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P2050-004 - IBM Commerce Solutions Order Mgmt Technical Mastery Test v1 - BrainDump Information

Vendor Name : IBM
Exam Code : P2050-004
Exam Name : IBM Commerce Solutions Order Mgmt Technical Mastery Test v1
Questions and Answers : 30 Q & A
Updated On : October 17, 2018
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P2050-004 exam Dumps Source : IBM Commerce Solutions Order Mgmt Technical Mastery Test v1

Test Code : P2050-004
Test Name : IBM Commerce Solutions Order Mgmt Technical Mastery Test v1
Vendor Name : IBM
Q&A : 30 Real Questions

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IBM IBM Commerce Solutions Order

IBM pronounces Cloud-based mostly neighborhood Platform for Cyber security purposes | killexams.com Real Questions and Pass4sure dumps

IBM protection connect to enable Open necessities-based mostly Collaboration on AI Platform Backed by using more than a Dozen organizations

CAMBRIDGE, Massachusetts, Oct. 15, 2018 /PRNewswire/ -- IBM (NYSE: IBM) today introduced a brand new cloud-based mostly neighborhood platform for cyber protection functions. IBM safety join is the primary safety cloud platform built on open federated technologies, with AI at its core, to research protection facts throughout prior to now unconnected equipment and environments. 

An IBM evaluation of purchasers' environments discovered that on usual, cybersecurity groups are the usage of over eighty distinct security products from forty distinctive vendors. Our analysis additionally suggests less than 20 % of the aspects in these on-premise tools are used and may not supply the consequences shoppers predict as a result of integration and complexity challenges.  

by way of integrating safety data from IBM security items with an ecosystem of security carriers, consumers, and enterprise companions, IBM safety join is designed to assist improve effectivity and collaboration as teams look after against cybercrime. IBM protection connect will enable users to practice laptop getting to know and AI, including Watson for Cyber protection, for analysis to assist them establish threats or dangers and enrich the efficacy and effectivity of risk detection and response. clients can design and set up new custom-made and finished solutions to address safety outcomes, similar to SOC Operations workflows or Digital have faith. 

IBM safety join will extend the rich set of capabilities from IBM's security items, by the use of potent integration capabilities to connect records, applications and equipment from an ecosystem of providers, made viable by the cloud.   

"The growth of cybersecurity expertise and data combined with a turning out to be abilities shortage is creating an sudden stage of complexity for safety teams," observed Marc van Zadelhoff, established manager, IBM safety. "Leveraging the power of the cloud, we will now assemble tools, statistics and americans with out expensive customization and integration initiatives. statistics federation through IBM security join helps give protection professionals extended protection visibility and efficiency with out the hassle of migrating facts or overly advanced product integrations."

a new, Open strategy to Cloud security

IBM safety connect will support address one of the biggest protection challenges nowadays by means of open necessities, which may support pave the way towards collaborative innovation. because it is built on open necessities, it could possibly help businesses construct enjoyable microservices, enhance new protection purposes, integrate latest protection solutions, and leverage statistics from open shared capabilities. 

Key services encompass: Open safety statistics integration capabilities for sharing and normalizing danger intelligence, federated records shopping throughout on-premise and cloud data repositories and safety options, and true-time sharing of security indicators/activities and insights that can also be leveraged by way of any app or answer integrated with the platform. 

IBM protection join will turn into the home of IBM's existing safety App trade and all IBM security functions developed on a platform powered by using IBM Cloud, however thoroughly compatible with other cloud providers.  IBM safety will also champion the creation of new open necessities in burgeoning areas such as the sharing of response playbooks and analytics patterns and will actively put money into developing new open source projects that align with these efforts.

IBM protection's commitment to openness additionally ability that many existing open protection and protocol specifications are leveraged all over the platform, akin to STIX™ (Structured probability information eXpression) and TAXII™ (relied on automated alternate of Indicator assistance). The IBM protection undertaking STIX-Shifter, which is publicly accessible on GitHub, incorporates an open supply library which makes it possible for application to connect with items that residence statistics repositories the use of STIX Patterning, and return outcomes as STIX Observations.  using these open specifications for connecting to any information source mixed with IBM safety's already powerful security analytics and incident response capabilities helps purchasers to benefit broader visibility and notice threats and hazards that had been in any other case neglected because of disconnected facts throughout complicated hybrid environments. 

