text:
Tag Archives: CPO
4 Terms We Should Ban In Procurement
July 25, 2019 Procurious HQ
We asked a number of procurement leaders to reveal the procurement term they would most like to ban, for good!
Every procurement professional has a different opinion on the terms that should and shouldn't be used in their day-to-day working lives. Some terms are loathed because they undervalue the huge contributions procurement make to the organisation. Others are just downright confusing to anyone unfamiliar with procurement lingo.
Because we quite like a healthy debate, we asked a number of procurement leaders to reveal the procurement term they would most like to ban, for good!
1. Cost-cutters
"This is something I really feel is doing a discredit to the profession – it's very important we are being seen as value-adding procurement people."
Amelle Mestari, Head of Procurement – Bouygues Energies & Services
"We've been spending a lot of time reeducating the business around the extra value we bring so it's not simply about getting a better unit price it's about the wider value we can bring to the organisation."
Gemma Bell, Head of Purchasing – L'Oreal
2. Savings Targets
"Sure, Procurement has to reduce costs and be financially motivated but you don't see many organisations mission statements being to save money. Nowadays it's crucial that procurement is measured on its contribution to delivering organisational goals and not just on savings."
Chris Cliffe, Director – CJC Procurement
3. RFP
"I think there is still a lot of confusion around RFP as silly as it sounds. It's something we band about and we know exactly what it means but when you speak to stakeholders it's always the first thing they ask 'what is an RFP and what does it mean' and it actually means different things to different people. So I would there must be a different term we could use or a different way we could articulate what that particular process is."
Chris Emberton, CPO – Clifford Chance
"If I'm going to speak to one of my stakeholders, if they don't understand the language I'm speaking, how on earth is that going to help me in the business."
Lucy Bunting, Head of Procurement
4. Negotiation
"It's what everyone assumes we do and I think it comes to a point where you always get the hospital pass at the end of the day when someone says 'I need you to negotiate this' – so it means you've done something wrong.
Matt Beddoe, Head of Procurement – Nestle
These responses were obtained from attendees at Big Ideas Summit London earlier this year. If you're a procurement leader and you'd like to get involved with similar discussions and networking at Big Ideas Chicago on 18th September, we'd love to have you there!
Big Ideas Summit Chicago 2019
It's never too late to take control of your procurement career. And what better way to do so than spending a day with the profession's best and brightest minds.
At Big Ideas Summit Chicago 2019 we'll be joined by 50 thought leaders to discuss how to set yourself apart from the pack, the neuroscience of decision-making, the evolving relationship between human and machine and procurement with purpose.
By enrolling as a digital delegate, no matter where you are in the word, you'll be able to…
Follow the day's action from the comfort of your sofa
Submit questions to our speakers and the 50 CPOs who will be in attendance on the day
Gain an insight into the future of procurement
Watch video footage from the event including exclusive interviews with our speakers and live-streams of the day in action!
Want to get your wheels turning towards a supply chain career one could only dream of? Then don't miss our upcoming Career Boot Camp with IBM – a free 5-part podcast series with some of the very best of the best. Check it out here: https://www.procurious.com/career-boot-camp-2019
bg ideas summit chicagobig ideas 2019big ideas chicagochicagoCPOprocurement terms
3 Ways Procurement Can Make A Lasting Impact On The Organisation
Advanced procurement functions, and the CPOs that lead them, can make a significant and lasting impact on the success of their companies, but only by focusing on the real value and innovation that suppliers can bring…
By Jacob Lund/ Shutterstock
There's no doubt that procurement enjoys a privileged position in a company's value chain. Sitting between a network of thousands of suppliers and the business, it has clear visibility of customer need, company strategy and the capabilities that exist in the supply base
From such a position, advanced procurement functions, and the chief procurement officers (CPOs) that lead them, can make a significant and lasting impact on the success of their companies, but only by focusing on the real value and innovation that suppliers can bring and how this can support the organisation's ultimate value proposition.
To do so, procurement must drive change in three broad areas. Firstly, CPOs must address the procurement operating model so it is better aligned with company strategy and end-customer value. Historically, procurement has segmented third-party spend into categories, from raw materials to office furniture to semiconductors and so on, with the ultimate goal of leveraging scale to reduce price, while also managing risk and quality.
Smart chief executives, however, will be far more interested in how suppliers can enhance the product portfolio to maximise the company's competitive position in the market. Aligning the supply base around that portfolio will enable supplier innovations to feed more successfully into that goal and ensure collaboration with suppliers is more productive and more focused on value creation.
Of course, this isn't feasible for every last drop of third-party spending so CPOs must differentiate between core and non-core spend, so 100 per cent of the procurement function's energy can be applied to those suppliers that really matter.
Secondly, for this to be feasible, CPOs must ensure procurement is a frictionless experience for those in the business who buy as part of their role. Every effort should be made to automate through digital technologies and platforms, so the actual buying process is seamless and efficient.
Robust governance and a sophisticated suite of digital technologies that have been designed with the end-user in mind must underpin such an environment. And the ultimate goal must be to reduce the time and resource spent on non-core products and services, without sacrificing low cost, impacting quality or introducing risk.
This laser-guided focus on execution must be a cross-functional effort, so the right specifications are secured and any savings go straight to the bottom line and are locked into the profit and loss.
Thirdly, the very fundamentals of supply markets continue to evolve. It's clear an increasing volume of the world's innovation is being developed outside the walls of large corporates and big, traditional suppliers, with smaller, niche companies and startups working on new technologies and approaches that regularly disrupt traditional, incumbent markets.
Further, these non-traditional players work differently, are more agile, less process led, more open to collaboration and come with large amounts of risk. But despite this, corporates cannot afford to close their doors to the innovation taking place within them.
CPOs must develop the capability to engage with these outliers and engineer how the intellectual property they produce can be introduced into their organisation's value chain, whether through traditional onboarding as suppliers, technology licensing, collaboration with other suppliers in the network or myriad other potential approaches.
In essence, CPOs must build and exploit supply networks, or ecosystems, capturing value during the collaboration that takes place between third parties at all points in the value chain.
None of this is straightforward and few organisations are even close to making it a reality. To be successful, it demands the support of a visionary chief executive who understands the dynamics at play in the supply base and beyond, as well as a procurement team full of intellectually curious, entrepreneurial and collaborative personalities.
But if done well, procurement will evolve from a position of controller to one of value architect, and one of the most critical functions in any modern corporation able to positively impact revenue, sustainability and profit targets.
This article, edited by Peter Archer, was taken from the Raconteur Future of Procurement report, as featured in The Times.
CPOinnovationprocurement innovation
Four Ways Brexit Has Rattled CPOs
July 4, 2019 Procurious HQ
With Brexit headlines continuing to dominate the daily news, what have been the biggest lessons for procurement leaders on how to approach geopolitical risk?
By Pixel-Shot/ Shutterstock
As cross-party Brexit talks collapsed, stockpiling reached its highest level since records began in the 1950s. A final decision on Brexit looks like it has, yet again, been thrust into the distance. But by now chief procurement officers (CPOs), those charged with ensuring businesses have enough raw materials and goods, have learnt to live beyond politicians' promises.
Procurement teams have begun to view geopolitical risk as an unwanted yet permanent factor. It's no longer just the prospect of Brexit that has procurement officers grappling with greater risk in their jobs. Any emerging geopolitical risk poses potential obstacles for global supply chains, which over the past few decades have become tightly interwoven.
Lesson 1: Uncertainty is certain
Procurement chiefs have learnt quickly that they cannot count on politicians. But they can control the steady flow of goods and materials to their organisations by risk-mapping and establishing alternatives.
Dairy Crest, a manufacturer of British food brands, approved additional suppliers, extra sources of material and alternatives by identifying pinch points in the supply chain, ensuring greater flexibility.
CPO Chris Thomson reviewed the stock management processes in terms of ingredients and packaging, factory planning processes and customer order to stock processes. All these processes had been in place for many years and were effective, but Brexit made it necessary to revisit all systems and processes.
"It's been quite an interesting experience to have a serious situation like this to open your eyes again and to challenge some of the existing business processes," he says.
He is not alone in his approach. Neil Butters, head of procurement at Inprova Group, says: "Before you think big, think small. I'd been trying to understand geopolitical risk and Brexit and other areas, and trying to work out how that impacted my organisation. What I ultimately decided to do was to take a fresh view of my organisation and the risk factors, and map them out."
Lesson 2: Revisit systems and processes
"Brexit has forced many CPOs and their teams to look again at their suppliers, local sourcing plans, local versus international, and start to make some decisions about what their future supply should look like," says Duncan Brock, group director at the Chartered Institute of Procurement & Supply (CIPS).
Indeed, CPOs have been evaluating their supply chains at a more granular level. Many procurement teams have looked at what happens in the supply chain beyond the first contact with their own company. The view is if they can understand the risks posed at that distance, then they will be able to manage them before there is a direct impact on their business.
"We haven't fundamentally changed our sourcing approach. What we have done is put a lot more emphasis on our category management in our processes, and a lot more emphasis on how far up the supply chain we understand what's going on," says Dairy Crest's Mr Thomson.
Localisation might help some businesses, but switching to UK suppliers doesn't always solve the problem. Establishing new suppliers has its own challenges and is rarely a seamless process, particularly if you are sourcing a strategic supplier.
According to research by CIPS, almost a quarter of companies it surveyed were looking for alternative non-European Union suppliers. But the study also showed that half of British companies would struggle to find the suppliers and skills they need in the UK if they were forced to bring parts of their supply chain back home post-Brexit.
"Anybody who approaches their suppliers in business as purely a transactional thing misses the opportunity to work special situations and to work closely together to manage whatever it is thrown at us. We treat our suppliers really as part of the business," says Neil Ginger, chief executive of Origin, a UK manufacturer of aluminium doors and windows.
Lesson 3: Stockpiling can't solve everything
Filling up warehouses with raw materials and medicines is a short-term solution. Stockpiling is an option for some, but many do not have the facilities to store surplus stock and those with perishable goods simply won't be able to.
Longer-term stockpiling won't fix the challenges companies face over trading with EU customers and suppliers. Moreover, the additional costs of paying for the stock and then paying for warehousing that stock can be crippling, particularly for smaller businesses with fewer resources.
Earlier this year, door and window manufacturer Origin began stockpiling aluminium extrusion from its supplier based in northern Spain in preparation for Brexit and disruption at the border. In total, the company stockpiled around £750,000-worth of materials, which is not an insignificant amount of money to add to your inventory. And then Brexit Day never came.
"Beyond the things you can't control, you're just trying to stay as flexible as you possibly can. We bought more material to make sure we could see ourselves through some very short-term disruption at the border," says Origin's Mr Ginger.
Lesson 4: Ditch the silos
CPOs have become more rounded business people as a result of Brexit. They have had to work more intensively with other teams within their organisations, and have had to explain what they are doing to the board to ensure the business can keep functioning and fulfilling customers' orders.
Like many companies, Dairy Crest set up a cross-functional leadership group focused on medium to long-term Brexit planning. In addition, the company established a standalone cross-functional group focused solely on preparing for Brexit Day. They based their business planning on a hard Brexit, the worst-case scenario for many businesses.
"We really focused our efforts on planning for the worst case and knowing that if it didn't turn out to be the reality, we would be in a sensible position," says Dairy Crest's Mr Thomson.
Like what you're reading? As a procurement or supply chain professional, we truly value your opinion. And that's why we want you to tell us what you want (what you really, really want) to see on Procurious. Click here to take our ten-minute survey and help us, help you!
BrexitCPOUK businessUK economyuk government
A Letter To The Board
June 17, 2019 Procurious HQ
Sorry to bother you, I know you're all so much busier than me. It's me, the chief procurement officer; the one who buys the custard creams.
By mpaniti/ Shutterstock
Dear C-suite,
Just wanted a word about this procurement lark that I'm beavering away at, while you all do much more important stuff like tweeting the latest thought leadership thought. It's just that I'm feeling a bit, well, ignored by you all.
No, finance director, I haven't come over all touchy-feely, though it would be good if you did; don't you know empathy is one of the key skills of the future, even in the finance function? I have more hard facts than you can shake a stick at, if you'll bear with me. Yes, that means you too, CEO.
I know procurement is hardly the bad boy of the C-suite, but let me tell you, that's about to change. Think Olivia Newton-John at the end of Grease; that's how much procurement is about to change. No less a person than Kai Nowosel, Accenture's procurement chief, agrees with me. "I want to break the mould of traditional procurement," he says. "Procurement is the tinder of innovation. I want to get into that model of being sexy instead of being a back-office function."
See? But I'm not feeling the love. I know some of you are a bit vague about what I do; let's face it, less than 10 per cent of global corporations have a board-level procurement director. So here's your starter for ten: how much of the value of a company's products or services is derived from its suppliers? Anyone? No? Almost two thirds, that's how much. Write it down in your notebooks; 65 per cent, according to CAPS Research for the Institute for Supply Management.
And here's another fun fact: world-class procurement organisations have 22 per cent lower labour costs, according to the Hackett Group. I heard that, marketing! Yes, of course I'm running a world-class procurement organisation. This company's costs would be a darn sight higher without me.
That means you'll miss me when I'm gone. No, public relations, it's a figure of speech, I'm not actually going. Here's an example of why procurement is important. The government has plans to name and shame anyone breaching the slavery law. So I'm the one standing between you and those headlines about our products being made by vulnerable illegal immigrants living in sheds, because you used some dodgy temp agency. Do you want to finesse that kind of PR disaster? Thought not.
But I could do so, so much more if only you'd put a bit of welly behind me; everyone seems to be getting a piece of our digital transformation except me. Fewer than 10 per cent of companies have deployed procurement solutions based on key technologies such as big data, the internet of things, serverless architecture or blockchain technology, according to Procurement Leaders (that's an intelligence and networking company just for people like me).
