Cisco Video Sales Essentials test Dumps

700-020 test Format | Course Contents | Course Outline | test Syllabus | test Objectives

The Cisco Video Infrastructure Design (VID) version 1.0 Cisco
Training on Demand course is designed for individuals that install and support the Cisco Expressway video network solution. You will learn how to install, configure, operate, and maintain core visual communication components, including Cisco TelePresence endpoints, and to integrate on-premises solutions with cloud solutions, meeting solutions, and management software.
You also learn about Cisco Meeting Server and the Cisco Collaboration Meeting Rooms (CMR) Cloud solution and how you can deploy large-scale telepresence conferencing quickly using Cisco TelePresence Management Suite (TMS). Youll be introduced to Cisco WebEx and Cisco Spark, and will learn how to administer Cisco Spark and how Cisco Spark integrates with Cisco Expressway. In addition, you gain an understanding of the APIs and automation features of Cisco Meeting Server and Cisco Spark.

Upon completion of this course, you should be able to:
- Define Cisco TelePresence solutions components and architecture
- Understand Cisco TelePresence Video Communication Server (Expressway) for basic and advanced video networks
- Understand Cisco TelePresence Management Suite (TMS)
- Define Cisco Meeting Server features
- Describe the integration of Cisco collaboration on-premises solutions with Cisco Cloud
- Demonstrate how Cisco TelePresence Content Server (TCS) interacts with other products within Ciscos TelePresence solution
Course Prerequisites
The knowledge and skills necessary before attending this course are:
- Basic computer and IP network literacy
- Basic knowledge of video conferencing and streaming fundamentals Course Outline
- Section 1: Cisco Video Network Solutions
- Section 2: Cisco Endpoints Overview
- Section 3: Cisco Expressway Basic Setup
- Section 4: Components of Cisco Expressway Security
- Section 5: Call Control on a Cisco Expressway
- Section 6: Fundamentals of Subzones and Zones on Cisco Expressway
- Section 7: Clustering on the Cisco Expressway
- Section 8: Cisco Meeting Server Features and Capabilities
- Section 9: Cisco Meeting Server API
- Section 10: Cisco Meeting Server Resilient and Scalable Deployments
- Section 11: Additional Features with Cisco Meeting Server
- Section 12: Cisco CMR Cloud, Premises, and Hybrid Products
- Section 13: Cisco TelePresence Server and Cisco TelePresence Conductor
- Section 14: Cisco TMS Solution
- Section 15: Cisco WebEx and Spark Cloud Solutions
- Section 16: Cisco Spark Administration
- Section 17: Cisco Spark Hybrid Services
- Section 18: Cisco Spark APIs and BOTs

This course is designed to teach technicians that install and support Cisco TelePresence solutions to install/configure, operate and maintain core visual communication components, including Cisco TelePresence endpoints, integration of premise with cloud solutions, meeting solutions, and management software.

In this course, students will add Cisco TelePresence to existing Cisco Expressway environments. This training is also appropriate for end-user technical staff, such as video system administrators and first-line support personnel.

Course Objectives

Upon completing this course, students will be able to:

Define Cisco Business TelePresence Solutions components and architectures
Understand Cisco TelePresence Video Communication Server (Expressway) for basic and advanced video networks
Understand Cisco TelePresence Management Suite (TMS)
Define Cisco Meeting Server features
Define integration of Cisco Collaboration Premise Solutions with Cisco Cloud
Demonstrate how Cisco TelePresence Content Server (TCS) interacts with other products within Ciscos Business TelePresence Solution

Target Audience

End-user technical staff
Video system administrators
First-line support personnel

Course Prerequisites

It is recommended, but not required, that students have the following knowledge and skills:
Basic computer literacy
Basic IP network literacy
Basic knowledge of video conferencing and streaming fundamentals

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Are you ready to reject simply-in-time sourcing?

lengthy, lean deliver chains fell brief all through 2020 and ongoing market volatility skill that’s unlikely to exchange soon. may procurement leaders benefit stronger handle and protection of their supply chains by hedging their bets on more flexible sourcing models?

provide chains thrive on equilibrium, like most things in life. any one who has overdone it in the fitness center or, worse, overdone it on the bar, has felt the outcomes of being out of kilter here day. For the clever, it’s a chance to gain knowledge of; two fewer sets or two fewer drinks next time and the following 24 hours might also no longer be a write off – repeat, replicate and readjust unless optimised. Doing in any other case skill getting to know the tough method, or possibly not at all.

