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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

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

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IBM IBM Commerce Solutions Supply

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

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

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

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

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

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

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

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

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

Perficient skills in motion at IBM feel 2019

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

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

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

be a fragment of several Perficient discipline breathe counted consultants and their clients as they existing every single over six IBM reckon periods, together with:

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

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

About Perficient

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

protected Harbor statement

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


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

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

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

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

Will the concomitant tremendous style proceed leading up to its next profits release, or is IBM due for a pullback? earlier than they dive into how buyers and analysts gain reacted as of late, let's assume a short appear to breathe on the most fresh revenue file as a way to deserve a much better address on the crucial drivers.

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

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

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

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

Geographic earnings details

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

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

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

Strategic Imperatives growth Continues

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

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

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

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

Cognitive Revenues Surge

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

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

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

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

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

IBM witnessed increase in commerce verticals enjoy fitness, key areas of analytics and safety within the quarter. Watson fitness witnessed huge-based increase in Payer, provider, Imaging and existence Sciences domains.

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

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

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

Story continues

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

global commerce capabilities Revenues raise

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

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

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

technology features & Cloud systems: Revenues Dip

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

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

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

energy & z14 drive systems Revenues

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

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

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

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

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

besides the fact that children, storage hardware revenues declined because of weak performance within the mid-latitude end, partly offset via mighty growth in every single scintillate Arrays. IBM pointed out that pricing power within the immensely competitive storage market is hurting revenues. The commerce announced its original FlashSystems with next technology NVMe technology every single the way through the said quarter.

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

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

operating details

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

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

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

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

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

balance Sheet & money stream particulars

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

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

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

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

Fiscal 2018 Highlights

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

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

suggestions

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

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

How gain Estimates Been stirring for the understanding that Then?

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

VGM scores

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

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

Outlook

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

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


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IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Pass 4 sure P2050-005 dumps | Killexams.com P2050-005 real questions | http://www.radionaves.com/

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

Marc, Thanks for taking the time to reply my questions. delight uncover us, what is BizSlate every single about and what accomplish you do?

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

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

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

Kalman: I gain been involved in supply chain technology for my entire career, both as a provider and as a practitioner. I am very sensitive to the needs of this market, particularly when questions Come up around the supply chain. They are here to construct a dissimilarity for small businesses; to truly succor them. They want them to breathe able to deserve questions answered, at any time, and without concern about additional costs. It makes a dissimilarity to them and may breathe the dissimilarity between getting a mammoth deal or losing one.

Additionally, by offering free phone support, it keeps us in check to construct sure they deliver on their pledge of a solution that is as easy to exercise as it is powerful, intelligent, and efficient.

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

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

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

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

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

How does BizSlate succor businesses to reduce cost of stirring and storing products?

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

Does BizSlate address SCM execution, planning, or both?

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

Who is your target audience?

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

I'd breathe nosy to hear any universal thoughts you gain on market trends in SCM…

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

What’s the commerce model?

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

Who are your competitors?

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

How accomplish you differentiate from your competitors?

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

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

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

What commerce or technology could yours disrupt?

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

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

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

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

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

What is your distribution model? Where to buy BizSlate?

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

What’s next on your product roadmap?

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

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

Website: www.bizslate.com

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

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

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


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

Sappi Ltd.Sappi Ltd.

In a history that stretches over more than 70 years, the Sappi Group has grown continuously with a 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 balance the load on its operations as efficiently as viable 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 spin 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 preference was T-Systems Austria. The company made a convincing case for itself because of its resilient pricing, which enabled Sappi to forecast its costs exactly. Its service offering was also impressive. “The definitive factors included a cost-effective solution, very resilient 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 cordial 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 original software. Without any bureaucratic haggling, the T-Systems team set up the original 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 fulfill quality assurance, which it could accomplish over remote access.

No risk for day-to-day business

One of the conditions for the transfer of the SAP landscape was keeping the existing IBM AIX system platform. Sappi did not want to accept any risk to the day-to-day operations of core SAP functionalities, such as materials management, pecuniary 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 application needed to install a original 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 rush on HP Blade servers with Intel processors on Linux, which also provides resources for flexible, customer-independent adaptive computing.Because the paper manufacturer uses SAP software as a strategic platform for every single its commerce processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer heart of T-Systems. The tangled computer infrastructure demands cordial documentation and efficacious 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 stirring 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 breathe complete only eight weeks after the compress was signed. By the close of 2005, the data had to breathe 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 original 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 fragment of the transition phase in the various regions of Europe and South Africa and played an critical role in the project. Despite the faultless mastery of every single technical and highly tangled requirements, they ultimately focused on the human beings involved, which is honest of every single global projects undertaken by T-Systems,” says Larissa Gaugl, transition manager of the project.

Ahead of schedule

Although the project involved 30 SAP systems halfway around the world, T-Systems Austria completed the conversion phase as planned. This successful conversion project earned the service provider third station 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 rush in parallel on separate infrastructures in the T-Center computer center. Integration of the applications on a foundation of mySAP ERP 2005 is planned for September 2007. Sappi is also considering an upgrade to SAP NetWeaver 2004s.Today, 5,500 Sappi employees on four continents access the SAP infrastructure in the computer heart in Vienna in parallel. The group has only one contact person for every single 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 instruct that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an critical step toward the realization of a single SAP system. T-Systems has proved itself to breathe a real 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 perquisite erudition is not always available for the tools, T-Systems puts the necessary resources in station to implement the tools successfully.”