It's just not fair, especially when I could save up to $86 billion a year with a fully automated procurement function. Well, when I say "I", I mean the Global 5000, but that's 5,000 of my closest friends.
The thing is, digital is going to mean a bit of an upgrade in the old skills front. I'll be honest, chairman, it's going to be tough for that uncle of yours who works with me. But he did join the procurement department in 1973, didn't he? I bet he'd rather work on his golf handicap than learn about embedding data science and analytics expertise.
So there might be some work to do for you, HR. Egeman Tumturk, global sourcing director at Bugaboo, said digital "requires a huge change in talent and the way we do our day-to-day activities, our jobs", when he was interviewed by Procurement Leaders for its CPO Insights. He called it "a revolution".
See, that's really what's happening here. We're not talking about a bit of an upgrade, a few new smartphones and fling in a bit of software while we think about it. This is properly transformational; it's not just about efficiency.
My job is about to morph from tactical biscuit-buying to strategic business innovation; that's what management consultants Bain & Company says, anyway. "Artificial intelligence and robotic process automation are automating manual tasks and freeing up time for more strategic activities," wrote Coleman Radell and David Schannon last autumn. "Digital technologies also provide a competitive edge by improving the speed and quality of procurement, reducing risk and enhancing innovation."
Let's face it, you need me to do this stuff, otherwise we'll be overtaken by our competitors, who are already using advanced analytics to get value out of their historical data. It's not really an option to leave me with an Excel spreadsheet and a glitter pen any longer.
Like me, Accenture's Mr Nowosel sees the procurement role moving away from simply control and compliance, and into a core business function. It's now about finding the right partners in the ecosystem, mitigating risk, protecting the brand and staying competitive. He says: "Getting competitive is more than having a great negotiated price. It is having the right solution for your customers at the right point."
Couldn't have put it better myself. We have a hyperconnected and increasingly transparent world out there and I'm the one with the bird's eye view of it. If you invest in me and provide me with the right tools and people, I can develop an agile ecosystem that learns from its mistakes, protects our corporate reputation, cultivates a sustainable supply chain, delivers real-time data insights and predictive analytics, and saves you money – worth more than a few chocolate Hobnobs I expect…
Chief procurement officer
c-suitecareer adviceCPOseat at the table
3 Attributes Of The Future CPO
Why are organisations appointing CPOs from outside of the profession, what's the no. one category that will produce future CPOs and should there be a new label for the role of CPO.
The modern day CPO is vastly different to the CPO of a decade ago – both in terms of management style and the expectations put upon them by the organisation.
And so we can only assume that CPOs in 10-15 years will be similarly unrecognisable.
Who will get the top job in the future , what sort of professional background will they have ?
Tom Derry, CEO – ISM discusses why companies are appointing CPOs from outside of the profession, the no. one category that will produce future CPOs and a new label for the role of CPO
It doesn't take a procurement professional to be CPO
There's been a real trend in recent years of CPOs being appointed from outside traditional backgrounds. A savvy marketing professional or a cost-conscious operations manager could make a very attractive candidate for the role. Similarly, IT professionals – the innovation scouts who know how to drive change and understand key threats to the business like cyber security – could be chasing the CPO role.
"Requirements of the job and the definition of the job have to evolve over time and in the not too distance future," explains Tom.
Tom outlines some of the key qualities of the CPO of the future.
Customer-facing expertise
"Customer-facing expertise, the ability to interact with, understand and even anticipate customer needs, is a critical skill"
One of the key themes in a recent CAPS research survey emphasised the importance of a demand-driven supply chain. "[This] means an orientation toward, and a sensitivity to, the needs and requirements of the customer, flexing to meet the customers requirements and configuring your supply chain and your procurement activities to meeting those requirements."
It's so important for future procurement leaders to have clear vision and strategy – a strategy that your team can implement based on what you've identified.
"Another way of saying that is market expertise" explains Tom. "Understanding where your company is, what markets you're going after and the characteristics of those markets in terms of customer and suppliers [is really important]. [Someone with an understanding] of where markets are today and where they're headed would be ideally suited to lead the supply chains and procurement activities of the future."
Tom stresses CPOs of the future do not need to be process experts. "We don't need someone who has grown up in the ranks of procurement and has become very good at RF processes, scouting new suppliers, or understanding supply markets. These are key skills but they are not the leadership skills that are required to lead the entire companies effort- they're just necessary functional skills."
So where does Tom think CPOs will come from in the future? "Some will become category managers and then move laterally into different positions, and then move into the top job. But it won't be a straight-line path. You won't be climbing a ladder within the function to get to the CPO job. You'll have to leave the function and come back, or come from outside the function because you've got the vision and strategic skills to lead."
Part Three of Tuesdays with Tom is available now. Click here to sign up and hear ISM CEO Tom Derry discuss CPOs of the future and how we might label the profession going forward.
CPOfuture cpofuture of procurementISMTom Derry
Why Quick Decision-Making is the Name of the Procurement Game
November 2, 2018 Procurious HQ
ISM CEO Tom Derry urges procurement leaders not to let perfect be the enemy of good – make decisions and move on!
When Tom Derry, CEO – ISM attended Procurious' Big Ideas Summit in Sydney this week he came armed with a stark warning for the procurement professionals in attendance. "If you're the steward of a process, then your job will inevitably be automated."
Concerned? You should be. Because, as Tom points out, there are an awful lot of procurement roles that fit this bracket. In the very near future, for example, every sourcing event is likely to be automated.
This article is a compilation of Tom Derry's comments from his appearances at both the London and Sydney Big Ideas Summits in 2018.
Adapting to the pace of change
Procurement has changed dramatically in the past decade, and will change even more so as we move into the robotic era. Tom believes that we're facing more disruption and a faster pace of change than ever before. "Most of us operate within a context or a framework that we're familiar with – the established rules of the game. But when the rules get thrown out, how do we operate?
"Being comfortable with ambiguity is a rare skill, especially amongst executives," he argues. But he reminds procurement leaders not to let perfect be the enemy of good, urging them to: "Make decisions and move on. If we don't, our competitors will. Being able to move on and know that there are going to be times we don't win is important. Accepting that as the cost of being in the game and having the opportunity to win is the reality we are in."
"We can't anticipate every possible scenario but what we can do is be ready for multiple scenarios and recognise that when we face an unfamiliar scenario we've built up some skills and reflexes that we can put into play."
Of course, as Tom admits, it's human nature to react in fear to such rapid change. But "there's always opportunity when there is inherent change and risk." The skill is in recognising where that opportunity lies. And that, according to Tom, "comes from a deep understanding of what creates value. The source of value might shift but it is still there somewhere."
Making procurement indispensable
What key skills should aspiring procurement professionals be developing in order to make themselves indispensable?
"The CPO of the future possesses an openness to change, an openness to developing and an openness to sharing." says Tom.
To improve business-wide understanding of procurement's value offering it's vital that procurement leaders allow their people to reach their full potential and move on. "Maybe it's within your company, and now you've got evangelists in other functions who understand the importance of procurement, or maybe it's outside the four walls of your company. There's no better reputation to have than being seen as a cultivator of talent, both inside and outside the company"
Tom also highlights the following three skills as critical attributes for procurement professionals.
1. Understanding Markets
"This is about more than just the price," asserts Tom. "Procurement professionals must understand the dynamics that drive the price whether it's short supply or supply disruption, new technology that disinter-mediates an old technology."
2. Strategic Acumen
Procurement leaders must ask of themselves "where am I going as a business? What's important to my business in the next two to-three years?"
3. Financial Savviness
Procurement teams must accept that they really are driving financial results for their firm. "Sometimes we are a bit too afraid to engage with financial metrics and the traditional income statement or balance sheet. But we must embrace engaging with that income statement and balance sheet in order to understand how what we're doing in procurement is driving financial metrics such as earning per share and driving revenue growth . We must not focus on metrics that are largely discredited like cost avoidance."
The future of professional associations
[ISM has] been around for over 102 years and so future-proofing professional associations really matters to Tom. "For 102 years we've been very successful but you can't continue to execute that playbook and expect to still be around."
"An association used to function as the place where people felt obliged to belong," says Tom. But nowadays he doesn't believe procurement professionals feel such a sense of needing to belong to an association just for the sake of belonging. What people need and demand from associations like ISM is "value for money and the provision of tools and skills that enable them to be successful at a critical moment in their career."
Another key evolving role for associations, according to Tom, is their role as data brokers. "We're able to reflect back to the profession everything we learn about the profession because we deal with all industries and all geographies, we have a broad view of what's happening."
big ideas 2018big ideas summitbig ideas sydneycareer adviceCPOISMTom Derry
6 Ways To Get The Most Out Of Your Procurement Career
October 25, 2018 Procurious HQ
Should you stay in procurement for your whole career? What skills should you focus on developing? How can you find a work/life balance? Check out these top tips from one of Australia's leading CPOs, Thomai Veginis.
"The beauty of working in procurement is you can turn your role into anything", says Telstra CPO Thomai Veginis. "You only limit yourself – people who want to keep the role small can do that, or you can push into other things. If you want to be an administrator who supports the business, that's okay – or you can be a lot more proactive about how you drive the commercial agenda. Procurement professionals can create the vision for themselves."
With 20 years' experience in procurement, a team of nearly 300 people and a total spend of $14 billion, Thomai knows a thing or two about procurement careers. We asked her advice for ambitious professionals who want to get the most out of their current and future roles.
Move in and out of the profession
One of the reasons Thomai has been so successful is due to the skills she's learnt outside of the profession. "You can – and should – move in and out of the profession. The skills are absolutely transferrable and personally, I've appreciated the profession more when I've been out of it."
"A trait you sometimes see in procurement teams is a lack of empathy for people who don't follow the process. If you want to develop empathy, go and do a front-line, customer-facing role, and you'll understand how hard it can be. One of the compliments I receive is that people want to work with me because I understand the sense of urgency for the people in front-line sales. Gaining experience in that kind of role will help you be a better procurement professional."
Develop awareness
Anyone going into a negotiation should know what motivates the supplier they are dealing with. "That's the basis of your negotiation strategy", says Thomai. "Ask yourself why something happened – what were the motivators? It's important to be commercial, but you also need to become aware; both of your own reactions and how you influence the people around you. Awareness will help you read the play better for yourself, and your team."
"There's no such thing as a deal that's 100% perfect – people are often too critical of themselves. Do that review at the end of the negotiation, but don't be too critical on yourself. Everything is a learning opportunity."
Get Commercial
"Procurement is a great place to build up your confidence in a very commercial role", Thomai says. "You're dealing in the millions of dollars very early in your career – very few professions allow you to go into the deep end like that. You're doing senior things that you'd expect senior people to be doing, which is why your confidence grows fast."
Thomai also points out that not many other roles will give a junior professional the opportunity to interact with (supplier) CEOs and other C-levels so frequently. But you need to think commercially.
"The best way to get commercial is just finding someone who IS commercial and sitting in on some of the discussions they have with stakeholders. Be aware that sometimes the people with commercial skills don't necessarily sit within procurement teams. Watch the preparation they do with suppliers and how they leverage relationships to get the outcomes. Observe, then participate."
Thomai advises her team to draw learnings from the purchases they make in their private lives. "If you have to buy something for yourself (such as a car), what do you think about? What do you challenge? What's the pressure that the salesperson is under? Try to understand what's actually going on and take a 360-degree view, not just your side of things."
Find a buddy who thinks differently
"It's a good idea to buddy up with someone in your organisation who may not be your natural type", says Thomai. "It's important to have some affinity with a mentor, but a buddy should be someone who does things differently to you. They'll teach you the lay of the land and show you different ways of doing things you may not have considered."
Get out there and meet your stakeholders
One of Thomai's key pieces of advice for professionals starting a new role is to get out there and see your stakeholders as soon as possible. "Make time. Go out there, identify the contracts you're managing, and understand the key players. It's hard because we drown in work quickly, but you need to understand what your stakeholders' imperatives and priorities are."
Find a balance
"Over my career I've tried to manage my work-life balance. In procurement roles you can balance it better than people in a sales role who need to fit in with their customers' schedules." Thomai has worked in project roles focused on delivering to a customer which saw her working in the office from 8.00am until 8.00pm. "As a result of that work I had the opportunity to be promoted but realised I didn't want to be in that career path because I couldn't spend the time I needed with my children."
"Procurement is an ideal career for parents returning to work. Not that you work less – it's more about the opportunity to work flexibly in ways that work for you. Often leaders are seen as people who will take on anything and be invincible, but I've let my team know that I am human, too. They know that it's possible to do the role and have a family."
Are you based in Australia? Telstra CPO Thomai Veginis will share her leadership tips in a live interview with Procurious founder Tania Seary at the Sydney Big Ideas Summit on Tuesday 30th October. Reserve your seat now.
Can't make it to Sydney? Catch all the action online! Become a digital delegate.
big ideas 2018career adviceCPOTelstra
Why It's Time To Grow Beyond Strategic Sourcing
August 16, 2018 Scott Stewart
If the CPO wants to have a seat at the table, they must move beyond delivering cost reductions to deliver solid and sustainable business value where it really counts: top line growth and business
I recently worked on a large-scale program of strategic sourcing transactions across multiple business and technology functions. The strategic sourcing team produced a considerable volume of contracts and notably delivered significant cost reductions along with contractual obligations for supplier-led innovation.