IBM security connect's preliminary set of functions and capabilities will enable users to promptly connect to distinct security products or information repositories to instantly federate information for the goal of prioritizing and responding to threats. This progressive approach of federating statistics allows for customers to go away their records the place it's, as antagonistic to building costly facts lakes, that may complicate or outright prevent safety information evaluation.

IBM protection connect will even be a vital part of IBM security capabilities offerings each as a buyer and a contributor of recent innovation; together with developments in voice-enabled AI, laptop discovering for safety danger scoring, world chance analytics, orchestration playbooks and cellular-enabled MSS purposes.  IBM protection services will leverage the open power of IBM safety hook up with strengthen deep and valuable integrations throughout its associate ecosystem to deliver better value for its global valued clientele.

Addressing Complexity in Cybersecurity Operations

Designed to carry "neighborhood-driven" protection strategies, IBM protection join will function as an open platform with an open construction group.  As part of cutting-edge announcement, a major number of expertise companions and world device integrators together with Cisco, Capgemini, Carbon Black, verify factor, CrowdStrike, EY, ForeScout, Forcepoint, Fortinet, McAfee, Qualys, Smarttech, Symantec, Tenable, style Micro, and VMware have dedicated to integrating with IBM protection connect to be able to support supply better data sharing across safety vendors for our joint shoppers.  many of these providers will also contribute to building built-in purposes on IBM security connect.  IBM already has a whole bunch of pre-developed apps developed through IBM and companions attainable by way of the IBM protection App trade for integrating on the product stage. as soon as attainable, these extra integrations can be developed into IBM safety join inside months of launch, widening the reach of the platform to help control compliance and tackle threats.

for instance, one of the crucial first solutions being tested via customers will focal point on threat Operations Workflow. This solution is designed to empower security analysts to proactively identify, examine, and respond to their most essential threats from a single, cloud-primarily based solution. probability Operations Workflow integrates seamlessly via open connectors to QRadar (both on-premise or cloud), as well as different SIEMs and endpoint solutions. by leveraging open SDKs, different security statistics ponds or lakes corresponding to Hadoop, and aspect protection products may also be supported to provide a federated view and workflow for safety analysts throughout prior to now unintegrated and siloed items.    

in-built knowledge and talents

With the neatly-documented advantage challenge the protection trade is facing, IBM protection join will also feature digitized abilities from IBM's 4,000+ global protection practitioners to deliver ideal practices and tips on how to put into effect security and chance management strategies. The pre-integrated apps enable users to create handy-to-use general workflows throughout distinct purposes, so teams can center of attention on solving protection issues as a substitute of struggling to integrate dozens of safety products. additionally, IBM protection has committed 50 developers toward construction of the community, where protection practitioners can collaborate and share integrations.

IBM safety connect is designed to make gaining access to IBM X-force protection features capabilities even easier for consumers in any respect ranges; including choices and advantage in X-drive pink protection checking out, Managed protection features and Incident Response functions.

IBM security connect is anticipated to be available in 1Q 2019.

About IBM security 

IBM safety offers one of the vital superior and integrated portfolios of commercial enterprise safety products and features. The portfolio, supported by world-renowned IBM X-force® analysis, makes it possible for corporations to readily manage risk and defend towards emerging threats. IBM operates some of the world's broadest protection analysis, building and start businesses, displays 60 billion protection movements per day in additional than a hundred thirty nations, and has been granted greater than 8,000 safety patents international. For greater information, please verify www.ibm.com/security, comply with IBMSecurity on Twitter or consult with the IBM protection Intelligence blog. 

