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Killexams : SAP Administration study tips - BingNews https://killexams.com/pass4sure/exam-detail/C_TADM51_731 Search results Killexams : SAP Administration study tips - BingNews https://killexams.com/pass4sure/exam-detail/C_TADM51_731 https://killexams.com/exam_list/SAP Killexams : Report: Companies are slow to make transition to SAP S/4HANA

Only a small portion of SAP users have finished making the transition to SAP S/4HANA, which is a version of SAP based on the HANA database, introduced in 2015. According to LeanIX, SAP S/4HANA redefines ERP systems and is the most notable SAP update since 1992 with the introduction of SAP R/3. 

Twelve percent of respondents to LeanIX’s SAP S/4HANA 2022 Survey said they have finished the transformation process. The survey gathered responses from 100 IT professionals in April and May of this year.

SAP will be ending support for SAP ECC (also known as SAP ERP) in 2027, which is one of the reasons companies are needing to migrate, LeanIX explained. 

Fifty-four percent of the respondents view this move as a business transformation rather than a standard technical upgrade. Key skill sets crucial to this process include enterprise architect management and business process modeling. 

About half of respondents identified two main challenges they face during transformation. One challenge is identifying interdependencies in their ERP and non-ERP landscapes. Another is defining a target architecture. Fewer than 20% of survey respondents said they are able to establish an overview of their software landscape within a month, and LeanIX says this is likely a factor in these two challenges. 

Ultimately though, the biggest obstacle for two thirds of respondents is lack of collaboration. The transformation to SAP S/4HANA requires alignment between business, project, and IT teams.

“Time is running out for organizations that plan on moving to SAP S/4HANA,” said André Christ, CEO and co-founder of LeanIX. “With only a third of those surveyed saying they will complete their transformation within the planned time frame, organizations need to focus on actions that will accelerate the process. Enabling effective collaboration between business, project, and IT teams is the critical step they need to take. This will not only speed things up, but will also ensure that the transformation delivers lasting business value.”

Tue, 02 Aug 2022 08:58:00 -0500 en-US text/html https://sdtimes.com/data/report-companies-are-slow-to-make-transition-to-sap-s-4hana/
Killexams : 96 per cent of the Indian Businesses are focusing on Sustainable Travel: SAP Concur Survey

New Delhi [India] July 26 (ANI/BusinessWire India): A new study by SAP Concur, a provider for integrated travel, expense and invoice management solutions has discovered that while managing corporate travel 96 per cent of all businesses across India say their companies are actively focusing on sustainability.

This widespread determination to be environmentally sustainable has been revealed in new research released ahead of World Environment Day. The SAP Concur APAC Sustainability Survey was conducted by Consulting Group - Asia Insight, polling 648 senior and mid-level managers in corporate travel, finance, HR, procurement, and sustainability across Australia, China, India, Malaysia, Singapore, and South Korea. There were 110 respondents from India.

According to the Air Transport Action Group, aviation is responsible for 12 per cent of CO2 emissions from all transport sources; and the World Resources Institute reported that business travel represents about 15 per cent to 20 per cent of global travel.

India commits to sustainable travel

Many companies have gone beyond articulating sustainability principles to putting things into practice through their corporate travel policies, driven by their leaders.

About 62 per cent of the respondents said their "senior leadership" is driving the sustainability agenda for corporate travel. This group comes ahead of "employees" (58 per cent), "those responsible for sustainability initiatives" (47 per cent), and "those responsible for corporate travel" (46 per cent).

The survey also suggested organisations are investing in sustainability outcomes. More than half of the Indian firms surveyed (52 per cent) said they committed resources to championing sustainability. About 29 per cent of the firms have someone who manages sustainability as part of their role, while 23 per cent have dedicated personnel handling sustainability.

"The research findings were a significant departure from the pre-pandemic days where Indian organisations were more concerned about travel cost savings than the environmental impact of their actions," said Matt Goss APAC SVP.

"I believe that as flying time reduced, and emissions dropped during Covid-19 lockdowns, organisations realised the possibilities of sustainable travel, and stakeholders became more motivated to take action. This shift of focus to bigger picture issues is a pivotal moment - not just for businesses to run better and be more profitable, but for more sustainable business practices to take root."

Such business practices include the enablement of pre-trip approvals and the provision of sustainable travel and accommodation options for employees' selection.

Technology is key to overcoming implementation challenges

Despite that intention, businesses outlined a range of priorities for sustainable travel, based on their goals to:

- Increase brand reputation (90 per cent)

- Have positive brand awareness and reputation externally (88 per cent)

- Increase operation efficiency (88 per cent)

Other priorities include increasing brand equity (86 per cent) and reducing costs (84 per cent)

But challenges remain. Hurdles organisations faced in implementing a sustainable travel system included:

- A lack of budget (41 per cent)

- A lack of professional tools to visualise the environmental impact of travel (39 per cent)

- A lack of flexibility and adaptability of current policies (39 per cent)

- A lack of training or personnel knowledge on sustainability issues (36 per cent)

Many Indian organisations (86 per cent) already realise they need to harness technology to become sustainable effectively. About 52 per cent currently have software in place to support corporate travel and expense management, while 34 per cent plan to acquire such software "very soon". About 83 per cent of Indian respondents said they have good or excellent business travel data for their software to analyse.

