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P8010-005 - IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1 - BrainDump Information

Vendor Name : IBM
Exam Code : P8010-005
Exam Name : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Questions and Answers : 30 Q & A
Updated On : January 18, 2019
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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
Q&A : 30 Real Questions

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IBM IBM Commerce Solutions Supply

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

Tech business IBM has introduced that it's going to deliver IT solutions to deliver chain logistics firm Gati Kintetsu specific inner most constrained (Gati KWE).

in response to market estimates, the e-commerce market in India is expected to grow 37%, to reach $20 billion this year. “to satisfy the calls for of an more and more savvy on-line population, retailers are beneath regular drive to deliver more advantageous purchasing experiences throughout mobile instruments and shorter beginning times. This starting to be e-commerce market poses a problem to logistics corporations, who need to retain pace with the buyer demand for straight attainable products offered at a competitive fee,” IBM brought.

Hyderabad-primarily based Gati’s beginning network includes air, street and rail insurance, operates a fleet of three,500 automobiles with more than 3,000 enterprise partners throughout India. To manage an expanding extent of company with a multitude of sellers, Gati KWE tapped into IBM Commerce capabilities to combine and coordinate the complicated and time-delicate movement of items from warehouse to store to home, IBM talked about.

“with the aid of the 12 months 2020 outsourced eCommerce achievement and associated cost brought services are poised to grow to a size of Rs 3000 crore ($500 mn),” in accordance to Dhruv Agarwal, government vice chairman, Gati.

through implementation of this answer, Gati KWE goals to corner a dominant share of the alternatives within the e-achievement phase, he delivered. The solutions will be implemented by means of IBM and IBM business partner Bridge solutions.


IBM (IBM) Down 10.three% since remaining salary file: Can It Rebound? | killexams.com Real Questions and Pass4sure dumps

A month has gone by considering the fact that the remaining profits report for IBM (IBM). Shares have lost about 10.3% in that time body, underperforming the S&P 500.

Will the fresh bad fashion continue leading as much as its subsequent salary free up, or is IBM due for a breakout? before we dive into how traders and analysts have reacted as of late, let's take a brief seem to be at the most contemporary earnings record with the intention to get a far better tackle on the important catalysts.

IBM’s Q2 outcomes advantage from charge reducing, reduce Share count number

IBM pronounced third-quarter 2018 non-GAAP salary of $3.42 per share, which beat the Zacks Consensus Estimate with the aid of couple of cents. earnings per share (EPS) accelerated four.9% from the 12 months-in the past quarter.

The yr-over-yr growth in EPS will also be attributed to strong pre-tax margin operating leverage (28 cents contribution) and aggressive share buybacks (19 cents contribution). This turned into in part offset via reduce revenues (seven cents negative impact) and better tax cost (17 cents negative affect).

Revenues of $18.76 billion lagged the Zacks Consensus Estimate of $19.10 billion and declined 2.1% on a year-over-12 months foundation. At constant foreign money (cc), revenues remained flat.

IBM stated that signings plunged 21% to $eight billion. functions backlog declined three% from the year-ago quarter to $113 billion.

Geographic revenue details

Revenues from Americas inched up 1%, driven by using persisted growth in Canada and Latin the us and modest increase in the united states.

Europe, core-East and Africa reduced 2% from the year-in the past quarter, driven by using decline in Germany and France, in part offset by way of growth in Spain and the United Kingdom.

Asia-Pacific revenues declined 1% on a 12 months-over-year foundation with modest growth in Japan.

Strategic Imperatives increase Continues

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

Cloud revenues surged 13% from the 12 months-ago quarter to $4.6 billion. The annual run expense for cloud as-a-service revenues improved 24% at cc on a yr-over-yr groundwork to $eleven.4 billion.

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

Cognitive Revenues Decline

Cognitive solutions’ revenues-external reduced 5.7% yr over 12 months (down 5% at cc) to $four.15 billion. Segmental revenues pertaining to Strategic Imperatives and Cloud declined four% and a couple of%, respectively. Cloud as-a-service profits annual run cost became $2 billion.

solutions utility includes offerings in strategic verticals like fitness, area-specific capabilities like analytics and protection, and IBM’s emerging applied sciences of AI and blockchain. The phase also includes choices that handle horizontal domains like collaboration, commerce and talent. options application revenues lowered 3% year over 12 months within the quarter.

IBM mentioned that in commerce domain the infusion of AI into offerings like consumer experience analytics helped SaaS signings to develop double digit in the quarter. The recent launch of Notes Domino edition 10, which is optimized for cellular, and helps JavaScript and node.js will boost growth collaboration in 2019.

Transaction Processing application comprises utility that runs mission-vital workloads, leveraging IBM’s hardware platforms. Revenues fell 8% on a 12 months-over-yr groundwork.

IBM witnessed increase in industry verticals like health, key areas of analytics and security in the quarter. Watson health witnessed large-based mostly increase in Payer, company, Imaging and life Sciences domains.

throughout the quarter, the Sugar.IQ software, developed by using Medtronic in partnership with IBM, hit the market. The utility is designed to simplify and enhance every day diabetes management.

IBM brought up that analytics carried out smartly within the quarter, pushed with the aid of facts science choices and IBM Cloud private for records providing.

all over the quarter, the company introduced bias detection services and launched new Watson functions on the IBM Cloud private platform.

safety growth became pushed via offerings in orchestration, data security and endpoint administration.

