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

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

Test Code : 000-N05
Test Name : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Vendor Name : IBM
Q&A : 30 Real Questions

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IBM IBM Commerce Solutions Supply

Perficient Named IBM 2019 Watson Commerce company companion of the yr | killexams.com Real Questions and Pass4sure dumps

ST. LOUIS--(enterprise WIRE)--Perficient, Inc. (NASDAQ: PRFT) (“Perficient”), a number one digital transformation consulting enterprise serving global 2000® and different gigantic commercial enterprise purchasers all the way through North america, announced it has been named IBM’s 2019 Watson Commerce company partner of the year. The IBM Excellence Award, announced all through IBM’s PartnerWorld at consider 2019, acknowledges Perficient’s ongoing growth and relationships with key customers, and concept management across the IBM Watson consumer Engagement Commerce platform as an quintessential part for digital transformation.

“Our method to commerce is focused on crafting a experience, connecting with clients, and delivering a seamless customer event across channels and all over the business, imperatives in these days’s client-pushed world,” talked about Steve Gatto, country wide revenue director, Commerce solutions, Perficient Digital. “together, with our purchasers, we’re reworking organizations in a method that no longer only drives increase however strengthens their standard company, and we invariably evolve our choices to maintain consumers at the true of their online game. We’re honored to be recognized by way of IBM, and we’re eager for sharing our imaginative options during IBM feel 2019.”

Perficient Digital Takes Commerce options past Transactions to radically change the customer Lifecycle for a worldwide assorted brand

With branded producers and distributors beneath force from the dramatic shift to on-line purchasing, a worldwide diversified company sought to digitally radically change its commerce company. In partnership with Perficient Digital, both enterprises delivered optimized client revenue, up-to-date product assistance (PIM), and streamlined the ordering procedure via development of a B2B portal. With the implementation of IBM’s Sterling Order administration device (OMS), and Perficient’s potential, the different brand is future-proofing its company to align with trade tendencies and market opportunities.

additionally, the enterprise’s OMS will supply them better flexibility in managing complex order management situations, superior reliability so as processing and fulfilment, and a value discount in imposing throughout its commercial enterprise. it will further enable the organization to deliver carrier enhancements to its valued clientele, optimize its pricing, merchandising and overall provide chain, raise sales due to more desirable stock visibility, and reduce fees through more desirable efficiencies in order visibility.

Perficient Digital Enhances the online client event for a number one cloth Retailer

In a market that has traditionally depended on brick-and-mortar experiences, a number one cloth and craft retailer changed into challenged with extending the consumer adventure online. Perficient partnered with the business to implement an IBM Watson Commerce answer that provided up to date visibility of its inventory and stronger tracking of its product quantity, place, and availability. applying IBM Order administration, Perficient further more desirable the solution via cloud migration that offers a single view of give and demand, orchestrates order success procedures throughout buy online Pickup In keep (BOPIS) and Ship-from-save (SFS), and empowers company representatives to more advantageous serve clients each in call centers and in-keep engagements.

“Perficient has been deploying IBM Commerce options for basically twenty years, providing conclusion-to-end digital commerce options that embody multiple channels, and convey seamless and efficient experiences throughout their entire commercial enterprise,” observed Sameer Peera, established supervisor, Perficient’s commerce observe. “With the fresh news that HCL took over development of IBM WebSphere Portal, IBM internet content management and internet adventure manufacturing facility, our shoppers proceed to engage us for support with their digital commerce thoughts. We’re completely satisfied to be their go-to associate as they navigate the altering market landscape and carry for their customers.”

