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P2050-005 IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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P2050-005 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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

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IBM IBM Commerce Solutions Supply

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

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

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

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

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

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

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

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

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

Perficient skills in motion at IBM feel 2019

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

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

“expertise is altering so hastily, and companies requisite to hold tempo or puss disruption,” renowned Hari Madamalla, vice chairman, rising solutions, Perficient. “With handicap and tang in total points of the commerce event, to main cloud, internet hosting, managed capabilities and aid options, corporations flip to Perficient as a go-to companion for his or her digital transformations.”

be a Part of several Perficient discipline be counted consultants and their clients as they existing total over six IBM reckon periods, together with:

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

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

About Perficient

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

protected Harbor statement

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


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

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

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

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

Will the simultaneous tremendous style proceed leading up to its next profits release, or is IBM due for a pullback? earlier than they dive into how buyers and analysts occupy reacted as of late, let's capture a short seem to be on the most fresh revenue file as a course to accumulate a much better address on the crucial drivers.

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

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

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

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

Geographic earnings details

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

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

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

Strategic Imperatives growth Continues

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

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

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

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

Cognitive Revenues Surge

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

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

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

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

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

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

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

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

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

Story continues

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

global commerce capabilities Revenues raise

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

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

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

technology features & Cloud systems: Revenues Dip

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

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

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

energy & z14 drive systems Revenues

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

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

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

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

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

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

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

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

operating details

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

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

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

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

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

balance Sheet & money stream particulars

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

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

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

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

Fiscal 2018 Highlights

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

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

suggestions

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

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

How occupy Estimates Been poignant for the understanding that Then?

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

VGM scores

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

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

Outlook

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

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


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IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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

Marc, Thanks for taking the time to reply my questions. tickle command us, what is BizSlate total about and what accomplish you do?

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

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

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

Kalman: I occupy been involved in supply chain technology for my entire career, both as a provider and as a practitioner. I am very sensitive to the needs of this market, particularly when questions reach up around the supply chain. They are here to do a contrast for small businesses; to truly capitalize them. They want them to be able to accumulate questions answered, at any time, and without concern about additional costs. It makes a contrast to them and may be the contrast between getting a astronomical deal or losing one.

Additionally, by offering free phone support, it keeps us in check to do positive they deliver on their plight of a solution that is as simple to utilize as it is powerful, intelligent, and efficient.

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

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

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

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

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

How does BizSlate capitalize businesses to reduce cost of poignant and storing products?

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

Does BizSlate address SCM execution, planning, or both?

Kalman: BizSlate can advocate both planning and execution across the supply chain. Their solution provides a lucid view of inventory availability as well as order requirements, so it’s simple to notice what is needed and to region orders to factories and suppliers, receive goods, and ship accurately and on time — total while maintaining a sustainable, lean, green supply chain.

Who is your target audience?

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

I'd be nosy to hear any general thoughts you occupy on market trends in SCM…

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

What’s the commerce model?

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

Who are your competitors?

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

How accomplish you differentiate from your competitors?

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

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

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

What commerce or technology could yours disrupt?

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

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

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

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

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

What is your distribution model? Where to buy BizSlate?

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

What’s next on your product roadmap?

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

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

Website: www.bizslate.com

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

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

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


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

Sappi Ltd.Sappi Ltd.

In a history that stretches over more than 70 years, the Sappi Group has grown continuously with a progression of acquisitions. Today the corporate group unifies a variety of previously independent production facilities. Its IT landscape is just as complicated and unique as its business. To poise 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 commerce intelligence functionality from SAP, the company uses mySAP Supply Chain Management (mySAP SCM) and mySAP Customer Relationship Management (mySAP CRM) to advocate 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 sever landscapes meander toward each other

