Differences in capacities

I am thinking of purchasing the new Iphone and was wondering how the capacities of the Hard drive was working out for the users. Is 8GB enough or did you find out that you needed more space after having it for awhile. Of course I know that you cant go wrong by going with the biggest Hard drive But how must does one need to put on a phone, I understand that it is nice only Packing around one do it all gadget but I have found that movies and videos take up alot of space and I thought it would be a good idea to put some on the Iphone for travel with the kids and not have to worry about bringing all their DVD's along. But there movie collection is so big I would need an IPOD Classic 160GB. If I did that then I would lean more towards the 8GB Iphone.

I currently have an 8GB iPhone and it's enough space for me. HOWEVER, the new software is going to allow 3rd-party applications which is going to take up space on the iPhone. I will be purchasing the new iPhone on release date and will most definitely be getting the 16GB model. There are going to be a lot of apps out there and who knows how many you're gonna want.

Similar Messages

Monitoring Load balancing in Tuxedo 9.1 and RAC ?

Hi all,
I wrote this question in the old forum bea [http://forums.bea.com/thread.jspa?threadID=300006084], and now I have more question about monitoring of load balancing in tuxedo with RAC:
How can I monitor the load balancing in Tuxedo with RAC?
How can I check that the load balancing of tuxedo is running correctly?
How can I know that group are using my requests?
We need know if the request use the instance ORARAC1 (groups GRP_A1 and GRP_A2) or
use the instace ORARAC2 (groups GRP_B1 and GRP_B2).
There is some tool (similar txrpt) that displays this information in tuxedo 9.1?
Thanks in advance
P.D.: Excuse my english