Perficient expertise in motion at IBM feel 2019

in addition to its award-profitable commerce answer advantage, Perficient experts are handy throughout the IBM suppose 2019 convention in booth #320 to focus on its adventure and competencies across the IBM portfolio , peculiarly cloud, cognitive, records, analytics, DevOps, IoT, content administration, BPM, connectivity, commerce, cellular, and customer engagement.

whereas IBM has announced its plans to sell its commerce portfolio, the information of its acquisition of crimson Hat also signaled the criticality cloud construction and start play in a success end-to-conclusion digital transformations. As an IBM international Elite accomplice, one in all simplest seven partners with that fame globally, and a crimson Hat Premier accomplice, Perficient is well positioned to work with each businesses through this transition. And, our consultants could be available all through IBM believe to focus on how to navigate the cloud market, share key client success reviews, and provide strategic potential on the alternatives forward for valued clientele.

“technology is altering so rapidly, and businesses should maintain pace or face disruption,” talked about Hari Madamalla, vice president, emerging solutions, Perficient. “With advantage and event in all points of the commerce event, to leading cloud, hosting, managed services and guide options, firms flip to Perficient as a go-to companion for their digital transformations.”

join a number of Perficient field rely consultants and our valued clientele as they latest all over six IBM consider classes, together with:

As a Platinum IBM business companion, Perficient holds greater than 30 awards throughout its 20-year partnership background. The business is an award-successful, certified utility value Plus answer company and some of the few companions to acquire dozens of IBM expert level utility competency achievements.

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

About Perficient

Perficient is the main digital transformation consulting firm serving international 2000® and commercial enterprise purchasers all over North the usa. With unparalleled information know-how, administration consulting, and artistic capabilities, Perficient and its Perficient Digital company bring vision, execution, and cost with surprising digital event, business optimization, and trade options. Our work enables valued clientele to improve productivity and competitiveness; develop and toughen relationships with consumers, suppliers, and companions; and in the reduction of charges. Perficient's professionals serve valued clientele from a network of places of work across North the united states and offshore areas in India and China. Traded on the Nasdaq global choose Market, Perficient is a member of the Russell 2000 index and the S&P SmallCap 600 index. Perficient is an award-winning Adobe Premier associate, Platinum stage IBM business partner, a Microsoft national service provider and Gold licensed associate, an Oracle Platinum companion, an superior Pivotal competent accomplice, a Gold Salesforce Consulting accomplice, and a Sitecore Platinum companion. For more suggestions, talk over with www.perficient.com.

secure Harbor observation

one of the most statements contained during this information unlock that aren't in simple terms ancient statements focus on future expectations or state other ahead-searching guidance concerning monetary consequences and enterprise outlook for 2018. those statements are subject to frequent and unknown hazards, uncertainties, and different components that may cause the exact consequences to vary materially from those meditated through the statements. The forward-searching counsel is in line with administration’s latest intent, perception, expectations, estimates, and projections related to our enterprise and our industry. you should definitely be aware that those statements only mirror our predictions. genuine activities or outcomes may also fluctuate extensively. essential elements that could cause our genuine consequences to be materially distinct from the forward-searching statements include (however are not limited to) those disclosed below the heading “possibility elements” in our annual document on kind 10-ok for the year ended December 31, 2017.


IBM to supply IT options to deliver Chain Logistics firm Gati for e-Commerce Operations | killexams.com Real Questions and Pass4sure dumps

Tech company IBM has introduced that it's going to deliver IT options to supply chain logistics enterprise Gati Kintetsu specific deepest restricted (Gati KWE).

in keeping with market estimates, the e-commerce market in India is anticipated to grow 37%, to reach $20 billion this 12 months. “to meet the calls for of an more and more savvy online inhabitants, agents are under regular pressure to provide greater buying experiences throughout cellular instruments and shorter delivery instances. This turning out to be e-commerce market poses a problem to logistics companies, who should retain tempo with the purchaser demand for straight accessible products offered at a competitive expense,” IBM added.

Hyderabad-based Gati’s delivery community contains air, highway and rail coverage, operates a fleet of three,500 motors with greater than 3,000 enterprise companions across India. To manage an increasing quantity of enterprise with a large number of dealers, Gati KWE tapped into IBM Commerce capabilities to integrate and coordinate the complicated and time-sensitive circulation of items from warehouse to keep to domestic, IBM pointed out.

