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000-N05 IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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000-N05 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Test Code : 000-N05
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

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

Tech business IBM has introduced that it is going to supply IT solutions to provide chain logistics enterprise Gati Kintetsu express deepest confined (Gati KWE).

in keeping with market estimates, the e-commerce market in India is expected to develop 37%, to reach $20 billion this year. “to meet the calls for of an increasingly savvy online inhabitants, retailers are beneath constant pressure to supply superior buying experiences across mobile instruments and shorter start instances. This growing to be e-commerce market poses a challenge to logistics businesses, who ought to preserve pace with the consumer demand for immediately attainable items provided at a competitive rate,” IBM delivered.

Hyderabad-primarily based Gati’s beginning community comprises air, street and rail coverage, operates a fleet of 3,500 motors with more than 3,000 company partners throughout India. To manipulate an expanding volume of business with a multitude of agents, Gati KWE tapped into IBM Commerce capabilities to combine and coordinate the complex and time-delicate move of products from warehouse to keep to domestic, IBM pointed out.

“via the 12 months 2020 outsourced eCommerce success and linked cost delivered functions are poised to grow to a size of Rs 3000 crore ($500 mn),” in accordance to Dhruv Agarwal, government vp, Gati.

via implementation of this answer, Gati KWE goals to corner a dominant share of the alternatives within the e-fulfillment section, he delivered. The options might be implemented by using IBM and IBM business associate Bridge options.


way forward for food provide: IBM scientists address challenges from seed to table to trash (+ video) | killexams.com Real Questions and Pass4sure dumps

analysis TRIANGLE PARK – IBM scientists can be unveiling this week technology and solutions to tackle wants on the planet’s food chain as demand grows for items in coming years.

In a blog put up and video published Monday forward of the IBM consider convention in San Francisco this week, Arvind Krishna, senior vice chairman for Cloud & Cognitive utility spelled out IBM’s considering as part of “5 in 5,” large Blue’s annual forecast of five applied sciences so that you can impact the area in principal ways over the subsequent 5 years.

“inside the next 5 years, the Earth’s inhabitants will move the eight billion mark for the first time. Their complex meals chain—already stressed by climate trade and a finite water supply—will handiest be demonstrated extra,” Krishna wrote. “to meet the calls for of this crowded future, they will want new applied sciences and instruments, scientific breakthroughs, and completely new methods of brooding about food security and security.”

listed here are the “5” highlights:

From Seed…

Farming’s digital doubles will help feed a turning out to be inhabitants the usage of much less substances

How do you give a farmer who has not ever set foot in a financial institution entry to credit? by digitizing and taking pictures all facets of agriculture, from the first-rate of the soil to the skills of the tractor driver to the price of melon offered at the market. It’s called a Digital Twin, and within the subsequent five years, using AI they can use this records to precisely forecast crop yields, which in turn will supply banks and monetary associations the records elements they should supply credit to help farmers extend — possibly money does grow on trees after all.

to reap.…

Spoiler alert: Blockchain will prevent extra food from going to waste

inside five years, we’ll get rid of lots of the costly unknowns in the meals provide chain. From farmers to grocery suppliers, every participant within the provide chain will be aware of precisely how lots to plant, order, and ship. meals loss will reduce tremendously and the produce that ends up in patrons’ carts should be brisker—when blockchain expertise, IoT contraptions, and AI algorithms be a part of forces.

IBM plans $2B funding in big apple state for synthetic Intelligence, different classes

To Shelf…

tradition membership: Mapping the microbiome will offer protection to us from bad bacteria

inside five years, meals safety inspectors world wide will gain a brand new superpower: the means to use hundreds of thousands of microbes to offer protection to what they eat. These microbes—some in shape for human consumption, others no longer—are continuously brought into meals at farms, factories, and grocery outlets. due to a new approach that permits us to analyze their genetic make-up charge with no trouble, microbes will inform us a great deal concerning the safety of what they consume.

To desk…

Dinner plate detectives: AI sensors will notice foodborne pathogens at domestic

inside five years, the realm’s farmers, food processors, and grocers—along with its billions of domestic cooks—may be able to notice dangerous contaminants easily in their food. All they’ll need is a cellular phone or a countertop with AI sensors. IBM researchers are growing powerful, transportable AI sensors that can discover foodborne pathogens any place and far and wide they might flip up. These cell micro organism sensors could dramatically raise the speed of a pathogen verify from days to seconds, permitting people up and down the meals chain to observe the existence of detrimental E. coli or Salmonella earlier than it becomes a deadly disease.

