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Nineteen ninety-eight opened with great promise for the apparel and shoe industry. The economy was strong, skirt lengths were rising to new heights (thanks to Ally McBeal), and the stock market was humming. Furthermore, much of the apparel and footwear industry buzzed with anticipation. Software giant SAP AG of Walldorf, Germany, was about to launch what seemed to be the solution to the industry’s manufacturing and distribution problems. A tailored version of R/3, SAP’s enterprise resource planning (ERP) juggernaut, promised to untangle the knot of variables–style, size, color, etc.–that had stymied earlier attempts at production and distribution integration.
In January 1998, industry participants rang in the year celebrating the Apparel/footwear Solution (AFS), which several companies had been co-developing with SAP for two years. On New Year’s Eve day in 1997, in a conference room in Rockford, Mich., Wolverine World Wide inked a deal with SAP that the $670 million maker of Hush Puppies and other brands hoped would lead its systems out of the Dark Ages. Two weeks later, in Carlstadt, N.J., employees at Bruno Magli USA gathered in their offices to enthusiastically kick off the luxury-footwear maker’s AFS implementation.
A number of apparel and footwear manufacturers have embarked on a momentous journey: buying, installing, and managing enterprise resource planning (ERP) systems. Datamation has been chronicling the shift, particularly at one company, AeroGroup International, since the summer of 1998. At that time, the $150 million maker of Aerosoles casual comfort shoes in Edison, N.J., started on the long and tortuous path of buying, installing, and managing an enterprise resource planning (ERP) system. Aerosoles CIO Jeffrey Zonenshine invited Datamation to chronicle the company’s moves. In this third chapter of the saga, information executives discover more painful truths about ERP implementations, and AeroGroup switches to a new software vendor. For the full story, read Part 1, Risky business: bold R/3 effort by Aerosoles and Part 2, Riskier business! The high cost of ERP implementations
But 4,000 miles away, the mood was decidedly grim in a small office complex in the tiny German village of Hallbergmoos. There, in one of the buildings that housed SAP’s AFS development effort, five IT staffers from Sara Lee Hosiery were making a startling discovery. After eight months of poring over code in intense collaboration with AFS programmers, the Sara Lee team was shocked to find that SAP had decided–six months earlier–to ax a key function on which their implementation depended.
The gloom in Hallbergmoos that day has spread. As 1999 unfolds, the buoyant anticipation that greeted AFS’s debut has evaporated, at least at some companies. In its place is stoicism, mingled with muted panic and dead silence. By the end of 1998, several AFS projects had been delayed, and at one–AeroGroup International, the Edison, N.J.-based maker of the Aerosoles line of casual shoes–it was coming unraveled.
This spring, more than a dozen AFS projects will go live, according to company officials and SAP. Only two projects were operational as the year opened, though, despite the fanfare surrounding the software’s official introduction in April 1998. They were:
Reebok International launched AFS at its Greg Norman division in August 1998–a success. But the division generates less than $100 million in sales, a blip among the $3.6-billion company’s revenues.
What’s going on? Despite its impressive R/3 lineage, AFS is full of new programming code that hasn’t been proved in real-life production environments. IT executives trying to stitch the two together found their implementations–and their nerves–frayed. Some of the difficulties are endemic to ERP in general. Some are due to SAP’s stumbles as it entered the complex business of apparel and footwear. The lessons from 1998 are a cautionary tale for IT executives in any industry looking for a single solution to their enterprisewide problems.
Stepping in it
The cutting and stitching that’s at the heart of the apparel and footwear industry may echo old-world craftsmanship, but it’s anything but quaint. “Some of the most complex design problems in any manufacturing sector are in footwear,” says Nick Brown, a partner with Comprehensive Computer Services Inc. (CCSI), maker of Footworks, a UNIX-based software package.
Fresh from the semiconductor industry three years ago, Gary Acromite was hired by Wolverine World Wide as chief information officer in 1995. He thought the footwear industry would be a snap. “I thought, Gee, this’ll be easy,” says Acromite. Far from it. Each day, apparel and footwear makers keep track of thousands of stock-keeping units, or SKUs, that have shelf lives measured in months and even weeks. Furthermore, market conditions are among the toughest in any industry. Against the fickle winds of fashion, companies contend with a complex supply chain that depends on myriad small and technologically unsophisticated overseas production facilities.