"It's clear from the study that organisations are brimming with interest and intent to embrace sustainable travel," said Matt Goss APAC SVP. "For those that lack implementation know-how, technology could point a way forward - in terms of helping guide employees to sustainable itinerary options, tracking emissions, and ultimately formulating more efficient and sustainable travel strategies. Firms should examine how these tools can support their broader sustainability goals."

SAP Concur solutions aim to enable sustainable travel management to assist organisations to make informed travel choices, track and manage results, and measurably demonstrate their actions' impact to the environment. When complemented by SAP's sustainability tools, organisations can be empowered to measure, manage, and mitigate emissions across their whole business.

The SAP Concur APAC Sustainable Business Travel Survey, conducted by Consulting Group - Asia Insight, covered senior and mid-level managers in Corporate Travel, Finance, HR, Procurement and Sustainability residing in Australia, China, India, Malaysia, Singapore and South Korea. There were 648 respondents in total (slightly over 100 per market). Organisation headcount breakdown: 1,000 and above: 49 per cent; 500-999: 25 per cent and 100-499: 26 per cent.

This story is provided by BusinessWire India. ANI will not be responsible in any way for the content of this article. (ANI/BusinessWire India)

Mon, 25 Jul 2022 17:37:00 -0500 en text/html https://www.bignewsnetwork.com/news/272632086/96-per-cent-of-the-indian-businesses-are-focusing-on-sustainable-travel-sap-concur-survey
Killexams : Progress report: A CIO’s cloud migration journey to S/4HANA

The ANWR Group, a Mainhausen-based community of financial services and retailers in the footwear, sporting goods, and leather goods industries, has, until 2018, used the ERP system of its bank subsidiary DZB Bank, and as a result, banking sector regulations for financial accounting and controlling also applied to the retail area of ​​the company.

Over time, these regulations became more restrictive, and the flexibility needed for the trading industry was no longer available. “We had already started separating the IT systems a few years earlier in order to better prepare both the bank and the trading companies for the respective requirements,” recalls ANWR Group CIO Sven Kulikowsky. The ERP software was the last shared system.

Together in the greenfield

ANWR adopts a cloud-first strategy for new IT projects, and in 2018, the IT department tackled the migration to SAP S/4HANA together with the business areas of financial accounting and controlling. There was already knowledge of the solutions from the Walldorf-based software company since the previous core system was an on-premises SAP R/3 that was heavily modified. So the new environment really had to be based on a greenfield approach in the public cloud set up by SAP.

“It was extremely important to get the departments on board from the start,” says Kulikowsky. Together they determined what the new solution had to be able to do from the start. In joint workshops, mixed teams from business departments and the IT evaluated the capabilities and degree of maturity of the cloud platform.

Agile with purpose

In order to organize the change, a steering committee was formed as the highest control body. Underneath, a project board formed as a control team from Kulikowsky and his counterparts in financial accounting and controlling, which coordinated with the project manager of the external partner Camelot ITLab for two hours a week. The team received input from cross-functional working groups made up of staff and external consultants, who discussed problems with specific processes. “We were able to quickly compare different opinions and make decisions,” says Kulikowsky. As a result, departments and IT have always pulled together.

He set a goal of migrating all systems to the new environment by the end of 2021, and the 2021 annual financial statements created with S/4HANA. Plus, the 2022 financial year was to start without the old environment, and to do this, Kulikowsky defined nine waves.

In these phases, the teams worked with agile methods and flexible time schedules. ”With this mix of milestones and sprints, the teams have a clear goal in mind, while at the same time we take into account risks that would have derailed a fixed schedule,” he says. Developments may sometimes take longer, but the main thing is that everything fits in the end. 

The starting signal was given in Q1 of 2020 and after four weeks, Covid-19 hit. ”Due to the uncertainty in retail and the many lockdowns and difficulties in the supply chains, we had to stop the project,” says Kulikowsky. Six months later, the project team resumed work on the migration, yet completely remotely, which was a new experience for everyone involved. “But we coped well,” he says. Previously, the team worked in a project area in the office and exchanged ideas closely, but this abruptly changed to remote working. “We used Microsoft Teams as a central tool for knowledge and file exchange, conferences, and appointments,” he says. “All colleagues were easily accessible and could work very flexibly.”

