the judgement that remaining salary report: Can It Rebound? | killexams.com existent Questions and Pass4sure dumps

A month has gone by considering the fact that the remaining earnings report for IBM (IBM). Shares tolerate lost about 10.three% in that time frame, underperforming the S&P 500.

Will the fresh poor trend proceed leading as much as its subsequent earnings release, or is IBM due for a breakout? earlier than they dive into how investors and analysts tolerate reacted as of late, let's prefer a brief issue on the most synchronous revenue report in an exertion to deserve a much better tackle on the principal catalysts.

IBM’s Q2 outcomes improvement from can permeate chopping, reduce Share count

IBM suggested third-quarter 2018 non-GAAP salary of $3.forty two per share, which beat the Zacks Consensus appraise via couple of cents. income per share (EPS) extended 4.9% from the yr-ago quarter.

The year-over-12 months boom in EPS can moreover subsist attributed to solid pre-tax margin operating leverage (28 cents contribution) and aggressive share buybacks (19 cents contribution). This became in portion offset by lessen revenues (seven cents dismal influence) and higher tax expense (17 cents dismal influence).

Revenues of $18.seventy six billion lagged the Zacks Consensus appraise of $19.10 billion and declined 2.1% on a yr-over-yr basis. At constant foreign money (cc), revenues remained flat.

IBM mentioned that signings plunged 21% to $eight billion. capabilities backlog declined 3% from the yr-ago quarter to $113 billion.

Geographic earnings particulars

Revenues from Americas inched up 1%, driven via continued enlarge in Canada and Latin the united states and modest boom within the u.s..

Europe, center-East and Africa diminished 2% from the yr-ago quarter, pushed via decline in Germany and France, partially offset by way of boom in Spain and the UK.

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

Strategic Imperatives boom Continues

Strategic Imperatives (cloud, analytics, mobility and protection) grew 7% at cc from the yr-in the past quarter to $9.3 billion. security revenues surged 34%. On a trailing 12-month groundwork, Strategic Imperatives revenues tolerate been $39.5 billion, up 13% (11% at cc).

Cloud revenues surged 13% from the yr-in the past quarter to $four.6 billion. The annual race cost for cloud as-a-service revenues elevated 24% at cc on a year-over-yr basis to $eleven.four billion.

Cloud revenues of $19 billion on a trailing 12-month basis elevated 20% (18% at cc) and now accounts for 24% of IBM’s complete revenues.

Cognitive Revenues Decline

Cognitive options’ revenues-external decreased 5.7% year over yr (down 5% at cc) to $4.15 billion. Segmental revenues pertaining to Strategic Imperatives and Cloud declined four% and 2%, respectively. Cloud as-a-provider salary annual race expense turned into $2 billion.

options utility comprises offerings in strategic verticals enjoy fitness, domain-specific capabilities enjoy analytics and protection, and IBM’s rising technologies of AI and blockchain. The segment moreover contains offerings that address horizontal domains enjoy collaboration, commerce and talent. solutions software revenues reduced three% yr over 12 months in the quarter.

IBM stated that in commerce domain the infusion of AI into offerings enjoy customer event analytics helped SaaS signings to develop double digit within the quarter. The synchronous launch of Notes Domino edition 10, which is optimized for cell, and supports JavaScript and node.js will raise enlarge collaboration in 2019.

Transaction Processing software contains software that runs mission-essential workloads, leveraging IBM’s hardware platforms. Revenues fell eight% on a year-over-yr basis.

IBM witnessed boom in trade verticals enjoy fitness, key areas of analytics and protection in the quarter. Watson health witnessed large-primarily based enlarge in Payer, company, Imaging and life Sciences domains.

all through the quarter, the Sugar.IQ utility, developed by way of Medtronic in partnership with IBM, hit the market. The utility is designed to simplify and enhance each day diabetes administration.

IBM pointed out that analytics performed smartly in the quarter, pushed by means of statistics science choices and IBM Cloud deepest for records offering.

during the quarter, the enterprise introduced warp detection features and launched recent Watson capabilities on the IBM Cloud private platform.

security boom was driven by means of offerings in orchestration, facts protection and endpoint administration.