unluckily, for deliver chains it isn’t somewhat so essential. The growing complexity of demands makes achieving equilibrium a pleasant balancing act between charge, value, high-quality and strategy – the latter of which encompasses all method of challenges, from company drivers to CSR, sustainability and past. A straw may additionally no longer smash this camel’s lower back but the mother of all black swans could, as we've viewed during the last 18 months.

indeed, the Covid pandemic mercilessly uncovered susceptible elements in international supply chains and drummed up the excellent storm we now locate ourselves in. Rising buyer demand, restrictions on circulation and container delays proceed to exert pressure on international provide, leaving producers to work with dwindling shares and delayed orders. There are few industries left unscathed, and diverse vaccine roll-outs present hope of a global restoration, it marks the most reliable time to reset and restructure deliver chains for healing.

The model enterprise

In a year when supply chains got here below severe scrutiny, it was over-reliance on the just-in-time (JIT) mannequin that changed into met with the optimum degree of issue. In principle, the mannequin makes sense; acquire the exact amount of add-ons or goods to fulfil your requirement just before you need them. In an awesome scenario, prices are minimised with the aid of eradicating extra inventory, the need for storage and doing away with waste from the provide chain, while also fighting pile-united statesof finished however unsold products.

JIT works brilliantly below the appropriate instances, and as such has been the cornerstone of affordable, lean sourcing methods for a long time. but below extremely good situations, the dangers raise and this mannequin is frequently discovered wanting.

some of the issues is that no matter if you’re facing a growth or crash, even an ideal JIT operation doesn’t deliver satisfactory agility for groups to scale up or down in accordance with sudden changes trendy. As such, it had little possibility of dealing with a long-time period global disaster, such because the pandemic.

McKinsey pronounced in April that over a 10-year length, the usual enterprise can predict pandemic disruption to trigger losses comparable to 45% of a yr’s gains, with aerospace (66.8%) and automobile (fifty five%) scoring some distance above common. nonetheless, e-commerce made 10 years’ increase in three months however additionally struggled to fulfill this challenge.

The tip of the current JIT iceberg is the semiconductor disaster, which Cisco predicts will ultimate until the conclusion of 2021, whereas IBM estimates nearer to 2023. This extreme sourcing problem has precipitated expertise agencies together with Apple to either take construction in-house or bring it nearer to home.

And it’s no longer confined to expertise, as the UK and US publish-pandemic construction increase is being limited with the aid of shortages in bushes and well-known construction deliver substances. surprisingly become independent from products and components, certified predict rising inflation will boost pressure further in the months to come back, which is also more likely to have an effect on availability of uncooked substances.

Managers are trying to optimise stocks levels for cost and resilience.

inventory managers are working to optimise inventory ranges for can charge and resilience. 

The bullwhip impact writ significant

Any procurement adult worth their salt may still be assessing and managing risk within their supply chains to mitigate the consequences consequently. presently, Japan is within the epicentre of yet a different sourcing difficulty as exemplified through the undeniable fact that Shimano – brand of bicycle equipment and smash components – is struggling to meet the calls for of the business. sixty five% of global bicycle manufacturers use Shimano items and, with supplies pinched, sellers are facing delayed shipments, lack of stock and extremely long waiting durations for fulfilment.

commonly that risk comes from excessive volatility as a entrance-end demand, as we noticed with PPE in the healthcare sector on the peak of the pandemic. massive spikes led to with the aid of situations that are extraordinarily hard or not possible to foresee create demand distortion that travels upstream and reasons dramatic variances. It’s a phenomenon ordinary because the bullwhip impact. but isn’t managing that without difficulty first rate, old-common deliver chain resilience?

“I believe that’s what we aspire to,” says Jim Goodhead, procurement consultant at Vendigital. “at the moment we don’t know what the longer term seems like, so doing deliver chain resilience is hard. there are such a lot of factors growing the ultimate storm – pent-up demand, scarcity and the herbal suspicion and concern you’d are expecting in a crisis.

“What we’re seeing now is lots of panic, which ends up in a brief-time period mentality. corporations are hoovering up stock. It’s a case of get what you can in case you can, and if we need more, we’ll locate greater. Procurement at the moment is much less about deliver chain optimisation and extra about getting what that you may. And unless the market stabilises, we’ll be in the middle of this bullwhip impact.”

