SAP has introduced their all-new IDES or Internet Demonstration and Evaluation System that works in the R/3 System and represents a model company. It contains application data for various business scenarios that can be run in the SAP System and can be used to reflect real-life business requirements and has access to many realistic characteristics. It uses an easy-to-follow business scenario to show you the comprehensive functions of the R/3 System. Along with the functionality, it focuses on business processes and their integration as well.
The main highlighting advantages of this are the individual demos that provides the users with an overview of the master data and contain step by step instructions on how to execute the individual processes.
You need to carry out the following steps in doing this entire process:
Here are some System Requirements to install this IDES Installation:
I recommended you create a System Restore Point. This is because while doing these types of modifications, there are chances that something breaks on the software side of your computer. Or, if you do not have any habit to make a system restore point, I would encourage you to create one frequently.
First of all, start by downloading SAP IDE from HEC Montreal here.
Extract the archive you just downloaded and open the extracted folder. Double click on SetupAll.exe to run that file.
If you get a UAC or User Account Control Prompt, click on Yes.
The Installer will now open. Click on Next.
On the next screen, you will get a list of components that you need to install. Make sure that you select only these three,
Finally, click on Next.
On the next screen, you will be asked to select a default path for installation. However, the default path will be,
Click on Next. It will now start to install the software on your computer.
After the installation is complete, click on Close.
Start by downloading the Patch for SAP GUI from here.
Double click on run the patch installer.
Click on Next to start the installation. After the installation is done, click on Close to finish installing the patch.
Download the Hotfix installer from here.
Continue the installation for this hotfix just in a similar manner to the Patch for SAP GUI.
Start by searching for SAP Log on in the Cortana Search box and click on the appropriate result.
Now, after the SAP Log on Dashboard is open, click on New Item.
You will get a list for SID Entries, from that list, select User Specified System and then click on Next.
Select the Connection Type as Custom Application Server and configure it with the following credentials,
Now click on Next.
For the connection configuration, do not change any predefined settings.
Click on Next.
Finally, select your preferred language and encoding and click on Finish.
You have created your development server, and you can now select it and click on Log On to log on to that server.
Vodafone has announced it is migrating its SAP S/4HANA ERP platform from a on-premises installation to Google Cloud.…
In a statement released today, the global telecoms firm, which boasts a revenue of around €45.58 billion (c $44 billion), said it had been running on on-premises for 15 years, "during which time it has significantly grown in size, making this one of the largest and one of the most complex SAP migrations in EMEA."
The company is in the top five mobile network operators in the world, and is the biggest outside of India and China, with 300 mobile subscribers across 21 countries.
"By integrating its cloud-hosted SAP system to its data ocean running on Google Cloud, Vodafone aims to introduce operational efficiency and drive innovation," the company said.
Vodafone is migrating its SAP system, the backbone for its financial, procurement and HR services, to Google Cloud.
Until November 2019, Vodafone was running single-instance SAP Enterprise Core Components (ECC) but managed to upgrade its on-prem system to the five SAP S/4 Hana instances worldwide in an upgrade programme which took around 18 months, according to reports.
At the time, CIO Ignacio Garcia said the company would "eventually" move its S/4HANA instances to the cloud.
Just three years later, the world's second-largest mobile phone company is decided to move those instances to Google Cloud, in line with a broad strategy for corporate data.
According to the corporation, Vodafone will launching "EVO2CLOUD" to migrate its financial, procurement and HR services SAP S/4HANA workloads to Google Cloud. "It's the backbone of ... internal and external operations. High availability and reliability are fundamental requirements to ensure smooth operation with minimal downtime. Moreover, hosting SAP on Google Cloud is a foundation for digital innovation and maintaining cybersecurity," the company said.
Vodafone said it foresees a "step change in its operating model" because of its ability to use Google Cloud M1 and M2 infrastructure on demand.
According to Google, the M1 machine series has up to 4TB of memory, while the M2 machine series has up to 12TB of memory. "These machine series are well-suited for large in-memory databases such as SAP HANA, as well as in-memory data analytics workloads," Google said in a post.
Vodafone also said it would increase its release-cycle frequency for its SAP software from bi-annual rollouts to weekly release cycles, increasing agility and introducing features faster. It did not indicate when it expected to complete the migration.
Vodafone and Google offered scant detail on how they intended to proceed with the migration but the size of the challenge will depend on the extent of customisation it made or replicated from ECC when moving to S/4HANA.
Experts have warned that users will have to wave goodbye to customizations as they move ERP to the cloud.
For example, in 2021 CEO of the Americas' SAP Users' group (ASUG) Geoff Scott warned SAP users there was much more to consider than just software and IT infrastructure.
"The traditional on-prem, highly customised ERP solution, absolutely, positively has to supply way to a more SaaS-based ERP solution," he said.