Migration in nine waves

After almost five months, the first pilot was implemented on December 1, 2020, in six small companies that had no interfaces to HR or booking systems, and had small company codes. The employees switched to the new system and got to know it with the first bookings.

The remaining eight waves were spread over 2021. Up to four companies were converted to the new system and on November 22, 2021, everyone had migrated to SAP S/4HANA. After some adjustments to interfaces, the project was declared over on March 30, 2022. “Now it’s about ironing out workarounds, improving processes, and closing gaps,” says Kulikowsky. The goal is to have as much standardization as possible.

In addition to the problems caused by Covid-19, Kulikowsky and his team overcame a number of other challenges. In IT and other departments, the project meant more work in day-to-day business. “If a dealer has a problem, it has to be solved quickly, regardless of whether we’re currently migrating to SAP or not. We had to constantly manage this double burden,” he says.

In addition, it was necessary to convince other department staff. “After 20 years in the old system, some colleagues had difficulties getting used to the new interface and processes in the cloud,” he says. To this end, the project management held weekly meetings with the business units to discuss the processes, questions, and problems.

At the stages when certain companies went live, the responsible accountants were present at each of these meetings. They drew attention to special issues or requirements and helped to develop solutions.

There was also a bug tracking list that was edited twice a week. In it, the team collected questions, fears, worries, and comments, addressed them and suggested solutions.

Roller coaster SAP standards

A major concern of IT for the new landscape was standardizing as much as possible. “The business areas should become less dependent on IT,” says Kulikowsky. There were many special functions in the old system and especially in the retail area. Here, too, he used workshops with specialist departments to find out what requirements SAP standard software was available for.

Almost 90% of the new ERP system now runs on standard software. In some places there were difficulties with the solutions from SAP, according to Kulikowsky.

In the first test runs and demonstrations by SAP and the implementation partner, it looked as if the cloud modules would fit all use cases. In day-to-day business, however, Kulikowsky’s team noticed that the software was causing some problems. “We didn’t check the selection carefully enough so we only noticed during the ongoing project that elementary functions weren’t running smoothly,” he says. Pay slips, for example, could not be integrated seamlessly.

A total of around 35 internal and a dozen external employees participated in the project with about 35 interfaces built between SAP and other systems. ”The connection of the HR management system HCM to S/4 is especially a disaster,” he says. Standard integrations from the old system are no longer available in the new one, so critical information isn’t transferred to the cloud, like bills without an invoice date, for example, or if the SAP system didn’t reflect legal requirements for financial accounting in the processes.

“Some SAP solutions have had problems with their own cloud interfaces,” says Kulikowsky. “In that case, it would have been just as difficult to connect a non-SAP solution.” In contrast, the integration of the sales and service cloud C4C in HANA was easy. This indicates that SAP was no longer investing in HCM, although the product is still being used by many companies. As a result, customer satisfaction suffers.

Performance was also a problem. Outside of the test environments, the performance of some cloud apps often dropped. ”Our workforce is now used to a user experience like at home and therefore has higher demands on the solutions in the office,” he says. If the performance collapses during operation, the corporate IT has little influence and is dependent on SAP.

Nevertheless, Kulikowsky sees the benefits of migration. For example, payment transactions have become leaner. “We have automated the process of practicing in an account statement so colleagues no longer have to type it in,” he says. “That saves time.” All accountants now use a single system without special solutions, giving IT more time to innovate and implement more easily without the old banking system.

Kulikowsky also wants to Excellerate data quality. The new processes automatically consolidate the incoming information via interfaces but inaccuracies from the source systems are still transferred to the cloud ERP. However, it’ll still be a while before the full extent of the improvements is visible. ”The new processes may be faster, but the employees need time to familiarize themselves and to leave old paths.”

Clear line and trust

For Kulikowsky, working closely with the departments was crucial to the success of the ambitious project. “It wasn’t just an IT or departmental project, it was a collaborative effort,” he says. ”Everyone involved knew the requirements and possible obstacles from the start.”

In addition, everyone had a clear idea of ​​the target state and the project priorities. “We had requirements from the business units: paying and submitting bills, and the advance tax return had to function permanently,” Kulikowsky says. The project team was always able to achieve this.

He also insists on trust in his own team. “The time pressure has to be maintained, but if a colleague is unsure whether we can actually go live with something, we take the risk and plan two more weeks,” he says. For the next major project, he wants to communicate more and Excellerate the exchange of information. For the future, he thinks about a hybrid model: two to three days in the office and the rest in teleworking. “On one hand, we would have the necessary exchange. On the other, our colleagues could work at home in a concentrated and undisturbed manner.”

Wed, 13 Jul 2022 21:14:00 -0500 Author: Jens Dose en-US text/html https://www.cio.com/article/402912/progress-report-a-cios-cloud-migration-journey-to-s-4hana.html
Killexams : Warehouse Management System Global Market Report 2022

DUBLIN, July 25, 2022 /PRNewswire/ -- The "Warehouse Management System Global Market Report 2022" report has been added to ResearchAndMarkets.com's offering.