Logistics Management vs Supply Chain Management
Chapter 1 Logistics
1.1 Logistics Management vs Supply Chain Management
First of all, we must clarify this big semantic matter: what is logistics? what is Supply Chain ? are these two names equivalent?
We can represent this question by this figure
Is SC part of the logistics? or is it the reverse? or is logistics replaced by SC? or are both the same? or are logistics and SC covering partly the same matter but both continue to exist ?
To answer to that question, we have to consider the definition of each concept. We use the definitions commonly accepted by the CSCMP (Council of Supply Chain Management Professionals). These definitions also are used by the APICS (The Association for Operations Management: the global leader and premier source of the body of knowledge in operations management, including production, inventory, supply chain, materials management, purchasing, and logistics.)
The logistics management is that part of the Supply Chain process, which plans, implements and controls the efficient, effective flow and storage of goods, services and related information from the point of origin to the point of consumption in order to meet customers’ requirements.
The supply chain management is the integration of key business processes, from the end user through original suppliers that provides products, services and information that add value for customers and other stakeholders.
Thus the answer to our first question is clearly
In a Supply Chain, each enterprise is a partner; each partner is fully responsible for a process that transforms inputs into outputs using some resources and following the rules or norms.
The concept of supply chain suggests a series of processes linked together (they form a chain !).
Figure 3
Somebody is the producer of the raw material, somebody transforms it into a product, somebody incorporates the product into an assembly, somebody stores the finish good, somebody sells it, somebody transports it and finally a retailer sells it to a final customer who is the consumer.
Some of these processes are sourcing, others are manufacturing and others are distribution.
If we illustrate the system for a more complex product, we obtain the hereunder schematic.
The pilot of the Supply Chain must instruct each supplier about when and to whom they have to deliver their products. He must instruct supplier "A" to first supply "B" and later the main manufacturer; for another part, he must instruct "B" to first supply the main manufacturer and later the supplier "C", if it is the right way to get the product on time as promised to the customer.
Figure 4
1.2 Flows
As indicated here above, all the partners are linked (they form a chain). These links cover 3 flows:
1. physical product flow (material flow)
The materials flow from suppliers to customers and from customers to suppliers (reverse flow).
The products are packaged (primary package, secondary package, warehousing package, transport package). Each package fills a specific function. (to see chapter 6). Containers, pallets and some packaging are circulating round trip.
The management of the materials flow must deliver products on time, in the proper sequence, exactly where they are needed.
2. information flow
Information is flowing in both directions, is passing each other, is colliding with others …
The information include order, delivery, inventory level, production status, forecasts, quotation …
The information could be considered as the piloting system of the other flows.
The information is flowing between multiple organizations and enterprises, each one having its own managing system, its own value system ….
3. financial flow
They include credit terms, payment schedules, title ownership arrangements …
A major problem concerns the coordination, the synchronization between all these flows. The final objective of the logistics / supply chain is to reduce costs and to improve service levels at the profit of all the partners of the chain, suppliers, manufacturer and customer. Each activity playing a role in making the product and the services conform to customer requirements (cost, delivery terms, quality …) is concerned.
In the past, each enterprise was trying to strangle other enterprises to obtain the major advantage (and to avoid realizing some effort). The bigger was crashing the smaller.
Today, no single enterprise is solely responsible for the competitiveness of its products and services. The benefit obtained by working in network must be shared between all the members of the chain. The sole strategy that performs is the win-win strategy.
The competitiveness suppose to give a better service, a superior service to the final user of the product / service (decreased delivery times, repairing/exchanging defective parts, maintenance, warranties, price, reliability, performance).
Today, we have to consider the total system wide cost; it includes manufacturing, transportation, packaging, warehousing, distribution, rework, repair, administrative costs. Managing the supply chain is not minimizing a single cost between two entities but, rather, on taking a global system approach to get, at the end, the better result that profits to every chain partner.
If one looks at actions in isolation, it is not possible to have a global view and to identify how an isolated action could have a reverse effect. Each decision taken by a partner of the chain has an effect on the upstream and downstream partners. And this effect could be positive or negative. For example, a supplier will reduce its inventory that leads to increase the delivery terms of the downstream partners; for example, a transportation manager will delay a delivery to increase the volume to transport and to reduce the transportation cost.
1.3 Management
It is obvious that designing and operating a supply chain so that total system wide costs are minimized and system wide service levels are improved is very challenging. It is not easy to do that inside a single enterprise, how more if one must consider several enterprises. We could write that the complexity increase exponentially with the number of partners.