To avoid getting stomped by flat sales and inefficient processes, the industry needed to shoehorn itself into a new, more efficient way of doing business. To Peter Burrows, that relief would come in the form of a global software partner. “We wanted what other industries have,” says Burrows, chief technology officer for Reebok. Burrows approached SAP officials three years ago and suggested they create a tailored version of R/3 for the apparel and footwear industry.
SAP has been wildly successful doing the same sort of thing in 17 industry niches. Since dominating the manufacturing sector, it has methodically drummed up new customers for R/3 in sectors such as oil and gas or aerospace and defense. SAP’s clout is so powerful that the mere mention of its planned entrance in a market triggers a flurry of activity. “As soon as SAP announced it would do insurance-claims processing in 2001, we had three or four clients call and ask, ‘Should we be early adopters?’” says Vinnie Mirchandani, vice president in business applications for the Gartner Group, the market research firm based in Stamford, Conn.
But SAP’s foray into the apparel and footwear industry was different. First, the idea originated from Burrows rather than from SAP’s finely tuned marketing machine. Second, SAP was daunted by the patched-together state of the clothing and shoe industry, according to Burrows. “It appeared messy and hard to deal with, and the company said, ‘Why should we be in it?’” he recalls. A spokesperson for SAP said no one at the company was available to discuss AFS. To encourage SAP, Burrows agreed to collaborate with VF Corp. to underwrite the software’s development. VF, headquartered in Greensboro, N.C., is the largest apparel company in the U.S., with $5.2 billion in sales of such brands as Vanity Fair, Lee, and Wrangler. The two companies would be the charter members of the AFS consortium.
By May 1996, Reebok and VF were ready to submit their merged requirements to SAP. But a third investor was needed to help offset the cost. Burrows says he convinced SAP America to cover the costs until another partner could be found. Ultimately, the final third was provided by Sara Lee Hosiery, already an R/3 customer, and systems integrator Kurt Salmon Associates of Atlanta, which joined the consortium as associate members.
Three’s a crowd
Industry consortia are a key element in SAP’s entrance into new markets. The company’s modus operandi includes partnering with a handful of large organizations and then adding more early customers as the software matures.
The AFS consortium operated according to a strict set of rules: Only Reebok and VF Corp. could add functionality to AFS. The other companies could only make suggestions for accomplishing processes. Burrows admits that he fought hard to ensure that Reebok earned a competitive edge from its investment in the development of AFS. “We tried to structure it so the other guys couldn’t get in. We asked, ‘Why should we let you in?’” After all, he adds, “we put up all the risk.” Burrows declines to say how much Reebok invested. AFS participants at the lower membership level report paying upwards of $125,000 to join.
Sara Lee Hosiery sent an elite team of IT professionals to Germany to work with AFS programmers there. But the pantyhose business is less subject to the whims of fashion than Reebok’s or VF’s lines of apparel. Sara Lee’s knitting machines frequently churn out one product for an entire year. Repetitive manufacturing, a feature of the AFS production planning module that would oversee the steady production runs, was key to Sara Lee’s implementation.
Only when the Sara Lee staff began to ask questions about the missing feature were they told it had been deleted, says Randy Hyack, director of IT and SAP project manager for Sara Lee Hosiery. After recalling the staff to Winston-Salem, N.C., Sara Lee Hosiery replotted its AFS strategy: It would shelve AFS until the product was more stable and the functionality it needed could be written in. “We spent a lot of resources on the AFS project that could have been applied to other projects,” says Hyack.
Sickles and rakes
Some executives who attended the teleconferenced AFS consortium meetings were satisfied with the sessions, but others expected more support and direction. Meanwhile, the consortium members were increasingly under the gun as 1998 passed: Sales were soft and the stock values of many AFS customers plummeted, including Authentic Fitness, Florsheim, Justin Industries, Reebok, Superior Uniform, Wolverine World Wide, and Warnaco.
Nerves became frayed. “SAP didn’t pay enough attention to the 25 of us who participated,” says one member who did not want to be identified by name. “We were executives from around the world, and they turned us into a hostile band of farmers with sickles and rakes.”