This report provides strategists, marketers and senior management with the critical information they need to assess the global warehouse management system market.

This report focuses on warehouse management system market which is experiencing strong growth. The report gives a guide to the warehouse management system market which will be shaping and changing our lives over the next ten years and beyond, including the markets response to the challenge of the global pandemic.

Reasons to Purchase

  • Gain a truly global perspective with the most comprehensive report available on this market covering 12+ geographies.
  • Understand how the market is being affected by the coronavirus and how it is likely to emerge and grow as the impact of the virus abates.
  • Create regional and country strategies on the basis of local data and analysis.
  • Identify growth segments for investment.
  • Outperform competitors using forecast data and the drivers and trends shaping the market.
  • Understand customers based on the latest market research findings.
  • Benchmark performance against key competitors.
  • Utilize the relationships between key data sets for superior strategizing.
  • Suitable for supporting your internal and external presentations with reliable high quality data and analysis

Major players in the warehouse management system market are Manhattan Associates, Oracle Corp., Infor, PTC, SAP SE, PSI Logistics GmbH, IBM Corp., Tecsys, Blue Yonder, Honeywell International Inc, Technology Solutions (UK) Ltd, HighJump Software, Synergy Ltd, Made4net and JDA Software Group Inc.

The global warehouse management system market is expected to grow from $2.39 billion in 2021 to $2.74 billion in 2022 at a compound annual growth rate (CAGR) of 14.77%. The growth is mainly due to the companies rearranging their operations and recovering from the COVID-19 impact, which had earlier led to restrictive containment measures involving social distancing, remote working, and the closure of commercial activities that resulted in operational challenges. The market is expected to reach $4.83 billion in 2026 at a CAGR of 15.15%.

The warehouse management system market consists of sales of warehouse management services by entities (organizations, sole traders and partnerships) which are used by companies to manage and control daily warehouse operations, from the moment goods and materials enter a distribution or fulfilment centre until the moment they leave. Warehouse management systems include inbound logistics and outbound logistics tools for picking and packing processes, resource utilization, analytics, and others.

The main warehouse management system offerings include software and services. Warehouse management system software are used to control and manage daily warehouse operations. The warehouse management system software helps in managing and controlling regular warehouse operations. It directs inventory in managing, picking, and shipping of orders, and guides the system automatically on picking and shipping items.

The different warehouse management system deployment modes include on premises and cloud. The warehouse management system functions include labor management system, analytics and optimization, billing and yard management and systems integration and maintenance, which are used for applications in transportation and logistics, healthcare, retail, manufacturing, food and beverage and other applications.

North America was the largest region in the warehouse management system market in 2021. Asia Pacific is expected to be the fastest-growing region in the forecast period. The regions covered in this report are Asia-Pacific, Western Europe, Eastern Europe, North America, South America, Middle East and Africa.

Increasing demand from e-commerce companies for larger warehouses with better tracking and forecasting is expected to drive the warehouse management system market. The growing e-commerce industry requires continuous tracking of all the equipment and inventory forecasting to keep up the demand and maintain larger cargo movement.

For instance, a study from a research firm Knight Frank reported that the annual warehousing transactions in India are expected to increase from 31.7 million square feet in 2021 to 76.2 million square feet in 2026. Therefore, increasing demand from e-commerce companies is expected to boost the market during forecast period.

Technological advancement is a key trend gaining popularity in the warehouse management system market. Technological advancement is a discovery of knowledge that advances technology. For instance, in May 2020, a US-based provider of technology solutions for distribution centers launched the Manhattan Active Warehouse Management solution, which marks the world's first cloud-native enterprise-class warehouse management system (WMS). The new warehouse management system unifies every aspect of distribution and contains unified control, which allows management team members to quickly visualize, diagnose and take action anywhere in their supply chain.

The countries covered in the warehouse management system market report are Australia, Brazil, China, France, Germany, India, Indonesia, Japan, Russia, South Korea, UK, USA.

Key subjects Covered:

1. Executive Summary

2. Warehouse Management System Market Characteristics

3. Warehouse Management System Market Trends And Strategies

4. Impact Of COVID-19 On Warehouse Management System

5. Warehouse Management System Market Size And Growth
5.1. Global Warehouse Management System Historic Market, 2016-2021, $ Billion
5.1.1. Drivers Of The Market
5.1.2. Restraints On The Market
5.2. Global Warehouse Management System Forecast Market, 2021-2026F, 2031F, $ Billion
5.2.1. Drivers Of The Market
5.2.2. Restraints On the Market

6. Warehouse Management System Market Segmentation
6.1. Global Warehouse Management System Market, Segmentation By Offering, Historic and Forecast, 2016-2021, 2021-2026F, 2031F, $ Billion