with C = complexity of management, k a function depending of the product and n = number of partners.
The criteria to be considered are:
q the complexity of the network mainly if the partners are located over a large geographical area
q the cultural clash between partners
q the difference of capacities of partners: some are SME, others large enterprises, some are assembler, others are machining and some are giving service … Each partner has its own limits, its own capacities and its own resources. It is not thinkable to build a supply chain only with partners having the same constraints.
q the planning process could be different depending of many factors external to the supply chain. It is normal that an enterprise could be partner of several supply chains (example: the ball bearings supplier belongs to several automotive manufacturers supply chains).
q the supply chain is a dynamic system that evolves over time. Everything can change quickly or frequently either on the customers’ side, either on the suppliers’ side, either the market conditions, either the environmental conditions.
1.4 Three levels of management
As every activity, we have to consider the three levels: strategic, tactical and operational.
a) Strategic level.
The strategic level deals with decisions that have a long-lasting effect on the enterprise.
Every department or service has to fit with the strategy of the enterprise.
q The Supply Chain strategy must deal with the procurement of raw materials and all the components used by the enterprise.
Procurement includes packaging, transportation, documentation, warehousing.
q The Supply Chain strategy must deal with the logistics operations inside the manufacturing plant
This includes the flows through the plant, the interoperations packaging, the information, the traceability …
q The Supply Chain strategy must deal with the distribution and usage of the product by the customer.
This includes the selection of the distribution channels and the operations to supply the retailers, the instructions of use and all the operations covered by the warranty and the after sales service.
The long-lasting effect must be considered by product. If the life cycle of the product lasts several years, the strategic level covers more than 2 years; if the life cycle of the product lasts less than one year (i.e. tamagushi ….), the strategic level is not a fundamental step. But reasonably, the strategic level for the majority of the products covers 2 or 3 years.
Some of the basic questions are: 1) make or buy question;
2) location and capacities of production facilities, warehousing, transportation;
3) technologies to be mastered;
4) machines and equipments to be used, rented or …;
5) layout of the production facilities and warehouses;
6) quantities of products to be purchased, launched in production, stored, packed together, transported;
7) the relevant information for the manufacturing;
8) the training of the operators;
It is obvious that all this has a cost and therefore has to be amortized on several years.
b) Tactical level.
The tactical level concerns generally a period of time of one year. It is prepared during the last quarter of the previous year.
The tactical level has to focus on the expected situation at the end of the previous year to establish a series of significant data as 1) quantities to be distributed on each market;
2) exact quantities of raw materials and components to be purchased and when to place orders 3) the planning of manufacturing by quantities, by specifications, …
4) the distribution activities by month, mainly if the products demand is seasonal;
5) to prepare the impact of the promotions on the distribution;
6) to optimize all the logistics functions;
7) to fix the key indicators to allow a performing management;
8) to establish the calendar of each specific step to reach the annual objective;
9) to match demand and supply
The tactical level is the annual budget.
c) Operational level.
The operational level is the real time management. Some activities are planed on one week, others on a day and the updates are permanent. The operational level has to face the failure of a truck, the illness of a warehouseman or a driver, a urgent non planed order, and so on.
The quality of an organization can be measured by the respect of a well constructed plan and by the reactivity face at unforeseen situations. No waste of time, no waste of resource must be the rule for the operational manager.
He must be able: 1) to meet the better lead-times,
2) to respond to any fluctuation of the demand,
3) to deal with all the products (from fast moving goods to industrial component),
4) to face any unexpected situation.
To do that, he must pilot several logistical drivers as forecasting, transportation means, warehousing facilities, inventory, orders management, sourcing possibilities … and these drivers are fed by information. All these drivers can add value or cost at the customer’s eyes.
q Forecasting allows to feed all the other drivers
q Adapted transportation means allow fast loading and unloading and reduced operational costs by comparison with the value of the transported goods
q Warehousing facilities are located at the best operational place to supply their customers (outbound) and to receive goods from suppliers (inbound); they have well adapted infrastructures to store goods. The objective is to get the better responsiveness, to get the better control on each local market, to get the cheapest cost.
q Inventory must be adapted to the demand: enough to face unexpected demand and not too many what carries overstock and therefore additional costs and ageing products.
q Orders management reduces lead time and allows a full control on all the documents issued from these orders as picking ticket, packing list, invoice, …
q Sourcing possibilities allows a better control on the products arrival, access to the docks without waiting times, better management of the purchase orders …
We can summarize all these concepts by 3 curves as follow and the total logistics cost is the sum of these three costs:
Figure 5
We can represent these situations by the following outline representing three concrete situations:
Figure 6 a Figure 6b Figure 6c
Figure 6a represents 4 suppliers delivering to 1 central warehouse and from this warehouse to the customers;
Figure 6b represents 4 suppliers delivering to 2 central warehouses and each warehouse delivers to its customers;
Figure 6c represents 4 suppliers delivering to several warehouses and each one delivers to its own customers.
It is necessary to determine the number of warehouses, their locations, their sizes, the quantity of products to be stored and the location and number of customers to be supplied to get the best service at the lowest cost. The enterprise must compare the costs of opening more warehouses and the benefits to be closer to the customers.
For another part, it is important to take into account the specificity of the warehouses: only to supply a manufacturing facility, only to supply end customers or supplying both manufacturing facility and end customers. The basic functions are the same but they are several important differences:
q to supply a manufacturing facility means many suppliers (for raw materials and purchased components) and a few customers (manufacturing sections).
q to supply end customers means very few suppliers ( final assembly line) and a large number of customers (all the customers for finished products and spare parts)
q other differences concern the quantities, the size, the physical configurations, the variability and predictability of the demand, the unforeseen breakdowns (machines, trucks and trailers …), the capacity of each buffer between each manufacturing or supply process, lead-times acceptable by each downstream customer, size of batches, safety inventory size, risk parameters …
1.5 Supply Chain Information
As here above mentioned, information feeds all the logistics drivers. Therefore, it is important to detail the content of these information. The supply Chain Management manipulates a lot of information that each one affects strongly or weakly the results. Firstly, we have to consider the information that affect directly all the logistics drivers.
Forecast is affected by the economic situation of the market, by the financial situation, by the wealth of the population, by the obstacles to the trade, by the adequacy between the specifications of the product and the needs of the customers … All the data concerning these parameters must be considered as useful information.
Inventory is needed to face the responsiveness to the demand of the market. The Supply Chain Manager must know this requirement to establish correctly the level of inventory for each item as well as the inventory cost.
Transportation information include frequency of each transport vector, capacity of each one, availability, possibility to circulate, cost, particular requirements as national flag or piracy risk ….
Warehousing size and location have important consequences on several managerial decisions
Computerized treatment of all these data allows to simulate the actions and their result, allows a fast and very reactive circulation of the information between all the members of the network, reduces the redundancy of some encoding operations just as the error risk, allows a good traceability of all the decisions and operations, authorizes a real time follow-up, improves the visibility on the various sequences … Information and Communication technologies play a critical role concerning the exchange of information between suppliers, manufacturer, customers, carriers and other services providers. To be performing, every enterprise must master an information system adapted to his needs but also allowing to be networked with all the other members of the Supply chain: it is a very critical competitive advantage to be better than the competition on that aspect. But, everybody understands the major difficulty to interconnect different systems. Information must be cheap, available as soon as needed, without time lag,
1.6 Main actors
As illustrated on the figure 3, each process is requiring resources.
1.6.1 Human resources
The human resources who have an impact on the supply chain are:
q The buyers: they have to reference the suppliers who can work inside a supply chain. They must accept to work as the pilot of the supply chain decides it for the best of all the actors. The buyers must place the purchase orders when it is fixed by the Supply chain organization.
q The designers: they have to design products that it is possible to pack and transport on the best economical way. But they also must design products with the specifications that the suppliers can realize and all the actors of the supply chain can store and transport. Finally, the products must be designed with the objective to be customized at the latest stages of manufacturing.
q The packaging designers: they have to design packaging that can be economically manipulated by each member of the supply chain (size of the racks, trucks…), that correspond to the various quantities (to see §2.2) needed by the actors. It is also important that each packaging can be easily open and closed as frequently as required.
q The manufacturers: they must be flexible to accept small or large batches and evidently the must produce quality on time.
q The sellers: they must work with the precise specifications allowed by the design and with the quantities allowed by the agreement between all the parties.
q The transporters: they must deliver on time and in perfect condition.
q The warehousemen: they must act with the right diligence
q The computer operators: they must deliver the right information at the right time to the right people. Each supply chain member can recuperate the data without risk of mistake or confusion to build the appropriated management system.
1.6.2 Material resources
The material resources must be sufficient, in good conditions, available when needed and well adapted to the products and operations. These conditions are required to be able to link together many process operators. Indeed, if an operator doesn’t master well his process, it is thinkable that he will not be able to respect quality, quantity or delivery date.
This also supposes that the maintenance of all the equipments is well executed.