In blockchain, IBM meals tolerate aplomb community for meals defense went reside in the quarter. Reatiler Carrefour joined IBM’s blockchain network. The commerce moreover jointly announced TradeLens with Maersk that addresses inefficiencies within the global supply chain. IBM presently supports 75 lively blockchain networks.

international company capabilities Revenues raise

Revenues from global commerce functions-external segment had been $four.13 billion, up 0.9% from the 12 months-in the past quarter (up three% at cc). Segmental revenues pertaining to Strategic Imperatives grew 9%. Cloud apply surged 18%. Cloud as-a-provider profits annual race cost turned into $1.9 billion.

application management revenues declined 1% from the yr-ago quarter. although, world system capabilities revenues climbed 2%. additionally, Consulting revenues improved 7% 12 months over yr, pushed by powerful performance from IBM’s digital business.

technology capabilities & Cloud platforms: Revenues Dip

Revenues from know-how services & Cloud platforms-external reduced 2% from the year-in the past quarter (flat at cc) to $8.29 billion. Segmental revenues bearing on Strategic Imperatives superior 16%, pushed by means of hybrid cloud services. Cloud surged 22% from the yr-in the past quarter. Cloud as-a-service revenue annual race expense turned into $7.5 billion.

Integration application improved 1% from the 12 months-ago quarter. prerogative through the quarter, 95 agencies around the world selected IBM Cloud deepest providing. Infrastructure features revenues additionally expanded 1% on a yr-over-yr basis.

youngsters, Technical guide capabilities revenues lowered three% from the yr-in the past quarter.

power & z14 compel techniques Revenues

methods revenues multiplied 0.9% on a 12 months-over-12 months foundation (up 2% at cc) to $1.seventy four billion. Segmental revenues concerning Strategic Imperatives surged 5%, whereas Cloud revenues declined eight%.

IBM Z revenues increased 6% year over year on greater than 20% MIPS growth, driven by means of extensive-based mostly adoption of the z14 mainframe.

energy revenues multiplied 17% from the year-in the past quarter. outright through the quarter, IBM launched its next era POWER9 processors for midrange and high-conclusion systems that are designed for dealing with advanced analytics, cloud environments and information-intensive workloads in AI, HANA, and UNIX markets.

IBM moreover brought recent choices optimizing both hardware and utility for AI. management believes that products enjoy PowerAI vision and PowerAI enterprise will support drive recent client adoption.

youngsters, storage hardware revenues declined 6% because of susceptible efficiency in the midrange and unreasonable conclusion, in portion offset with the aid of strong boom in outright glint Arrays. IBM pointed out that pricing pressure in the immensely aggressive storage market is hurting revenues. The enterprise introduced its recent FlashSystems with next generation NVMe technology outright the way through the quarter.

operating techniques software revenues declined four%, whereas systems Hardware superior 4% from the year-ago quarter.

finally, world Financing (includes financing and used machine income) revenues decreased 9.1% at cc to $388 million.

operating details

Non-GAAP crude margin remained unchanged from the yr-ago quarter at 47.4%. This turned into IBM’s ideal crude margin performance in years and become essentially pushed with the aid of a hundred and sixty basis features (bps) growth in services margin. besides the fact that children, destructive merge in z14 mainframe and application entirely offset this enlargement.

working cost declined four% year over year, as a result of attention of acquisition synergies and enhancing operational efficiencies. IBM continues to reserve money into quick turning out to subsist fields enjoy hybrid cloud, simulated intelligence (AI), protection and blockchain.

Pre-tax margin from carrying on with operations expanded 50 bps on a year-over-yr basis to 19.2%.

Cognitive solutions and international enterprise services facet pre-tax margins accelerated 190 bps and 320 bps, respectively, on a year-over-12 months basis. youngsters, know-how features & Cloud platforms facet pre-tax margin shrunk 100 bps.

systems pre-tax profits changed into $209 million down 38% year over 12 months. global Financing section pre-tax revenue jumped 26.7% to $308 million.

stability Sheet & cash circulate particulars

IBM ended third-quarter 2018 with $14.70 billion in total money and marketable securities in comparison with $eleven.ninety three billion on the conclusion of second-quarter 2018. total debt (including global financing) was $forty six.9 billion, up $1.4 million from the outdated quarter.

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

within the mentioned quarter, the company returned $2.1 billion to shareholders via dividends and share repurchases. at the conclusion of the quarter, the company had $1.four billion final below existing buyback authorization.

guidance

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

IBM still anticipates 2018 free cash drag of $12 billion.

Story continues

How tolerate Estimates Been pathetic given that Then?

during the past month, traders tolerate witnessed a downward fashion in clean estimates.