In blockchain, IBM meals have faith community for meals safety went are living within the quarter. Reatiler Carrefour joined IBM’s blockchain network. The business additionally jointly introduced TradeLens with Maersk that addresses inefficiencies within the world give chain. IBM at present helps 75 energetic blockchain networks.

world enterprise functions Revenues raise

Revenues from global business features-exterior segment have been $four.13 billion, up 0.9% from the year-in the past quarter (up three% at cc). Segmental revenues relating Strategic Imperatives grew 9%. Cloud apply surged 18%. Cloud as-a-carrier revenue annual run price was $1.9 billion.

utility administration revenues declined 1% from the year-ago quarter. youngsters, global manner functions revenues climbed 2%. additionally, Consulting revenues multiplied 7% yr over 12 months, driven by means of strong performance from IBM’s digital business.

know-how functions & Cloud platforms: Revenues Dip

Revenues from technology capabilities & Cloud structures-exterior lowered 2% from the 12 months-in the past quarter (flat at cc) to $8.29 billion. Segmental revenues bearing on Strategic Imperatives superior sixteen%, driven by hybrid cloud capabilities. Cloud surged 22% from the year-in the past quarter. Cloud as-a-carrier earnings annual run cost turned into $7.5 billion.

Integration application multiplied 1% from the 12 months-in the past quarter. all the way through the quarter, ninety five businesses around the world selected IBM Cloud private providing. Infrastructure services revenues also increased 1% on a year-over-year basis.

besides the fact that children, Technical aid functions revenues diminished three% from the year-ago quarter.

power & z14 power systems Revenues

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

IBM Z revenues multiplied 6% 12 months over yr on more than 20% MIPS boom, driven by way of huge-primarily based adoption of the z14 mainframe.

vigour revenues expanded 17% from the year-ago quarter. all over the quarter, IBM launched its subsequent generation POWER9 processors for midrange and high-end methods which are designed for handling advanced analytics, cloud environments and facts-intensive workloads in AI, HANA, and UNIX markets.

IBM also brought new choices optimizing both hardware and utility for AI. management believes that items like PowerAI vision and PowerAI commercial enterprise will assist force new client adoption.

however, storage hardware revenues declined 6% as a result of vulnerable performance in the midrange and excessive end, partly offset through amazing boom in All Flash Arrays. IBM brought up that pricing drive in the immensely competitive storage market is hurting revenues. The enterprise introduced its new FlashSystems with subsequent technology NVMe technology all over the quarter.

working programs application revenues declined four%, whereas methods Hardware superior four% from the yr-in the past quarter.

ultimately, international Financing (includes financing and used gadget earnings) revenues decreased 9.1% at cc to $388 million.

operating particulars

Non-GAAP gross margin remained unchanged from the yr-ago quarter at 47.4%. This became IBM’s highest quality gross margin performance in years and turned into basically pushed via one hundred sixty groundwork elements (bps) expansion in services margin. youngsters, negative combine in z14 mainframe and application wholly offset this enlargement.

working price declined four% 12 months over 12 months, due to awareness of acquisition synergies and improving operational efficiencies. IBM continues to invest in quick turning out to be fields like hybrid cloud, artificial intelligence (AI), security and blockchain.

Pre-tax margin from carrying on with operations extended 50 bps on a yr-over-12 months foundation to 19.2%.

Cognitive options and global business services phase pre-tax margins multiplied a hundred ninety bps and 320 bps, respectively, on a yr-over-yr basis. besides the fact that children, technology features & Cloud platforms segment pre-tax margin contracted a hundred bps.

methods pre-tax revenue was $209 million down 38% year over yr. world Financing section pre-tax income jumped 26.7% to $308 million.

steadiness Sheet & cash circulate particulars

IBM ended third-quarter 2018 with $14.70 billion in total cash and marketable securities compared with $eleven.ninety three billion on the end of second-quarter 2018. total debt (together with international financing) turned into $46.9 billion, up $1.4 million from the previous quarter.

IBM said money move from operations (apart from global Financing receivables) of $three.1 billion and generated free cash move of $2.2 billion in the quarter.

in the suggested quarter, the enterprise back $2.1 billion to shareholders via dividends and share repurchases. at the end of the quarter, the company had $1.4 billion remaining beneath existing buyback authorization.

information

IBM reiterated EPS forecast for 2018. Non-GAAP EPS is anticipated to be at least $13.80.

IBM nevertheless anticipates 2018 free money stream of $12 billion.

Story continues

How Have Estimates Been relocating due to the fact that Then?

in the past month, traders have witnessed a downward vogue in clean estimates.

VGM rankings

at present, IBM has a regular growth ranking of C, though it's lagging a little bit on the Momentum rating entrance with a D. besides the fact that children, the stock became allocated a grade of A on the value aspect, inserting it within the properly quintile for this investment method.

normal, the stock has an aggregate VGM ranking of B. in case you don't seem to be focused on one method, this rating is the one you should definitely be attracted to.

Outlook

Estimates were generally trending downward for the stock, and the magnitude of those revisions indicates a downward shift. specifically, IBM has a Zacks Rank #3 (cling). We predict an in-line return from the inventory within the following couple of months.

want the latest concepts from Zacks investment analysis? nowadays, that you may download 7 surest shares for the subsequent 30 Days. click on to get this free report overseas company Machines corporation (IBM) : Free inventory analysis report To examine this article on Zacks.com click here. Zacks investment analysis


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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
Q&A : 30 Real Questions

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IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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A Central Address for 7,000 SAP Users | killexams.com 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 our 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, we 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 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.


    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 we 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, we would rather turn away work than fatigue or dilute our 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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