OS footprint

Hi all, I'm thinking of replacing my 2005 12 inch iBook. My heart says 13 inch MBA, my head says 13 inch MBP. (My bank account says cheap second-hand PC laptop + ubuntu, but who listens to that kind of talk?) Does anyone know how much space the o.s. takes from out of the box on MBA? Say it was 30 GB - then comparing the 128 vs 256 Gb MBAs would really be : 98 vs 226. (I'm not a big user of storage, probably haven't clocked 100 Gb in my life on all my machines put together, but I tend to keep machines for a few years, and who knows what the future will bring in the way of storage requirements? And I guess you won't be pulling those SSD chips off the board and soldering bigger ones on, so what ever size you get you're stuck with, right? Then again, there are external drives of course.) TIA, -Terry.

The difference in capacities is due to two different methods for defining what exactly the prefixes mega, giga, tera mean. In the computer world, these prefixes have different meanings depending on what exactly you are talking about. Hard drive manufacturers report the size of hard drives using the decimal definition of these terms (10^6, 10^9, 10^12 resepctively), whereas operating systems and other software use the binary definition of these terms (2^20, 2^30, 2^40).
As you can calculate, these values are close, but not exactly the same. 10^6 is 1,000,000, but 2^20 is 1,048,576. Once we get to larger hard drive sizes, the difference really becomes noticeable.
One gigabyte in binary is 1,073,741,824 bytes (2^30), but in decimal it’s only 1,000,000,000 bytes (10^9), which is a difference of 73,741,824 bytes (~70MB). So, when we're talking about storage size in gigabytes a hard drive's capacity as reported by the OS will be about 7% less than what is advertised by the hard drive manufacturer.
The above explanation is compliments of One of the moderators at hard forum.com.

Physical buttons on E440 touchpad won't work after coffee spill: capacitive layer works fine

Hi, can you help me with my stupid problem?
I have 2 questions:
1) Is there a way to enable trackpoint to work with the capacitive layer? I.e. to be able to use it without physically pushing the pad down. Now, as soon as I touch the trackponit, it disables light clicks (touches) of the touchpad, I guess to prevent unintended palm clicks
2) Is there anything I can do to make the buttons work again? (See the story below.) I have cleaned it all even inside, but there were almost no stains at all anyway, none on chips or cables. And it partially worked just this morning.
I guess I could soak it in water, then ethanol, and finally dig into rice grains for a week or two as a last resort...but I hope for a more electronics-friendly solution.
Story:
I spilled my coffee into the keyboard and touchpad, and even though almost no water got onto the motherboard (a few drops), I cut off the power supply in less than 10 seconds, and I cleaned it all thoroughly (even managed to get inside the touchpad itself and assemble it all back...what a pain), it works weird.
At first, it registered about 1/10 or 1/20 of physical button presses (depressions of the pad). So technically it somewhat worked. The capacitive (touch) layer worked fine including multitouch. Then I tried to just click on it repeatedly for about 100 times rapidly, and it started to miraculously work 100% fine...for about 30 minutes, then it returned to the 1/20 state again. But as soon as it started to work fine, the multitouch recognition died, so it wouldn't scroll etc. And after returning to the bad state again, multitouch was still dead. Then I tried to reinstall the drivers: multitouch has started to work (so scrolling and gestures are OK now). But the physical buttons appear to be absolutely dead at this moment, it won't register any click/depression at all. The capacitive layer works fine though, so I can still use it as a normal touchpad without physical keys.
But this renders trackpoint unusable as it requires physical depressions of the touchpad to register clicks.
Thank you very much!

hi, calleasto
sorry to hear about this mishappen. I recognize it, since it happened to me a few years ago, also my daughter pooring thee (not coffee - but the difference is marginal - ) into an external keyboard. I took it apart and cleaned and dried it very carefully, but never got it working again. This was an external keyboard.
a similar failure occurred to other people with they laptop keyboards (and to me, without "using" any liquid). I presume - without knowing really the interiors of the laptop keyboards - that (1) they are read out in a kind of matrix (sensitive bars arranged in rows and (almost) columns corresponding to keys), which needs two layers of contact strips; and that (2) the layers are separated by plastic sheets.
Your diagnostics seems to imply that
1) there are still bad contacts (might be liquid where it shouldn't be);
2) the contact point has shifted ;
The latter could perhaps be due to liquid shifting the pressure away from the point where it should be applied.
What i would do:
Give the keyboard much time for drying - perhaps by removing the keys again. But there is always the chance that the temperature of the coffee, and the residues are causing troubles and might cause some keys not to function properly.
I think (i am not sure !!) you have a "unibody": i think it is "unique " in the sense that it has no screws (except at the bottom) - and no Firewire outlet. I have never opened my MB, but the only way i see for opening it is from the bottom (there are 4 screws at mine) - but i do not know whether it is advisable to open it. I would check via Phone with Apple before doing anything myself.
Hope this helps.
Thomas