Some participants say they aren’t quite sure what became of the consortium and didn’t perceive much benefit in it anyway. “It died of its own weight,” says Brent Pulsipher, chief information officer for Tropical Sportswear International in Tampa, Fla., another AFS early adopter. “We were supposed to have a conference call every month, and we only had two. It was too much of a question-and-answer session.”
How SAP’s Apparel/Footwear Solution works
AFS is an add-on component to its R/3 enterprise resource planning software. The add-on has the following features:
It allows manufacturers, wholesalers, and distributors to use a product grid to track shoes and clothing by variables such as material number, style, size, color, and quantity.
It allows users to prioritize and schedule orders.
It enables users to process orders received via telephone, fax, EDI, or the Internet.
Companies that outsource manufacturing can track vendors based on priorities such as cost, quality, and reliability.
It can be integrated with standard R/3 modules such as financials, logistics, and human resources.
One reason for the problems with the consortium and AFS in general was the industry’s hunger for the product and its enthusiastic jump to AFS once word spread of the add-on’s existence. “That caught SAP by surprise,” claims Burrows. “There are other packages out there, but they’re not as complete and they’re not global. I think SAP underestimated how desperate the industry was for a good solution.”
Indeed, SAP’s readiness to enter an industry doesn’t always signal the industry’s preparedness for SAP. “We constantly counsel customers in industries that SAP is trying to penetrate that the concept of best practices is not as well understood in these markets,” says Gartner Group’s Mirchandani.
Tropical Sportswear is confident it bought AFS for the right reasons, though. The clothing maker says it received the core functionality it needed in AFS. But after wading through the crowds at SAP’s annual SAPphire conference in September 1998 in Los Angeles, CIO Pulsipher has no illusions about where the $400 million company falls within the R/3 family: “If you go to SAPphire, you realize you’re a gnat on the elephant. So you go where the elephant goes.”
“Although SAP had a product, it wasn’t evident to us that it was available,” says Harry Kubetz, senior VP of operations at Kenneth Cole Productions.
“We tell people who are signing with SAP–and for that matter with PeopleSoft and Oracle–that you’re joining a club,” Mirchandani adds. “You may think you’re hot stuff in your industry, but when you join, your leverage drops the day you sign the contract.” SAP’s vast roster of R/3 clients is crowded with billion-dollar businesses that have to jostle for SAP’s attention. “With 14,000 customers, even Exxon is a blip,” says Mirchandani of R/3’s sprawling client base.
Kenneth Cole Productions evaluated AFS but chose AS/400-based software from JBA International–the same software AeroGroup is reportedly planning to use. “Although SAP had a product, it wasn’t evident to us that it was available,” says Harry Kubetz, senior vice president of operations for the $225 million New York City fashion company. He prefers the JBA approach–direct contact with JBA on the project–to the SAP approach, which requires that customers rely on consultants and systems integrators for implementation. And the project’s $2 million tab, including hardware, software, and consulting, is $3 million less than Kubetz calculates he would have paid for the SAP product. It’s also 50% less than the much smaller AeroGroup (with projected 1998 revenue of $150 million) planned to spend on its AFS implementation.
If the shoe doesn’t fit, squeak
Even AFS customers that are going live in January 1999 say it has been a rough experience. Did companies at times feel like guinea pigs? “You can say that again,” says Bruno Magli USA president Peter Grueterich. With revenues of $60 million, Bruno Magli is one of the smaller companies to adopt AFS. Its implementation is six months late and 15% over budget. The company expected to go live in January 1999. Grueterich dismisses the delay as necessary while the company geared up for the busy fall and holiday selling season. He adds that the lapse was fortunate: While Bruno Magli put the project on hold, SAP released version 1.0C of AFS, considered by many customers to be far superior to 1.0B.
AFS customers also report trouble with SAP’s Accelerated SAP (ASAP) methodology as a road map for rapid implementations. The much-touted set of instructions is designed as a streamlined guide for implementing R/3 in companies with revenues of $500 million or less. But as with many maps, the instructions have been stashed away in favor of improvisation.
