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P8010-005 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Test Code : P8010-005
Test Name : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Vendor Name : IBM
: 30 Real Questions
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IBM has been an early proponent of AI for company, but, going ahead, looks to placing its bet on the tech's abilities for remaking deliver chain administration over advertising. IBM's circulate to sell off its Watson marketing and commerce choices, which can be cut loose its overall Watson AI, alerts that the enterprise doubtlessly experienced difficulty in scaling up a digital promoting and e-commerce business in a container dominated by using players like Google, facebook and Amazon. IBM headquartered many of its Watson marketing items round AI, automation and personalization, which might be in excessive demand from entrepreneurs as they fight to integrate know-how into their campaigns and tailor critical customer experiences.
phrases like hyper-personalization are getting extra average in the business, but many leaders feel sick-prepared to satisfy those dreams. just 9% of surveyed marketers have fully developed a hyper-personalization method, regarding customized advertising and marketing that mixes AI and actual-time facts, according to a fresh analyze via the firm Ascend2.
That hole between the experiences patrons expect from brands and what brands in reality deliver turned into clearly one IBM changed into looking to fill with its proposition round advertising and marketing and commerce it really is supported by way of Watson. Yet signals of fight could've first arisen when IBM divested constituents of its advertising unit to HCL late ultimate 12 months. Regardless, the neighborhood incessantly brought new items in a push to stay imaginative, which might've made it an appealing target for Centerbridge.
IBM in October unveiled a set of new solutions, together with an interactive, AI-powered reveal structure known as Watson ads Omni; a media optimizer that leveraged MediaMath's cloud-based DSP and DMP; and an clever Bidder device that used AI to try and optimize programmatic paid media spend and cut back cost per acquisition. The Media Optimizer and clever Bidder are included within the Centerbridge deal, along with IBM's advertising Assistant, campaign Automation, content material Hub, customized Search, actual-Time Personalization equipment and more.
The additional formation of a new, standalone enterprise under Centerbridge, which intends to have its own board of administrators with competencies in advertising and marketing and utility, suggests that these technologies will proceed to be plausible for marketers to tap into going forward, albeit below a special manufacturer identify.
"we are deeply dedicated to advancing these compelling items via endured investment and intend to speed up current product roadmaps and introduce new categories," Jared Hendricks, senior managing director on the big apple-based inner most equity firm, spoke of in an announcement.
Albertsons companies, one of the most biggest meals and drug marketers in the U.S., is joining the blockchain-based mostly IBM meals believe network to support hold song of gadgets in the food deliver chain such as romaine lettuce.
That’s critical, as tainted romaine hospitalized dozens of americans in late 2018. With the transparent decentralized ledger technology of blockchain, IBM may be capable of greater precisely tune where meals originates and goes, from farm to keep shelf.
The addition of Albertsons businesses to the IBM food have faith community brings more than 50 brands throughout the meals ecosystem to blockchain-based mostly food traceability. it will assist allow greater transparency and collaboration, and subsequently, a safer food supply chain, the companies spoke of.
Blockchain is a gadget of checklist that will also be used to hint and authenticate objects as they move during the deliver chain. It creates a digital list of each transaction or interaction – from a packaging date to the temperature at which an item turned into shipped, to its arrival on a grocery store shelf.
This expanded transparency can tackle a huge range of meals fine concerns, from meals defense to freshness, to verifying certifications comparable to biological or fair change, to waste reduction, sustainability, and more.
The technology is being used to make the conclusion-to-end food ecosystem greater transparent and trustworthy. It has the competencies to radically change broad, nationwide meals recalls into productive, precise eliminations of recalled items. Already, more than 5 million meals items had been traced on the solution.