6.2. Global Warehouse Management System Market, Segmentation By Deployment, Historic and Forecast, 2016-2021, 2021-2026F, 2031F, $ Billion

6.3. Global Warehouse Management System Market, Segmentation By Function, Historic and Forecast, 2016-2021, 2021-2026F, 2031F, $ Billion

  • Labor Management System
  • Analytics And Optimization
  • Billing And Yard Management
  • Systems Integration And Maintenance

6.4. Global Warehouse Management System Market, Segmentation By Application, Historic and Forecast, 2016-2021, 2021-2026F, 2031F, $ Billion

  • Transportation And Logistics
  • Healthcare
  • Retail
  • Manufacturing
  • Food And Beverage
  • Other Applications

7. Warehouse Management System Market Regional And Country Analysis
7.1. Global Warehouse Management System Market, Split By Region, Historic and Forecast, 2016-2021, 2021-2026F, 2031F, $ Billion
7.2. Global Warehouse Management System Market, Split By Country, Historic and Forecast, 2016-2021, 2021-2026F, 2031F, $ Billion

For more information about this report visit https://www.researchandmarkets.com/r/hy0wjz

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Killexams : Sustainability: Hype Or Necessity For Growing Distributors?

By Magnus Meier, Global Vice President, Wholesale Distribution, SAP

Today's supply chains and brand reputations are so fragile that one regulatory violation or contamination event can shut down a business, sometimes with little to no notice that a problem ever existed in the first place. And with margins averaging between 0.5% and 1.5% industry-wide, it’s no wonder that midsize distributors are considering sustainability-related investments to protect themselves.

A global analysis by SAP Insights reported that many growing distributors have sustainability directly incorporated into their revenue growth and efficiency improvement strategies. In addition, surveyed business leaders ranked sustainability as equally crucial as traditional drivers, such as introducing new products and services, improving customer experiences, and innovating new products, services, and technologies.

Business leaders participating in the SAP Insights survey of midsize distributors acknowledged being worried about geopolitical risks as well. They placed fear of economic stagnation, cybersecurity breakdowns, and employment crises at the top of their list. The ripple effects of an expanding landscape of economic and societal challenges ‒ including climate change and a global shortage of natural resources ‒ were also cited as major concerns.

It's time to establish sustainability rigor

The key to overcoming all these threats is acquiring the rigor and commitment of a sustainable business. When sustainability concerns are addressed meticulously, growing distributors are better positioned to increase their business performance today, respond to risks effectively in the future, and remain competitive for the long term.

MORE FROM FORBESSAP BrandVoice: Learn How PwC Helps Its Customers Achieve Their Climate Targets

Consider Germany's soon-to-be-enforced supply chain act, Lieferkettengesetz. The act will target frequent supply chain violations, including child labor and human exploitation, discrimination, inadequate safety and work conditions, water and air contamination, and inappropriate use of pesticides. But, more importantly, every requirement impacts multiple aspects of the global supply chain ‒ including the raw material source, production, and transport and delivery services.

Since laws like Germany's supply chain act are being passed and implemented at a brisk rate worldwide, distributors must invest in technological and operational changes. Doing so helps organizations stay compliant, avoid expensive penalties, safeguard profitability, and capture new opportunities.

They can also leverage subsidy incentives to lower the expense of improvements, such as installing solar panels or EV charging stations and buying electric vehicles. Furthermore, leveraging environmentally friendly product designs, sourcing locally, and offering services that guide customers toward more sustainable consumption can reduce emissions, shrink operational inefficiencies, and extend product life.

The bullwhip effect of technology adoption

The opportunities offered by sustainable operations are, without question, tremendous. But seizing them requires a comprehensive digital strategy that delivers the capabilities midsize distributors need to make the best use of their current financial resources and headcount.

Nearly every distribution leader (90%) interviewed by SAP Insights recognized a positive relationship between their organization's transformation and their business's overall performance. Furthermore, approximately half claimed to have made progress in achieving planned changes.

MORE FROM FORBESSAP BrandVoice: Why Sustainability Matters To Finance Leaders In Growing Companies

The SAP Insights survey also found that 79% of organizations view technological transformation as a critical necessity over the next three to five years. This trend is likely in response to the constant introduction of new industry risks and expectations. This realization has led to technology investments focused on critical capabilities, namely cloud computing, cybersecurity infrastructure, collaboration tools, business intelligence, and automation.

As a result of their digital transformation efforts so far, many growing distributors are setting sustainability principles that meet their own vision and their customers' expectations. For example, some are enabling entirely paperless, completely automated, and highly transparent processes that support the delivery of small batch orders and large-scale movement of goods ‒ from origination to the last mile.

The foundation for ongoing business growth

Growing distributors will continue to encounter one fire drill after another, flip-flopping between under-supply and over-supply and the cash flow and inventory issues that come with it. But those that navigate these challenges with a strategic view of sustainability ‒ as an operational necessity, not marketing hype ‒ can set themselves up for long-term growth.