To an extent, the writing was on the wall, and in additional techniques than is obtrusive. In its 2021 CPO survey, Deloitte discovered that 70% of respondents had been confident with their level of visibility over their tier one suppliers at that time however, alarmingly, best 26% felt the equal of their tier twos. That most effective 15% trust they've sufficient visibility into tier two and past means that, while risk is at all times excessive on the agenda, mitigating it is a different story altogether. additionally, the outdated prioritisation of cost and lean are fast being rebooted to the price chain.

“Years in the past, the guiding phrase in procurement become cash is king,” explains David Holmes, a procurement consultant who works at Deutsche financial institution. “cash isn't king now. records and risk are king – possibility because of the pandemic and facts as a result of that permits you to avoid and reduce the possibility. devoid of data and with out chance mitigation, cash is inappropriate.”

Adapt and improve

In January, utility company GEP proffered a solution of sorts when it requested no matter if just-in-case (JIC) models – those that cling protection inventory – could be constructive at protective against the shortcomings that make JIT ineffective in a crisis. It without delay came to the conclusion there is no precise one-measurement-fits-all reply, and it’s imaginable that procurement managers would have legitimate considerations over each maintaining inventory and supply disruptions. Which leads to the inevitable question, is JIC a feasible answer?

A key proponent is Toyota, of course. right through the existing microchip scarcity some motor vehicle producers have had to forego luxury extras, like high-tech navigation systems, but many chips are essential for basic features reminiscent of braking systems and steering, so in case you can't purchase them your automobiles can not function.in contrast to most carmakers, Toyota has mentioned a rise in output and fit revenues, which are forecast to be up by means of fifty four%.

The company famously pioneered the JIT model and led the can charge in lean manufacturing. however whereas corporations the world over replicated this mannequin – and through the Nineteen Nineties in case you weren’t running lean you had been lacking a trick – the carmaker changed into quietly, successfully readjusting its model.

In 2011, the earthquake and tsunami that hit Japan, killing 22,000 and cracking the Fukushima nuclear plant, also led to the shutdown of chip-making factories in the location. Toyota became cut off from accessories it obligatory and its JIT mannequin supposed it faced very long lead times and no supply alternatives. instead of rebuild the equal equipment, it set in movement a JIC mannequin to make certain agility in the experience of an identical disruption – however this didn’t mean reverting to mass stockpiling; the company defined 500 objects as crucial accessories it will should stock, including a variety of microchips.

not desperate to hang inventories itself, Toyota made new continuity arrangements with key suppliers so the suppliers would hang between four to six months’ of vital stock at their facilities, and Toyota would remain a precedence consumer in the adventure of a problem. To raise continuity even extra, the carmaker set up these offers with extra organizations, including Renesas in Japan and TSMC in Taiwan, to diversify its employer base. This provider and relationship comes at a price, however the fiscal reports prove it really works.

On a smaller scale, JIC sourcing has additionally been a saviour for UK toy model manufacturer Hornby. After 9 years on the doldrums, it became a profit in 2021 as a right away influence of the global lockdowns prompting a resurgence in activity crafts. It became a dramatic turnaround for the enterprise, which had been struggling during the last few years after having outsourced manufacturing to China, ending in bad fine products and extended lead instances. because of this, Hornby turned into unable to ramp up creation when demand required it and couldn’t take abilities of purchaser pastime.

however, the exchange in fortunes came about partly due to the decision to restructure the provide chain model, which has seen the provider start to dangle greater inventory, in response to chief executive Lyndon Davies. The potential to fulfill demand at its peak aspect makes a powerful case for maintaining a strategic level of inventory. by means of enforcing a JIC method, the company was now not dependent on long lead times and had the agility to scale up or down in response to market demand – a model Cranfield university Emeritus professor of advertising and logistics, Martin Christopher, thinks will turn into extra common.

“There could be a an awful lot-modified deliver chain structure according to inserting together tremendously brief-time period relationships to reconfigure the supply chain as and when required,” Christopher says. “This structural flexibility is set being in a position to reconfigure the deliver chain at relatively brief word to be in a position to contend with interruptions. We need to do issues within the leanest viable manner but at the equal time know that we can’t have extended provide chains or lead times because they don’t work.”

Lack of chips has affected luxury extras but also basic operating functions.

Chip shortages result in loss of luxurious extras in new fashions and basic services.

Shorter leads and pipelines

a wholly reconfigurable deliver chain may additionally now not be realistic for some sectors – and Christopher isn’t advocating a knee-jerk lurch into JIC methods – but he strongly believes buffer inventory is integral as a conduit to more suitable resilience. “The supply of resilience to me, primarily the important thing supply, is going to come from that flexibility concentrated round ever-shorter lead instances and timeframes. The simplest method we can continue to exist in this unstable world is by way of getting quicker.”