While the strategic sourcing effort followed a mature process and produced great results there was a gap in the process for 'hand-over' from the externally sourced strategic sourcing teams to transition the contract relationship to the category management function. The hard-earned gains and concessions of the negotiations phases needed to be understood by the category manager and then further nurtured and managed through ongoing supplier relationships.
The gap in the process was understandable as the business was in a state of disruption after their acquisition and the brand-new procurement function was immatureand still finding its feet. Notably they were starting to implement a strategy for category management, so no doubt the situation will quickly improve for them.
However, this first-hand experience of this gap did highlight for me the impact on the procurement organisation if they are unable to transition from strategic sourcing view to category management.
Category Management is a way of driving and delivering value, growth and innovation and yet most companies struggle with the transition from Strategic Sourcing to effective Category Management.
Category Management includes strategic sourcing but it is much broader than that. The Faculty defines Category management as: a rigorous, fact-based, end-to-end process for proactively collaborating with stakeholders to develop and implement strategies that generate significant value that stakeholders recognise, from an organisation's external spend.
It sits above and guides both the content and the sequencing of the lower level methodologies such as (not limited to): spend analysis, demand management, strategic sourcing, supplier relationship management and benchmarking.
What is a category?
A category is a grouping of materials or services that have similar supply and usage characteristics to meet business objectives. Managing by categories is a strategic approach which organises procurement resources to focus on specific areas of spend categories.
This enables category managers to focus their time on the business requirements, conduct in- depth market analysis, supplier capability and performance analysis to fully leverage their procurement decisions on behalf of the whole organisation.
Many CPOs understand that implementing and sustaining an effective category management process can deliver great benefits, it usually leads to:
Raising the profile and competency of the procurement function within the organisation
Significant savings typically 10-30 per cent
Reduced risk in the supply chain
Improved stakeholder relations
Improvements in service levels, quality, availability and value for money
The revelation of other sources of value and innovation from the supply base
Re-usable processes to leverage across other categoriesCategory management allows you to source more effectively and then to get even more value from constantly optimising the resulting contracts.
How to get started and maintain an effective Category Management function:
• Ensure that you have an effective and seamless transition process from strategic sourcing outcomes to the business-as- usual category management function
• Develop the logical categories for your business by bringing together products or services that have the same features and are bought from similar supply markets.
• Build an in-depth understanding of the organisation's plans and business strategies and ensure that the categories are aligned to business goals
• Develop category benchmarks so that you can more easily identify additional improvement opportunities
• Use big data and business analytics to undertake continuous analysis of spend, (direct and indirect), market data and performance against benchmarks
• Undertake a program of constant price analysis on local and international markets and the monitoring of trends in the category
• Invest in a process of gathering supplier performance data for more quality and service improvements
• Monitor and track all the savings that have been achieved through substitutions, better compliance or contract negotiations
• Engage with your stakeholders! and have continuous discussions and reviews to ensure that all stakeholders are involved in decisions on the category.
The bottom line for the CPO
Category management will be a continuous improvement process that should form the basis for all future successful strategic sourcing initiatives. It requires the right level of attention and a good training program Category management will deliver a range of benefits such as being able to work with suppliers to speed up the time between initial adoption and full implementation. At the same time, also providing a layer of continual strategy adjustment once a new supplier or contract has been initiated.
Your category managers will be the ones responsible for all things related to a given project or managed service (gather requirements, collect bids and negotiate contracts) and their time will be freed up for engagement with the business to focus on their jobs and deliver better value.
Establishing the single points of contact means better co-ordination and this will streamline communication in a way that will vastly improve stakeholder and supplier relationships.
cost reductionCPOsourcingstrategic sourcing
How To Upgrade Your Procurement Mindset
June 15, 2018 Jaime Mora
In a world where cost-savings are no longer king in procurement, how can the function demonstrate its business value and earn a seat at the table? Jaime Mora talks upgrading your procurement mindset!
In recent years, our organisations have gotten a better understanding of the valuable contribution Procurement can deliver to the business.
And yet, there remains a feeling that the function has not yet reached its full potential. Procurement is certainly a relevant and appreciated corporate function. But we're not yet sitting in the C-Suite…
As procurement professionals, we unanimously agree that the function should be elevated within the business, but convincing those at the top is easier said that done. Whilst all organisations consider implementing cost-savings to be a crucial part of business success, it's no longer regarded as a strategic process or a competitive advantage. Leaders are becoming increasingly aware that savings alone will not distinguish them against their competitors. As such, procurement can be dismissed within the business as a less important function.
The bottom-up approach
If traditional procurement contributions are not at the top of an organisation's agenda, how can procurement earn its place in the C-Suite?
It's difficult to find a "one size fits all" recipe but we could start by upgrading our procurement mindset. I propose that we rebrand ourselves as: "External Competitive Advantage Strategists."
But what on earth does that mean?
As it stands, we're pressured into taking a bottom-up approach to our work. We know we have to bring savings to the table, we achieve this, and only then do we start thinking about the other nice things we can do with our time; innovation, sustainability, supplier development etc. And we deliver on those things too.
It makes sense that the more value-adding contributions we make, the more arguments we have to justify a spot, and a voice, at the highest levels of the organisation.
But in reality, we end up doing bits and pieces here and there, following trends and simply trusting our gut.
Taking this approach is one of the reasons that procurement objectives and output may deviate from actual business goals.
Taking a top-to-bottom approach
If we truly want to step up our contributions, we should be taking a top-to-bottom approach. Our organisations operate in highly competitive environments, where sustainable advantages are required in order for us to outperform our competitors.
Procurement is uniquely positioned in the business given our access to so much information from our supply networks and an awareness of the opportunities here. We're in the perfect position to source more than just products and services – we can actually source competitive advantage.
Procurement is capable of seeing things strategically. We can analyse where our organisation stands in a competitive environment and we are capable of both meeting our business targets and identifying where and how our organisation could compete better. To take a holistic approach, this should be complemented with strategic analyses of our suppliers.
As I mentioned at the beginning of this piece, cost-savings will always be appreciated. But procurement's work should never be limited to that. The new approach to procurement is about sourcing the external competitive advantages on offer to give our organisation unique advantages in a competitive environment.
Imagine the following scenario: one of my organisation's strategies is to develop its people. From my knowledge of the supply market I know a particular supplier that is uniquely skilled in people management and development and this makes them the most competitive supplier. We have the power to bring this supplier to the table; to initiate the discussion to build a partnership and leverage the supplier's competitive advantage, or even a vertical integration. Boom! Now Procurement is sitting at the M&A table.
As saving becomes a commodity and not a priority, it is time to reinvent procurement. Leave the Procurement Manager title behind and become a External Competitive Advantage Strategist!
c-suiteCPOsupply chainsupply chain management
Driving Change The Procurement Way
May 31, 2018 Procurious HQ
At yesterday's London CPO Roundtable we explored how procurement teams can drive big change in their organisations whether it's through Brexit policy, implementing cognitive technology or smart hiring…
When was the last time you took a wild punt in your hiring process?
Is your procurement team under more pressure than ever to cut costs?
How can CPOs make the business case for cognitive technology to their CFO?
Will there be a second EU Referendum?
These are just some of the questions we discussed when we gathered a dozen procurement leaders in London yesterday for a CPO roundtable sponsored by IBM.
We discussed the implications of Brexit and how procurement professionals are preparing, how procurement can make sure its cognitive projects come out on top in the battle for capital and why employers need to be far more open minded when hiring new talent.
Surviving the Perfect Storm
Nick Ford, Co-founder – Odesma gave us an overview of his organisation's latest Brexit survey; Surviving a Perfect Storm.
Many would argue that Brexit is the biggest negotiation to ever take place in UK, but the path ahead is still very unclear. And that's presenting some major challenges for procurement teams.
Indeed, 45 per cent of Odesma's survey respondents (300+ procurement executives primarily from the UK/EU ) admitted that Brexit was hampering their procurement strategy and 82 per cent claim that they have felt under more pressure to reduce costs for third party good and services.
Nick highlighted some of the changes procurement departments are attempting to implement in order to prepare for life post-Brexit:
Contingency Planning – including managing an mitigating risk, moving supply chain out of Europe etc. : 27 per cent
Investigating new suppliers: 9 per cent
Re-negotiating contracts with existing suppliers: 9 per cent
Reviewing country location for procurement operation: 6 per cent
Re-evaluating inbound supply chain: 6 per cent
No changes to supplier base: 15 per cent
On a positive note, 73 per cent of procurement professionals believe their organisation sees procurement as an important part of its post-Brexit preparation process. As Nick highlighted, it is a fantastic opportunity for re-negotiation of supplier contracts, a chance to do a thorough supplier clean- up or develop new suppliers entirely and it gives your organisation a competitive advantage if your procurement team is in good shape – given that only 40 per cent of businesses have started putting plans in place to prepare for brexit.
Read more from Nick Ford on how procurement can prepare for a post-Brexit world.
The Battle For Capital
In the battle for capital, how does procurement ensure its cognitive projects come out on top?
Amit Sharma, Global Procurement Practice Leader for Cognitive Process Services (CPS) -IBM addressed how difficult it is for procurement leaders to communicate the need for, and value of, cognitive technology to their business.
"The problem for procurement" he argued "is that the CPO doesn't always have the authority to drive transformation. It depend on lots of other people and that stops them from driving change."
"For procurement, maintaining our relevance to the organisation beyond cost savings is imperative. [procurement pros] need to embed the latest in technology as best practise into the business as it will free up our time and help us to move from transactional to strategic management."
The logic is unquestionable. We know the sophistication of AI is going to come. It's a question of when, not if. But when it comes to making the leap to cognitive, which can do a world of good for analytical and predictive analysis, organisations are still hesitant.
The CPOs in attendance were in agreement; citing short-termism, lack of buy-in from the CFO and a limited understanding in the business about cognitive technology.
Procurement needs to make the business case for how cognitive can add long-term value and, as Amit reminded us, "If you're not convinced, you can't convince someone else"
Brexit: What Happens Now?
Professor Anand Menon, Professor of European Politics and Foreign Affairs, Kings College led a session discussing the long-term causes of Brexit and their future implications.
"Hand on heart I don't know [what' going to happen] – if i could answer that I'd be rich and famous!"
It's the most uncertain moment in British politics since World War Two and what's striking is that, two years on from the referendum, nothing has been decided.
A key reason for such uncertainty is the nature of the referendum itself. As Anand explained, the referendum packaged so many different options and outcomes into a binary choice; leave or remain. No one understood quite what they were signing up for and since the results Brexit has largely been defined by whichever adjective most aptly applies to specific people or groups; black brexit; white brexit; hard brexit; soft brexit; white red and blue brexit… the list goes on.
Does the UK want to establish a relationship with the EU like Norway, like North Korea or will they define something wholly new.
Anand admits that due to the Brexit process being so complex and all-consuming, there is no avoiding a messy process. What goes on throughout the next couple of years will largely be determined by politics.
The UK Prime Minister relatively quickly defined what she meant by Brexit (leave cutoms market,end free movement etc) and her position has remained relatively unchanged since. Whilst she is unpopular with many in her party, it is unlikely her critics will choose to get rid of her yet. As long as she in place, she is a powerful force for stability.
2. The Conservative Government
There is a significant number of Tory MPs who want a much softer Brexit than the Prime Minister is proposing so it's possible they will vote against May's Brexit deal. However, if May loses this vote there is no question that she has to go; after all, her whole mission as Prime Minister is Brexit. If that happens, the Conservative Party will either elect a new leader or the UK will face a new general election. And the one thing no Tories want is another general election.
3. The Labour Government
In the last general election, Labour picked up votes from both remainers and leavers. As such, the party have been careful to keep their Brexit policies ambiguous. Whenever Corbyn speaks about Brexit, he speaks in ambiguities.
Ultimately the real danger for the UK's economy, Anand warns, is that the negotiations go pear shaped, the UK crashes out of the EU in March 2019 and they end up with no wiggle room to extend the UK's transition period.
His advice to procurement organisations trying to prepare? Plan for a World Trade Organisation outcome from 2021 – "That, I think, is the most likely outcome."
The Drive Project
The Drive Project is an award-winning, creative social enterprise. They work alongside charities and businesses to inspire and empower people with creative projects, training and talks. We were joined by one of their speakers Darren Swift ("Swifty").
On 25th May 1991 Swifty was injured by a terrorist attack that resulted in him losing both his legs above the knee.
Within seconds of being hit by an IRA coffee jar bomb he went, he jokes, from being 6 foot 2 to 4 foot 6; his left leg completely gone and his right hanging on by a thread.
During his extensive rehab, when he was forced to confront his new reality, Swifty made the decision to not let his injury affect his life or career going forward.
Since then Swifty has gone on to achieve a huge amount including taking up skydiving, becoming the first ever double above knee amputee snowboarder and taking up a career as an actor. Swifty's unique and inspiring story reminded us that employers need to be far more open minded when hiring new talent.
When it comes to hiring our organisations need to be 'blinkers off' people; asking 'why not?', rather than having a 'you can't' attitude. You don't know what's possible with a potential hire until you take a punt and give them a chance.
Without this outlook employers could miss an extraordinary talent.
As Emily Shaw, Director- The Drive Project, pointed out "[We should] give people a chance not to be a victim – because they can achieve so much more."
Find out more about The Drive Project and the amazing work they do here.
AIBrexitCPOcpo roundtableIBMOdesmaProcure-with-Purposewatson
How To Get Moving On Your Career Path To The Top