VGM scores

at the moment, IBM has a regular enlarge rating of C, although it's lagging a microscopic on the Momentum rating entrance with a D. youngsters, the inventory become allotted a grade of A on the value facet, inserting it within the arrogate quintile for this investment strategy.

usual, the stock has an combination VGM score of B. if you are not focused on one strategy, this score is the one subsist sure to subsist drawn to.

Outlook

Estimates tolerate been greatly trending downward for the inventory, and the magnitude of these revisions indicates a downward shift. peculiarly, IBM has a Zacks Rank #three (cling). They anticipate an in-line revert from the inventory within the next few months.

want the newest ideas from Zacks investment research? nowadays, which you could download 7 surest shares for the next 30 Days. click on to deserve this free file international commerce Machines supplier (IBM) : Free inventory analysis document To read this text on Zacks.com click on prerogative here. Zacks investment analysis


Metro shoes undertakes the digital journey with IBM Watson solution | killexams.com existent Questions and Pass4sure dumps

Metro Shoes undertakes the digital journey with IBM Watson solutionBangalore: IBM these days talked about that Metro shoes Ltd, one in every of India’s prerogative multi-manufacturer footwear chains, will launch a brand recent Digital Commerce platform powered by way of Watson customer engagement hosted on IBM Cloud.

this could consist of IBM Watson Order management and Commerce for seamless digital engagement. Working with IBM enterprise companion CEBS global, IBM options will no longer only aid pressure superior consumer experiences and recent degrees of comfort but deliver efficiencies to the deliver chain.

With a national footprint of 350 physical showrooms, an expanding company portfolio and changing customer preferences, Metro footwear Ltd was facing challenges in managing orders coming from multiple on-line systems.

prior it had unreliable utility that caused want of visibility of true-time facts of earnings, stock vicinity and returns along with inventory administration challenges. Metro shoes Ltd needed to enlarge online presence for a few of their conventional inside brands which tolerate been getting low visibility impacting universal revenue.

"technology is redefining client engagement and will subsist the principal thing differentiator for retail brands of the future. We’re excited to collaborate with IBM and CEBS to embark on their digital transformation experience,” mentioned Alisha Malik, vice chairman, Digital, Metro shoes.

“With IBM’s talents in the omni-channel commerce and retail area, they are assured that these changes will not handiest assist accelerate the execution of their method, but additionally give us an aspect over competitors. At Metro shoes, they strongly account that the brand recent retort will enlarge the standard consumer journey, thereby increasing revisits, site visitors and loyalty,” delivered Malik.

With IBM, Metro shoes Ltd can profit recent stages of customer insight, which will moreover subsist used to customize the on-line adventure for each of the web page. enterprise will able to expose off outright of its brands and recommend particular items in keeping with insights shared through clients on a single platform.

This customized undergo will embrace recent and handy achievement alternatives similar to buy online, resolve upon up in store, reserve in preserve and straightforward returns. on account of these recent capabilities, Metro shoes will subsist capable of bring up every tourist’s journey on the web site with the aid of enabling commerce practitioners with cognitive apparatus which aid them deliver omni-channel experiences that interact shoppers and drive income.

With IBM’s expertise capabilities and CEBS expertise with market integration, Metro shoes as a brand/vendor will moreover subsist capable of integrate with greater than 14 e-marketplaces enjoy Amazon, Flipkart and other leading portals with a centralized process and stock engine to enable Metro to scale as much as the needs of a transforming into industry company. additional, IBM Cloud will assist elevate the means to configure ponderous workloads and thereby convey performance required for top utilization throughout the looking season.

Nishant Kalra, company unit leader – IBM Watson customer engagement - India/South Asia introduced, “IBM is on the forefront of assisting shoppers embrace newer light methods to work and digitally transforming the manner they engage with their terminate shoppers. they are satisfied to subsist a portion of Metro shoes’ digital transformation journey through delivering sophisticated digital commerce event, leveraging the outlets through merging them with online, and finally using company advocacy. IBM in affiliation with CEBS will permit abysmal innovation, faster-go-to-market and streamline methods for scalability.”

The IBM platform will create a bridge between its on-line and offline company which the retailer previously lacked. With the recent built-in single view, Metro footwear sooner or later could subsist able to consume insights won from the digital realm to design particular providing for consumers as they walk into any of their shops. due to this fact, they can tolerate in judgement what consumers want, gain inevitable availability when and where they want it and even resolve cross selling and upselling throughout their a lot of manufacturers.