Sources: Company statements, SAP press releases
The more than a dozen companies ready to go live with AFS implementations this spring are relying on their own methodologies. And they are moving very slowly to roll out the software. Wolverine originally planned to go live in January 1999 with one AFS module, for sales and distribution, and with SAP’s standard financials. But only the financials will be turned on as planned. Wolverine’s conservative roll-out of just one AFS module has been halted while the company irons out glitches with some of its interfaces. It plans to implement the module later this spring. As for the other AFS modules, they simply aren’t ready, asserts Wolverine CIO Acromite. When they are (Acromite expects them to be ready later in 1999 when SAP releases AFS 1.0D), Wolverine will phase them in. Referring to the implementation, Acromite asks: “Why push it to meet a date on the calendar?”
The Big Bang approach has plenty of support among AFS customers, though. Florsheim Group plans to switch to its new RS/6000 AIX platform on January 30, 1999. When it goes live, Florsheim will dump a dozen mainframe databases in iDMS and COBOL, all of which are being converted to Oracle7. The Chicago maker of men’s footwear expects to have all of its wholesale systems off the mainframe by next summer. Support systems for the company’s 270 retail stores, which represent half the company’s $250 million in yearly revenues, will be running on SAP retail modules by the fall, according to chief information officer Tom Poggensee.
Florsheim is taking the plunge with two modules that other AFS customers have shied away from, materials management and warehouse management. Poggensee says the company has had some trouble with the addition of forecasting to the materials management module, “but overall, we didn’t think it was that bad.” As for the warehouse management, he echoes the sentiments of many of the smaller companies about AFS in general when he says, “It’s a good first step. Where we’re coming from, it’s a giant step.”
Poggensee expects to do plenty of adjusting even after the new system is turned on. He is holding off on implementing some of the still-unresolved AFS functions, such as the means by which allocations are handled and certain aspects of warehouse processing. “We’re not preventing ourselves from going back” and continuing to refine the original vision, he says. “Change is hard enough to do.”
The enormous scope of ERP can be overwhelming, even when your implementation is on course and appears headed for success. Says one CIO overseeing a $20 million reengineering project that includes adopting AFS, “When I look across the abyss, I don’t know if I have the energy to get across it.”
You're reading Peering Across The Abyss: Clothing And Shoe Companies Cross The Erp Chasm
There is an increase in data science job openings in the big tech companies and this is mainly because of the digital transformation
The demand for
data science professionals
was huge in 2023, and it is only growing in 2023. While industry giants have embraced the capabilities of data science, small and medium-sized businesses have started to leverage the power of data science to improve their business processes. In accordance with the
practices help businesses make intelligent and data-backed smart decisions, formulate strategies to make better products and solutions, manage large amounts of data efficiently to get valuable insights and predict outcomes. To utilize most of these features to increase ROI, top organizations are rapidly hiring data science professionals. This article lists the top big tech companies with
data science job
openings across the globe.
EY is a global professional services firm that focuses more heavily on accounting, technology, and law. Some of their specific specializations include strategy, consulting, people and workforce, transactions and corporate finance, assurance, tax, managed services, and private company solutions.Roles:
AI and data science manager for technical consulting, strategy and transactions data science manager, assurance data analyst, data analytics visualization specialist, data scientist manager
Quartic.ai places the power of Artificial Intelligence directly in the hands of plant subject matter experts (SMEs) with their complete Smart Industry platform for process manufacturing industries implementing digital transformation with Artificial Intelligence and IoT. chúng tôi allows manufacturers to extract more value from ancestral infrastructure and build Industry 4.0 factories.Roles:
Data Scientists, Data Engineers, Data Architects, Machine Learning Engineers, Big Data Engineers, Artificial Intelligence Experts.
Microsoft is a global technology company that is a leader in software, hardware, gaming, cloud, edge, and digital transformation.Roles:
Principal data science and UX research manager, senior director of data science and strategy, principal incubation and data science manager, research intern, investigative data scientist
DataZymes is a next-generation analytics and data science company driving technology and digital-led innovation for their clients, thus helping their clients to get more value from DataZyme’s data and analytics investments. DataZymes platforms are built on best-of-breed technologies, thus protecting current investments while providing clients more bang for their buck.Roles:
Data Scientists, Data Engineers, Data Architects, Machine Learning Engineers, Big Data Engineers, Artificial Intelligence Experts.