text:
Series Previews
Series Preview: Milwaukee Brewers @ Cincinnati Reds
The Brewers hope Reds pitching is the cure for whatever's ailing their bats after a weekend in Chicago
By Jaymes L@JaymesL Apr 30, 2018, 9:00am CDT
Share All sharing options for: Series Preview: Milwaukee Brewers @ Cincinnati Reds
Brad Rempel-USA TODAY Sports
For the past couple years, whenever the Brewers hit a rough spot offensively, the Cincinnati Reds have been there to help pick them up.
It's very considerate of them, and they're coming up on the schedule at a good time again. But this time, Eric Thames will be on the disabled list and won't be around to carry the Brewers like he has against the Reds, as recently as earlier this month when his pair of 2-run homers carried the team to two 2-0 wins.
This past weekend wasn't much fun to watch, but if there's good news, it's that the pitching has been lights-out. That should hopefully continue against a Reds offense that has frequently looked overmatched this year, including the back-to-back shutouts that closed out the previous series between these two teams.
With that said, the Reds aren't struggling as much as the last time the Brewers saw them. While they were able to snap an 8-game losing streak in their series opener against the Brewers, they went on to lose another 5 straight after that win. But they rebounded after that, splitting a four-game series with Atlanta and winning a series in Minneapolis against the Twins. The Reds are still just 7-21 on the year, but they've still won 4 games in the past week.
Since the last time we saw them, Scooter Gennett has started hitting for more power, getting his line back up to .301/.347/.416 and noted Brewer Killer Eugenio Suarez is off the DL and back in the lineup. Joey Votto is also hitting a more Votto-ian .273/.397/.414.
Monday - 6:10 p.m. CDT
Jhoulys Chacin vs. Brandon Finnegan
Tuesday - 6:10 p.m. CDT
Chase Anderson vs. Homer Bailey
Wednesday - 6:10 p.m. CDT
Wade Miley vs. Luis Castillo
Finnegan is getting off to a late start in the 2018 season after suffering a biceps injury, and it's looked like he's been rusty on the mound after also only making 4 starts due to injury last year. He'll be making his 4th start of 2018 against the Brewers tonight. The first two weren't very good -- 5 earned runs in 4.1 innings and 4 earned runs in 3 innings, both against the Cardinals -- but he bounced back for a better outing in his last start against Atlanta with 2 earned runs in 5 innings against the Braves, but new manager Jim Riggleman gave him a quick hook.
Bailey is getting off to an okay start to the season, especially considering how cooked he's looked the past couple years. He has a 4.19 ERA on the season after 6 starts, although that number has gone up in the past couple outings, which includes 4 earned runs in 5 innings in his last start against the Braves. He's not striking out a ton of batters anymore -- 21 in 34.1 innings so far -- and he's already given up 6 home runs, 4 of which coming in his past two starts.
Miley will make his Brewers debut against a guy who had been the Brewers' kryptonite before he gave up 4 runs in 6.2 innings earlier this month. But all of that damage done against Castillo was in his final inning of work, and two of the earned runs charged to him were actually given up be reliever Cody Reed. Before that inning, Castillo had held the Brewers to 2 hits with 2 outs in the 7th inning with 8 strikeouts and no runs. In 3 starts against the Brewers in his short career, Castillo has held the Brewers to a .194/.253/.306 line. Only the Diamondbacks have faced Castillo more than once and have a worse OPS against him, hitting .156/.188/.311 in 2 games.
Statistics courtesy of Baseball-Reference