“via the year 2020 outsourced eCommerce achievement and linked cost brought services are poised to grow to a size of Rs 3000 crore ($500 mn),” according to Dhruv Agarwal, government vice chairman, Gati.

through implementation of this answer, Gati KWE goals to nook a dominant share of the alternatives in the e-success section, he delivered. The solutions could be carried out with the aid of IBM and IBM enterprise accomplice Bridge solutions.


Blockchain, Cloud are Keys to IBM profiting from client developments | killexams.com Real Questions and Pass4sure dumps

IBM (IBM) may well be set to profit on purchaser and enterprise traits as its cloud-primarily based client and blockchain-primarily based supply chain solutions take off.

"The fact these days is that corporations are simplest 20% into their cloud journey, focused on getting the "easy" cloud native workloads up and working," IBM said in an announcement. "To get in the course of the subsequent 80%, which may be the crucial, more complicated workloads, they need to be able to move and manipulate records, features and workflows throughout multiple clouds and present IT systems."

The remark provides that the emerging hybrid multi-cloud opportunity is estimated to be $1 trillion market by way of 2020, something that IBM's crimson Hat (RHT) acquisition is aiming to capture upon.

most likely, the nonetheless-nascent blockchain effort is even additional under-penetrated, providing yet extra increase potentialities for these eyeing the future shift.

Sector particular

Amazon (AMZN) has long been the king of cloud pushed eCommerce options, however IBM may well be including some jewels to its own crown quickly ample.

Chris Wong, vice chairman strategy and trade Ecosystem at IBM, highlighted client facing and earnings focused sectors as key goals for IBM's initiatives.

Wong told actual funds that the largest secular shift amongst marketers, as an example, is the movement to cloud and AI-driven ecosystems that can aid store site visitors, ecommerce, and delivery capacity which are all pivotal to efficiency for sellers.

"virtually every retailer is calling at the use of AI and cloud," he noted. "it's a whole lot like the shift to digital within the first vicinity."

As changed into viewed within the shift to digital at the beginning, those that embraced the change succeeded whereas people who denied the fashion languished. Sears is probably going essentially the most visible casualty of the ecommerce period.

Wong explained that the shift to these structures isn't any longer practically purchasing and selling comfortably, as has been displayed by way of ecommerce increase in China and East Asia specifically via Alibaba (BABA) , but also about agents understanding their shoppers.

"we can create solutions for buyers according to what they are seeking for," he delivered. "A store next to a college versus next to a retirement domestic should be distinctive and have distinctive wants. here is one of the most key factors that IBM acquired crimson Hat; to speed up the multi-cloud solutions that permit flexibility to satisfy hyperlocal client demand."

The personalized product presentation tailored to every buyer should be the key to the success of retailers in his view and consequently necessitate a turning out to be pipeline of companions for IBM.

For marketers moving ahead, a fowl's eye view of their operations in terms of both demand and supply as well as protection can be pivotal to setting apart themselves from their competitors, Verizon business solutions vice president Michel Dupre instructed precise money.

"records analytics is foundational to each entrance and lower back ends," she explained, "Connecting with consumers to meet the purchase on-line trend is vital. The bar will continually be raised for sellers."

She indicated that the technological execution can be a key element for dealers, each online and in-store, notably as the buyer remains strong. Of direction, cloud and synthetic intelligence will be a major factor of this effort.

The potentialities for IBM in particular are bolstered by way of the reticence of agents to utilize Amazon, seeing that the Jeff Bezos-led behemoth has crushed down the trade for years. That gets rid of the biggest competitor within the area from the competition in cloud.

The cloud focal point is barely extra brought into focus because the company offloads non-core ecommerce structures that are more aligned with the initial shift to digital in preference to the place Wong anticipates the trade heading.