Amazon, and its subsidiary cloud computing company, AWS, are hiring for a variety of data science positions, ranging from the internship to the experienced professional level. The company is one of the most widely recognized companies in the world for e-commerce, supply chain management, cloud, and AI/ML development.Roles:
Front-end engineer for measurement and data science, data science leader, senior security engineer for security data science, data science manager, product manager in data science
Zycus has its headquarters in Princeton, the U.S., founded in 1998 by Aatish Dedhia. Zycus has grown almost every day to be established as an organization that now is a leading global provider of a complete Source-to-Pay suite of procurement performance solutions. Zycus develop cloud-based (SaaS) Source-to-Pay solutions for giant global enterprises, and have successfully deployed about 200 solutions to over 1000 Global clients.Roles:
Data Scientists, Data Engineers, Data Architects, Machine Learning Engineers, Big Data Engineers, Artificial Intelligence Experts.Roles:
Data science manager for performance communications, strategy and enablement insight associate, data analyst, customer transformation data scientist, digital upskilling data scientist managerRoles:
Data science senior consultant, data science consultant, junior data scientist, go-to-market sales leader for data science, data analyst.
HCL is among the most important, global Engineering Service Providers (ESP). HCL works with 61 of the highest 100 R&D spenders within the world. The company has a clientele base who are leaders across several IT segments like Aerospace & Defence, Telecommunications, Consumer Electronics, Automotive, Industrial Manufacturing, Semiconductor, Office Automation, Medical Devices, and ISVs.Roles:
NVIDIA is checking out outstanding software engineers to expand the AI Platform team. As a member of NVIDIA, you will work with a group of hardworking software engineers from a wide range of backgrounds like gaming, deep learning, applications, system development, and hardware design distributed across the world.Roles:
SlashGear interviews Futura 2000 on Samsung and the power of cross-branding
The artist / designer known as Futura 2000 has executed a rather interesting set of collaborative projects in his lifetime, painting a portfolio of historically significant cross-overs that’s lead him straight to Samsung. The folks at Samsung took the opportunity very recently to team up with Futura for the first time to present a unique use-case for the Galaxy Note 10.1 (tablet with S-Pen stylus) and its major potential in the hands of this creative icon and legend. In our interview we found that though Samsung presents this man as a larger-than-life hero here in their second collaboration (here using the Galaxy Note II as a central device), he’s actually quite the down-to-earth conversationalist, and has shown his approach with the Galaxy Note device series to be made with the same intrigue as your everyday average gadget enthusiast.
The Galaxy Note II event in New York City introduced a project Futura and Samsung would present together immediately following the main keynote that headed off the night. The night ended with a Kanye West concert, but not before Futura’s crowd-sourced digital mural was crafted live as the Samsung press and special guests filtered in to the venue. Made of a vast collection of guest-created images collected from Galaxy Note II devices throughout the night, the artist made one wild amalgamation to shine on its many contributors.
Above: Futura sits amongst the fray at the Galaxy Note II event in NYC. Below: DJ Hudson Mowhawke delivers tunes at the Galaxy Note II event near a giant display showing off the finer points of the Galaxy Note series.
In the hands-on period between the keynote and the concert, Futura sat at attention yet very obviously relaxed in the center of what was essentially a mad rush for touches on the newly available devices. A darkened club atmosphere, bright lights and colorful devices, and the artist in the center of it all, wearing dark pants, sneakers, and a white t-shirt with a leopard print pocket. His demeanor was that of a wise worldly fellow mixed with the seemingly unending hunger for staying on-point with not just his own artwork, but the most interesting and fabulous tools with which to do it.
That’s where Samsung comes in.
Above: Samsung’s Galaxy Note II keynote shows the collection of creative partners they’ve got ready to speak on the features of the Note series at the event.Futura: They’ve asked me to speak on the creative possibilities on the tablet – specifically with the S-Note function and a lot of the different stuff you can do with the device. Kind of like a paint program, but it’s quite intense. I just got my device recently and within a few days of just messing with it, without even a formal walk-through, I felt like the device was intuitive enough to figure out, and I was able to do some really cool stuff.