Karl SträsslerKarl Strässler

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

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

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

His model (Purpose, Process, People, Product, and Platform) is provocative as it extends the classic People, Process, and Technology (or Talent, Transition, and Technology — How accomplish They Drive Technological Advances? fragment I, Sourcing Innovation). It also puts front and heart crucial aspects unique to the replete potential of a honest 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 original value creation. In platform markets, cultivating user capability becomes as strategically critical 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 also creates the foundations required to breathe more adaptable and responsive to trends in the modern economy and society.

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

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

  • remove friction and focus on the protest of the “transaction” by empowering and engaging parties to deserve and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will also enable Procurement to support the digital transformation of the whole company.
  • can not exist without data (and a lot of data) as it fuels their recommendation engines and is the 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 & outcome 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 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 trust 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, original markets, innovation…) by enabling participants to realize their replete potential
  • This is what creates adherence and adoption.

    It is critical to recollect that it is not just about digital solutions. PaaP is about the whole taste of working with (and in) Procurement. It encompasses every single 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 taste (digital and in real life) removed of frictions, of unnecessary bottlenecks, and of unnecessary intermediaries.

    Process: experience, journeys, and touchpoints

    “Speed and access change everything. [M]assive organizations are feeling intense pressure to innovate, as unencumbered startups 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 mammoth 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 exercise at work (and not just Procurement technology) and instruct “It should breathe as easy as Google or Amazon.” This explains why technology providers portray their offering to breathe Google-like or Amazon-like as they are what people often exercise as benchmarks. This shows that polishing and simplifying the design of the taste (the term taste covers the process and the technology that it supports) is important. (But, it would breathe a misunderstanding of the psychology of change to believe that it is the only aspect that matters for long-term adoption).

    “There can breathe microscopic question that the relatively mundane, repetitive jobs in today’s Procurement functions will disappear. Indeed, that extends to many jobs that SHOULD breathe mundane and repetitive and are only ‘complex’ because they choose to construct them so (and it should breathe 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 compress & Commercial Management (IACCM).

    As technology usually follows process, blaming technology to breathe 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 also spin to an experience-based approach to designing its processes. enjoy it is the standard exercise on the sales/marketing side of business. To accomplish so, it should not only train at automating current processes but at obliterating them:

    “Companies tend to exercise technology to mechanize obsolete ways of doing business. They leave the existing processes intact and exercise 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 accomplish the same as before (and doing most probably enjoy every single others — the so-called best practices), it encourages to watch at doing things that were previously impossible.

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

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

    - Touchless:

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

    Beyond the buzz and technobabble, Amazon fade should arouse the interest of Supply Chain professionals.

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

    “We can start to imagine every single those occasions and processes where the administration of stuff being handled, moved, bought, consumed could breathe made “touchless” — no exigency 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 succor Yourself!, Spend Matters UK

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

    - Assistants and chatbots:

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

    The persuasion behind the lieutenant is what the technology world is currently doing (Siri, Cortana…). Chatbots and conversational commerce are Hot topics in the tech sphere. Even if no one has yet fully figured it out and moved beyond the gadget/geeky aspects (except, maybe, Amazon — again! — with Alexa), it is a massive occasion 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 sure 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 critical information addresses the centuries-old problem of trust, a social resource that is every single 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 model solution to streamline processes where what you accomplish to buy costs more (or close to) that what you actually buy. It will gain Procurement rethink what to accomplish with the tail spend! Also, the taste 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 original 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 terminal 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 pecuniary transaction and the timeframe of such transactions. Also, the exigency to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can construct payments real-time, and it also solves ownership issues as blockchain records log who owns what in an easily retrievable (public), up-to-date, and secure manner (which also represents benefits for IP protection).

    On top of that, execution of contracts can breathe 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 every single transactions between every single tiers of the supply chain, it can replace every single existing paper-based systems. Plus, as it is available publicly (anyone or every single 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 original 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 succor enhance the safety of food on the tables of Chinese consumers,” famous an IBM press release. In fact, the pilot project was initially planned to track and 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 exercise blockchain or enable the exercise 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 deem about engaging internal customers/stakeholders and suppliers in different ways. Procurement has to build omnichannel and replicable but unique experiences that fits with:

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

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

    For example, organizing commerce reviews (BR) with key stakeholders and with major suppliers is an occasion to watch 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 gain more intimate and trust-based exchanges about where they are and where they want to go.

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

    “The client contact is mapped out, and the procurement team becomes conscious of every senior original role or person in the organisation they exigency to consider. They execute these critical steps — they contact and communicate with them; they construct a point of understanding their particular commerce objectives; they understand what type of person they are; they collect information and sustain up to date with issues and goals in those commerce teams”. The Fujitsu Procurement Transformation narrative (Part 2), Spend Matters UK

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

    People: original ways to manage talent

    Physical touchpoints exemplify that commerce is Human-to-Human (H2H) and that every single of it must not breathe 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 preference of

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

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

    Many organizations accomplish not gain the required expertise available in-house for every single 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 original 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 original 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 exercise 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 succor 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 deem of work in original and innovative ways. […] They are witnessing the emergence of the “liquid workforce” and the “human cloud” as original workforce models. The “liquid workforce” refers to employees who are able to re-train and adjust to their environment in order to stay germane during the digital revolution”. The future is automated. Here’s how they can prepare for it, The World Economic Forum.



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