WebSphere Commerce, the business's suite of digital commerce options, is relocating to HCL expertise after a $1.8 billion cope with the Indian ecommerce leader introduced in December.

"After the deal closes, IBM will now not have a commerce platform," Forrester analysis director Allen Bonde mentioned. "IBM is continuing to reformulate its method as an end-to-end commercial enterprise options issuer, even because it doubles down on open supply and cloud development equipment and applied sciences corresponding to AI and blockchain. selling off these collaboration and event assets should aid to filter house for investing additional in these areas and greater abruptly executing its SaaS imaginative and prescient."

building on Blockchain

The business's large wager on blockchain may even be a huge payoff.

"We see a strong pipeline as shoppers have an interest within the advantages of blockchain at the back of their firewall," CFO Jim Kavanaugh told analysts on Tuesday.

The efforts in give chain options with blockchain in particular, that have been these days highlighted by way of IBM's partnership with Ford (F) to music cobalt sourcing and Walmart (WMT) to tune meals give chain, indicate that probably the most largest players within the retail and automobile spaces are certainly buying into this vision.

The initiation of blockchain supply chain with Walmart has reduced its infection response time from days to mere seconds, highlighting the value within the expertise.

"Walmart has definitely leaned in with its use of know-how," Wong commented.

For reference, ReportLinker has forecasted the world blockchain market size to grow from $1.2 billion in 2018 to $23.three billion by way of 2023, at a Compound Annual increase rate (CAGR) of 80.2%.

The center of attention of IBM on retail giants is also apropos judging through the forecasts of the record.

"The retail and eCommerce industry vertical is anticipated to grow on the maximum CAGR in the blockchain market via vertical all through the forecast duration," the file states. "Retail and eCommerce agencies are making big investments to increase customer journey."

The investments will seemingly support IBM, which is immediately setting up itself as a leader in the area.

Broader Lens

The ability of a cloud and blockchain issuer like IBM reaches beyond readily retail as neatly, as deals with multi-million-dollar, multi-facted agreements with, BNP Paribas (BNPQY) , Vodafone (VOD) , and Juniper Networks (JNPR) show.

Wong pointed out he expects the horizontal integration of expertise into these a lot of industries, each in deliver chain and client facing company classes, to hold a powerful pipeline of company for the IBM ecosystem to department out.

For these hunting for useful functions of pink Hat's integration, the thesis on the primed pipeline in cloud gives a potent one, chiefly if the cloud shift is as underpenetrated as IBM suggests. If one is bullish on blockchain, that segment simplest bolsters that wonderful outlook.

So, whereas the tech enormous drops a few of its ecommerce oriented features, the enterprise could be positioning for a a lot greater pertinent paradigm shifts that are still establishing.

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Ten IT and Business Benefits of Cloud-Based Integration | killexams.com real questions and Pass4sure dumps

With today's global and distributed commerce, organizations of all sizes are having to collaborate and exchange information with a growing ecosystem of divisions, partners and customers. Most companies want to communicate electronically and in real time, but beyond email, managing the exchange of data, messages and documents can be challenging and expensive.

Traditional EDI, networks or point-to-point integration systems are not providing the interoperability, agility and real-time information exchange businesses need to compete. In addition, companies need to do more than merely exchange data; they need to integrate complete business processes, such as procurement, supply chain management, eCommerce, benefit claims processing, or logistics, to name just a few.

As with other technologies, integration solutions are moving to the cloud in order to provide this increased flexibility and complexity. Today, there are an increasing number of technology vendors giving customers a choice of traditional on-premise integration - where the company manages the connections, mapping and business processes itself - or cloud-based products with strong self-service or managed service support.

While the cloud may not be appropriate for every company or solution, it is an ideal platform for integration, as it enables seamless interaction and collaboration across communities and systems. From clear economic benefits to increased IT agility to real business impact, a cloud-based integration solution brings value across the IT and business aspects of the organization. Below we've outlined the top 10 IT and business benefits of conducting multi-enterprise integration in the cloud.