CONTACT: Dillon Townsel dillon.townsel@ibm.com 512-571-3455

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international Telecom Order management Market 2018-2022 - Key companies are Cognizant, IBM, Infosys & Oracle | killexams.com Real Questions and Pass4sure dumps

DUBLIN, Oct 10, 2018 /PRNewswire/ --

The "world Order administration Market In Telecom Sector 2018-2022" record has been brought to ResearchAndMarkets.com's offering.

research and Markets emblem

greater

The international order management market in telecom sector to grow at a CAGR of 10.38% all over the length 2018-2022.

global Order management Market In Telecom Sector for 2018-2022, has been organized according to an in-depth market evaluation with inputs from business consultants. The report covers the market landscape and its boom prospects over the arriving years. The document additionally contains a discussion of the key companies operating in this market. To calculate the market measurement, the record segregates the market's increase into quite a few segments together with the deployment models similar to cloud-based and on-premises deployment.

The order administration gadget in the telecom sector is a simple and efficient actual-time end-to-conclusion monitoring application, involving varied parties such as telecom service provider, fee carrier suppliers, and third-birthday celebration order receivers on a single platform. It also helps telecom provider providers in retaining client account activities, present sales orders, and different income connected activities corresponding to commissioning of a 3rd celebration, order beginning, and billing.

The latest trend gaining momentum available in the market is the expanding collaboration to supply cell price capabilities. during the past few years, telecom groups, charge service suppliers, and banks have been the usage of a number of collaborative fashions to give greater cell charge solutions. Some of those models include collaboration between telecom corporations and payment carrier providers, charge carrier providers and banks, and fee service providers/banks and technology providers.

in accordance with the file, one of the predominant drivers for this market is the comfort and easy accessibility of mobile fee programs. mobile commerce simplifies banking, commercial transactions, and invoice payments through the mobile software. It has been regarded the apt answer to offer banking functions in areas the place such features and other usual fee methods don't seem to be available. mobile commerce payment is without doubt one of the viable options that can tackle this want.

additional, the report states that one of the most predominant components hindering the increase of this market is statistics privacy and safety concerns. data privacy and security concerns are key challenges in any corporation as gadgets are interconnected to the cyber web and stylish on the use of private and public networks. considering the fact that critical statistics is transferred via web networks, a tremendously secured atmosphere must be based.

Key carriers

  • Cognizant
  • IBM
  • Infosys
  • Oracle
  • Key topics covered:

    part 01: executive summary

    half 02: SCOPE OF THE report

    half 03: analysis METHODOLOGY

    part 04: MARKET landscape

  • Market ecosystem
  • Market features
  • Market segmentation evaluation
  • half 05: MARKET SIZING

  • Market definition
  • Market sizing 2017
  • Market dimension and forecast 2017-2022
  • half 06: five FORCES analysis

  • Bargaining vigour of buyers
  • Bargaining vigour of suppliers
  • risk of latest entrants
  • chance of substitutes
  • hazard of competition
  • Market situation
  • part 07: MARKET SEGMENTATION by way of DEPLOYMENT

  • Segmentation via deployment
  • On-premises
  • Cloud-based mostly
  • part 08: MARKET SEGMENTATION by way of classification

  • Segmentation by using type
  • assessment by class
  • utility - Market measurement and forecast 2017-2022
  • features - Market size and forecast 2017-2022
  • Market chance by means of type
  • part 09: customer panorama

    part 10: REGIONAL landscape

  • Geographical segmentation
  • Regional evaluation
  • Americas - Market measurement and forecast 2017-2022
  • EMEA - Market size and forecast 2017-2022
  • APAC - Market dimension and forecast 2017-2022
  • Market possibility
  • half eleven: decision FRAMEWORK

    part 12: DRIVERS AND CHALLENGES

  • Market drivers
  • Market challenges
  • part 13: MARKET trends

  • expanding collaboration to deliver mobile charge functions
  • mobile community operators presenting commercial enterprise mobility capabilities
  • Emergence of smart cities
  • half 14: seller landscape

  • Overview
  • panorama disruption
  • competitive landscape
  • part 15: supplier analysis

  • providers coated
  • seller classification
  • Market positioning of carriers
  • Cognizant
  • IBM
  • Infosys
  • Oracle
  • part 16: APPENDIX

    For more information about this file seek advice from https://www.researchandmarkets.com/analysis/ntm8ng/global_telecom?w=5

    did you know that we additionally present custom research? seek advice from our custom research web page to gain knowledge of greater and agenda a meeting with our customized research manager.

