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

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

Vendor IBM
Exam Number P8010-005
Exam Name IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Questions 30 Q & A
Recent Update November 12, 2018
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P8010-005 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Test Code : P8010-005
Test Name : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Vendor Name : IBM
Q&A : 30 Real Questions

Short, comprehensive and authentic Q&A bank of P8010-005 exam.
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IBM IBM Commerce Solutions Supply

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

Tech business IBM has introduced that it'll provide IT options to give chain logistics firm Gati Kintetsu categorical private limited (Gati KWE).

based on market estimates, the e-commerce market in India is anticipated to grow 37%, to attain $20 billion this 12 months. “to satisfy the calls for of an increasingly savvy on-line population, marketers are beneath regular power to give improved purchasing experiences throughout cellular contraptions and shorter start times. This transforming into e-commerce market poses a challenge to logistics groups, who ought to preserve pace with the client demand for directly obtainable items provided at a competitive rate,” IBM introduced.

Hyderabad-based mostly Gati’s birth community includes air, road and rail insurance, operates a fleet of 3,500 cars with more than three,000 company companions throughout India. To manipulate an increasing quantity of business with a large number of marketers, Gati KWE tapped into IBM Commerce capabilities to combine and coordinate the complex and time-sensitive flow of products from warehouse to keep to home, IBM stated.

“through the year 2020 outsourced eCommerce success and associated cost brought services are poised to grow to a dimension of Rs 3000 crore ($500 mn),” according to Dhruv Agarwal, govt vice chairman, Gati.

via implementation of this answer, Gati KWE aims to corner a dominant share of the opportunities in the e-success phase, he brought. The options could be carried out by using IBM and IBM enterprise partner Bridge solutions.


Graph Blockchain declares Former IBM Senior govt to be part of the Board | killexams.com Real Questions and Pass4sure dumps

TORONTO, Nov. 13, 2018 (GLOBE NEWSWIRE) -- Graph Blockchain Inc. (“Graph” or “company”) (CSE: GBLC) is terribly glad to announce that Bernie Rice has joined the Graph Board of administrators.  With this appointment, the Board of directors is now produced from four participants, three of that are unbiased administrators.

Mr. Bernie Rice is recognized as probably the most world’s main consultants in suggestions technology. Mr. Rice has a wealth of enterprise company experience and important senior degree relationships that are crucial in constructing many strategic partnerships. Mr. Rice and his company associate, Wesley Clark, retired united states army accepted and former Presidential Candidate, are currently working with a portfolio of corporations offering leadership capabilities in numerous leading-aspect technology sectors.

Mr. Rice started his career with IBM in earnings and held quite a lot of revenue management positions except 1983 when he entered IBM's finance fraternity. Mr. Rice's work in enterprise case constitution and portfolio evaluation led him to a task as IBM's Finance Director for utility application in 1985. with the aid of 1989, Bernie was promoted a couple of times and became appointed Director of Finance, Planning and Administration for IBM's Southern enviornment. In that role, Mr. Rice become liable for the personnel functions of a $three billion company and he was instrumental in positioning IBM's Southeast vicinity because the chief in billable services.  Mr. Rice grew to become Chief financial Officer and customary accomplice for the IBM venture Capital neighborhood in 1993 and then vp of enterprise building for IBM's client Division in 1998. There he managed tasks like IBM's partnership with Berkshire Hathaway and Hallmark for the development of its leap forward online analysis and getting to know systems. Mr. Rice also served as Chief government Officer of Edmark Inc., the IBM subsidiary that developed resourceful educational software for infants.

Mr. Rice holds a B.A. from St. Anselm college (Manchester, New Hampshire) and a Masters in enterprise Administration in advertising from Georgia State college. Mr. Rice additionally attended the IBM Presidents program (a unique executive MBA application) at Harvard tuition.

“we are very lucky and proud to entice such great talent to the enterprise.  Bernie’s appointment as a Director on Graph’s Board gives the company a useful asset via his wide journey and relationships.  His knowledge and means in guidance public corporations, along with his deep community, will definitely assist Graph’s increase course and ensure a success execution of our suggestions.  most importantly, having Bernie be a part of our business is a testomony to our center of attention in growing to be from a small cap enterprise into a worldwide supplier,” says Peter Kim, CEO of the company.

“i am thrilled to be part of Graph’s board and be a part of their continuing growth. Seeing what the enterprise has done so far is very miraculous on its own benefit, and when i was asked to be a part of the board, it turned into evident that through my community, i would be capable of support increase the company to the subsequent degree, in fitting a world identify in one of the maximum competencies increase areas inside the technology business,” says Bernie Rice, Director of the enterprise.

About Graph Blockchain Inc.