"You need to spend some careful time looking at how your business is operating and perhaps the way you've operated a certain business process five years ago is not the way you want to operate it today. Thinking about how your business is operating in a post-pandemic world, there could be a lot of opportunities for you to take a look at," Scott said.
Vodafone's move is in line with its decision to use Google as the main provider for its analytics platform using BigQuery and other data products hosted on Google cloud.
It's worth noting though that Vodafone also remains a customer of Teradata and Oracle in its enterprise analytics stack. ®
Clawing at the sky like gnarled bursts of lightning, the 130-year-old grapevines at Bedrock Vineyard in Sonoma are pillars of survival. There are nearly 30 varieties in this vineyard — burly, twisted limbs pruned goblet-style.
They look like trees in an arthritic pygmy forest.
Bedrock Vineyard was planted in 1888 and today is meticulously cared for by winemaker Morgan Twain-Peterson and his father, winemaker Joel Peterson.
The 35-acre “field blend” vineyard contains zinfandel, alicante bouchet, mourvedre, carignane, tempranillo and petite sirah, as well as more obscure varieties, such as peloursin, mondeuse, negrette, serine and more, many of which are combined to produce Twain-Peterson’s award-winning wines.
These are some of Sonoma County’s oldest vines. But the story behind them is sometimes muddied with myth.
Some say they were planted by Italian winemakers. Others believe they were planted haphazardly, because there are so many varieties in a single vineyard.
But in fact, these vines — sometimes encompassing up to 50 varieties in a single vineyard — were planted with great deliberation and foresight. And that foresight is still paying off today, according to John Olney, winemaker at Ridge Vineyards in Dry Creek Valley.
“The proof is in the pudding when it comes to field blends,” Olney said. ”People were deliberate in choosing the grapes they did because it’s clear they complement each other.”
But how did so many varieties come to be in one vineyard?
The answer is rooted in the crisis that nearly ended grape growing in Sonoma County for good.
These intermingled varieties — recognized as field blends — were no accident or haphazard experiment.
“Field-blend vineyards came out of a concerted, organized effort to produce higher-quality, well-balanced wines in the 1880s,” said Twain-Peterson, winemaker and owner of Bedrock Wine Co. in Sonoma. “It all started with phylloxera.”
In 1873, grape phylloxera — a destructive, sap-sucking insect that feasts on the roots of certain Vitis grapevine species — was officially documented in California, in a vineyard 2 miles north of the town of Sonoma. By the 1880s, phylloxera had quickly spread from Sonoma County to vineyards across the state, decimating every vineyard in its path.
Thousands of diseased vines were ripped out in California, leaving empty fields across the landscape. Bedrock Vineyard was first planted in 1854, but like every vineyard in the state, it, too, was wiped out by the scourge.
Faced with a potential death knell for California’s burgeoning commercial grape industry, state legislators went back to the basics to find a way forward for grape growers.
They established the Board of State Viticultural Commissioners, a collaborative of scientists, academics, winemakers and nurserymen who hopefully could solve the phylloxera crisis, set standards for grape imports and Excellerate wine quality overall.
The board and its chief executive viticultural officer, Charles Wetmore, worked with growers and nurserymen to test 200 grape varieties to determine which vines would perform best, given the state’s weather and soil conditions.
They found they could control phylloxera by grafting imported grapevines onto American Vitis rootstock known as St. George. Now, the viticultural board could provide science-backed guidance to growers on which grape varieties to plant.
“Phylloxera really forced growers to wipe the slate clean and pull out vines that made no sense in California,” Olney said. “What we ended up with are these diversely planted vineyards that continue to produce extremely well-balanced wines. Field blends are the silver lining of phylloxera.”
Not only that, the solution the board came up with more than a century ago still has value today in another sense, as grape growers look for stability in a climate that is growing hotter and drier.
At Ridge’s Geyserville vineyard, the “Old Patch” is comprised of vines more than 130 years old. At the winery’s Lytton Springs vineyard in Dry Creek Valley, there are centenarian vines.
In both locations, zinfandel vines are intermixed, or “interplanted,” with carignane, petite sirah, mataro (mourvedre) and other grapes, which are used to produce Ridge’s highly regarded wines.
“Zinfandel grapes produce a lot of sugar, typically at the expense of acidity,” Olney said. “Carignane is the opposite. It adds acidity, so when it’s blended with zinfandel it keeps the wine fresh and focused, with flavors more in the red fruit spectrum. Carignane is really important grape for us. It’s going to be even more so as the climate gets warmer.”
The idea of a regulated utility providing energy-as-a-service (EaaS) may seem redundant. Utilities have been in the business of delivering electricity since the late 19th century, after all. How might this particular wrinkle on XaaS (everything-as-a-service) be different than that pertaining to any other service business just doing what it already does: the transportation-as-a-service of the airline, the dining-as-a-service of a restaurant, or the snipping-as-a-service of a barber, say?