It’s a convincing argument, if we anticipate that with the aid of resilient, we imply the velocity to adapt when cases alternate. It’s a standard theme in procurement, also crucial in the GEP survey, which discovered ninety seven% of CPOs talked about magnitude on the velocity of sourcing had modified, and a further seventy three% aimed to be faster. So how is that to be achieved?

As Christopher hinted, it comes from rethinking how we source, and with the aid of challenging usual methods which have their foundation in minimising can charge. as an instance, offshore sourcing become driven by the should find a country where the charge of labour was low-cost. That in itself is a choice taken on a extremely slim definition of cost and even though it factored in transport costs, it did not factor in time.

“What we’re doing right here is we’re extending the time vastly for many industries,” Christopher says. “And that’s no longer really just-in-time because you have greatly extended supply chains. If we've learnt the rest from the recent past, it is that the need for a lots greater native method is high. It’s no longer a case of reshoring, rather it is that the place we will, we may still be in quest of to stream provide nearer to demand. It’s about developing the shortest viable pipeline and looking for arrangements in the supply chain that provide the most useful quantity of flexibility, so that you’re not dedicated to having to use a specific manufacturing facility.”

One instance, Christopher provides, is when Procter & Gamble owned Pringles. The business manufactured snacks at simply two factories – one in North the united states and the other in Belgium – to deliver to the entire world. Such an approach to world distribution shows a attitude and logic in keeping with self belief in economies of scale. One which works smartly in instances of relative stability, however right now raises dangers and delays when the market encounters volatility.

Now, Christopher explains, businesses are seeking out flexibility, not handiest of construction and distribution, but of all elements of their business: “The stage of flexibility i am looking for now is one where I actually have entry to property, although with out always desperate to own them. i want entry to capacity, however I don’t necessarily desire it over time. It’s lots more about what some would call the sharing economic climate.”

The case for a hybrid method

The climate of caution hanging over certain sectors is palpable. For these most heavily scarred by using the pandemic, it has, naturally, led to a extra risk-averse buying approach and a change to sourcing models that offer greater flexibility. commonly speaking, few of the area’s public fitness features had been unscathed by means of the surprising and jarring scarcity of PPE which begun closing March. Even international superpowers with established infrastructures, massive budgets and high priced methods faltered within the Wild West of PPE procurement.

without governmental heft, many fought for components as, however hospitals rightly received priority access to PPE stocks, this nonetheless left thousands and thousands of basic worker's in care, training and manufacturing with few alternate options.

PPE supply complications make a very amazing example of the weaknesses of JIT sourcing, however it additionally resulted in swift overhauls against agile sourcing and oblique categories in customary, according to Paul Keenan, head of client functions at I-Tel: “people are very used to working in a definite manner below certain situations. When anything just like the pandemic comes alongside, it hits each person for six. And now they’re compelled to rethink what’s vital when they deploy enterprise relationships and possibility mitigation options and procedures. Contingency has become a precedence.”

certainly, at the top of the pandemic I-Tel found itself at the sharp end of sourcing PPE. The organisation is an oblique procurement professional with numerous consumers within the care sector; two of those customers, United Response and true life Operations, discovered themselves with a deadly shortage of PPE final June.

“on the time, sourcing nitrile gloves changed into a tremendous issue for the care sector,” says Melvin Gauci, I-Tel’s managing director. “but with some inventive thinking, we discovered an answer. via our contacts in the automobile trade, we were in a position to source significant volumes of medical-grade nitrile gloves from Renault. The carmaker had an enormous surplus because it wasn’t open or operational, so we secured all their accessible inventory from across the UK and diverted it to the care sector.”

This difficulty-solving highlights not handiest the value of agility and adaptability in sourcing, however the alternatives for resilience and optimisation that lie within the use of data. I-Tel sets its stall out on the usage of trade-disrupting expertise and robust records sets to computer screen and song price fluctuations and inventory calls for all over the world.

In essence, it leads to a hybrid model that takes the better of JIT and JIC. “that you may use the power of statistics to predict your demand, to seek alternatives, for forecasting international stock demands or selecting the place sourcing alternatives exist,” Gauci explains. “These can some distance outweigh the opportunities of simply-in-time. as an example, through forecasting and bulk purchasing ahead of market spikes, that you may steer clear of useless shortages and, extra importantly, disruptions to provider.”