This is quite different.
The intensity, the sensitivity – I was messing around with something and it looked just like I spray painted it!
SlashGear: Have you gotten to use the Note II extensively yet?F: Ah here, actually, I’ve got it in my back pocket. We’re gonna get plug in on it pretty soon and they’re gonna project my screen on to the monitor there and just go at it.SG: I [Chris Burns] just got it too and reviewed it for SlashGear – it’s really nice, feels really good. [see our full review of the T-Mobile Galaxy Note II right now if you do so please]F: Yeah it’s fun – it does feel good, and sexy, yeah.
SG: Your career path has been many different places – it’s always been interesting to see you delving into working with brands. Lots of different brands – designing a bike here, or this or that there – do you see yourself continuing to do that now?
With Samsung specifically, how do you see that affecting your art career?
I spent tons of money on all the kinds of stuff. Probably had every phone, PDA, you know, that’s probably been out there – if it’s cool, I may have got my hands on it, you know, as a consumer. So finally, [I get] to work with a brand that’s got a product that I can really use.
At this point Futura hails a server that’s been circling, asking quite politely if he can have two of the spring rolls she’s been serving to the crowd. In such a laid-back environment that this man creates, we can’t resist grabbing a roll as well.
F: There we go! Thank you so much, I’m going to dip this one, *dips from the sauce presented thusly*, thank you!
So all the collaborations. You know, the bike collabo, that makes sense, I guess, you know, Nike. CK1, that was like 6 years ago – maybe not so much. But you know, Samsung though, yeah, this is awesome.
And what I was saying is – you can do some stuff on this device that you can export out. I mean, you know, what, I got an idea for a painting, or a design sketch thing. It’s like other devices can’t just do that. This could be a very interesting addition.
Above: DJ Craze – another of Samsung’s special guests – lays down a few fine musical constructs for party attendees.SG: If you have a brand, and Samsung, they have a brand – do you feel like this is a cross brand? Your name, Futura, do you feel like that’s a brand?F: Yes. I do. I have a – I mean I subsequently closed my shop in Japan. You know, I had a shop in Japan where I was making stuff and putting my name on it. And thus those products are from, you know, my brand. But now, no, I’m actually kind of no longer doing that. However –
Skye, grab these foodie people! *Futura once again hails a server via his partner*
Above: The crowd gets thick at the event right before the Kanye session is about to begin.F: But yes I understand that the Futura signature was once a graffiti tag on the walls of New York subways is now a brand. And I’m cool with that actually. I mean I’m not – I’m choosing these collaborations based on, obviously, what it is, not what the pay day is.
And to some degree, it’s not like – and as I say now, I had to close my store. It’s not like my motive is to manufacture things, put my name on them, you know – I want to pursue my art career. And I recently had a show in New York about a month ago.
I’m trying to get out of that lifestyle, get back into painting.
Above: Futura poses in front of one of his works of art at his recent show: Future-Shock at Valmorbida in New York. Image via 12ozProphet.
Stick around SlashGear for our continued interview series with the top minds in many industries and of many different disciplines, each of them making use of the technology that makes our modern world great. With an artist like Futura creating greatness with a device like the Galaxy Note II as a tool, the tool’s potential shines like a beacon for all to see – and want. Expect tech companies to continue with this trend in the near future – and keep an eye on Futura as he moves into tomorrow right on the cuff with creative intent.
Firefox Sync is a user account set up with Mozilla (the company behind Firefox). It allows you to sync your Firefox browsing session online and with other devices. With Firefox sync, you can view your mobile browsing history on your PC, for instance.
You can also use your saved password to sign in to online accounts without having to manually enter your login credentials each time.What Information Can You Sync?
Before we explain how to sync Firefox across your devices, the data that you can sync is listed below:
Logins and passwords
Settings/PreferencesHow to Sync Firefox on Desktop Connect Another Device to Sync
To connect another device to your synced account, tap the three-dots menu button on the open Firefox page, then tap “Sign in to synchronize.”