The answer, as those in the business of providing electricity well know, is that a combination of market and regulatory pressures, environmental concerns, geopolitical disruptions, consumer preferences and technological advances is fast changing how and where electricity is generated, used and stored. That, in turn, is altering the historically straightforward relationship between utilities and their customers.
The global push toward distributed renewable-energy generation (as in rooftop solar panels) and, to a lesser extent, storage (such as wall-mounted battery packs) is the primary driver of this evolving relationship. Electricity consumers have forever paid simple bills for power generated centrally and delivered through traditional, one-way transmission and distribution infrastructure. Those consumers are morphing into “prosumers” who use as well as produce electricity — and even into “flexumers,” who not only consume and produce, but also lend flexibility to the grid.
Energy-as-a-service represents a profound change in the way utilities do business. With that change come challenges — and also big opportunities.
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The implications for utilities are hard to miss. If you make your money by delivering electrons, and prosumers and flexumers are using fewer of your electrons because they’re producing and storing electrons of their own, you’re going to make less money.
The key question for utilities is this: How do you grow earnings despite selling fewer kilowatt-hours amid a rapidly evolving power-generation and consumption paradigm involving the mass uptake of products such as solar panels, heat pumps, battery packs, demand-side management add-ons to cycle air conditioners on and off and energy-efficiency-enhancing hardware such as smart thermostats, to name a few. EaaS for electric utilities is about the servitization of these sorts of products — combined with traditional electricity delivery as well as new service offerings — as a central element of a more sustainable, renewable, efficient and holistic energy production and delivery ecosystem with the utility at its nexus.
A new business model
The International Renewable Energy Agency has categorized public-utility EaaS opportunities into three general areas. Energy advice harnesses a utility’s expertise to help customers identify opportunities to optimize energy consumption and minimize cost. This drives sales for other services and, potentially, can generate fee-based revenue. Next is the sale and installation of energy assets and end-to-end services related to renewable energy generation and storage systems. Finally, energy management involves the monitoring, control and optimization of a customer’s power production and usage over time, again with an emphasis on efficiency and cost savings.
One might ask whether a utility shouldn’t simply farm out these sorts of services via energy-services companies (ESCOs, which profit from their clients’ energy savings), information and communications technology companies (ICTs, whose technologies provide insights and fine-grained energy management capabilities) and others. It will take a village of players to realize EaaS, after all. But utilities should ask themselves the degree to which they should cede this new terrain to others — as opposed to exploiting both their historic status as natural monopolies and their hard-earned brand equity as energy providers and trusted partners.
The vision should be of a one-stop shop for all things energy-related, and such “shops” are desperately needed. Consumers and businesses are increasingly faced with complex questions related to their energy use and production: How many and what sorts of solar panels may be appropriate? What’s the right heat pump or whole-house fan or wall-mounted battery box? How can different elements of a prospective prosumer’s portfolio most optimally combine? What energy-efficiency measures offer the most favorable payback? What financing options and rebates are available? What smart-home options are out there? How might an electric vehicle (EV) alter a household’s energy calculus?
A utility pursuing EaaS must be able to do more than just answer these sorts of questions. It must be able to profit from those answers through an ability to assemble bundles of products and services that help the utility make money while benefitting its customers and the planet.
Doing so lets the utility retain and expand upon its natural role at the hub of all things electric — a role that will only grow with the global drive toward the electrification of transportation and space heating. Consider also that the utility’s scale and, in a given geography, total market penetration, position it to harvest efficiencies others simply can’t.
It alone has comprehensive insights into who’s producing and consuming how much energy, when and where. The utility knows the local high school is sipping electricity at midnight even as the factory a few miles down the road is ramping up its third shift. It knows who has wireless demand-side management switches hooked to their air conditioners and how the weather — which can influence not only cooling demand but also the variable production of wind and solar — is likely to influence how many of those switches will need to cycle AC units off to shave summer demand peaks. Machine learning and artificial intelligence (AI) will increasingly be coming into play, and with both, scale is indispensable to accuracy. Consider the potential of AI in managing and fine-tuning the charging of electric-vehicle fleets based on predictive models of individual drivers’ behavior, among other potential applications of these technologies.
For all these reasons, EaaS appears to be the logical way forward for electric utilities — and, perhaps, the only way forward with a growth path. So how to embark on the EaaS journey?
Utilities must adapt to grow revenues despite customers buying less centrally produced energy because they're generating their own.
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Two key building blocks
Delivering on the promise of EaaS requires building for a future rife with uncertainties: ever-evolving market pressures and consumer tastes, technological advances in energy production and storage and shifting regulatory environments among them. The good news is, you can address a lot of that uncertainty by focusing on just two aspects of IT infrastructure: the billing system and the customer service portal.
The focus on billing and customer-service systems is not to discount the importance of systems dedicated to logistics, fulfillment, maintenance, supplier- and subcontractor-relationship management, field-technician solutions, purchasing-related systems and other indispensable aspects of a utility’s IT portfolio. It’s that the changes EaaS bring will manifest primarily in higher transaction volumes for those systems — the functionality, in other words, tends to be there already.