IBM, Microsoft lead world in synthetic intelligence patent functions (+ video details)

To Trash…

cosmetic surgery: a radical new recycling technique will breathe new existence into ancient plastic

In five years, the disposal of trash and the introduction of new plastics may be fully converted. every thing from milk cartons to cookie containers to grocery luggage and cheese cloths will be recyclable, and polyester manufacturing groups may be in a position to absorb refuse and switch it into whatever thing constructive. This transition may be powered by way of innovations like VolCat, a catalytic chemical system that digests definite plastics (called polyesters) into a substance that can be fed at once again into plastic manufacturing machines with a view to make new items.

examine the total blogpost online.

The presentation can also be watched live on Wednesday starting at 2 p.m.

investigate this site for particulars.

IBM continues considered one of its greatest corporate campuses in RTP and employs a couple of thousand americans throughout North Carolina.

NCSU picks college participants to steer IBM Quantum Computing Hub


IBM's New "5 in 5" Predictions element to a new era of Innovation | killexams.com Real Questions and Pass4sure dumps

each year, IBM publishes its record of 5 innovations if you want to alternate the realm in 5 years. There are not simply predictions, however symbolize grand challenges that the business intends to take on. As IBM's Chief Innovation Officer Bernie Meyerson once put it to me, "What we're basically aiming for isn't to predict the longer term, however to change the long run."  

This 12 months's "5 in 5" is distinct in a few methods. First, as opposed to a horizontal overview, it focuses on one industrial vertical: the food give chain. 2nd, instead of focusing exclusively on tips know-how, it foresees an intense collaboration between the computer industry and other fields. Third, it marks a smash from business as ordinary to a brand new era of innovation.

Rising to New Challenges

The shift in emphasis during this yr's "5 in 5" isn't any accident, however elements to a bigger change within the role of counsel expertise itself. traditionally, the basic role computer systems performed become to help organizations run administrative functions, comparable to accounting and payroll. The cyber web helped flow IT into a greater operational function over the last few a long time, however Jeff Welser, VP and Lab Director at IBM analysis, sees a good more desirable shift ahead.

"all the way through their background, IBM has been an information enterprise," he instructed me. They helped their shoppers run their back workplace. throughout the Gerstner years, beginning within the late 90s, they began to help organisations run their company methods and they made an immense effort to increase the skills to do that."

"Now," he continues "our valued clientele are more and more requesting their aid working issues in the actual world and they should upward push to that challenge." He also mentioned that the shift will entail greater than just developing and deploying technologies, however additionally how his company works with different organizations.

"one of the vital issues that makes this "5 in 5" distinctive is that each one of those challenges require us to work with companions," Welser explains. "So it is a call for motion for us, however additionally for those that they collaborate with that these are problems that we're fascinated by fixing."

Reimagining the food give Chain

The 2019 "5 in 5" record imagines how know-how will revolutionize the meals deliver chain from "seed to shelf". as an example, the use of a technology called twinning, which makes use of a wide selection of sensors together with geospatial and climate facts to create simulations so accurate that they quite simply become a "digital twin," it could aid farmers vastly increase yields while cutting back environmental fees.

After these vegetation are harvested, blockchain will help each and every node within the meals ecosystem, from farmers to grocers, to know precisely where each and every crop goes and the place it came from. Walmart, truly, has already begun this technique, the use of IBM know-how to track leafy green vegetables all of the method back to the certain farm each piece got here from.

once plants arrive at meals processors, meals safety inspectors will use subsequent technology sequencing machines mixed with large databases of microbial genomes (IBM has one of the vital largest), to improve meals safety. When food hits the table, superior optics of smartphone cameras will enable AI systems to determine contaminants and to evaluate great and provenance.

finally, once the meals is eaten, a brand new catalytic manner that IBM has developed, called VolCat, will dissolve plastics down to the primary constructing blocks of the polymer. this can permit us to recycle many materials that these days emerge as in landfills, enhancing the atmosphere and societal fitness.

The company additionally aspects out that that via the end of the century the earth's population will raise with the aid of forty five %, whereas farmable land will lessen through 20 percent. So making their meals deliver chain greater productive is whatever that's important to achieve.

Overcoming limitations

The "5 in 5" facets to possibilities that are pleasing and positively not limited to food. Blockchain, to take only 1 illustration, has the skills for gigantic have an impact on on logistics across many industries. despite the fact, none of these tendencies are certain, which is why IBM wants to spotlight the knowledge with a view to spur action.