The company develops leading-aspect private blockchain business intelligence and statistics administration options and is a pure play in the graph database know-how space. Graph leverages their proprietary integration of the AgensGraph Database engine with IBM’s Hyperledger material to create a transparent and immutable ledger with near actual-time transactional records processing and intuitive statistics visualization. The enterprise’s powerfully entertaining solution has translated right into a high boom trajectory, with the enterprise securing diverse prototype development contracts with multi-countrywide conglomerates, and the opportunity to promote across client subsidiaries as a full commercial enterprise product.

additional information on Graph Blockchain Inc. is obtainable at: www.GraphBlockchain.com

For extra tips, please contact:

Peter Kim – CEO Graph Blockchain Inc.mobile: (416) 482-3282 ext. 228Email: pkim@graphblockchain.com

ahead searching Statements:

The tips in this press unencumber includes certain assistance and statements about management's view of future activities, expectations, plans and potentialities that constitute forward looking statements. These statements are based upon assumptions that are field to big risks and uncertainties.  although the business considers these assumptions to be low cost based on at present purchasable counsel, the equal may additionally prove to be flawed, and the forward searching statements in this press free up are discipline to a large number of dangers, uncertainties and other factors that could cause future consequences to vary materially from those expressed or implied in such ahead searching statements. however the enterprise believes that the expectations reflected in ahead looking statements are comparatively cheap, no assurance can also be seeing that the expectations of any forward looking statements will prove to be correct. apart from as required by way of legislation, the company disclaims any intention and assumes no responsibility to replace or revise any ahead looking statements to mirror precise outcomes, whether on account of new counsel, future movements, alterations in assumptions, adjustments in components affecting such forward searching statements or in any other case.


IBM’s Cognitive options revenue Slumped. What happened? | killexams.com Real Questions and Pass4sure dumps

A key part of foreign company Machines' (NYSE: IBM) turnaround effort is cognitive computing, which encompasses artificial intelligence (AI) together with connected applied sciences. Watson, IBM's cognitive computing system than debuted by using profitable a video game of Jeopardy! in 2011, has been applied to fields together with healthcare, financial capabilities, and even myth football.

Cognitive computing is a boom company for IBM, but you would not are aware of it searching on the enterprise's third-quarter outcomes. The cognitive options section suffered a 5% income decline, even after adjusting for a foreign money-related headwind. That seems like bad information for a company betting its future on AI.

The cognitive options section should definitely be known as the "cognitive solutions plus a bunch of other unrelated stuff" section. It includes Watson and different companies with growth expertise, but also stuff like legacy transaction-processing application. it be sort of a grab bag of IBM companies that don't reasonably fit into its other segments.

That makes it elaborate to tell how well IBM's growth companies are basically doing, and it makes that 5% earnings decline a whole lot less significant.

The IBM Watson logo.© IBM The IBM Watson logo.

CFO James Kavanaugh went into some element all through the profits name concerning the efficiency of the cognitive options enterprise. The phase is broken into two accessories: solutions application and transaction processing software.

options software comprises application aimed toward strategic verticals (Kavanaugh singled out the healthcare business). It additionally contains some analytics and security choices, AI like Watson, and blockchain. On true of all that, "horizontal domains" like collaboration and commerce are also blanketed.

Transaction processing software contains "application that runs mission-crucial workloads leveraging our hardware platform," in line with Kavanaugh. here's mainly on-premises application used with the aid of industries like banking, airways, and retail.

Transaction processing application accounted for a minority of cognitive options earnings in the third quarter, but profits from that category declined by means of 8% year over year. Kavanaugh stated that, while lots of the profits for transaction processing application is annuity-based, the timing of tremendous offers can affect sales. Kavanaugh expects a return to growth, in response to a powerful pipeline of offers.

The solutions utility portion of the phase suffered a three% earnings decline, pushed by some areas the place IBM is struggling. Secular shifts in the collaboration, commerce, and talent management markets are inflicting problems for the company, and it's been including AI and modernizing its offerings to fight these changes. The shift to software as a provider is additionally placing drive on income, with salary being realized over time instead of up entrance.

The ingredients of this phase with lengthy-term boom abilities are the components that are becoming. Watson health, the business's effort to practice AI to the healthcare business, loved broad-primarily based boom all through the third quarter. safety grew due to the enterprise's immense portfolio of products. And the business made some massive moves in the blockchain market.

IBM introduced TradeLens, a blockchain-based platform for the world shipping trade, in August. The solution, collectively developed with Maersk, had 94 individuals on board on the time of the announcement. IBM food have confidence, a brand new blockchain-based mostly platform that allows meals to be traced from farm to keep, counts Walmart and French supermarket chain Carrefour as members. IBM's blockchain efforts are nevertheless of their infancy, but both of these platforms have the capabilities to become significant corporations for the business.

With the cognitive solutions segment being dragged down with the aid of legacy corporations, the headline performance doesn't replicate the performance of IBM's more promising companies.

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P8010-005 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Test Code : P8010-005
Test Name : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Vendor Name : IBM
Q&A : 30 Real Questions

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IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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No result found, try new keyword!12 /PRNewswire/ -- Edge Dynamics, the leading provider of channel commerce management (CCM) solutions, today announced that it ... and Jamie Hintlian, a supply chain practice partner for health and li...

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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