Albertsons agencies, which operates basically 2,300 stores throughout the U.S., will start piloting IBM meals believe for tracing bulk romaine lettuce from certainly one of its distribution facilities, then discover expanding to other food categories during its distribution network.
photo credit: IBM
“Blockchain know-how has the expertise to be transformational for us as they extra construct differentiation on their fresh brand,” mentioned Anuj Dhanda, chief counsel officer of Albertsons corporations, in a press release. “food safeguard is a extremely colossal step, although the provenance of the items enabled by means of blockchain, the ability to tune each flow from the farm to the client’s basket, can also be very empowering for their shoppers.”
Albertsons agencies plans to pilot IBM food believe to help overcome the latest obstacles to a traceback for a product like romaine and is investigating easy methods to use the expertise to help ensure the provenance of its huge own brands portfolio.
A blockchain community is strongest when it includes distinct, diverse individuals that form a transacting ecosystem. this is why IBM food have faith enables agencies from across the food ecosystem to be part of and share statistics. Already, some IBM meals have confidence individuals both suggest or mandate that their provide chain partners, corresponding to downstream suppliers, be a part of the community. here's intended to carry a extra complete view of the complete lifecycle of a meals product.
“when you consider that first introducing IBM meals have confidence, we've met a few milestones that show the direction towards remodeling the end-to-conclusion food gadget,” pointed out Raj Rao, time-honored manager of IBM food have confidence, in an announcement. “nowadays, they are additional scaling the network to carry blockchain-based traceability to a fair wider pass-component to retailers, suppliers and end buyers. by means of working with the desirable sellers all over the world, IBM food believe is in reality assisting to supply a safer and extra transparent meals gadget for all.”
IBM meals have confidence allows businesses to onboard by way of numerous options, including offering guided onboarding to help brands personalize their options and involving IBM features for consulting potential. once onboarded, individuals have entry to application programming interfaces (APIs) and developer tutorials, which are brazenly available online through IBM DeveloperWorks to ease integrations with third-party technologies, commercial enterprise systems, and other records sources.
IBM food have faith is likely one of the biggest and most energetic non-crypto blockchain networks today. it is purchasable as a subscription carrier for members of the meals ecosystem.
Tech business IBM has announced that it'll provide IT options to provide chain logistics enterprise Gati Kintetsu express private confined (Gati KWE).
in accordance with market estimates, the e-commerce market in India is expected to grow 37%, to reach $20 billion this 12 months. “to fulfill the demands of an more and more savvy on-line inhabitants, retailers are beneath regular drive to provide more advantageous buying experiences across cellular contraptions and shorter beginning times. This transforming into e-commerce market poses a problem to logistics agencies, who have to preserve tempo with the client demand for instantly obtainable products provided at a aggressive price,” IBM added.
Hyderabad-based Gati’s birth community contains air, road and rail coverage, operates a fleet of three,500 motors with more than 3,000 enterprise partners across India. To manage an expanding volume of enterprise with a mess of dealers, Gati KWE tapped into IBM Commerce capabilities to combine and coordinate the complicated and time-sensitive flow of items from warehouse to shop to domestic, IBM talked about.
“via the yr 2020 outsourced eCommerce success and associated cost brought features are poised to grow to a measurement of Rs 3000 crore ($500 mn),” according to Dhruv Agarwal, executive vice president, Gati.
via implementation of this solution, Gati KWE goals to nook a dominant share of the opportunities in the e-success section, he delivered. The options should be implemented through IBM and IBM company accomplice Bridge options.
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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 Strässler
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:
PaaP addresses all five because platform-based operating models:
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:
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:
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 NotlandSource: 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 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
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:
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.
According to BERR, there are currently around 4.7 million SMEs in the UK today, but where are the new technology start-ups coming from? Steve Gold looks at the University of Manchester's commercial incubators and some of their business offspring.
So you're a post-grad student - or even a humble student - studying for an IT qualification and you have a 'Eureka' moment, coming up with a revolutionary idea that breaks new ground in terms of efficiency and cost-effectiveness. Perhaps because of the academic nature of universities, these Eureka moments occur a lot more frequently than you might think and a growing number of universities now have the resources to assist staff, students and others, in maximising the benefits of their ground-breaking ideas.