Currently, the paper manufacturer’s SAP environment is split in two. One environment serves users in South Africa; another environment serves employees in Europe, North America, and the Asia-Pacific region. Until the tumble of 2005, two different service providers in South Africa and Europe operated the SAP installations. But the medium-term goal at Sappi is to consolidate its SAP landscapes into one worldwide system to enable uniform commerce processes for its numerous locations around the world. That’s why the group looked for a service provider that could operate both landscapes from one source and ultimately merge them into a global installation.The preference was T-Systems Austria. The company made a convincing case for itself because of its springy pricing, which enabled Sappi to forecast its costs exactly. Its service offering was besides impressive. “The decisive factors included a cost-effective solution, very springy 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 generous hands at T-Systems Austria. “T-Systems bends over backwards for Sappi,” says Lauwers.Even before the shrink was signed in the summer of 2005, the service provider proved itself when Sappi needed to implement novel software. Without any bureaucratic haggling, the T-Systems team set up the novel 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 achieve character 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 complicated system layout, which includes a large number of interfaces and scripts, the exertion needed to install a novel 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 accelerate on HP Blade servers with Intel processors on Linux, which besides provides resources for flexible, customer-independent adaptive computing.Because the paper manufacturer uses SAP software as a strategic platform for total its commerce processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer center of T-Systems. The complicated computer infrastructure demands generous documentation and efficient monitoring to avoid disruptions to operations and to reform 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 poignant a terabyte of data just for the production systems; the progress 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 shrink was signed. By the suspension 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 novel systems over one weekend. “The different approaches to drudgery caused by cultural differences were a special challenge to their team. They were taken into account as Part of the transition facet in the various regions of Europe and South Africa and played an censorious role in the project. Despite the consummate mastery of total technical and highly complicated requirements, they ultimately focused on the human beings involved, which is legal of total 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 facet as planned. This successful conversion project earned the service provider third region 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 accelerate in parallel on sever 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 besides 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 total questions about the operation of its corporate solutions. And Sappi has moved one step closer to meeting its goal of consolidating its SAP landscape around the world and setting up uniform commerce processes. As CIO Lauwers says, “After one year of operations, I can clearly scream that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an censorious step toward the realization of a solitary SAP system. T-Systems has proved itself to be a real colleague by creatively working together with Sappi to develop solutions. Sappi has a very complicated environment and tends to implement the newest tools from SAP. Although the birthright learning is not always available for the tools, T-Systems puts the necessary resources in region 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 birth 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 engaging as it extends the classic People, Process, and Technology (or Talent, Transition, and Technology — How accomplish They Drive Technological Advances? Part I, Sourcing Innovation). It besides puts front and center crucial aspects unique to the full potential of a legal digital transformation.

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

Envisaging Procurement as a platform brings together, in a coherent and consistent “package” several characteristics and attributes that will contribute to Procurement’s survival and/or to elevating its role to a strategic one. It besides 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 conclusion making
  • Adopt stakeholder/customer centric service design and delivery
  • Re-skill the Procurement function
  • PaaP addresses total five because platform-based operating models:

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

    “The consequence 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 & heed 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 censorious course to accumulate competitive advantages. It is what I described as SRM²:

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

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

    It is censorious to bethink that it is not just about digital solutions. PaaP is about the entire tang of working with (and in) Procurement. It encompasses total 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 tang (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 fierce pressure to innovate, as unencumbered startups capture shots across their bows. Legacy processes that implement bureaucracy, command-and-control structures, waterfall development, and risk management are still largely the benchmark among astronomical 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 utilize at drudgery (and not just Procurement technology) and scream “It should be as simple as Google or Amazon.” This explains why technology providers limn their offering to be Google-like or Amazon-like as they are what people often utilize as benchmarks. This shows that polishing and simplifying the design of the tang (the term tang 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 miniature 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 elect to do them so (and it should be noted, this is an issue that is endemic to commerce activity, in no course specific to Procurement)”. Procurement — it’s time for a re-birth, Tim Cummins, CEO of the International Association for shrink & Commercial Management (IACCM).

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

    So, Procurement has to besides meander to an experience-based approach to designing its processes. dote it is the benchmark drill on the sales/marketing side of business. To accomplish so, it should not only aim at automating current processes but at obliterating them:

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

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

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

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

    - Touchless:

    The first sample that comes to my humor is what Amazon did with Amazon Go.