Discover how midsize companies are rethinking organizational priorities, opportunities, and risks in the SAP Insights research study “The Transformation Mindset: How Distributors Are Rethinking Digitalization and Sustainability.

Sun, 17 Jul 2022 11:59:00 -0500 SAP Guest en text/html https://www.forbes.com/sites/sap/2022/07/18/sustainability-hype-or-necessity-for-growing-distributors/
Killexams : OutSystems joins SAP PartnerEdge program to support SAP S/4HANA migration

COMPANY NEWS: OutSystems, a global leader in high-performance application development, today announced it has become an official member of the SAP PartnerEdge program, with a Build focus, underscoring its commitment to providing high-value low-code to businesses using SAP solutions. While twice as many OutSystems customers connect to SAP technologies as any other system of record, the new relationship will make it even easier for additional businesses within the SAP ecosystem to discover and connect with OutSystems.

Through participation in the SAP PartnerEdge program, OutSystems is able to integrate its offering with SAP solutions. The SAP Integration and Certification Centre (SAP ICC) has certified that the OutSystems Platform (OutSystems 11) integrates with SAP S/4HANA and SAP NetWeaver using standard integration technologies. The relationship makes it easier for businesses to interoperate with SAP S/4HANA by building new customer experiences, critical customisation and application development capabilities, innovative customer and partner portals, and smooth enterprise system migration. Integration with SAP technologies is one of the most common use cases for OutSystems customers as they look for solutions to unlock business innovation, team productivity, and investments in SAP offerings.

“Enterprise teams face significant pressure to deliver sustainable business results, which means more applications, at faster speed, with peak performance, and this is what our integration with SAP solutions is doing for companies today,” said OutSystems founder and CEO Paulo Rosado.

“It’s now easier for enterprises to activate their investments in SAP technologies by building business-critical apps that help Excellerate operations, customer experiences, processes and migrations to SAP S/4HANA. Our high-performance low-code solution gives customers the power to develop, test, and scale applications with less time and expense, creating opportunities for continuous innovation.”

The OutSystems Platform allows businesses to rebuild custom business logic to keep the core clean as they migrate to SAP S/4HANA. Examples of OutSystems’ implementations that have made fast, effective innovation more accessible to developers include:

  • Multibillion-dollar IT distributor Redington Gulf used OutSystems and robotic process automation (RPA) to modernize their SAP instance and build a rebate management system on top of the SAP application in only three weeks.
  • European Supermarket chain COOP created a new Store Operations Application integrated with Bapi, which saved store employees up to 45 minutes per day on standard procedures like waste registration, ordering, and due date checks.
  • Environmental, waste management and recycling technology company ISB Global created and deployed a mobile app that helps field and remote employees record and monitor customer service requests more effectively.

OutSystems customers can leverage free, pre-built code components and integrations, including ones built specifically for SAP solutions, in the OutSystems Forge – the company’s open source repository of reusable, open code modules, connectors, UI components, and business solutions that help speed app delivery. New Forge offerings include a UI theme pack for SAP Fiori® to help customers integrate visually with other SAP applications.

Developers can try OutSystems with a free trial version and experience these capabilities directly by clicking here.

About OutSystems
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Killexams : She had it better than most Arizona prisoners, but says she still faced racism and labor abuse.

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Killexams : Here’s Exactly What a Poison Ivy Rash Can Look Like

Another scenario is your poison ivy rash could appear to spread. This is actually because varying parts of the skin that came in contact with the plant may absorb the oil at different rates, so the rash may appear at different times, according to the U.S. Food and Drug Administration (FDA).

A poison ivy rash doesn’t usually cause long-term symptoms or skin damage, but you may notice some areas of hyperpigmentation or slightly darker skin where the rash formed.2  Because poison ivy can cause intense itching and blistering, you’re also more vulnerable to a possible skin infection if you scratch the area incessantly and introduce bacteria, according to the Mayo Clinic. If you notice pus oozing from the blisters, warmth in the area, or a fever, it’s time to call your doctor.

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How do I know I’m dealing with poison ivy rash symptoms and not something else?

A poison ivy rash can look like a lot of other skin issues, which makes it tough to know exactly what you need to treat. Some other skin symptoms that may look like a reaction to poison ivy include:

  • Reactions to similar plants that contain urushiol, such as poison oak. This means the treatment would generally be the same.
  • Pemphigus is a rare group of autoimmune disorders that causes blisters to appear on the skin and mucous membranes in the nose, mouth, eyes, throat, and genitals.
  • Shingles, also known as herpes zoster, is a viral infection that causes a very painful rash.
  • Allergic reactions to medications can start as a rash with spots that spread and merge.