redpajama_set_name: RedPajamaCommonCrawl


Would you stick your face into this sculpture? That is the intended use of Maker Face, built by Scott VanKampen and a team at the Staten Island Makerspace. You place your face inside the giant contraption and seven Raspberry Pi cameras snap a picture. The images are all combined and converted into a 3D model of your face. They then took things a bit further and they've been morphing all the faces together to show what the average face of a Maker Faire goer looks like.
The sculpture is a mix of mechanical structures with a pervasive organic element that comes from the curves used in the design. The use of a flexible wooden material called "Wiggle board" allowed Scott to create the organically inspired area which envelopes your face. A layer of paper over that closes everything up to ensure an evenly diffused light for the 3D scanning.
I stuck my face in it and I can attest that the experience was odd. There is this hulking sculpture with a tiny hole and you're asked to place your face… inside. You feel incredibly vulnerable, but the paper and the curves are somehow relaxing, at least more relaxing than some industrial angles and welds would have been. I can't wait to see the results when they publish them on the SI Makerspace website.


This entry was written by forwhattheygave, posted on January 18, 2009 at 6:08 pm, filed under Teams and tagged 1962, Tennis. Bookmark the permalink. Follow any comments here with the RSS feed for this post. Trackbacks are closed, but you can post a comment.


text:
import raf from 'raf'
import getFeatures from './getFeatures'
import network from './network'
import parseUserAgent from './parseUserAgent'
import getMedia from './getMedia'
import getWindowSpec from './getWindowSpec'

import createOfflineChanged from './signalFactories/offlineChanged'
import createWindowChanged from './signalFactories/windowChanged'

const defaultOptions = {
  feature: true,
  offline: {
    checkOnLoad: false,
    interceptRequests: true,
    reconnect: {
      initialDelay: 3,
      delay: 1.5
    },
    requests: false
  },
  parse: {
    browser: true,
    device: true
  },
  media: {},
  window: true
}

export default (userOptions = {}) => {
  const options = Object.assign({}, defaultOptions, userOptions)
  const state = parseUserAgent(options)

  state.media = getMedia(options)
  state.feature = getFeatures(options)
  state.window = getWindowSpec()
  state.network = {offline: false}

  return ({controller, path}) => {
    controller.on('initialized', () => {
      const offlineChanged = controller.getSignal(`${path}.offlineChanged`)
      const windowChanged = controller.getSignal(`${path}.windowChanged`)

      if (options.offline !== false) {
        network.on('confirmed-up', () => { offlineChanged({offline: false}) })
        network.on('confirmed-down', () => { offlineChanged({offline: true}) })
      }

      if (options.window !== false) {
        let updatingSpecs = false
        window.addEventListener('resize', (event) => {
          if (updatingSpecs) return
          updatingSpecs = true
          raf(() => {
            windowChanged({
              windowSpec: getWindowSpec(),
              media: getMedia(options)
            })
            updatingSpecs = false
          })
        })
      }
    })

    return {
      state,
      signals: {
        offlineChanged: createOfflineChanged(path),
        windowChanged: createWindowChanged(path)
      }
    }
  }
}