"All of these have enormous challenges," Welser says. "Some are scientific and they need to work with consultants in areas like genomics, microbiology and other issues. In different situations, there are scaling challenges. Going from milliliters in the lab to metric lots within the actual world isn't any trivial element. In others, akin to blockchain, there are market challenges and they deserve to be certain that numerous market avid gamers are thoroughly incentivized."

"For me as lab director, I should examine hiring greater extensively and bring in the talents they should overcome these challenges. They additionally need to associate extra intensely than they ever have earlier than. all over their background, commercial and tutorial partnerships had been a big part of their success. Now they deserve to scale that effort and accomplice with researchers at other corporations much more widely than they ever have earlier than."

a brand new era of Innovation

We seem like at an inflection point in contrast to anything else they have for the reason that considering the 1950's, after they first made the shift from mechanical to digital computer systems. nowadays, with Moore's legislation achieving theoretical limits, the digital age itself is coming to an end. on the equal time, new technologies, comparable to quantum computing, as neatly because the swift development in fields like genomics and materials science, require a brand new strategy.

"I consider the indisputable fact that they selected to focal point on the "5 in 5" on a particular trade represents a shift within the function of counsel expertise in the years to come," Welser observes. "in the past, they had been focused on fixing discrete issues that their consumers came to us with and they would get a hold of tips primarily based solutions for those."

"Now, we're finding they should approach problems greater holistically," he continues "searching extra generally at whole systems and, in some cases, complete ecosystems, to get a hold of solutions that involve multiple partners, varied stakeholders and the general public at giant."

The certainty is that the challenges they face as a society nowadays, climate change and food safety being two of probably the most prominent, are way more complex than anything they now have tackled before. Even an organization like IBM, with its century of historical past and multi-billion dollar analysis budgets, cannot go it by myself. in the new period of innovation, collaboration is increasingly becoming a aggressive knowledge.


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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 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 complex and unique as its business. To balance the load on its operations as efficiently as possible and to optimize the value chain in South Africa, Europe, North America, and the Asia-Pacific region, the paper manufacturer uses SAP software. Along with SAP R/3 and business intelligence functionality from SAP, the company uses mySAP Supply Chain Management (mySAP SCM) and mySAP Customer Relationship Management (mySAP CRM) to support its logistics, sales, and distribution processes. SAP Advanced Planning & Optimization (SAP APO) supports the simulation of requirements and SAP Enterprise Buyer (SAP EB) serves as the basis for the group’s comprehensive purchasing portal. Electronic data interchange (EDI) and archive solutions enhance the IT environment. Overall, the SAP landscape at Sappi consists of 30 systems spread over 100 CPUs.

Two separate landscapes move toward each other

Currently, the paper manufacturer’s SAP environment is split in two. One environment serves users in South Africa; another environment serves employees in Europe, North America, and the Asia-Pacific region. Until the fall of 2005, two different service providers in South Africa and Europe operated the SAP installations. But the medium-term goal at Sappi is to consolidate its SAP landscapes into one worldwide system to enable uniform business processes for its numerous locations around the world. That’s why the group looked for a service provider that could operate both landscapes from one source and ultimately merge them into a global installation.The choice was T-Systems Austria. The company made a convincing case for itself because of its flexible pricing, which enabled Sappi to forecast its costs exactly. Its service offering was also impressive. “The decisive factors included a cost-effective solution, very flexible and customer-focused service, and on-site assistance,” says Guido Lauwers, the CIO of the Sappi Group. He believes the group’s SAP installation is in good hands at T-Systems Austria. “T-Systems bends over backwards for Sappi,” says Lauwers.Even before the contract was signed in the summer of 2005, the service provider proved itself when Sappi needed to implement new software. Without any bureaucratic haggling, the T-Systems team set up the new infrastructure and installed the software – even before it had taken over operations of the SAP installation in South Africa. The SAP team at Sappi simply had to perform quality assurance, which it could accomplish over remote access.

No risk for day-to-day business

One of the conditions for the transfer of the SAP landscape was keeping the existing IBM AIX system platform. Sappi did not want to accept any risk to the day-to-day operations of core SAP functionalities, such as materials management, financial accounting, and human resources or to SAP APO by migrating the operating system. Given the complex system layout, which includes a large number of interfaces and scripts, the effort needed to install a new operating system and the danger of errors were unacceptable risks.In the T-Center computer center, IBM p5 servers serve as the basis for the cluster computers and database servers of the Sappi installation. Because of its modular system nodes and dynamic portioning abilities, the architecture serves as a platform for the adaptive computing concepts of T-System customers. Sappi uses adaptive computing in a targeted manner with database services and SAP APO. For the most part, the applications run on HP Blade servers with Intel processors on Linux, which also provides resources for flexible, customer-independent adaptive computing.Because the paper manufacturer uses SAP software as a strategic platform for all its business processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer center of T-Systems. The complex computer infrastructure demands good documentation and effective monitoring to avoid disruptions to operations and to correct errors quickly.