If you’ve been outside and working with plants (like pulling weeds or hiking), this may be a clue that your rash is due to poison ivy, oak, sumac, or another type of plant your skin may not have agreed with.

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What are the best treatments for a poison ivy rash?

If you know you have come in contact with poison ivy, the first thing you should do is wash any affected areas with soap and water. The leaves have a plant oil that likes to stick to your skin and spread if not properly washed off, per the Mayo Clinic. If a rash develops, over-the-counter 1% hydrocortisone cream can be helpful with the itching and inflammation, Dr. Flamm says. Applying calamine lotion, that chalky pink paste you likely used on bug bites as a kid, may also help to reduce itching and discomfort.

“Cool compresses, colloidal oatmeal baths, and oral antihistamines can also be helpful for the itchiness associated with the rash,” Dr. Flamm adds. Just note that while taking antihistamines, such as diphenhydramine (Benadryl) may help, applying topical antihistamine creams can actually make your rash worse.1

While most people can treat poison ivy at home, sometimes you may not be most people. If your rash involves your face or a significant portion of your body, is affecting your daily life because it’s extremely itchy or painful, or just seems to be getting worse, it’s time to ask a pro for help. “Your doctor can prescribe you stronger topical or oral medications to help with the rash and itch,” Dr. Flamm explains.

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Killexams : 96 Percent of the Indian Businesses Are Focusing on Sustainable Travel: SAP Concur Survey
New Delhi, India:  A new study by SAP Concur, a provider for integrated travel, expense and invoice management solutions has discovered that while managing corporate travel 96% of all businesses across India say their companies are actively focusing on sustainability.
 
This widespread determination to be environmentally sustainable has been revealed in new research released ahead of World Environment Day. The SAP Concur APAC Sustainability Survey was conducted by Consulting Group – Asia Insight, polling 648 senior and mid-level managers in corporate travel, finance, HR, procurement, and sustainability across Australia, China, India, Malaysia, Singapore, and South Korea. There were 110 respondents from India.
 
According to the Air Transport Action Group, aviation is responsible for 12% of CO2 emissions from all transport sources; and the World Resources Institute reported that business travel represents about 15% to 20% of global travel.
 
India commits to sustainable travel
 
Many companies have gone beyond articulating sustainability principles to putting things into practice through their corporate travel policies, driven by their leaders.
 
About 62% of the respondents said their “senior leadership” is driving the sustainability agenda for corporate travel. This group comes ahead of “employees” (58%), “those responsible for sustainability initiatives” (47%), and “those responsible for corporate travel” (46%).
 
The survey also suggested organisations are investing in sustainability outcomes. More than half of the Indian firms surveyed (52%) said they committed resources to championing sustainability. About 29% of the firms have someone who manages sustainability as part of their role, while 23% have dedicated personnel handling sustainability.

“The research findings were a significant departure from the pre-pandemic days where Indian organisations were more concerned about travel cost savings than the environmental impact of their actions,” said Matt Goss APAC SVP.
 
“I believe that as flying time reduced, and emissions dropped during Covid-19 lockdowns, organisations realised the possibilities of sustainable travel, and stakeholders became more motivated to take action. This shift of focus to bigger picture issues is a pivotal moment – not just for businesses to run better and be more profitable, but for more sustainable business practices to take root.”
 
Such business practices include the enablement of pre-trip approvals, and the provision of sustainable travel and accommodation options for employees’ selection.
 
Technology is key to overcoming implementation challenges
 
Despite that intention, businesses outlined a range of priorities for sustainable travel, based on their goals to:

  • Increase brand reputation (90%)
  • Have positive brand awareness and reputation externally (88%)
  • Increase operation efficiency (88%)

Other priorities include increasing brand equity (86%) and reducing costs (84%)
 
But challenges remain. Hurdles organisations faced in implementing a sustainable travel system included:
  • A lack of budget (41%)
  • A lack of professional tools to visualise environmental impact of travel (39%)
  • A lack of flexibility and adaptability of current policies (39%)
  • A lack of training or personnel knowledge on sustainability issues (36%)
 
Many Indian organisations (86%) already realise they need to harness technology to become sustainable effectively. About 52% currently have software in place to support corporate travel and expense management, while 34% plan to acquire such software “very soon”. About 83% of Indian respondents said they have good or excellent business travel data for their software to analyse.
 
“It’s clear from the study that organisations are brimming with interest and intent to embrace sustainable travel,” said Matt Goss APAC SVP. "For those that lack implementation know-how, technology could point a way forward – in terms of helping guide employees to sustainable itinerary options, tracking emissions, and ultimately formulating more efficient and sustainable travel strategies. Firms should examine how these tools can support their broader sustainability goals.”
 
SAP Concur solutions aim to enable sustainable travel management to assist organisations to make informed travel choices, track and manage results, and measurably demonstrate their actions’ impact to the environment. When complemented by SAP’s sustainability tools, organisations can be empowered to measure, manage, and mitigate emissions across their whole business.
 