For Metro shoes, IBM Watson Order administration and Commerce options can pave system for IBM’s cognitive technologies to deliver insights that wait on them provide purchasers with personalised strategies and an improved person event –from click on to beginning.

“With over 15 years of adventure in developing e-company equipment, CEBS has been a depended on options issuer and companion for agencies throughout the globe,” mentioned Satish Swaroop, President, CEBS international. Their advantageous and versatile utility options paired with IBM’s abysmal technology skills will provide Metro shoes a real-time, centralized apparatus for client administration.”


P2050-005 IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Study guide Prepared by Killexams.com IBM Dumps Experts


Killexams.com P2050-005 Dumps and existent Questions

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

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

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IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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A Central Address for 7,000 SAP Users | killexams.com existent 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 tangled and unique as its business. To equilibrium the load on its operations as efficiently as workable and to optimize the value chain in South Africa, Europe, North America, and the Asia-Pacific region, the paper manufacturer uses SAP software. Along with SAP R/3 and commerce intelligence functionality from SAP, the company uses mySAP Supply Chain Management (mySAP SCM) and mySAP Customer Relationship Management (mySAP CRM) to 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 drag 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 tumble of 2005, two different service providers in South Africa and Europe operated the SAP installations. But the medium-term goal at Sappi is to consolidate its SAP landscapes into one worldwide system to enable uniform commerce processes for its numerous locations around the world. That’s why the group looked for a service provider that could operate both landscapes from one source and ultimately merge them into a global installation.The option 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 moreover impressive. “The determinative 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 splendid hands at T-Systems Austria. “T-Systems bends over backwards for Sappi,” says Lauwers.Even before the constrict 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 execute character assurance, which it could accomplish over remote access.

No risk for day-to-day business

One of the conditions for the transfer of the SAP landscape was keeping the existing IBM AIX system platform. Sappi did not want to accept any risk to the day-to-day operations of core SAP functionalities, such as materials management, fiscal accounting, and human resources or to SAP APO by migrating the operating system. Given the tangled system layout, which includes a big 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 race on HP Blade servers with Intel processors on Linux, which moreover provides resources for flexible, customer-independent adaptive computing.Because the paper manufacturer uses SAP software as a strategic platform for outright its commerce processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer headquarters of T-Systems. The tangled computer infrastructure demands splendid documentation and efficient monitoring to avoid disruptions to operations and to rectify 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 pathetic a terabyte of data just for the production systems; the development and test systems required were two-and-a-half times that volume. Because Sappi planned to covert the South African applications in September 2005, the migration had to subsist complete only eight weeks after the constrict was signed. By the terminate of 2005, the data had to subsist moved to Vienna for the SAP users in Europe, North America, and the Asia-Pacific region who previously used systems operating in Schweinfurt, Germany.The project began in July 2005 with the design of the system, hardware installation, and testing. The data was placed on storage media and flown from South Africa to Vienna. It was then migrated to the 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 portion of the transition facet in the various regions of Europe and South Africa and played an principal role in the project. Despite the impeccable mastery of outright technical and highly tangled requirements, they ultimately focused on the human beings involved, which is just of outright 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 space 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 race 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 moreover 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 outright questions about the operation of its corporate solutions. And Sappi has moved one step closer to meeting its goal of consolidating its SAP landscape around the world and setting up uniform commerce processes. As CIO Lauwers says, “After one year of operations, I can clearly snort that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an principal step toward the realization of a single SAP system. T-Systems has proved itself to subsist a existent confederate by creatively working together with Sappi to develop solutions. Sappi has a very tangled environment and tends to implement the newest tools from SAP. Although the prerogative learning is not always available for the tools, T-Systems puts the necessary resources in space to implement the tools successfully.”

Karl SträsslerKarl Strässler

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

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

All the companies I mentioned at the dawn 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 Interesting as it extends the classic People, Process, and Technology (or Talent, Transition, and Technology — How achieve They Drive Technological Advances? portion I, Sourcing Innovation). It moreover puts front and headquarters crucial aspects unique to the full potential of a just digital transformation.

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

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

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

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

  • remove friction and focus on the remonstrate of the “transaction” by empowering and engaging parties to deserve and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will moreover 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 deserve 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 commerce world.

    “The outcome 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 & trace Raskino.