redpajama_set_name: RedPajamaGithub


text:
ENIGMA TV
eniGma Magazine
Bulgari Closing Party Organized by Enigma Magazine for the 40th CIFF
Elham Shahin at the Bulgari Closing Partyfor the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Khaled Selim at the Bulgari Closing Partyfor the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Saba Mubarak at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Dhafer L'Abidine at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Naglaa Badr at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Naglaa Badra with husband at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Nahed El Sebai and Nahed Farid Shawki at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Nicolas Mouawad at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Mai Selim at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
The Hamdan Sisters at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Mr. Georges Bishara, Mr. Ahmed Farid from Bulgari, Mohamed Hefzy and Amr Salama at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
The General Manager of the Sofitel Cairo Nile El Gezirah Hotel with Enigma's Founder & CEO Yasmine Shihata at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Saba Mubarak and a guest at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Kenzy Abdullah and Asser Yassin at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Enigma Magazine's Founder & CEO Yasmine Shihata wearing a custom-made dress by Dunia Anabtawi and Bulgari jewels at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Enigma Magazine's Founder & CEO Yasmine Shihata with Bulgari's Ahmed Farid at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Salma Majoubi with a guest at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Arwa Gouda at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Basma at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Rania Youssef at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Ola Roshdy at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Ahmed Dash, Karim Kassem and Ahmed Dawood at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Mahmoud Ellisy, Youssef Othman and Hazem Ehab at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Madline Tabar at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Dorra Zarouk at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Ahmed Hatem at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organised by Enigma Magazine
Bassel Alzaro at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Eman Elassi at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Asmaa Galal at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Enigma Magazine's Founder & CEO Yasmine Shihata wearing Dunia Anabtawi Couture and Bulgari jewels at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organised by Enigma Magazine
CIFF Award Winner and guest at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Enigma Magazine's Founder & CEO Yasmine Shihata with Ahmed Ganzoury at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Emy Salem at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
May Elghety at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Entesar at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Nehal Lehata and Abu at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine.
Laila Shoair at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organised by Enigma Magazine
The Honrable Mona Makram Ebeid with Enigma's Chairwoman Samia Farid Shihata at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Belly Dancer Maya Magraby at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Tarek Abdelaziz at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Mai Selim with her sister at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
TV presenter Jasmine Taha at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Mohamed Karim with Enigma Magazine's Founder & CEO Yasmine Shihata at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Enigma Magazine Founder & CEO Yasmine Shihata with Hassan Morshedy at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Ahmed Soltan at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Bulgari's Ahmed Farid with guests at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Former Miss Egypt Heba El Sisi at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Manel Hamrouni at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Bosy Shalaby at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Yehia Saada, Asma Galal and Sherif Nour ElDin at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Enigma Magazine's Founder & CEO Yasmine Shihata, Nehal Leheta, Abu and Ahmed Ganzoury at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine
Suheir Gouda at the Bulgari Closing Party for the 40th Edition of the Cairo International Film Festival organized by Enigma Magazine


text:
Q: Charset não funciona no JavaScript Tenho a seguinte função JavaScript que emite um confirm com uma mensagem que contém caracteres especiais.
function cancelaCadastro(){
    var cancelaCadastro = confirm(unescape("Você deseja cancelar o cadastro e voltar à página inicial?"));
    if (cancelaCadastro == true){
        location.href= "index.php";
    } else{
        return false;
    }
}

O problema é que a mensagem está sendo exibida da seguinte forma.
"Voc� deseja cancelar o cadastro e voltar � p�gina inicial?".
Coloquei o unescape para tentar corrigir esse erro, mas não foi eficaz.
Informo que na página HTML já defini o charset para utf-8 e para ISO, mas também não resolveu o problema.
Segue exemplo do meta-charset:
<meta http-equiv="Content-Type" content="text/html"; charset="UTF-8">

OBS: Essa pergunta não é uma duplicata da pergunta Dúvida com charset=iso-8859-1 e utf8, pois o problema não é relacionado a utilizar 2 tipos de charset diferentes.
De qualquer forma, defini o charset da página pelo php utilizando a linha de código <?php header('Content-Type: text/html; charset=UTF-8'); ?>
 e também salvei a página como HTML sem BOM, mas o problema não foi resolvido.

A: Adicione o atributo charset na declaração do script.
Exemplo:
<script charset="UTF-8"></script>

A: Adicione esse código no cabeçalho do arquivo index do PHP;
<?php header("Content-Type: text/html; charset=ISO-8859-1",true) ?>

Aguardo resultados.

A: No CSS: <style> html:lang(pt-br) { @charset "UTF-8"; } </style>
No HTML:  <html lang="pt-br">
No HEAD:  <meta charset="UTF-8">
No JavaScript - exemplo:  <script src="javascript.js" charset="UTF-8"></script>
Dessa forma funciona quando uso o charset UTF-8 no CSS3 junto com PHP 7.3, junto com JavaScript e junto com o Bootstrap 4.3.1