PP-Diffrence between "Capacities" tab & "Scheduling" tab in work center

Dear Friends,
While creating work center in t.code CR01, i am entering the following formulae in "Capacities" tab:
1. Setup formula
2. Processing Formula
3. Teardown formula.
I am entering the same details(formulae) in the "Scheduling" tab also.
What is the difference of maintaining the formulas is two diffrerens tabs?
If i do not maintain the formula in "Scheduling" tab, How it will effect?
please explain me.
Regards
Senthil

Hi,
Thank you.
Let me consider some example.
Assume in routing i have maintained standard time as 10 min for each quantity.
My total production order quantity is 100. (Order number 300000)
So the formula in "Capacities" tab will calculate the total capacity required to complete the production order as 1000 min. Is it so?
1000 min means, 16.6 hours.
let us assume that, the particular work center has been blocked for another 83 (three and half days) hours by other production orders. So i can not start the work immeadiately. After three and half days only i can start the production order 300000.
So if i maintain the formula in "Scheduling" tab only, the system can propose the information that Planned start date as 07.09.2007 & Planned End date as 07.09.2007. (Based on the forward scheduling / backward scheduling). Is it so?
Regards
Senthil

Differences between APO and R3 sysytem.

Hi everybody,
Can anyone list out the differences between the APO system and the R3 system.A detailed explanation will be helpful.

Hi,
APO
APO is the supply chain tool from SAP.
BW is the data layer for APO.
SAP APO is for Demand Planning and is a component of mySAP SCM. It enables dynamic supply chain management and which in turn includes applications for detailed planning, optimization and scheduling, allowing the supply chain to be accurately and globally monitored even beyond enterprise boundaries.
SAP BI is a reporting tool in SAP. It provides a complete view of the company. The solution is part of SAP NetWeaver and provides the tools needed to make the right decisions, optimize processes, and measure strategic success: data from all enterprise sources are merged effectively and can be comprehensively analyzed, business-critical factors can be monitored using external and internal benchmarks, the most important KPIs can be passed on to all the relevant forces in a company in real time, strategies can be rapidly adapted to changed market conditions, and the results of analyses can be graphically represented in a wide variety of formats, such as grids, graphs, and maps
Check this:
What is APO and how it is related to BW
SAP Advanced Planner and Optimizer is a component of the mySAP Supply Chain Management solution that you use for planning and optimizing supply chain processes at a strategic, tactical, and operational planning level.
With APO - Simultaneous Material & Capacity Planning is possible, as against R/3 PP
APO Planning is capable of taking all the constraints into consideration with Planning for Capacities/Scheduling
APO Resource (workcenter in R/3) does a Capacity availability check before scheduling an activity, if capacity is not available, it finds the immediate next available slot & schedules the activity there. This is not possible with R/3
http://www.sap.com/solutions/business-suite/scm/pdf/BWP_APO40.pdf
http://help.sap.com/saphelp_apo/helpdata/en/7e/63fc37004d0a1ee10000009b38f8cf/frameset.htm
http://help.sap.com/bp_biv133/documentation/BW/I18_Scen_InstallGuide_EN_DE.doc
http://help.sap.com/saphelp_scm41/helpdata/en/92/dd013872af2946e10000009b38f8cf/content.htm
http://help.sap.com/saphelp_apo/helpdata/en/7e/63fc37004d0a1ee10000009b38f8cf/frameset.htm
R/3 OLTP
Online Transactional data processing.
Designed to efficiently process high volumes of transactions, instantly recording business events (such as a sales invoice payment) and reflecting changes as they occur.
Current data
Short database transactions
Online update/insert/delete
Normalization is promoted
High volume transactions
Transaction recovery is necessary
http://en.wikipedia.org/wiki/OLTP
Refer for OLTP Vs OLAP
compare to r/3, what are the benefits available for b/w
R/3 and BW reports
http://www.geekinterview.com/question_details/209
http://blogs.netindonesia.net/kiki/archive/2006/02/28/8822.aspx
What's the Difference Between OLAP and OLTP?
Thanks,
JituK