Not so with the billing system, whose upgrading represents an indispensable EaaS investment. Legacy utility billing systems perhaps can handle a few pricing tiers based on seasonality or usage. But they are rarely up to the task of mixing and matching various hardware and service solutions into products designed for different customer segments — or, ideally, targeting individual customers. And if you can’t bill for EaaS bundles, you can’t bundle.
Customer-service portals demand similar enhancement in pursuit of EaaS. Today’s customer-service portals tend to be visually pleasing but light on functionality, perhaps able to deliver service — and outage-related information, possibly capable of generic price comparisons. Next-generation customer-service portals will have the ability to formulate and display EaaS product-and-service bundles based on a customer’s location, usage patterns and other factors.
For example, why not incorporate GIS technologies to identify homes with greater solar-energy production potential and offer them discounts? Why not register that a particular customer was shopping for seven-kilowatt solar-panel packages last time she visited and remind her that customers who shopped for seven-kilowatt packages also looked at 10-kilowatt packages? Why not remind her that, given her tendency to charge her EV during peak hours and high time-of-use rates, a wall-mounted battery would both pay for itself over time and contribute to the stability of the grid, helping her neighbors as well as herself.
A new relationship
This represents a major departure from utility customers’ historic relationship with their energy providers, which generally consisted of touching base on those rare occasions when there was a billing issue, a service outage, or a shutoff and restart of power having to do with relocation. A reacquaintance, on mutually beneficial terms, is long overdue.
EaaS-capable billing systems and customer-service portals are, of course, two sides of the same coin, both indispensable in enabling the flexibility to offer customers what they want (or they don’t yet know they want). That flexibility will be increasingly important as the consumer-to-prosumer/flexumer transition expands out from highly motivated early adopters — who have made the nontrivial effort to familiarize themselves with the details of energy terminology — to mainstream customers lacking the time or interest in steeping themselves in the vagaries of demand-side management, time-of-use pricing and so forth.
One imagines future scenarios in which AI-augmented solutions tease out usage patterns; dynamically assemble portfolios of hardware, service and software solutions based on individual customers’ energy-related expenditures; present bundles of varying ambition and cost to those customers, and then price and bill, based on subscription- or even outcome-based models.
But simpler models supported by upgraded billing solutions and customer-service portals can pay dividends in the near term. Utilities harnessing data available today plus good-old-fashioned human intelligence can manually develop a hierarchy of bundles that nudge reluctant customers — due to financial limitations, unfamiliarity with nontraditional energy technologies, or pure inertia — to dip their toes into renewables. One might start them on a wind-energy package, for example. Then, over time, one can upsell them to community solar, leased rooftop solar, storage systems, smart thermostats, heat pumps, appliances and lighting. As with XaaS in other spheres, the endgame is that the customer doesn’t actually own anything. Rather, it’s all available on a month-to-month, subscription basis.
This is already happening, of course. For more than a decade now, Sunrun and others have been offering residential customers rooftop solar as a service with zero or minimal up-front cost and manageable monthly lease payments over 20 years. The German utility EWE is working with Bosch, Vaillant, Viessmann and others to avail EWE customers of heat pumps and other climate-control systems to EWE customers at a fixed monthly rate. On the business-to-business side, Australia’s AGL offers commercial customers bundles of solar and battery power, energy-efficient lighting, power-factor correction and demand response systems to lower costs and Excellerate overall system reliability. Elsewhere, energy performance contracts (EPCs) and managed energy service agreements (MESAs) are becoming more and more common.
The prospect of rolling out energy-as-a-service can be daunting, but doing so is imperative for future corporate growth and climate stability. Utilities are well positioned in the marketplace and in the public imagination to take advantage of the opportunities that EaaS presents. They can take critical steps in doing so by investing in their customer-service portals and their billing systems — the two key building blocks of the flexibility needed to enable EaaS and thereby position themselves for a future of sustained profitability despite delivering fewer electrons in the name of a sustainable future.
Raik Kulinna is global lead for Energy-as-a-Service at SAP, where he focuses on innovative technologies and new business models within the energy transition, heat transition and circular economy.
Coca-Cola Europacific Partners' Vice President, Customer Service and Supply Chain GB, Javier Sanchez Gandarias, discusses the manufacturer’s latest supply chain innovations and how they will help to reduce GHG emissions by 30% by 2030 and reach net zero by 2040.
During this blisteringly hot summer, no doubt all of us are regularly reaching for a refreshing soft drink in an effort to cool off. However, as consumers we probably don’t pay much thought to how that can or bottle has ended up in our fridge. Yet, with products that are produced in such large quantities, sustainability is a key business driver for Coca-Cola Europacific Partners (CCEP), and as such, the company has undertaken a number of supply chain initiatives, and significant investments, over the last few years to enhance its net zero credentials.