Transferring data halfway around the world

The greatest challenge of the project was transferring data from group headquarters in Johannesburg, South Africa to Vienna, Austria. The transfer involved moving a terabyte of data just for the production systems; the development and test systems required were two-and-a-half times that volume. Because Sappi planned to covert the South African applications in September 2005, the migration had to be complete only eight weeks after the contract was signed. By the end of 2005, the data had to be moved to Vienna for the SAP users in Europe, North America, and the Asia-Pacific region who previously used systems operating in Schweinfurt, Germany.The project began in July 2005 with the design of the system, hardware installation, and testing. The data was placed on storage media and flown from South Africa to Vienna. It was then migrated to the new systems over one weekend. “The different approaches to work caused by cultural differences were a special challenge to their team. They were taken into account as part of the transition phase in the various regions of Europe and South Africa and played an important role in the project. Despite the perfect mastery of all technical and highly complex requirements, they ultimately focused on the human beings involved, which is true of all global projects undertaken by T-Systems,” says Larissa Gaugl, transition manager of the project.

Ahead of schedule

Although the project involved 30 SAP systems halfway around the world, T-Systems Austria completed the conversion phase as planned. This successful conversion project earned the service provider third place in the International Project Management Award (IPMA) in Shanghai, China.The system landscapes for South Africa and those for Europe, North America, and the Asia-Pacific region now run in parallel on separate infrastructures in the T-Center computer center. Integration of the applications on a foundation of mySAP ERP 2005 is planned for September 2007. Sappi is also considering an upgrade to SAP NetWeaver 2004s.Today, 5,500 Sappi employees on four continents access the SAP infrastructure in the computer center in Vienna in parallel. The group has only one contact person for all questions about the operation of its corporate solutions. And Sappi has moved one step closer to meeting its goal of consolidating its SAP landscape around the world and setting up uniform business processes. As CIO Lauwers says, “After one year of operations, I can clearly say that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an important step toward the realization of a single SAP system. T-Systems has proved itself to be a real partner by creatively working together with Sappi to develop solutions. Sappi has a very complex environment and tends to implement the newest tools from SAP. Although the right knowledge is not always available for the tools, T-Systems puts the necessary resources in place to implement the tools successfully.”

Karl SträsslerKarl Strässler

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

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

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

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

“[Companies like Amazon, Airbnb, and Uber] aren’t just market matchmakers using data-driven algorithms to drive better buyer-seller matches; they invest in new value creation. In platform markets, cultivating user capability becomes as strategically important as reducing transaction costs. Successful platforms empower their users”. The Best Platforms Are More than Matchmakers, Harvard Business Review.

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

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

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

  • remove friction and focus on the object of the “transaction” by empowering and engaging parties to get and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will also enable Procurement to support the digital transformation of the whole company.
  • can not exist without data (and a lot of data) as it fuels their recommendation engines and is the base of tailoring experiences to the specific needs of each user.
  • are a means to get access to more and, potentially, on-demand expertise by changing the way the workforce is managed and delivery channels (Procurement-as-a-Service, contingent workforce, gig economy…)
  • Also, looking at Procurement as a platform is coherent with the peculiar role that technology plays in today’s digital and physical business world.

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

    Purpose: empowered relationships as competitive advantage

    As a response to a world in constant change, long-term relationships between customers and suppliers in the supply chain is emerging as a critical way to get competitive advantages. It is what I described as SRM²:

    PaaP allows organizations to translate the SRM² principles into practice. It is because to function, platforms rely on:

  • an excellent understanding of each party (stakeholder/supplier) through data
  • a laser focus on delivering value (the definition of what the value is being variable from company to company and from category to category)
  • generating growth (reduction of waste, new markets, innovation…) by enabling participants to realize their full potential
  • This is what creates adherence and adoption.

    It is important to remember that it is not just about digital solutions. PaaP is about the whole experience of working with (and in) Procurement. It encompasses all the various touchpoints in the Procurement processes: the digital ones and the physical ones. Another key characteristic of PaaP is to deliver a first-class and experience (digital and in real life) removed of frictions, of unnecessary bottlenecks, and of unnecessary intermediaries.