On your desktop, open Firefox and go to chúng tôi
If you don’t want to use the scan option, you can also tap “Use email instead,” then sign in to your Firefox account to synchronize.How to Manage What You Sync on Firefox (Desktop)
You can tweak your Firefox Accounts settings from this page. Scroll down to view your Connected Services showing everything you’re using and signed into and when they were synced last.
The “Choose What to Sync” dialog box will appear. Use the checkboxes to select which information you want to sync across your devices.How to Sync Firefox on Android
Here’s how to sync Firefox on your Android device through pairing via QR code and email. The process is similar to how you connect another device to sync.Sync Firefox on Android by Pairing Using QR Code
Open Firefox and tap on the three-dots menu button. Tap “Settings,” then “Turn on Sync.”
Open Firefox on your desktop and navigate to chúng tôi On the Turn on Sync screen within the app, tap the “Ready to Scan” button.Sync Firefox on Android by Logging in to Your Account
Open Firefox and tap the three-dots menu button. Scroll down and tap Settings, then “Turn on Sync.”
Tap the “Use email instead” button on the Turn on Sync screen within the app and enter your Firefox Account details.How to Manage What You Sync on Firefox (Android)
Tap the checkboxes next to each to unselect what you don’t want to sync. Exit when you’re done.Frequently Asked Questions What happens after you sync your Firefox account? How to secure my Firefox sync account?
In the Sync settings page, there are options for you to add a secondary email and enable two-step authentication. It is strongly recommended that you do both to secure your Firefox sync account. In addition, you can also add a recovery key to restore your information when you forget the password.Does it sync my add-on settings?
By default, Firefox will only sync add-ons that you have installed. For their settings, it depends on whether the add-on developers have added support for syncing settings.Can I have different add-ons in an enabled state on different devices?
Yes, but you need to go to the about:config page and change the services.sync.addons.ignoreUserEnabledChanges flag to true. If the flag doesn’t exist, you will have to create it manually. With this flag enabled, Firefox Sync will not process changes to the add-ons of current device with the enabled state of add-on records from the Sync server. However, local changes on the device will be synced to the server and will propagate to other devices that don’t have this flag enabled. Check out this guide for more about:config tips.
Lastly, note that Firefox Sync is not an online backup tool. You still need to do all you can to protect your online privacy.
Joy derives joy from learning, exploring, and teaching the latest tech tips and trends. When not writing, you can find her knitting, crocheting, or creating other amazing handcrafts.
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FIX: Your browser does not support cross-origin requests
Cross-origin requests are sent from a location that does not belong to the website you’re visiting.
If your browser rejects cross-origin requests but you wish to enable them, use the solutions listed in this guide to fix the issue once and for all.
Using enhanced security measures is crucial nowadays, so don’t hesitate to use one of the best VPN extensions for Firefox.
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CROS (Cross-Origin Resource Sharing) is an important mechanism that allows users to keep their website secure and protect their site visitors.
However, at times the users may face browser does not support cross-origin requests issues. This issue can be caused by multiple reasons including incorrect policy configuration as well as browser bugs.
Follow the steps give in this article to fix the browser does not support cross-origin requests issue in your computer.
In most cases, cross-origin request issues are the result of browser bugs. From that perspective, it’s clear that you need a stable and lightweight browser.
Opera easily ticks both stable and lightweight, and at its core, it’s a designed with security in mind. So, it’s full of features that make it easy and safe to navigate, with a free proxy VPN built right into it.
This makes it convenient to browse with a virtual IP address that helps hide your real location and blocks those cookies that have a habit of tracking you online.
If your browser does not support cross-origin requests, download this friendly web app.
Free Visit website
How do I enable cross-origin in my browser?1. Fix cross-origin issues in Firefox
Close and relaunch the Firefox browser. Try to make the request again and check for any improvements.
If the Firefox issue persists, try the next set of steps.
Use Firebug Add-on/Developer Tools
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When the City of Los Angeles decided to implement a PeopleSoft ERP/procurement throughout the city, it didn’t bargain for the complaints, outright refusal to use the system and headline news that greeted the project long before its completion. So the project team took a step back, reevaluated the implementation process and pushed it through to the end.
Let’s took at this project to determine what went wrong, what put it right and more importantly the lessons learned along the way.