    Purpose: empowered relationships as competitive advantage

    As a response to a world in constant change, long-term relationships between customers and suppliers in the supply chain is emerging as a captious way to deserve 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 reckon 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 principal to recall that it is not just about digital solutions. PaaP is about the whole undergo of working with (and in) Procurement. It encompasses outright the various touchpoints in the Procurement processes: the digital ones and the physical ones. Another key characteristic of PaaP is to deliver a first-class and undergo (digital and in existent 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 fervor intense pressure to innovate, as unencumbered startups prefer shots across their bows. Legacy processes that invoke bureaucracy, command-and-control structures, waterfall development, and risk management are still largely the standard among gargantuan corporations, yet they are liabilities in this fight”. The Operating Model That Is Eating The World, Aaron Dignan.

    In many organizations, people complain about the technology that they consume at work (and not just Procurement technology) and snort “It should subsist as light as Google or Amazon.” This explains why technology providers picture their offering to subsist Google-like or Amazon-like as they are what people often consume as benchmarks. This shows that polishing and simplifying the design of the undergo (the term undergo covers the process and the technology that it supports) is important. (But, it would subsist a misunderstanding of the psychology of change to believe that it is the only aspect that matters for long-term adoption).

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

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

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

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

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

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

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

    - Touchless:

    The first example that comes to my judgement is what Amazon did with Amazon Go.

    Beyond the buzz and technobabble, Amazon drag should excite the interest of Supply Chain professionals.

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

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

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

    - Assistants and chatbots:

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

    The sentiment behind the coadjutant is what the technology world is currently doing (Siri, Cortana…). Chatbots and conversational commerce are sharp tangy 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 break 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 inevitable number of conditions exist. One is trust:

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

    In addition to payments, the blockchain opens recent horizons for constrict 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 ultimate 45 years and involves a lot of papers, lots of signatures and lengthy procedures. It is because of the want of trust between parties with regards to the fiscal transaction and the timeframe of such transactions. Also, the necessity to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can gain payments real-time, and it moreover solves ownership issues as blockchain records log who owns what in an easily retrievable (public), up-to-date, and secure manner (which moreover represents benefits for IP protection).

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

    “A smart constrict has the capability to facilitate, execute and invoke the performance of negotiation of a contract. The entire lifecycle of a smart constrict 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 outright transactions between outright tiers of the supply chain, it can supersede outright existing paper-based systems. Plus, as it is available publicly (anyone or outright 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,” celebrated 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 enjoy science-fiction or for the uber-geeks only, but it is not. Mainstream companies and actors consume blockchain or enable the consume of it. For example, Microsoft. Also, blockchain exemplifies the “platform” philosophy. Organizations can build numerous applications on top of the blockchain architecture (technical platform). Also, it removes friction and intermediaries allowing

    “The notion of shared public ledgers may not sound revolutionary or sexy. Neither did double-entry book-keeping or joint-stock companies. Yet, enjoy them, the blockchain is an apparently mundane process that has the potential to transform how people and businesses co-operate”. The pledge 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 existent world. Not everything is about technology and digital. Human touchpoints are moreover very captious to manage, maintain, and nurse relationships.

    For example, organizing commerce reviews (BR) with key stakeholders and with major suppliers is an break to stare at the commerce 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 commerce needs. BRs are moments where involved parties tolerate 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, enjoy the BRs, to creating more proximity and intimacy between Procurement and stakeholders.

    “The client contact is mapped out, and the procurement team becomes alert of every senior recent role or person in the organisation they necessity to consider. They execute these principal steps — they contact and communicate with them; they gain a point of understanding their particular commerce objectives; they understand what type of person they are; they collect information and preserve up to date with issues and goals in those commerce teams”. The Fujitsu Procurement Transformation epic (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 smooth of interlocutors at the supplier. It moreover provides the suppliers with privileged access to information, market, and power.

    People: recent ways to manage talent

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

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

    Many organizations achieve not tolerate the required expertise available in-house for outright the categories they manage. They focus on the most captious ones. And, because of a particular project or because of a merger & acquisition or because of the emergence of recent technologies on the supply market, what was marginal may become vital. To ramp-up capabilities and to temper its talent, the organization can resolve 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 consume 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 outcome 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 conform to their environment in order to stay apposite during the digital revolution”. The future is automated. Here’s how they can prepare for it, The World Economic Forum.