“We want to be a responsible manufacturer here in Great Britain,” said Javier. “As an industry we don’t have all the answers yet but it’s an area that we are exploring because sustainability is at the heart of our business.”
The This is Forward programme is CCEP’s sustainability action plan, which underpins business strategy in Europe. The company is taking action on six key social and environmental areas which will have the most impact.
These are the packaging of the company’s products, redesigning and reimagining how soft drinks are delivered; the drinks themselves, focusing on sugar reduction while offering consumers more choice; being a force for good within society and the communities in Great Britain in which the company operates, while promoting a diverse and inclusive culture; reducing water consumption and protecting local water sources for future generations; and easing pressure on vulnerable supply chains by sourcing ingredients sustainably and responsibly.
In each of these areas CCEP has made a number of commitments that align with the targets underpinning the United Nations (UN) Sustainable Development Goals (SDGs).
As an example, CCEP recently announced the launch of new bottles with attached caps, making it the first major soft drinks company to have made this switch. This will avoid caps being discarded after being removed from the bottle and will help to keep litter under control.
“We recognise our responsibility to make sure our packaging is recovered and recycled as much as possible. This integration is also in line with a transition to 100% recycled plastic in all our half litre bottles across the entire range, which saves 20,000 tonnes of virgin plastic every year,” Javier added.
Furthermore, CCEP has adopted lighter cans, which carry 22% less weight than they did just two years ago, and the company has also moved into the production of Shrink to Board packs. Cans that were being wrapped in plastic are now moving to cardboard, saving 4,000 tonnes of plastic from circulation across Western Europe.
As is often the case in modern manufacturing, a core element of the company’s digital strategy centres around the use of data analytics, which will assist in achieving a more digitalised way of operating.
With the help of SAP, CCEP has an integrated business plan which provides better forecasts and planning, meaning the company can use its network far more wisely. “This means we have more efficient manufacturing and less movement in distribution,” Javier added.
“Our business plan is an end-to-end programme which helps us run a supply chain based on technology. The idea is that we use less energy and are more efficient in the way we operate – less unnecessary movements and changeovers, which greatly impacts our carbon footprint. For example, we’re using real-time visibility to track the way we’re using trucks and distribution to optimise these parts of the business and minimise emissions. Everyone is excited about CO2 reduction, but we need to have the data to back it up.”
To this end Coca-Cola Europacific Partners is collaborating not only with the rest of the Coca-Cola Company, but with the rest of the bottling community across the world, in order to develop a proper method to measure production lines and to have more control over energy consumption.
Javier explained that the majority of Coca-Cola Europacific Partners’ carbon footprint can be attributed to packaging. This is a challenge the company is currently dealing with, and a number of potential options are being assessed in order to reduce the carbon intensity of the company’s packaging. In the future this could involve further optimisation in how cans are manufactured, exploring alternative resins for the plastic bottles or even establishing new ways of selling products i.e. refillable bottles or expanding dispensing options.
Within the manufacturing process, Coca-Cola Europacific Partners is reducing the use of gas at its sites wherever possible, switching the ovens at its Edmonton site to electric, and moving to a 100% renewable electricity source. In terms of distribution the company shifted slightly towards rail last year, primarily to mitigate against the shortage of truck drivers. However, this has also had an impact on the company’s carbon footprint.
“We would like to include rail as part of our agenda, not as a substitute for trucks but a complimentary element to our distribution,” Javier added.
“We’re looking at packaging, manufacturing and distribution. The journey we have ahead of us is challenging but I feel confident that everyone is aligned with finding alternative, more sustainable ways to refresh the world.”
Attached caps boost collection and recycling
New attached caps make it easier to recycle the entire package and ensure no cap gets left behind. Production of bottles with attached caps has commenced at CCEP’s site in East Kilbride, meaning that consumers in Scotland and the north of England may start to see new caps attached to 1.5l bottles of Fanta, Coca-Cola Zero Sugar and Diet Coke. The switch is set to be completed for all plastic bottles across Coca-Cola GB’s range of brands by 2024.
All of Coca-Cola’s bottles, including the caps, have been 100% recyclable for many years. However, not all are recycled and some are discarded and littered. The new design means that the cap stays connected to the bottle after opening, so the whole plastic bottle and attached cap can be recycled together.
In addition, from the end of September, CCEP extended the roll-out of its attached caps to 500ml plastic bottles.
State-of-the-art canning line
A total investment of £28m has been made at CCEP’s manufacturing site in Sidcup. The site, which operates ten production lines and is the only Coca-Cola site in Great Britain to produce 150ml and 250ml cans, has seen the deployment of a state-of-the-art highspeed canning line, capable of producing 2,000 cans per minute.
The investment elevates the site’s capabilities and supports the production of sustainable packaging for CCEP’s brands. The site has already seen a 26% reduction in its carbon footprint since 2010, which can be attributed to a variety of energy saving measures, including the installation of the site’s Automated Storage Retrieval System (ASRS), and has significantly increased efficiencies across the supply chain, saving 3,687 tonnes of CO2 per year and 10,817 road miles by HGV trucks.