Los Angeles is a city of 3.5 million, with 44,000 city employees and a budget of $4 billion. Yet two years ago each of the departments conducted its own purchasing. That meant 2000 people in 600 city buildings and 60 warehouses ordering material. Some 120,000 Purchase Orders (PO’s) and 50,000 checks per year went to over 7,000 vendors. Inefficiency was rampant.
“There was a lack of financial responsibility in the old system and people could run up unauthorized expenditures,” said Bob Jensen, the city’s ERP project manager.
Each department maintained its own inventories on different systems. Expense-item mismatches piled up. One department purchased one way, others preferred a different approach. Their mainframe-based systems were isolated.
The City chose software from PeopleSoft, based in Pleasanton, Calif., as part of a $22 million project to integrate purchasing and financial reporting across the entire city — Procurement Receiving Inventory Management and Accounts Payable (PRIMA).
During one critical part of the implementation, however, the newspapers were filled with stories about police without vital supplies, unpaid vendors and sales tax miscalculations. Most of it was groundless, but underlying the sensationalism were unmistakable signs of teething troubles.
When the project was evaluated, guess what they found? Those complaining about PRIMA were actually moaning about their own processes. Systems integrator AG Consulting of San Francisco implemented PeopleSoft in accordance with mandated city policies and processes. Yet many within the city were not in compliance.
Burdened by an old paper-based system that demanded central approval for everything, some took shortcuts to remove delays. With PRIMA, they were forced to follow procedure. When the system enforced policy, chaos briefly ensued.
“Otherwise,” he explained, “you get taken by surprise when you program the system to enforce them.”
Lesson No. 2: Training is essential in a large-scale ERP initiative. “You have to train people on process and technology,” said Jensen.
Jensen explains that as more people understood PRIMA, the complaints fell away and user/vendor satisfaction grew proportionally. He believes classroom training is best.
Lesson No. 3: A slower, smaller rollout is preferred. Undoubtedly, confusion would have been minimized in PRIMA had it been phased in more gradually.
Lesson No. 4: When a rolling-wave approach isn’t possible, do your homework well for a big-bang implementation.
“We could only approach the project with all modules at once across the entire city as it would have proven unworkable to have half the city on a paper-based system and the rest on PeopleSoft,” said Jensen. “I’d much rather have started smaller and burned that in before expanding across the city, but that wasn’t possible.”
Lesson No. 5: Change management is critical. “The only way to change a city is one person at a time,” said Jensen. “Understand what it takes to change one person and multiply by several thousand users — in the end, we underestimated the amount of change management drastically.”
The City threw lots of money at change, invested in technology and training people many different ways, yet failed to measure up initially.
The reality is that new employees learn PRIMA five times quicker than veterans. It takes breaking the workforce into a series of core groups — unions, accounts, inventory and managers. Develop a highly specific communication plan for each group with precisely targeted messages. Then roll your sleeves up for the long haul.
“You can have the best software, consultants, methodology, business processes and implementation team working full-time based on wonderful homework and top-notch training and still fail due to user perception and inadequate means of communicating change,” said Jensen.
Lesson No. 6: Damn the torpedoes! There comes a time when you have to ignore the confusion and push a project through to a done. City Controller Laura Chick believes that when user feedback turns into whining and active resistance, it may be best to forge ahead and push through what you believe to be a first-rate system.
In a classic Hollywood tale, the bad guy dies a gory death, the hero gets the girl, and the world is saved. In the case of PRIMA, check processing staff was cut in half while processing even more PO’s faster than ever, the number of workers in warehousing was cut by 40 positions, inventories were reduced from $50 million to $15 million and each vendor now has a single point of contact.
In addition, $5 million a year has been saved in contract consolidation. LA reports a 5% increase in the number of vendor discounts taken by being able to pay rapidly (2% to 5% discount is offered by many if a bill is paid within 30 days). Users and vendors hail the system as a big improvement and the City of Los Angeles is seriously considering an upgrade to PeopleSoft 8.4 sometime next year.
User response is summed up by one particularly recalcitrant user. Despite the fact that the system has remained the same for the last three years, he came up to Jensen the other day and said, “Finally you got the system to work.”
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