    Story Continues


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    Univar Canada launches new e-commerce platform - MyUnivar.com | killexams.com real questions and Pass4sure dumps

    By PR Newswire

    Article Rating:

    October 1, 2018 05:19 PM EDT  

    Largest Canadian portfolio of industrial chemical products and food ingredients now available for purchase online.

    DOWNERS GROVE, Ill., Oct. 1, 2018 /PRNewswire/ -- Univar Inc. (NYSE: UNVR) ("Univar"), a global chemical and ingredient distributor and provider of value-added services, announced the launch of a new Canadian e-commerce platform.  Known as MyUnivar.com, the platform offers a product catalog of over 10,000 industrial chemical and food ingredient products to new and existing customers for online purchase.  Product offerings span massive Canadian industries such as energy, forestry, water treatment, pharmaceuticals and more.  In addition to online purchases, customers can access safety documents and documentation of prior purchases.

    Univar Canada launches new e-commerce platform – MyUnivar.com

    Univar operates the largest distribution network of its kind in Canada and in recent years, has seen demand increase for online purchasing capabilities, similar to the online purchasing trends seen in the consumer retail space.  The MyUnivar.com platform first launched across the U.S. in October 2017, resulting in a steady climb of online orders over the past 11 months.

    "The next generation of buyers, supply chain professionals and purchasing leads expect the same convenience and ease of access they experience on consumer ecommerce sites," says Univar Canada president, Mike Hildebrand.  "At Univar, it is our vision to be the most valued chemical and ingredient distributor in the world, and we are committed to protecting our position as the preferred distribution partner in Canada.  It is also our goal to be the number one destination for digital content and commerce in our industry, and that means ensuring we have the best digital experience to meet the demands of our customers and the industry."

    About Univar

    Founded in 1924, Univar (NYSE: UNVR) is a global chemical and ingredient distributor and provider of value-added services, working with leading suppliers worldwide.  Supported by a comprehensive team of sales and technical professionals with deep specialty and market expertise, Univar operates hundreds of distribution facilities throughout North America, Western Europe, Asia-Pacific and Latin America.  Univar delivers tailored customer solutions through a broad product and services portfolio sustained by one of the most extensive industry distribution networks in the world.  For more information, visit www.univar.com

    Forward-Looking Statements

    This press release includes "forward-looking statements" within the meaning of Section 27A of the Securities Act and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements are subject to known and unknown risks and uncertainties, many of which may be beyond our control. We caution you that the forward-looking information presented in this press release is not a guarantee of future events, and that actual events may differ materially from those made in or suggested by the forward-looking information contained in this press release. In addition, forward-looking statements generally can be identified by the use of forward-looking terminology such as "may," "plan," "seek," "comfortable with," "will," "expect," "intend," "estimate," "anticipate," "believe" or "continue" or the negative thereof or variations thereon or similar terminology. Any forward-looking information presented herein is made only as of the date of this press release, and we do not undertake any obligation to update or revise any forward-looking information to reflect changes in assumptions, the occurrence of unanticipated events, or otherwise.

    Univar, logo. (PRNewsFoto/Univar) (PRNewsfoto/Univar Inc.)

    Cision View original content to download multimedia:http://www.prnewswire.com/news-releases/univar-canada-launches-new-e-commerce-platform--myunivarcom-300722270.html

    SOURCE Univar Inc.

    Copyright © 2007 PR Newswire. All rights reserved. Republication or redistribution of PRNewswire content is expressly prohibited without the prior written consent of PRNewswire. PRNewswire shall not be liable for any errors or delays in the content, or for any actions taken in reliance thereon.

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    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 We 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 we 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. […] We 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 we can prepare for it, The World Economic Forum.



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