The University of Manchester is at the forefront of business incubation process and, according to Allan Pritts, the university's marketing manager, it has a proven track record of growing companies from scratch and helping them at key points in their development and commercialisation stages.
The university was formed in 2004 following the merger of the Victoria University of Manchester (established 1880) and the University of Manchester Institute of Science & Technology (UMIST - established 1824) and is now the largest single campus university in the UK.
The origins of Manchester University's business incubation facilities started in the 1980s and spun out of the uni's technology training operations. All of the staff in the university's technology departments, says Pritts, are aware of the incubation process and how it works. "As a result, they are always looking out for ideas from fellow staff and students that can be incubated. Once they spot a possibility, they can refer the ideas creator to the relevant incubation specialist and the process begins," he says.
That's not to say that the road leading up to business incubation isn't a complex one. "The process of evaluation is complex. You have issues such as patents - they have in-house patent specialists - and whether there's a real market for a given product or service. All these factors need to be discussed by specialists before a project can get rolling," he says.Eureka concepts
On average, the University of Manchester has around 250 invention records - as it calls Eureka concepts - that go through the initial stages of the business evaluation process every year. Most do not see the commercial light of day, but they all get a fair crack at the incubation process.
Once university staff involved in the start of the incubation process have decided an idea is viable, a decision on whether to licence the technology for use within the University's operations, or to spin the technology out to a third-party firm, is taken. It's at this stage that the university's two commercial arms - UMIP (University of Manchester Intellectual Property) and UMIC (University of Manchester Incubator Company) - enter the frame.
Generally speaking, UMIP fosters ideas and develops them for licensing to third-party companies, while UMIC helps finance - from an ongoing fund of £32m pounds - and incubate new companies to develop the Eureka ideas plus concepts.
Wholly owned by the university, UMIP is a limited company with around 40 staff - faculty oriented business management teams, backed up by a central office that provides company secretarial, marketing, legal and financial expertise. UMIP's role is to manage intellectual property created at the university, with the company holding the university's patent budget, managing its awards programme and providing access to spin-out investment funds via The UMIP Premier Fund. UMIP even has its own annual target of reaching 20 licences with commercial companies for its intellectual property, as well as selling shares and collecting royalties on a regular basis.
UMIC, meanwhile, provides facilities office and other, as well as the management skills to get a new company rolling and help develop the Eureka idea right through to the commercialisation stage. The university-owned company's services including business mentoring and incubation services, offering experienced business support for start-ups, as well as introducing the ideas-makers to contacts in the wider world via a series of planned events and conferences.
According to Pritts, UMIC has been also been able to attract a number of high value third-party new companies to its incubation operation, ever since it was formed in late 1999.Spotlight on the firms
One of its latest successes in the new IT company stakes is Greenlight Computers, a firm which managing director Gary Dodson describes as "dolphins in a sea of sharks," and which provides out-sourced IT support services to 150-plus clients in north-west England. The fledgeling company's support services include networking, infrastructure design & supply, data management, IT security, email management, web mastery and other specialist technology facilities.
The two-year-old firm is currently developing shared IT service for central Manchester under the `M1' brand, which signifies the centre of the city's post code. With M1, Greenlight says it wants to create a marketplace where central Manchester businesses can make themselves visible to others in the area.
In the UMIC incubator itself, meanwhile, the university has several high-tech firms in various stages, including: IPix, an LED design company; MobySoft, a mobile solutions firm; NWT, an internet content filtering enterprise; and Sparta Technologies, an IT services company;
LED design company iPIX is developing a new generation of entertainment industry LED technologies and has just unveiled a high-powered LED system called the Satellite.