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

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

    “We can start to imagine total those occasions and processes where the administration of stuff being handled, moved, bought, consumed could be made “touchless” — no requisite 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 capitalize Yourself!, spend Matters UK

    Compare the seamless tang of Amazon travel 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 tang is centered on “growth”. import that it enables parties to mutually realize their potential and remove the superfluous from the foreground and do it happens behind the scenes.

    - Assistants and chatbots:

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

    The notion behind the second is what the technology world is currently doing (Siri, Cortana…). Chatbots and conversational commerce are flaming 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 break to revamp experiences regarding interactions and personalization.

    - Blockchain:

    The blockchain, beyond Bitcoins and other digital currencies, has the potential to drastically change the course 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 unavoidable 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 structure 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 censorious information addresses the centuries-old problem of trust, a sociable resource that is total 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 accomplish to buy costs more (or nearby to) that what you actually buy. It will occupy Procurement rethink what to accomplish with the tail spend! Also, the tang 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 novel horizons for shrink management. As Alec Ross says in “the industries of the future” (using the purchase of a house as an example), contracting hasn’t fundamentally changed in the terminal 45 years and involves a lot of papers, lots of signatures and lengthy procedures. It is because of the want of trust between parties with regards to the financial transaction and the timeframe of such transactions. Also, the requisite to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can do payments real-time, and it besides solves ownership issues as blockchain records log who owns what in an easily retrievable (public), up-to-date, and secure manner (which besides represents benefits for IP protection).

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

    “A smart shrink has the capability to facilitate, execute and implement the performance of negotiation of a contract. The entire lifecycle of a smart shrink 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 total transactions between total tiers of the supply chain, it can replace total existing paper-based systems. Plus, as it is available publicly (anyone or total partners in a network), it is broader and deeper than habitual 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 novel 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 drudgery aims to capitalize enhance the safety of food on the tables of Chinese consumers,” renowned an IBM press release. In fact, the pilot project was initially planned to track and trail Chinese pork; U.S. bear was added later.” Walmart Testing Blockchain Technology for Supply Chain Management, Bitcoin Magazine.

    Blockchain may sound dote science-fiction or for the uber-geeks only, but it is not. Mainstream companies and actors utilize blockchain or enable the utilize 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, dote them, the blockchain is an apparently mundane process that has the potential to transform how people and businesses co-operate”. The plight of the blockchain. The trust machine, The Economist

    All the examples I just mentioned illustrate the fact that Procurement has to arbitrator 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 besides very censorious to manage, maintain, and nurse relationships.

    For example, organizing commerce reviews (BR) with key stakeholders and with major suppliers is an break to sight at the commerce from a different perspective than during day-to-day interactions. Here too, it is crucial to design the BRs in a course that matches the relation and the commerce needs. BRs are moments where involved parties occupy 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, dote 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 novel role or person in the organisation they requisite to consider. They execute these censorious steps — they contact and communicate with them; they do a point of understanding their particular commerce objectives; they understand what type of person they are; they collect information and sustain up to date with issues and goals in those commerce teams”. The Fujitsu Procurement Transformation fable (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 entire organization during BRs, negotiations, and escalations. That gives him access to a higher even of interlocutors at the supplier. It besides provides the suppliers with privileged access to information, market, and power.

    People: novel ways to manage talent

    Physical touchpoints exemplify that commerce is Human-to-Human (H2H) and that total 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 consequence to position the preference of

  • delivery models (in-house, BPO, Procurement-as-a-Service,…),
  • organizational models (centralized, decentralized, center of Excellence…),
  • workforce/talent management and enablement,
  • as inamannerofspeaking 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 besides 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 felicitous to the needs and the market.

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

  • train his current resources
  • source and hire novel 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 utilize external resources for a specific stint or problem instead of hiring a consultant or expert).
  • Technology (automation and AI) redistributes drudgery 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 capitalize 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 consequence is more than just replacement — it’s advancement. The influx of sophisticated technologies will enable us to arbitrator of drudgery in novel and innovative ways. […] They are witnessing the emergence of the “liquid workforce” and the “human cloud” as novel workforce models. The “liquid workforce” refers to employees who are able to re-train and felicitous to their environment in order to abide apposite during the digital revolution”. The future is automated. Here’s how they can prepare for it, The World Economic Forum.



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