    Process: experience, journeys, and touchpoints

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

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

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

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

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

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

    Striving to remove frictions changes the perspective. Instead of continuing to do the same as before (and doing most probably like all others — the so-called best practices), it encourages to look at doing things that were previously impossible.

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

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

    - Touchless:

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

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

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

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

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

    - Assistants and chatbots:

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

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

    - Blockchain:

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

    As I mentioned earlier, PaaP supports the SRM² model. And, for the model to work, a certain number of conditions exist. One is trust:

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

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

    One of the more direct benefits of using blockchain is to lower transaction costs. From contracting (more on that later) to payments, blockchain removes intermediaries and fees. It is therefore the ideal solution to streamline processes where what you do to buy costs more (or close to) that what you actually buy. It will have Procurement rethink what to do with the tail spend! Also, the experience is quite different when compared to traditional processes. Easier and faster are the keywords as explained in this episode of the Thriving At The Crossroads podcast.

    In addition to payments, the blockchain opens new horizons for contract management. As Alec Ross says in “the industries of the future” (using the purchase of a house as an example), contracting hasn’t fundamentally changed in the last 45 years and involves a lot of papers, lots of signatures and lengthy procedures. It is because of the lack of trust between parties with regards to the financial transaction and the timeframe of such transactions. Also, the need to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can make payments real-time, and it also solves ownership issues as blockchain records log who owns what in an easily retrievable (public), up-to-date, and secure manner (which also represents benefits for IP protection).

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

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

    Source: How smart contracts automate digital business, PwC

    Other applications tap into the traceability and transparency that the blockchain embeds. By being a permanent and secure record of all transactions between all tiers of the supply chain, it can replace all existing paper-based systems. Plus, as it is available publicly (anyone or all partners in a network), it is broader and deeper than usual practices that only apply to Tier 1 (sometimes Tier 2) suppliers.

    “The project — a collaboration between Walmart, IBM and Tsinghua University in Beijing — was first unveiled in October, when the project partners claimed they were creating a new model for food traceability, supply chain transparency and auditability. “By harnessing the power of blockchain technology designed to generate transparency and efficiency in supply chain record keeping, this work aims to help enhance the safety of food on the tables of Chinese consumers,” noted an IBM press release. In fact, the pilot project was initially planned to track and trace Chinese pork; U.S. produce was added later.” Walmart Testing Blockchain Technology for Supply Chain Management, Bitcoin Magazine.

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

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

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

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

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

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

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

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

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

    People: new ways to manage talent

    Physical touchpoints exemplify that business is Human-to-Human (H2H) and that all of it must not be left to technology. Considering Procurement as a platform whose primary objective is to efficiently and effectively manage the dependencies between an organization and its suppliers has the effect to position the choice of

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

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

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

  • train his current resources
  • source and hire new talent
  • tap into the gig economy (the market of independent contractors and freelancers)
  • rely on the wisdom of crowds (crowdsourcing, for example, is one of the many ways to use external resources for a specific task or problem instead of hiring a consultant or expert).
  • Technology (automation and AI) redistributes work and redefines skill sets. Cognitive Procurement is about “People + Technology” and not “People vs. Technology”:

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

    “Automation has begun to displace human workers, as some predicted, but the effect is more than just replacement — it’s advancement. The influx of sophisticated technologies will enable us to think of work in new and innovative ways. […] They are witnessing the emergence of the “liquid workforce” and the “human cloud” as new workforce models. The “liquid workforce” refers to employees who are able to re-train and adapt to their environment in order to stay relevant during the digital revolution”. The future is automated. Here’s how they can prepare for it, The World Economic Forum.


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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



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    ISEB [24 Certification Exam(s) ]
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    The-Open-Group [8 Certification Exam(s) ]
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    Trainers [3 Certification Exam(s) ]
    Trend [1 Certification Exam(s) ]
    TruSecure [1 Certification Exam(s) ]
    USMLE [1 Certification Exam(s) ]
    VCE [6 Certification Exam(s) ]
    Veeam [2 Certification Exam(s) ]
    Veritas [33 Certification Exam(s) ]
    Vmware [58 Certification Exam(s) ]
    Wonderlic [2 Certification Exam(s) ]
    Worldatwork [2 Certification Exam(s) ]
    XML-Master [3 Certification Exam(s) ]
    Zend [6 Certification Exam(s) ]





    References :


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