Mobysoft, meanwhile, is a child of the late 2000s, providing mobile-enabled services to a range of companies that includes Accumus Insurance and the BBC. The fledgeling company's technology includes custom text message-based software for use out in the field, as well as an Oracle software add-in that allows text messages to be generated automatically.
NWT is working on a technology called Inteliguard, which its describes as one of the first of a new generation of profiles-based intelligent internet content filters for the educational, business and internet service provider sectors.
On the intellectual side of things, Sparta Technologies is a team of programmers who offer a range of coding services to the public and private sector in the NorthWest, claiming to offer a highly cost-effective set of services.Newcastle gets a look in
Over the Pennines, Newcastle University is supporting business incubation through NETpark (North East Technology Park) and, courtesy of an investment of £7.2m from the government, a state-of-the-art scientific centre.
NETPark is said to be one of the fastest-growing science parks in the UK, with a focus on the physical sciences, particularly plastic electronics, micro-electronics, photonics, nanotechnology, and their application in the fields of energy, defence, and medical-related technologies. It was was founded by Durham County Council along with several other partners and is managed by the County Durham Development Company. The vice-chancellors of all five North East universities (including Newcastle) are on the board.
The park, which has an astonishing 118 companies on its books, has even gone virtual this year, with the creation of NETPark.Net, a virtual science park and technology park with virtual office facilities. These facilities allow new science and technology companies throughout County Durham and the North East - as well as companies fostered within the university incubation programme - to open up on the internet with personalised content and pro-active information via an online platform. Start-up costs come in at just £99.
The £7.2m University Innovation Centre for Nanotechnology, meanwhile, and which forms part of the university's INEX incubation operation, was opened earlier this year by the Chancellor of Exchequer, Alistair Darling. The Newcastle investment forms part of a programme of investment in the North East that includes a £10m fund to invest in green technologies such as solar photo-voltaics projects seen in the ground-breaking solar panel facade on the Northumberland Building at the University of Northumbria.
The commercial arm of Newcastle University - INEX - describes itself a contract development, manufacturing and& commercialisation centre for specialist electronic devices, microsystems and nanotechnology (MNT). According to the university, ever since its formation in late 2002, INEX's main aim has been to work with technology innovators and systems integration firms to develop and commercialise new technologies and products.
Interestingly - and largely thanks to its public sector funding origins - INEX is now the largest microsystems and nanotechnology facility in the UK, with microfabrication clean rooms, packaging and test facilities, analytical and bioscience laboratories, and an associated IT business incubator.
INEX's latest claim to fame is a project to help sufferers of age-related brain damage recover lost functions through the use of microchip implants. Under the Renachip project, which is being funded by the European Commission's FP7 programme, INEX is managing a Europe-wide study of technology which may have the potential to rehabilitate damaged parts of the brain, using specially-developed prosthetic chips. The project is still at an early stage, but project manager Angela Silon says that INEX's partners are testing the biomimetic technology on a model of the brain's neural network that controls the eyeblink learning response.
Inter-university relations are high on the agenda at INEX, as the operation's compound semiconductors division starting working with the microelectronics and nanostructures group at the University of Manchester late last year, to develop a new generation of InP high-speed devices. InP devices, in case you were wondering, support high-speed links on point-to-point microwave links and communications and vehicle-based radar in the private sector, as well as in defence applications such as electronic warfare, missile seekers and radar.
The objective of the link-up between INEX and Manchester University is to develop a route for the commercial exploitation of the technology, which both university operations are developing. According to Mo Missous, Professor of Semiconductor Materials and Devices at the University of Manchester, the collaboration is a natural progression for the university.
Professor Ken Snowdon, INEX's managing director, meanwhile, says the link-up, which is being supported by a commercial partner Integrated Compound Semiconductors, will help the formation of a supply chain for InP high speed devices. This, he says, represents a further important milestone in the delivery of INEX's mission as a national facility to support the growth of the UK's micro- and nano-technology enabled high technology industry.
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