The SAP Concur APAC Sustainable Business Travel Survey, conducted by Consulting Group – Asia Insight, covered senior and mid-level managers in Corporate Travel, Finance, HR, Procurement and Sustainability residing in Australia, China, India, Malaysia, Singapore and South Korea. There were 648 respondents in total (slightly over 100 per market). Organisation headcount breakdown: 1,000 and above: 49%; 500-999: 25% and 100-499: 26%.

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Killexams : 96 Percent of the Indian Businesses Are Focusing on Sustainable Travel: SAP Concur Survey 96 Percent of the Indian Businesses Are Focusing on Sustainable Travel: SAP Concur Survey
SAP Concur (BusinessWire India)
2022-07-26
Business Wire India
A new study by SAP Concur, a provider for integrated travel, expense and invoice management solutions has discovered that while managing corporate travel 96% of all businesses across India say their companies are actively focusing on sustainability.
 
This widespread determination to be environmentally sustainable has been revealed in new research released ahead of World Environment Day. The SAP Concur APAC Sustainability Survey was conducted by Consulting Group – Asia Insight, polling 648 senior and mid-level managers in corporate travel, finance, HR, procurement, and sustainability across Australia, China, India, Malaysia, Singapore, and South Korea. There were 110 respondents from India.
 
According to the Air Transport Action Group, aviation is responsible for 12% of CO2 emissions from all transport sources; and the World Resources Institute reported that business travel represents about 15% to 20% of global travel.
 
India commits to sustainable travel
 
Many companies have gone beyond articulating sustainability principles to putting things into practice through their corporate travel policies, driven by their leaders.
 
About 62% of the respondents said their “senior leadership” is driving the sustainability agenda for corporate travel. This group comes ahead of “employees” (58%), “those responsible for sustainability initiatives” (47%), and “those responsible for corporate travel” (46%).
 
The survey also suggested organisations are investing in sustainability outcomes. More than half of the Indian firms surveyed (52%) said they committed resources to championing sustainability. About 29% of the firms have someone who manages sustainability as part of their role, while 23% have dedicated personnel handling sustainability.

“The research findings were a significant departure from the pre-pandemic days where Indian organisations were more concerned about travel cost savings than the environmental impact of their actions,” said Matt Goss APAC SVP.
 
“I believe that as flying time reduced, and emissions dropped during Covid-19 lockdowns, organisations realised the possibilities of sustainable travel, and stakeholders became more motivated to take action. This shift of focus to bigger picture issues is a pivotal moment – not just for businesses to run better and be more profitable, but for more sustainable business practices to take root.”
 
Such business practices include the enablement of pre-trip approvals, and the provision of sustainable travel and accommodation options for employees’ selection.
 
Technology is key to overcoming implementation challenges
 
Despite that intention, businesses outlined a range of priorities for sustainable travel, based on their goals to:

 

  • Increase brand reputation (90%)
  • Have positive brand awareness and reputation externally (88%)
  • Increase operation efficiency (88%)

Other priorities include increasing brand equity (86%) and reducing costs (84%)
 
But challenges remain. Hurdles organisations faced in implementing a sustainable travel system included:

 

  • A lack of budget (41%)
  • A lack of professional tools to visualise environmental impact of travel (39%)
  • A lack of flexibility and adaptability of current policies (39%)
  • A lack of training or personnel knowledge on sustainability issues (36%)
 
Many Indian organisations (86%) already realise they need to harness technology to become sustainable effectively. About 52% currently have software in place to support corporate travel and expense management, while 34% plan to acquire such software “very soon”. About 83% of Indian respondents said they have good or excellent business travel data for their software to analyse.
 
“It’s clear from the study that organisations are brimming with interest and intent to embrace sustainable travel,” said Matt Goss APAC SVP. "For those that lack implementation know-how, technology could point a way forward – in terms of helping guide employees to sustainable itinerary options, tracking emissions, and ultimately formulating more efficient and sustainable travel strategies. Firms should examine how these tools can support their broader sustainability goals.”
 
SAP Concur solutions aim to enable sustainable travel management to assist organisations to make informed travel choices, track and manage results, and measurably demonstrate their actions’ impact to the environment. When complemented by SAP’s sustainability tools, organisations can be empowered to measure, manage, and mitigate emissions across their whole business.
 
The SAP Concur APAC Sustainable Business Travel Survey, conducted by Consulting Group – Asia Insight, covered senior and mid-level managers in Corporate Travel, Finance, HR, Procurement and Sustainability residing in Australia, China, India, Malaysia, Singapore and South Korea. There were 648 respondents in total (slightly over 100 per market). Organisation headcount breakdown: 1,000 and above: 49%; 500-999: 25% and 100-499: 26%.
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