The new line has accelerated these carbon savings even further, with the investment helping the business on its mission to become net zero by 2040. The new line has also opened up 19 new job roles in the local area.
Edmonton site: on a journey to carbon neutrality
CCEP’s Edmonton site has seen £42m invested since 2017, with a focus on increasing sustainability initiatives. The aim is for the site to be carbon neutral. Investment in a rear door loading facility has expanded the capacity of the site’s automated warehouse, increasing capacity by 22%.
Having more efficient and capable warehouses results in the use of less external warehouses and movement of trucks. Edmonton has achieved a 70% reduction in carbon emissions by using alternative energy sources where possible, with plans in place to connect to the district heating system, instead of using gas in the site’s boilers.
The site, which has been using 100% renewable electricity for over ten years, has also recently replaced all material handling equipment (MHE), such as forklift trucks, with new models powered by lithium-ion batteries, which produce no carbon emissions in their day-to-day operations.
On a recent site visit, Kate Osamor, MP for Edmonton, said: “This significant investment at Edmonton demonstrates CCEP’s ongoing commitment to sustainability, as well as to the surrounding community and local economy. The business has been a key employer in Edmonton for almost five decades, and it’s fantastic to see how it’s evolved in this time, continuing to invest in sustainability and wellbeing every step of the way.”
Supply chain finance programme with Rabobank
Coca-Cola Europacific Partners (CCEP) has established a new sustainability-linked supply chain finance programme, structured and operated by specialist food and agri bank Rabobank. Rabobank will provide funding to the programme with other banks expected to participate and grow the facility over time.
The programme, one of the first of its kind in the global beverage industry, incentivises and rewards suppliers to make sustainability improvements in their businesses. It will provide competitive financing that is linked to a number of sustainability-driven KPIs for suppliers that, when met, unlock incremental discounts against the initial funding rate, and align with CCEP’s own action to reduce emissions across its entire value chain and reach net zero by 2040.
Over 90% of CCEP’s emissions are attributed to its supply chain, and it has already asked its suppliers to take three actions to make impactful carbon reductions in their businesses: setting and validating reduction targets with the Science Based Targets Initiative (SBTi) by 2023; committing to using 100% renewable electricity across their operations by 2023 and sharing their carbon footprint data. The programme will build on this and set KPIs for suppliers in improving their overall ESG ratings, via assessment from EcoVadis (a leading provider of business sustainability ratings).
Initially launched in Germany, the programme will be expanded to CCEP’s suppliers in the rest of Europe, Australia and New Zealand in future phases.
CCEP will also partner with Rabo Foundation, Rabobank’s social impact fund, to support one of its farmer programmes in Indonesia that promotes the adoption of sustainable practices and farm inputs to increase yields and achieve better long-term economic strength.
Cecilia Harsch has been writing professionally since 2009. She writes mainly home improvement, health and travel articles for various online publications. She has several years of experience in the home-improvement industry, focusing on gardening, and a background in group exercise instruction. Harsch received her Certified Nurses Assistant license in 2004. She attended Tarrant County College and studied English composition.
Have you ever heard of honey fungus? It's well worth getting the lowdown on this problem, so you can identify it quickly if it appears in your garden.
Honey fungus causes branches and roots to die back, and eventually kills backyard trees and shrubs. According to the RHS, it is 'the most destructive fungal disease in UK gardens.' If spotted, you'll definitely want to stop it in its tracks so it doesn't spread.
We've explained all you need to know to tackle this disease, so you can keep your precious plants protected.
The name 'honey fungus' refers to a few different species of the Armillaria genus which kill many types of plants. 'It is characterized by the appearance of honey-hued toadstools and stretchy black bootlace-like rhizomorphs in the soil,' says John Negus of Amateur Gardening.
John NegusGardening Expert
John has been a garden journalist for over 50 years. He has also written four books and delivered many talks on horticulture. He regularly answers readers' questions in Amateur Gardening magazine, including offering advice on plant problems and diseases such as honey fungus.
'This disease clogs the plant’s food and water canals, and causes shoots and roots to die,' John continues. Other symptoms include smaller leaves that are paler than normal, a failure to flower, and cracking of the bark, says the RHS.
You can check if your plants have been affected by exposing a sizeable root and removing a thin sliver of bark. If white mold is visible beneath the bark, combined with a mushroom-like smell, honey fungus is the culprit.
If no white mold is found but your plants seem to be suffering, another cause, such as root death, may be responsible. Check to see if the center of the roots are brown and dead to identify this potential problem.
Many trees, shrubs, and hedging plants are particularly susceptible to honey fungus. These include birches, willows, oaks, photinia, cotoneaster, and rhododendrons.
Some plants, such as pieris, pittosporum, and olive trees, are relatively resistant to the disease. Bamboo and Buxus sempervirens are also less commonly affected, although watch out for box blight with the latter.