redpajama_set_name: RedPajamaStackExchange


00:03 Kestrel transforms into a Starfighter and strafes Naberius. Kestrel strafes Vader D'Etoile. Kestrel strafes Naval Strike. Kestrel strafes Naberius. Kestrel strafes Xenos Prime. Kestrel strafes Naberius. Naberius is injured (74% power remaining). Vader D'Etoile is slightly damaged (88% power remaining). Naval Strike is slightly damaged (86% power remaining). Naberius is injured (61% power remaining). Xenos Prime is slightly damaged (88% power remaining). Naberius is damaged (47% power remaining).
00:11 Monster Tor attacks Kestrel. Kestrel transforms into a Starfighter and avoids the attack!
00:15 Rpg2275 transforms into a Weapon and strafes Vader D'Etoile. Rpg2275 strafes Vader D'Etoile. Rpg2275 strafes Naval Strike. Rpg2275 strafes Naval Strike. Vader D'Etoile is injured (67% power remaining). Vader D'Etoile is injured (56% power remaining). Naval Strike is injured (74% power remaining). Naval Strike is injured (63% power remaining).
00:20 Xenos Prime transforms into a Monstrous Land Animal and strafes Longrack. Xenos Prime strafes Rpg2275. Xenos Prime strafes Batfink. Xenos Prime strafes Batfink. Longrack is slightly damaged (83% power remaining). Rpg2275 is slightly damaged (94% power remaining). Batfink is slightly damaged (83% power remaining). Batfink is injured (66% power remaining).
00:27 Naval Strike hits Kestrel with a Acid Rainmaker. Kestrel is slightly damaged (86% power remaining).
00:30 Naberius attacks Kestrel with a Ionic Displacer Rifle. Kestrel transforms into a Starfighter and avoids the attack!
00:37 Monster Tor transforms into a Strong Land Animal and rams Rpg2275. Rpg2275 is injured (70% power remaining).
00:46 Xenos Prime transforms into a Monstrous Land Animal and strafes Kestrel. Xenos Prime strafes Batfink. Xenos Prime strafes Kestrel. Xenos Prime strafes Rpg2275. Kestrel is slightly damaged (76% power remaining). Batfink is damaged (48% power remaining). Kestrel is injured (70% power remaining). Rpg2275 is injured (66% power remaining).
00:48 Longrack transforms into a Noble Land Animal and repairs Rpg2275. Rpg2275 has been fully repaired!
00:58 Vader D'Etoile hits Rpg2275 with a Black Lightsaber. Rpg2275 is slightly damaged (97% power remaining).
01:04 Naberius misses Rpg2275 with a Ionic Displacer Rifle.
01:14 Batfink attacks Vader D'Etoile. Vader D'Etoile transforms into a Starfighter and avoids the attack!
01:16 Batfink transforms into a Tough Air Animal and rams Vader D'Etoile. Vader D'Etoile is severely injured (30% power remaining).
01:19 Xenos Prime transforms into a Monstrous Land Animal and strafes Rpg2275. Xenos Prime strafes Longrack. Xenos Prime strafes Batfink. Xenos Prime strafes Batfink. Rpg2275 is slightly damaged (87% power remaining). Longrack is slightly damaged (77% power remaining). Batfink is damaged (35% power remaining). Batfink is severely injured (17% power remaining).
01:24 Kestrel hits Monster Tor with a Dual-Bladed Lightsaber. Monster Tor is slightly damaged (97% power remaining).
01:28 Kestrel misses Vader D'Etoile with a Dual-Bladed Lightsaber.
01:34 Kestrel attacks Naval Strike with a Dual-Bladed Lightsaber. Naval Strike transforms into a Fighter and avoids the attack!
01:40 Naval Strike misses Longrack with a Acid Rainmaker.
01:49 Naval Strike hits Batfink with a Acid Rainmaker. Batfink has gone into stasis lock!
01:58 Kestrel hits Xenos Prime with a Dual-Bladed Lightsaber. Xenos Prime is slightly damaged (81% power remaining).
02:00 Xenos Prime hits Longrack with a Atomic Fire Breath. Longrack is injured (54% power remaining).
02:10 Monster Tor transforms into a Strong Land Animal and rams Rpg2275. Rpg2275 is injured (65% power remaining).
02:17 Kestrel hits Xenos Prime with a Dual-Bladed Lightsaber. Xenos Prime is slightly damaged (76% power remaining).
02:26 Kestrel hits Monster Tor with a Dual-Bladed Lightsaber. Monster Tor is slightly damaged (96% power remaining).
02:34 Kestrel hits Naberius with a Dual-Bladed Lightsaber. Naberius is severely injured (18% power remaining).
02:39 Naval Strike transforms into a Fighter and strafes Longrack. Naval Strike strafes Longrack. Naval Strike strafes Longrack. Naval Strike strafes Kestrel. Longrack is damaged (42% power remaining). Longrack is damaged (34% power remaining). Longrack is severely injured (25% power remaining). Kestrel is injured (62% power remaining).
02:45 Vader D'Etoile hits Kestrel with a Black Lightsaber. Kestrel is damaged (44% power remaining).
02:49 Xenos Prime transforms into a Monstrous Land Animal and strafes Kestrel. Xenos Prime strafes Rpg2275. Xenos Prime strafes Kestrel. Kestrel is severely injured (30% power remaining). Rpg2275 is injured (60% power remaining). Kestrel is severely injured (24% power remaining).
02:55 Longrack transforms into a Noble Land Animal and repairs Rpg2275. Rpg2275 has been fully repaired!
03:01 Kestrel hits Monster Tor with a Dual-Bladed Lightsaber. Monster Tor is slightly damaged (93% power remaining).
03:08 Xenos Prime hits Rpg2275 with a Atomic Fire Breath. Rpg2275 is slightly damaged (97% power remaining).
03:15 Longrack transforms into a Noble Land Animal and repairs Rpg2275. Rpg2275 has been fully repaired!
03:17 Vader D'Etoile hits Rpg2275 with a Black Lightsaber. Rpg2275 is slightly damaged (99% power remaining).
03:20 Monster Tor punches Rpg2275. Rpg2275 is slightly damaged (97% power remaining).
03:26 Longrack attacks Vader D'Etoile with a Green Lightsaber. Vader D'Etoile transforms into a Starfighter and avoids the attack!
03:36 Monster Tor transforms into a Strong Land Animal and rams Longrack. Longrack is severely damaged (4% power remaining).
03:45 Vader D'Etoile hits Kestrel with a Black Lightsaber. Kestrel is severely damaged (2% power remaining).
03:47 Xenos Prime attacks Kestrel with a Atomic Fire Breath. Kestrel transforms into a Starfighter and avoids the attack!
03:57 Rpg2275 transforms into a Weapon and strafes Vader D'Etoile. Rpg2275 strafes Naval Strike. Rpg2275 strafes Vader D'Etoile. Rpg2275 strafes Monster Tor. Rpg2275 strafes Monster Tor. Rpg2275 strafes Naberius. Rpg2275 strafes Monster Tor. Rpg2275 strafes Vader D'Etoile. Vader D'Etoile is severely injured (12% power remaining). Naval Strike is injured (53% power remaining). Vader D'Etoile is severely damaged (2% power remaining). Monster Tor is slightly damaged (83% power remaining). Monster Tor is injured (74% power remaining). Naberius is severely damaged (5% power remaining). Monster Tor is injured (64% power remaining). Vader D'Etoile has gone into stasis lock!
03:59 Monster Tor kicks Longrack. Longrack has gone into stasis lock!
04:01 Kestrel hits Naberius with a Dual-Bladed Lightsaber. Naberius has gone into stasis lock!
04:06 Naval Strike misses Rpg2275 with a Acid Rainmaker.
04:13 Xenos Prime misses Kestrel with a Atomic Fire Breath.
04:15 Xenos Prime misses Kestrel.
04:21 Monster Tor kicks Rpg2275. Rpg2275 is slightly damaged (96% power remaining).
04:28 Monster Tor punches Rpg2275. Rpg2275 is slightly damaged (95% power remaining).
04:38 Naval Strike hits Rpg2275 with a Acid Rainmaker. Rpg2275 is slightly damaged (93% power remaining).
04:43 Naval Strike misses Kestrel.
04:51 Monster Tor attacks Kestrel. Kestrel transforms into a Starfighter and avoids the attack!
05:00 Naval Strike transforms into a Fighter and strafes Kestrel. Kestrel has gone into stasis lock!
05:03 Xenos Prime hits Rpg2275 with a Atomic Fire Breath. Rpg2275 is slightly damaged (90% power remaining).
05:10 Xenos Prime misses Rpg2275 with a Atomic Fire Breath.
05:16 Monster Tor kicks Rpg2275. Rpg2275 is slightly damaged (88% power remaining).
05:24 Rpg2275 misses Monster Tor with a Rocket Propelled Mortar Shells.
05:31 Monster Tor transforms into a Strong Land Animal and strafes Rpg2275. Monster Tor strafes Rpg2275. Rpg2275 is injured (75% power remaining). Rpg2275 is injured (67% power remaining).
06:04 Rpg2275 transforms into a Weapon and strafes Naval Strike. Rpg2275 strafes Naval Strike. Rpg2275 strafes Xenos Prime. Rpg2275 strafes Xenos Prime. Rpg2275 strafes Naval Strike. Naval Strike is damaged (32% power remaining). Naval Strike is severely injured (21% power remaining). Xenos Prime is injured (64% power remaining). Xenos Prime is injured (57% power remaining). Naval Strike is severely damaged (10% power remaining).
06:07 Xenos Prime transforms into a Monstrous Land Animal and strafes Rpg2275. Xenos Prime strafes Rpg2275. Rpg2275 is injured (52% power remaining). Rpg2275 is damaged (45% power remaining).
06:57 Naval Strike transforms into a Fighter and strafes Rpg2275. Rpg2275 is severely injured (27% power remaining).
07:00 Rpg2275 misses Xenos Prime with a Rocket Propelled Mortar Shells.
07:09 Rpg2275 transforms into a Weapon and strafes Monster Tor. Rpg2275 strafes Naval Strike. Rpg2275 strafes Monster Tor. Monster Tor is injured (53% power remaining). Naval Strike has gone into stasis lock! Monster Tor is damaged (46% power remaining).
07:26 Rpg2275 hits Xenos Prime with a Rocket Propelled Mortar Shells. Xenos Prime is injured (54% power remaining).
07:29 Rpg2275 kicks Xenos Prime. Xenos Prime is damaged (50% power remaining).
07:32 Rpg2275 punches Xenos Prime. Xenos Prime is damaged (48% power remaining).
07:36 Monster Tor transforms into a Strong Land Animal and strafes Rpg2275. Monster Tor strafes Rpg2275. Rpg2275 is severely damaged (10% power remaining). Rpg2275 is severely damaged (5% power remaining).
07:45 Rpg2275 misses Xenos Prime with a Rocket Propelled Mortar Shells.
07:56 Rpg2275 misses Monster Tor.
08:29 Monster Tor kicks Rpg2275. Rpg2275 is severely damaged (3% power remaining).
08:33 Rpg2275 hits Xenos Prime with a Rocket Propelled Mortar Shells. Xenos Prime is damaged (41% power remaining).
08:38 Xenos Prime hits Rpg2275 with a Atomic Fire Breath. Rpg2275 is severely damaged (1% power remaining).
08:45 Monster Tor transforms into a Strong Land Animal and rams Rpg2275. Rpg2275 has gone into stasis lock!
4,428 pages were recently viewed by 865 unique visitors. This page was viewed 1 times on Saturday, April 20th 2019 3:12am CDT. © 2019 Seibertron, Inc. DBA Seibertron.com. All Rights Reserved. Established June 2000. Seibertron.com is owned by Ryan Yzquierdo.


text:
De Brug van Hermalle is een boogbrug bij Hermalle-sous-Argenteau in de Belgische gemeente Oupeye.

De brug werd gebouwd in de periode van 1981 tot 1985 en heeft een spanwijdte van 138 meter en een totale lengte van 183 meter. De stalen bogen hebben een hoogte van 24 meter. In 1987 ontving het ingenieursbureau Greisch de Europese prijs voor de staalconstructie voor het ontwerp van de brug.

Een halve kilometer oostelijker ligt de Maasbrug over de rivier de Maas.

Hermalle
Hermalle
Hermalle
Oupeye

redpajama_set_name: RedPajamaWikipedia


text:
LinkedIn opens Sponsored InMail to all as yet more ad products come to messaging platforms
Ingrid Lunden	@ingridlunden / 3 years
It's gloves off for social media companies that have patiently built audiences for their platforms and weaned them on steady diets of ad-free content: they're all now starting to double down on ways of monetizing them. Now it's the turn of LinkedIn, the social network for professionals that's currently getting acquired by Microsoft for $26.2 billion.
Today, the company is turning on a new self-service for marketers called "Sponsored InMail" — a paid feature that will let marketers query LinkedIn's database of 476 million users and send relevant groups within it unsolicited messages in LinkedIn's InMail messaging system.
The news comes in what has been a busy week for social media platforms ramping up "native" marketing experiences in messaging products. Yesterday, Facebook made sponsored messages (where advertisers can pay to send messages) in Messenger widely available after several months of tests. And just earlier today, Viber announced Public Accounts, its own version of business accounts to use the platform for marketing, as well as customer service.
As with the other two, LinkedIn's Sponsored InMail will see paid messages start to appear in areas of the service that have up to now been reserved primarily for more direct communications that were relatively ad-free. (I write "relatively" because in fact, you could feasibly use the InMail feature, which lets you send messages to people who were not your contacts, to try to sell something. InMail comes with Premium subscriptions, or as an add-on to JobSeeker and Business Plus accounts.)
And for a lucky few of you, you may have already seen Sponsored InMail messages come through to you on LinkedIn.
Sudeep Cherian, a group manager in LinkedIn's Marketing Solutions group, said the company has been quietly piloting the feature since August with around 100 marketers; it also offered it as a managed service to enterprise customers. The difference now is that the taps have been turned on full-blast, so to speak: it's now a self-serve option available to any individual or business, large or small.
Those early runs of the product encouraged LinkedIn to roll it out more widely: Cherian said that open rates were around 45% and CTRs in the range of 4-7%.
Sponsored InMail will appear at the top of your inbox in LinkedIn's messaging service, and Cherian said that the content of these messages will largely be based around calls to action — for example, claiming product offers, or registering for online or live events, or downloading e-books. In other words, not one to one messages that would elicit a reply.
As we have seen with other paid messaging features that bring more marketing into generally ad-free platforms, LinkedIn is also trying to bring in features that will help keep any spammy tendencies in check. In this case of Sponsored InMail, these can only be received by members once every 60 days, and as a user you can completely opt out of seeing any from a specific company or person, or seeing any of them at all. (You can access your settings from within one of the messages.)
Sponsored InMail forms the latest of LinkedIn's Campaign Manager self-service tools, which also include sponsored content, which appears in people's main news feeds; and text ads, which run in the right rail as well as in-line.
Other recent launches at LinkedIn, which has continued both to update its existing service as well as forge paths into new areas as it awaits the Microsoft deal to close, have included a platform to track and report salary data; an update to its Endorsements feature; new learning products; and a new way to privately signal that you're looking for a new job.


text:
La Prensa è uno storico quotidiano argentino fondato a Buenos Aires nel 1869.