Difference between SCM242 and SCM250

I am preparing for certification and wanted to know What is the difference between SCM242 and SCM250?

am not sure of SCM242. where did you see the reference to this?
but here is some more info. You can also find it in https://service.education.sap.com
SCM250 (Production Planning and Detailed Scheduling (APO-PP/DS))
contents:
Brief overview of prerequisites and master data
Preplanning and sales orders in APO-PP/DS
Requirements planning
Planning quantities and capacities
Planning heuristics
Planning strategies
Advanced production planning functions
Planning tools for requirement and capacity planning
Corresponding Customizing settings
SCM240 (Production Planning (ERP))
contents:
Material planning overview
Consumption-based planning and MRP planning
Demand management
Requirements strategies for make-to-stock production
Requirements strategies for make-to-order production
Performing requirements planning
Processing of material requirements planning results
Master production scheduling
Long-term planning
Technical details of the planning run
MRP areas

Weight difference

What is the exact weight difference between the 16g and the 32g iPhone 4?

Apple does not publish different weights for the different capacities of iPhones. There may be a slight difference but it would be a matter of a few grams at most; certainly not something anyone carrying the iPhone would ever notice.
Regards.

Difference between portable and non-portable HDD

I'm about to purchase an external hard disk drive. Is there any difference in functionality or reliability between a portable HDD and a non-portable drive? I like the size and portability of the smaller drives but it doesn't really need to be portable. The drive will be connected to my iMac for Time Machine backups, so it will be good if it can power down when not in use.

In general, non-portable drives require external power and use 3.5” drive mechanisms. Portables use 2.5” mechanisms and can be powered by the USB, Firewire or Thunderbolt bus (draining a laptop’s battery). Non-portable drives can be had in larger capacities.
I suggest you use something other than Time Machine. Try SuperDuper or Carbon Copy Cloner since they’ll create bootable clones. You can’t boot from a Time Machine backup. TM is ok as a secondary or tertiary backup, but I’d never trust it as my only backup.

Difference between SONET and GigE from Carrier?

We have just provisioned a carrier to provide us with an OC12 (622mbps) connection. The carrier asked if I wanted a Sonet or GigE handoff? What does the carrier mean by this and is there a difference?

I'm not sure how to answer.
There are significant differences between the SONET and Ethernet technologies. They cannot be connected directly together over a fiber cable. Ethernet is a frame-based computer networking technologies for local area networks (LANs). SONET defines a technology for carrying many signals of different capacities through a synchronous, flexible, optical hierarchy. This is accomplished by means of a byte-interleaved multiplexing scheme.
My assumption on the carrier's side is their transport equipment can accept either a SONET or a GigE interface. He is giving you an option because he understands that to you may be more comfortable working with Ethernet than SONET and that GigE router interfaces are less expensive than SONET router interfaces. To the carrier, it is all just bits that need to be transported from A to B.
The router interface card your choose will take care of getting your data framed properly.
If you request a OC-12 SONET interface from the carrier, you will configure your router with an OC-12 interface. The router interface will take your data and add the SONET overhead/framing and couple it to the fiber to hand-off to the carrier.
If you request a GigE interface from the carrier, you will configure your router with a GigE interface. The router interface will take your data and package it into Ethernet frames and couple it to the fiber to hand-off to the carrier.
Any help?

Difference between the total size shown in itunes and actual size in iPOD

Why is the value shown in itunes different from the value shown in the Audio section of the Capacity bar of the iPOD. The ipod one is larger by some hundreds of MB.