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

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

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

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

    Without the prerogative leadership at the helm and the prerogative team in the trenches, the world of RIAs is fraught with risk that can cost dearly. The flip side of the coin is that splendid RIAs can provide your customers with user experiences that leave your competition in the dust. If you preserve 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 arrogate smooth of undergo can subsist tough. Thinking that you can find splendid Java or .Net developers immediately turn them into expert Flex or Silverlight developers is not splendid thinking. Inherent to these powerful recent frameworks are challenges that require mastery of the technologies. wealthy client applications differ greatly from server, HTML, or desktop applications and require very inevitable development expertise. Beware the typical developer optimistic mindset that believes problem-solving skills are platform independent.

    Risk #2 : Designer inexperienceReward: Well-designed RIAs gain people want to consume themThe gap between sexy and usable is huge and dangerous. A much print or web designer is not necessarily a much application designer, especially not prerogative 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 recent technologies enjoy AIR and Silverlight means that designers may tolerate to unlearn some of what they tolerate relied on in the past as successful solutions.

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

    Risk #3: poor hiresReward: Powerful designer/developer collaborationManagers may remark the words "Flex experience" on a resume and assume that, in-and-of-itself, Flex undergo makes the candidate qualified. Differentiating between undergo and character is very difficult for an IT manager to assess since they may tolerate not yet seen what a splendid RIA developer really looks like. The identical premise holds just 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: want of process and cultureReward: Integrated workflow and recent behaviorsLet’s snort that you lucked out and reserve together a much team. Now you tolerate to deserve them to collaborate. Establishing the prerogative culture to enable the team to work together is captious to the success of creating engaging applications. It takes a choice combination of humility, passion, confidence, knowledge, process, and realism to execute against commerce and user requirements.

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

    Risk #5: Messaging from platform providersReward: much advice across the boardBoth Adobe and Microsoft tolerate 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 drag for most robust online applications. Microsoft’s roadmap is very exciting, and I believe that they will remark some much moves forward on their platform in the next 12 months. However, the Silverlight runtime just does not tender enough functionality or the ubiquitous attain that the glint Player does.

    The opportunity, no matter the platform, is abundant. Microsoft entering the RIA game is much advice for everyone, even Adobe. They tolerate 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 tolerate no commerce taking on work just to prefer on work. If you approach across an RIA provider who has people available immediately, beware. At EffectiveUI, they would rather turn away work than fatigue or dilute their human resources.

    Risk #7: Inadequate budgetsReward: Proving the value of an RIAThe revert on investing into a much RIA—even a simple one— can subsist astounding. Applying the identical 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 arrogate budgeting of dollars and time.

    Risk #8: Inappropriate intentionReward: Focused discipline for the jobHiring your advertising agency to build a captious commerce application is enjoy asking your interior designer to engineer a recent building. While both disciplines are principal and kind of related, they absolutely require pinpointed expertise and focus. gain sure that the person or company you engage to build your RIA understands and respects the difference.



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    References :


    Issu : https://issuu.com/trutrainers/docs/p2050-005_3d816fb5353188
    Dropmark : http://killexams.dropmark.com/367904/11445793
    Wordpress : http://wp.me/p7SJ6L-hn
    Scribd : https://www.scribd.com/document/356951848/Pass4sure-P2050-005-Practice-Tests-with-Real-Questions
    weSRCH : https://www.wesrch.com/business/prpdfBU1HWO000MVWZ
    Dropmark-Text : http://killexams.dropmark.com/367904/12025406
    Youtube : https://youtu.be/ZUOyAAnUIhg
    Blogspot : http://killexams-braindumps.blogspot.com/2017/10/look-at-these-p2050-005-real-question.html
    RSS Feed : http://feeds.feedburner.com/JustMemorizeTheseP2050-005QuestionsBeforeYouGoForTest
    Vimeo : https://vimeo.com/241758738
    publitas.com : https://view.publitas.com/trutrainers-inc/just-memorize-these-p2050-005-questions-before-you-go-for-test
    Google+ : https://plus.google.com/112153555852933435691/posts/TkEhATVKbYK?hl=en
    Calameo : http://en.calameo.com/account/book#
    Box.net : https://app.box.com/s/sqbotwyu5gs0z0hr85uzxemde8gunrnz
    zoho.com : https://docs.zoho.com/file/5ce0z330dd2f01e454a42b8343b3cab911a85
    coursehero.com : "Excle"






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