Storia
La Prensa fu fondata il 18 ottobre 1869 da José C. Paz, giornalista, politico e latifondista locale. Il giornale ha sempre fatto da megafono all'influente famiglia Gainza Paz, vicina al Partito Autonomista Nazionale del presidente Julio Argentino Roca.

Dopo l'introduzione della legge Sáenz Peña del 1912 che introduceva il suffragio universale maschile e segreto, La Prensa, su posizioni liberali e conservatori, iniziò a contrapporsi ai governi, ai partiti ed ai movimenti a larga base popolare come l'Unione Civica Radicale ed il peronismo. Fu proprio questo giornale a coniare per i seguaci di Juan Domingo Perón il termine, inizialmente dispregiativo, di descamisados. Negli anni del governo peronista La Prensa iniziò un lento declino dovuto sia alla pressione esercitata dagli apparati governativi sia alla nascita di nuovi e dinamici concorrenti come il Clarín. Nel 1951 il governo chiuse il giornale e ne vendette la proprietà alla Confederazione Generale del Lavoro. Cinque anni più tardi, dopo il rovesciamento di Perón, La Prensa tornò nelle mani della famiglia Gainza Paz.

Nel 1988 la storica sede di Avenida de Mayo fu venduta alla città di Buenos Aires che ha fatto un centro culturale.

Altri progetti

Collegamenti esterni

Periodici fondati nel 1869
Periodici argentini in lingua spagnola
Quotidiani argentini


text:
import { FormGroup } from "@angular/forms";
import { Router, ActivatedRoute, ParamMap } from "@angular/router";
import { Subscription, Observable } from "rxjs";

import { OrderByEnumerables } from "../../../fredapi/shared/enumerables/orderBy.enumerables";
import { Enumerables } from "../../../fredapi/shared/enumerables/enumerables";
import { FormBuildAndValidationService } from "../../../shared/formBuildAndValidation/formBuildAndValidation.service";
import { FormsConfigurationService, IFormsConfiguration } from "../../shared/formsConfiguration/formsConfiguration.service";
import { RouteToFormBindingService, RouteToFormBinding } from "../../../shared/routeToFormBinding/routeToFormBinding.service";

export abstract class ComponentBase {
  private paramMapSubscription: Subscription;
  private queryParamMapSubscription: Subscription;
  private dataSubscription: Subscription;
  private serviceSubscription: Subscription;

  protected canRefresh = true;

  theForm: FormGroup;

  seriesOrderByEnumerables: string[] = OrderByEnumerables.series;
  tagsOrderByEnumerables: string[] = OrderByEnumerables.tags;
  releasesOrderByEnumerables: string[] = OrderByEnumerables.releases;
  releasesDatesOrderByEnumerables: string[] = OrderByEnumerables.releasesDates;
  seriesSearchOrderByEnumerables: string[] = OrderByEnumerables.seriesSearch;
  sourcesOrderByEnumerables: string[] = OrderByEnumerables.sources;

  filterVariableEnumerables: string[] = Enumerables.filterVariables;
  tagGroupIdEnumerables: string[] = Enumerables.tagGroupIds;
  unitEnumerables: string[] = Enumerables.units;
  frequencyEnumerables: string[] = Enumerables.frequencies;
  aggregationMethodEnumerables: string[] = Enumerables.aggregationMethods;
  outputTypeEnumerables: string[] = Enumerables.outputTypes;

  get idValidationMessages(): string {
    return this.configurationService.idValidationMessages;
  }

  get tagNamesValidationMessages(): string {
    return this.configurationService.tagNamesValidationMessages;
  }

  get searchTextValidationMessages(): string {
    return this.configurationService.searchTextValidationMessages;
  }

  constructor(
    protected router: Router,
    protected route: ActivatedRoute,
    protected formBuilder: FormBuildAndValidationService,
    protected configurationService: FormsConfigurationService,
    protected bindingService: RouteToFormBindingService
  ) { }

  ngOnInit() {
    this.theForm = this.formBuilder.build(this.formsConfigurations);
    this.paramMapSubscription = this.route.paramMap.subscribe((data: ParamMap) => {
      this.bindingService.bindRouteParams(data, this.theForm, this.routeParamsToFormBindings);
    });
    this.queryParamMapSubscription = this.route.queryParamMap.subscribe((data: ParamMap) => {
      this.bindingService.bindQueryParams(data, this.theForm, this.queryParamsToFormBindings);
    });
    this.dataSubscription = this.route.data.subscribe(data => {
      this.parseData(data[this.dataName]);
    });
  }

  ngOnDestroy() {
    if (this.paramMapSubscription) {
      this.paramMapSubscription.unsubscribe();
    }
    if (this.queryParamMapSubscription) {
      this.queryParamMapSubscription.unsubscribe();
    }
    if (this.dataSubscription) {
      this.dataSubscription.unsubscribe();
    }
    if (this.serviceSubscription) {
      this.serviceSubscription.unsubscribe();
    }
  }

  onSubmit() {
    let queryParams = this.bindingService.buildQueryParamsFromForm(this.theForm, this.queryParamsToFormBindings);
    this.removeDefaultQueryParams(queryParams, "");
    this.router.navigate(this.navigationRoute, { queryParams: queryParams });

    if (this, this.canRefresh) {
      let queryString: string = this.bindingService.getQueryStringFrom(queryParams);
      this.serviceSubscription = this.callService(queryString).subscribe(data =>
        this.parseData(data));
    }
  }

  removeDefaultQueryParams(queryParams: { [key: string]: string }, orderByDefault: string): void {
    if (queryParams["order_by"] === orderByDefault) {
      delete queryParams["order_by"];
    }
    if (queryParams["sort_order"] === "asc") {
      delete queryParams["sort_order"];
    }
    if (queryParams["filter_variable"] === "") {
      delete queryParams["filter_variable"];
    }
    if (queryParams["tag_group_id"] === "") {
      delete queryParams["tag_group_id"];
    }
    if (queryParams["include_release_dates_with_no_data"] === "no") {
      delete queryParams["include_release_dates_with_no_data"];
    }
  }

  abstract get dataName(): string;
  abstract get formsConfigurations(): IFormsConfiguration[];
  abstract get routeParamsToFormBindings(): RouteToFormBinding[];
  abstract get queryParamsToFormBindings(): RouteToFormBinding[];
  abstract get navigationRoute(): any[];

  abstract parseData(data: any): void;
  abstract callService(queryString: string): Observable<any>;

}


Small hotel managed by and located next door to Hotel Banana Azul. Beachfront Apartment . The simple, rustic apartment with basic facilities is located on the first floor of a beachfront building of Casas Las Brisas, managed by Hotel Banana Azul. The building has an ocean view of gardens and is located just 100mts from Banana Azul.The apartment has two bedrooms, one with a Queen bed and the... Method. Heat oven to 200C/180C fan/gas 6. Line 2 muffin trays with paper muffin cases. In a large bowl beat the eggs lightly with a handheld electric mixer for 1 min. Add the oil and milk and beat until just combined then add the sugar and whisk until you have a smooth batter.
Gluten-free banana pancakes you can whip up in just 10 minutes! Scatter with pecans and raspberries to enjoy a low-calorie yet indulgent breakfast Scatter with pecans and �... Chords for How To Open a Locked Door With a Banana. Play along with guitar, ukulele, or piano with interactive chords and diagrams. Includes transpose, capo hints, changing speed and much more. Play along with guitar, ukulele, or piano with interactive chords and diagrams.
Chords for How To Open a Locked Door With a Banana. Play along with guitar, ukulele, or piano with interactive chords and diagrams. Includes transpose, capo hints, changing speed and much more. Play along with guitar, ukulele, or piano with interactive chords and diagrams.


Thanks for info. Still, its quite strange there is no changelog of TC releases. You just got new version without description. Any idea of reason for that?
Hi Jan! I have no idea and my guesses are most likely not any better than yours 🙂 Until Beckhoff starts with release notes, all we can do is to send or requests for them doing that to the local support. Maybe when there are enough people asking we might see a change?


The Mobile Impact Platform lets designers handle multiple events, such as when a field gets data, within script code. This article illustrates how to handle events that may be triggered by multiple user actions.
If you're just skimming, the code shown above is incorrect!


41-40 Denman St building is near Corona Plaza, Hoffman Park and Plaza College. 7 Minutes to 90/Elmhurst Avenue 7 line train station and 10 Minutes to 7 Express Trains at Junction Boulevard. Renovated Building in North Elmhurst Near Jackson Heights Border. Pharmacies, Restaurants and Shops abound. The closest grocery stores are Los Poblanos Grocery, Bravo Supermarkets and Hampton Food Market. Nearby coffee shops include Veyta's Bakery Cafe ll, 91 PL Deli Corporation and Dunkin' Donuts. Nearby restaurants include Bolivian Food, Despertando Tu Salud and 4 Amores. Nearby schools include Civic Leadership Academy, Pan American International High School-Queens and Voyages Preparatory.
The building has voice intercom security system, elevator, live-in superintendent and laundry room. Garage, if space is available, would be at an additional cost. The building also is pet friendly. With a newly renovated lobby and a lovely landscaped courtyard, the building also offers.
Huge newly renovated 1 bedroom apartment with a very large living room, the bedroom is good enough for king size bed and additional furniture. The kitchen is newly renovated with SS appliances including dishwasher and microwave and the bathroom is newly renovated too. The apartment has a lot of closet space. Heat, hot water and gas are included in rent, and also the pets are allowed up to 25lbs .