It is possible to find honey fungus elsewhere in the garden, such as in pots of spring bulbs, although it won't harm them. To check, remove the compost when the bulbs have finished flowering and are becoming dormant, and tease through it looking for the telltale rhizomorphs. 'If found, bin or burn them,' says John. Avoid adding them to the compost heap as you could end up distributing them around the garden and endangering shrubs and trees.
Honey fungus usually invades rotting tree or shrub stumps and then spreads to other woody plants, says John.
To try and avoid this from happening, when having a tree removed, do your best to remove the tree stump and as many roots as possible (even if this means hiring a professional).
If you do find honey fungus in your garden, it's important to stop it from spreading. When removing infected plants (see below), consider removing nearby plants that seem healthy, too. For instance, if one hedging plant is infected, it may be wise to take out the plants on either side as they have likely been affected via the roots, says the RHS.
Once the infected plants are removed, you could install a barrier made from an impermeable membrane around the area to stop any leftover fragments from spreading.
The RHS also suggests leaving the area 'fallow' – that is, starving it from nutrients for six months to a year – in an attempt to kill any remaining fungus. In the meantime, a gravel garden will prettify the otherwise bare space. Cover the area in weed-suppressing fabric before adding the stones, then arrange an assortment of potted plants for color and interest.
Sadly, honey fungus cannot be cured. Infected plants should be dug up and binned or burned – roots and all – the sooner, the better. 'Do not shred them and add them to the compost heap, because the humus you extract will be infected and contaminate the rest of the garden,' says John.
If digging them out seems like too much work, you can tackle them with a systemic herbicide first, such as Vitax SBK Brushwood Killer or Roundup Tree Stump & Root Killer (both available on Amazon) John continues. 'Simply cut back trees to 12in (30cm) from the ground and, with a sharp knife, make a "frill" of cuts in the bark and paint them with weedkiller. It will travel in the sap stream to kill the roots. When dead, stumps will loosen and can be easily removed.'
If you'd rather attempt to prolong your shrub or tree's life, you can try feeding it monthly from mid-spring to early fall with a balanced granular fertilizer and keep it well-watered in dry spells. Dead branches can also be pruned out. However, honey fungus will kill the plant eventually, and may spread to other nearby plants in the meantime.
Glenda Taylor is a contractor and a full-time writer specializing in construction writing. She also enjoys writing business and finance, food and drink and pet-related articles. Her education includes marketing and a bachelor's degree in journalism from the University of Kansas.
Procurement Software Market Growth Boost by Increasing Acceptance Of Procurement Outsourcing Across Verticals
New York, US, Oct. 06, 2022 (GLOBE NEWSWIRE) -- According to a comprehensive research report by Market Research Future (MRFR), “Procurement Software Market Research Report: Information by Organization Size, Deployment, Vertical, Software Type, and Region- Forecast till 2030”, the market is predicted to attain a valuation of approximately USD 14.10 billion by the end of 2030. The report further predicts the market to flourish substantially from 2020 to 2030 at a healthy CAGR of around 10.1% during the assessment era.
Procurement Software Market Overview:
Procurement software allows organizations to buy a group of goods and handle their inventory digitally. The global market for procurement software has been overgrown in the last few years. Automating some operations in the procurement process and consolidating supply chain management is considered the prime aspect supporting market growth. Curbing losses because of inventory control and fluctuating economic situations can help the industry grow over the coming years. Procurement software has many solutions to help organizations regulate their operations and maintain inventory. Procurement software enables companies to raise and allow purchase orders, receive and match invoices and orders, make online debt payments, and select and order products or services. Procurement software tools allow organizations to carry out the best purchasing and pricing activities for their vendors, making it vital for organizations required to attain large quantities of goods.
Procurement Software Market Competitive Analysis
The list of prominent participants across the global market for procurement software includes players such as:
IBM Corporation (U.S.)
Coupa Software Incorporated (U.S.)
SAP SE (Germany)
Epicor Software Corporation (U.S.)
Mercateo AG (Germany)
JDA Software Inc. (U.S.)
Oracle Corporation (U.S.)
Zycus Inc. (U.S.)
Infor Inc. (U.S.)
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Procurement Software Market USP Covered
The global procurement software market has recently increased owing to the cost-benefit analysis, penetration of digital logistics and support software, adoption of new technologies, and establishment of network infrastructure.
Procurement Software Market Restraints
However, the lack of skilled professionals may restrict the market's growth.
Market Size by 2030
USD 14.10 billion
CAGR during 2022-2030
Revenue Forecast, Competitive Landscape, Growth Factors, and Trends
Key Market Opportunities
Mobile Procurement Software Applications
Key Market Drivers
Centralized Procurement Process
COVID-19 Impact of Procurement Software Market
The global health crisis in the form of COVID-19 has had a massive impact on most industry areas across the globe. Unlike others, the procurement software market witnessed quite a positive growth during the pandemic. With rapid vaccination rates globally, the global procurement software market is anticipated to grow significantly over the coming years.