  • Improved partner and customer relations and retention
  • Increased revenue and margin
  • Improved order accuracy
  • Faster time-to-market
  • Greater competitive advantage
  • Reduced costs and capital expenditures (CapEx)
  • Increased operational efficiencies and reduced manual processes, allowing ways to move headcount to more strategic projects.
  • Extended investments in legacy applications and systems
  • Aligning IT with business goals
  • Scalability and flexibility
  • Let's look at each of these in a bit more detail with real-world examples.

    1. Improved partner and customer relations and retentionCompanies must make it easy to do business with them - it's no longer realistic to tell suppliers to adhere to a single format, such as EDI, as companies have investments in applications and systems they need to extend. Plus customers have more choices than ever before, so if you make it hard for a customer (or partner) to exchange information with you, they will go to a competitor.

    A great example of this is a mid-sized electrical supply distributor, Mayer Electric Supply. An increasing amount of its business was being conducted online, but its eCommerce site and related processes were not keeping pace with customer demands, many of whom were large multinational organizations. Mayer chose to bring its online catalog in-house, having its internal IT team rework the catalog and manage the system, but it turned to a cloud-based integration platform to manage the eCommerce "punchout" and integrated purchase order exchange. This enabled all customers to shop with Mayer directly from their existing procurement systems and incorporate the process into its overall procurement work flow. The result for Mayer was improved customer retention and increased order size.

    2. Increased revenue and marginOne of the greatest growth areas for cloud-based integration is in demand chain processes, because companies realize that keeping customers close and improving customer-facing business processes has a direct impact on the top and bottom line. With the companies we've surveyed, all of them have experienced improved metrics around retention, order size, revenue and margin.

    Take, for example, Invitrogen (now Life Technologies Corp.), a $3 billion per-year supplier to the global life sciences community. The company wanted to improve its customers' online business experience to increase revenues. By leveraging a cloud-based integration solution, Invitrogen was able to accept transactions from diverse customer procurement systems via its website and rationalize an order management system that encompassed more than a dozen platforms. Invitrogen saw orders rise 29 percent after an account was integrated.

    3. Improved order accuracyOver the last decade, we have seen a significant increase in demand for integrating eCommerce and procurement processes. These include procure-to-pay, order-to-cash and "punchout." By using a cloud-based integration solution, the experience to integrate these processes is seamless for customers and suppliers. One key benefit of this, as mentioned above, is increased revenue, but there is also a secondary benefit around order accuracy. One eCommerce company saw order accuracy improve to 99% after implementing a cloud-based integration process with its customers, improving inventory management and delivery times, and removing manual intervention from the process.

    4. Faster time-to-marketAcross industries and markets, there is an increasing customer force around the "power of now. Customers want to receive products and services more quickly and with less effort. This is somewhat related to the overall trend around the consumerization of business technology, as business people want the same experience at work that they receive shopping or researching online at home. This requires significant improvements in business agility and in the ability to deliver products more efficiently to meet fast-moving markets. To achieve this, companies must work more closely than ever with suppliers, distributors, retailers and partners.

    Cloud-based business integration enables real-time collaboration and the exchange of information surrounding logistics, parts, designs, inventory, customer order trends, procurement and other critical processes. Being able to receive messages in a matter of hours versus days or weeks can make the difference between getting the deal or not.

    5. Greater competitive advantageThe ease of cloud-based integration can also help companies win new customers and boost market share, enabling small to mid-sized businesses to compete directly with much larger players. In addition, integration can ensure that companies can seamlessly work with customers and partners by not requiring that all business processes occur in a particular format, which may not be compatible with the format that the customer or partner is using.