The suggestion of retaining stock divides opinion, certainly amongst advocates of JIT, but in this illustration, the level of stock can be set certainly and the effect is difficult to argue with. The method – a sort of JIC 2.0 – executed the most efficient for all concerned, from end-user during to the employer of uncooked materials. It’s stronger value, less risky and wasteful, and eventually extra sustainable.

“It makes companies more frugal, way more self-enough and greater aggressive in what goes to be a extremely challenging market over the subsequent 18 months,” Keenan adds. “It’s vital for procurement to have that visibility, chiefly from a possibility mitigation point of view.”

TSMC has committed $100bn to increasing microchip capacity.

Taiwan Semiconductor Manufacturing enterprise is investing $100bn in chip means.

Is sharing caring?

Collaborative procurement hasn’t traditionally been a well-liked model for quite a lot of explanations. within the deepest sector, syndicates or consortia, as an instance, were considered by some as anti-aggressive or inefficient, and at the extreme end, they may open up the chance of collusion. Yet, there are a large number of examples, including I-Tel, that reveal how a neatly-done collaboration can be enormously positive.

“It’s a starting to be trend for us,” says Keenan of the consortium mannequin. “the place we’ve forecasted and held stock for a selected company and have Verified accuracies famous, we’ve been capable of do the identical for consumers in the equal trade. So, from that element, it turns into valuable to move right into a consortium since you can order in larger volumes and force more suitable expenses.”

The strategy optimises resilience and velocity. critical traces are held centrally and delivered on a next-day service JIT style, whereas a lot of the oblique categories are delivered from distribution ad-hoc. It’s a mannequin that's primarily well-perfect to the general public sector.

“You simplest ought to examine how vaccines were disbursed to look how well collaboration works,” says Goodhead of the uk roll-out. “The programme has had its u.s.a.and downs, but it’s been handled centrally, coordinated centrally and has delivered what it got down to obtain. The vaccines have, by way of and large, been within the appropriate place at the correct time and within the correct volumes.”

within the inner most sector, the merits of consortia are much less clear, youngsters. Few objects that an organisation requires are regular challenge, so getting a large community of diverse organizations to agree on a specification that fits each is a tall order – and if such an agreement had been to be discovered, it eliminates a lot of advantages procurement can give.

“In most businesses, procurement can also be a differentiator,” says Paul Joesbury, co-founding father of The Procurement medical professional. “With a consortium you lose some of that in favour of a far better ticket expense. In essence, you waste loads of time and assets, and also you don’t see the actual advantage that’s provided via extra buying power. There are alternative routes of optimising price – specification, optimisation and demands management as an example – and also you lose some of that with a consortium strategy.”

fantastic exchange and increase mind-set 

Disruption has been the defining characteristic for deliver chains of late and until Covid-19 is below handle globally, markets gained’t return to a state of equilibrium and nor will the provide chains that underpin them. The suggestion of agility is prescient, and it’s crucial now not to lurch from one operating mannequin to another, introducing self-made disruption, but to be iterative and in-tune with what is and isn’t working.

for instance, a number of a long time ago much manual labour turned into shifted to international locations like China to take competencies of low employee charges, which contributed to China’s industrial dominance and resulted in rising expenses. In response, labour changed into moved to international locations providing even more affordable rates, together with India and East Africa.

This pursuit of bargain basement labour can enhance the possibility of worker exploitation but additionally, in criss-crossing the area, makes for very high carbon consumption. It denotes a price-driven and excessive-risk strategy to sourcing. Is it possible that many organizations will beginning using distinct suppliers in several areas to mitigate risks and grasp extra inventories?

As Toyota’s illustration highlights, the foundation of JIC is ready establishing a growth mindset as a result of achieving resilience is a feat of consistent refinement. no matter if that be in the face of geopolitical anxiety, world pandemics or recessions, even if it's compelled or biological, supply chains must keep evolving to stay healthy and aligned with the changing needs of the enterprise and the sphere.

JIC and other strategic fashions provide procurement more equipment than best sourcing, they additionally offer strategies of ramping up resilience and provide protection whereas tackling sustainability and ethical practices.

“It’s not feasible to deploy a plant or manufacturing facility in each country you function. So, whilst you might have more of your provide chain localised – a completing supply chain, for instance – you are nevertheless going to need to source the constituents from different areas of the world,” says Goodhead. “That’s the aspect that has to be managed accurately. JIT has worked for 60 years and isn’t suddenly going to cease. but changes should be made to the susceptible hyperlinks in each deliver chain and should be made when these hyperlinks are found. That’s how we’ll move on.”


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