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Procurement Software Market Segment Analysis
Among all the deployment modes, the on-premise segment is anticipated to secure the top position across the global market for procurement software over the review timeframe. The primary parameter supporting the segment's growth is the preference for on-premise software installation by companies across the globe. Companies can train their personnel to use the software to purchase and price goods to attain massive volumes at nominal rates.
Among all the software types, the spend analysis software segment is anticipated to ensure the top rank across the global market for procurement software over the review timeframe. The reports by MRFR predict the segment to increase at a healthy CAGR of approximately 10.6%. The capability to highlight buying patterns and chances for cost savings is anticipated to boost the segment's growth over the review era. Conformity with the latest laws and organization of spending data enables organizations to make enlightened decisions, which is another crucial parameter boosting the segment's growth. In addition, the classification of maintenance, repair, and operations (MRO) outlay according to small and medium suppliers can boost the data quality.
Among all the organization sizes, the SME segment is anticipated to secure the top spot across the global market for procurement software over the coming years. the reports by MRFR suggest that the global market flourished substantially during the assessment era at a healthy CAGR of around 10.3%. The segment's growth is credited to the increase in cloud deployments and efforts to boost the demand for the software. Furthermore, the advantages offered by such software, such as improved working capital, reduced invoice errors, new sources of supply, and simplification of contracts, are also likely to boost the segment's growth over the coming years.
Among all the verticals, the retail segment is predicted to hold the leading position across the global market for procurement software over the assessment era. The growing demand for centralized procurement processes and efficient management of the inventory are the crucial parameters supporting the segment's growth. The incorporation of business processes and transparency in supply chains is also predicted to support the segment's growth over the coming years. the utilization of the software for automating tasks and procuring the best rates from the vendor is also likely to catalyze the growth of the segment over the assessment era.
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Procurement Software Market Regional Analysis
The global market for procurement software is analyzed across five major regions: Asia-Pacific, Europe, Latin America, North America, and the Middle East & Africa.
According to the research reports by MRFR, the Asia-Pacific region is predicted to secure the top position across the global market for procurement software over the review era. The reports predict the regional market to thrive substantially during the assessment era at a healthy CAGR of approximately 10%. The main parameter supporting the growth of the regional market is the significant number of logistic firms based in India and China. Furthermore, the structure of manufacturing units and investments in the market by global participants is also predicted to influence the growth of the regional market over eth assessment era. Moreover, the growing purchasing capacity of customers across the region is another crucial aspect anticipated to catalyze the growth of the regional procurement software over the coming years. medium-sized organizations across the Asia-Pacific region are likely to control the spending and profit from real-time visibility in the procurement process, which in turn is anticipated to boost the growth of the regional market over the assessment era.
The procurement software market for the North American region is anticipated to grow substantially over the review era. The growing demand for centralized procurement procedures is the prime parameter supporting the regional market's growth during the assessment era.
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The region is known to have the existence of leading market contributors such as Coupa Software Incorporated, Oracle Corporation, and IBM Corporation, which in turn is boosting the growth of the regional market. Moreover, the consolidation of integrated companies is also predicted to catalyze the regional market's growth over the coming years.
Procurement Outsourcing Market Research Report: by Component, by Deployment, Organization Size, Vertical - Global Forecast till 2030
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Global Procurement as a Service Market Research Report: By Component, By Organization Size and By Vertical – Forecast to 2027
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Market Research Future (MRFR) is a global market research company that takes pride in its services, offering a complete and accurate analysis regarding diverse markets and consumers worldwide. Market Research Future has the distinguished objective of providing the optimal quality research and granular research to clients. Our market research studies by products, services, technologies, applications, end users, and market players for global, regional, and country level market segments, enable our clients to see more, know more, and do more, which help answer your most important questions.
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There are several options that fall within the bidet umbrella, including spray attachments, toilet seats, standalone bidets and complete toilet bidets. That is why there is such a wide spectrum for the prices—which can range from $40 on the low end to $2,500 on the high end.
A hand-sprayer bidet attachment works by connecting to the toilet’s water supply. Not only are bidet attachment materials inexpensive, but this is also a relatively simple DIY job. That results in additional installation savings. One downside of bidet spray attachments is that they only stream cold water.
Also known as a washlet, a bidet toilet seat replaces the existing toilet seat. When properly installed by a plumber and an electrician, upper range washlet models can spray warm water, keep the seat heated and even have a blow-dry option.
Similar to toilets, standalone bidets come in different sizes and styles—although most are ceramic. Also known as a European bidet, standalone bidets can be mounted to the floor or wall. These are best installed by plumbers.
On the highest end of the price points, and with the most options for features, bidet toilets combine traditional toilets with bidets. Depending on the features, you may need an electrician and plumber to assist with wiring and installing a bidet toilet.