    For example, Office Depot turned a shortcoming that kept it from fulfilling portions of orders from customers into a competitive advantage. By moving specific transactions to a cloud-based integration platform, Office Depot was able to seamlessly work with a diverse set of customers using many different procurement systems. The result: A "gain in market share with very little investment."

    6. Reduced costs and capital expenditures (CapEx)Traditional integration solutions can be costly, often require a specialized and expensive skill set from workers, and are prone to break at the slightest change in format or schema. Furthermore, IT departments are usually under pressure from the business side to improve IT operations and help drive greater revenue or business impact, but rarely are given the additional resources to do so.

    Integrating existing systems through cloud-based integration helps companies avoid or delay the costs of replacing infrastructure. The Software as a Service (SaaS) subscription pricing model allows funds for integration to be moved from the capital budget to the operating budget, making integration easier to fit into the IT budget, and enabling IT to spend capital on other more capex-intensive projects.

    7. Increased operational efficienciesSome of the greatest gains in operational efficiency come from transitional manual processes to automated ones. As we know, this also tends to reduce costs and improve accuracy. With cloud-based integration, fewer people need to manage connections and transactions, as it enables frictionless system-to-system business processes automation.

    While every IT team needs to show operational improvements, nearly everyone we talk to is worried that cloud or SaaS-based solutions will mean a reduction in IT staff. We have not had one customer experience where this has occurred. On the contrary, what we have seen is IT staff moved to more strategic projects or to working on new innovations to drive business growth.

    A great example of this is with the consumer products division of Cisco, which uses cloud-based business integration to help manage and automate key processes across a growing, global distribution network. While the company says the move to the cloud saved it the costs of two full-time staff, the IT team that had previously managed EDI connections and translations were moved to manage partner relationships and strategic projects.

    The same is true for Whirlpool Corporation, whose North American CIO emphasizes that IT people are focused on managing strategic relationships and projects, and the company leverages the cloud and technology partners to manage much of its infrastructure and integration requirements.

    8. Extended investments in legacy applications and systemsIntegration can extend the life of legacy assets by enabling all members in the integration community to work from existing systems. With cloud-based solutions, there is no "rip and replace" required, and there should be minimal to no software or hardware required behind the firewall. This is a great way to upgrade business processes or improve efficiencies without having to invest heavily in solutions or migrate processes to a new system. This interoperability and extension of systems is a critical reason many companies are turning to cloud-based integration solutions.

    9. Aligns IT with business goalsHow many times have IT leaders heard it's all about "business technology" and making sure IT impacts the business? Wouldn't it be nice to find a solution that provides this alignment with little effort? Business integration is one of those areas that is truly a win-win. Oftentimes, it is the line of business that discovers the need for improved integration, such as the logistics, procurement or eCommerce manager, where there is a clear pain and a need to improve processes. By working with the business on integration challenges and using cloud-based solutions to manage it, you can quickly achieve business impact without negatively impacting your IT budget or goals.

    10. Easy scalability and flexibilityDuring the recent economic downturn, it was more important than ever for companies to have the option to scale back on IT and in some cases integration costs. With an on-demand integration solution, companies can quickly and easily increase or decrease connections, transactions or the number of companies in their integration community, and then scale back up when business requires it. In addition, one of the greatest benefits of cloud solutions is the ability to start small and expand as needed, when you are ready.

    These are some of the top ways companies can see measureable IT and business benefits from a SaaS-based integration solution, many of which are realized in a matter of weeks or months. Integration enables business process automation across the supply chain, demand chain, general operations, procurement, eCommerce and other business areas. A SaaS-based integration solution can also help remove the challenge of traditional business integration methods while delivering substantial business and IT value.

    Beyond the transaction, it can provide visibility into business processes, partner operations and customer needs. Benefits are realized across an entire organization, from business units to IT to the CIO, providing predictable costs, greater operational efficiency, higher margins and revenues, and automated business processes. For these reasons and others, business-to-business integration should be a key element of consideration for any company's overall strategy.


    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.



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