Advertised vs. Actual
Since consumers don't think in base 2 mathematics, manufacturers decided to rate most drive capacities based on the standard base 10 numbers we are all familiar with. Therefore, one Megabyte equals one million bytes while one Gigabyte equals one billion bytes. This isn't too much of a problem with fairly small numbers such as a Kilobyte, but each level of increase in the prefix also increased the total discrepancy of the actual space compared to the advertised space.
Here is a quick reference to show the amount that the actual values differ compared to the advertised for each common referenced value:
Megabyte Difference = 48,576 Bytes
Gigabyte Difference = 73,741,824 Bytes
Terabyte Difference = 99,511,627,776 Bytes
Based on this, for each Gigabyte that a drive manufacturer claims, they are over reporting the amount of disk space by 73,741,824 Bytes or roughly 70.3 MB of disk space. So, if a manufacturer advertises an 80 GB (80 billion bytes) hard drive, the actual disk space is around 74.5 GB of space, roughly 7% less than what they advertise.
Now, this isn't true for all the drives and storage media on the market. This is where consumers have to be careful. Most hard drives are reported based on the advertised values where a Gigabyte is one billion bytes. On the other hand, most flash media storage is based around the actual memory amounts. So a 512MB memory card has exactly 512 MB of data capacity, but this leads to the next area of reported space.

Difference between techo and close order

Dear all
plz tell what is a difference between techo and close production order
guide me
Rgds
SDB
Edited by: surendra patil on Aug 21, 2008 12:18 PM

TECO means ending a production order from a logistical viewpoint. This function is usually used, if the execution of an order has to be stopped prematurely or if the order
could not be executed in the required manner and open requirements for the order (reservations,capacities) should be deleted.
The following actions are executed if an order is set to TECO:
· The order is not relevant for MRP planning
· Reservations are deleted
· Capacity requirements are deleted
· Purchase requisitions for external operations or non-stock materials are deleted
· The order and its operations receive the system status (TECO)
If an order is technically complete, you cannot change it. The fields in the order are displayed but
cannot be changed. You can however cancel technical completion, for instance if order data has
to be changed.
After technical completion you can still make posting for order.
For instance,material withdrawal or a confirmation can be posted if they were previously forgotten.
*Closed Order :
*The Closed (CLSD) status has been introduced in the production order. It has the following
characteristics:
· No more costs can be posted to the order, that is, confirmations and goods movements are
no longer permitted for the order.
· The order can no longer be changed. Exceptions to this are revoking the CLSD status and
setting the deletion flag.
· All actions relating to the status technically completed are executed
· In a collective order, the CLSD status is also set for subordinate orders.
· If the system comes across an order in the collective order that cannot be closed, the orders
that come between this order and the leading order are also not closed. Other subtrees are
closed if they only contain orders that can be closed.
Regards,
Hrishi.

Difference between SNP heuristics,Optimizer and CTM

Dear Friends,
can any one explain me what are the basic difference in SNP planning methods
1) SNP heuristics
2)Optimzer
3)CTM
when should we use these method in SNP , is all the methods are used in SNP impelemtation ?
just give me some idea about it
Thanks & Regards
Raj

Hi Rajkumar,
                  Please find the difference among three
Comparison of the Planning Methods
you use optimization-based planning or CTM planning if one of the following conditions applies to you:
·        Your business environment is subject to strict constraints (for example, you must take into account production capacities, transportation capacities, storage capacities, and/or handling capacities)
·        You have alternative production locations and sources of supply (locations, production process models, and external procurement relationships)
·        You can decide between early production and late production
·        You share resources, meaning that multiple products are produced simultaneously on the one resource
We recommend that you use heuristic-based planning or CTM planning if any of the following conditions apply:
·        You wish to plan on an infinite basis (meaning that you do not wish to consider capacities) for the medium to long-term horizon (heuristic).
·        You wish to take into account predefined quota arrangements; for sources of supply, for instance (heuristic or CTM).
·        You wish to plan or fulfill demands on the basis of priorities (CTM).
Optimization-Based Planning :
http://help.sap.com/saphelp_scm2007/helpdata/en/09/707b37db6bcd66e10000009b38f889/content.htm
The SNP optimizer offers cost-based planning. This means that it searches through all feasible plans in an attempt to find the most cost-effective (in terms of total costs). Total costs refers to the following:
·        Production, procurement, storage, and transportation costs
·        Costs for increasing the production capacity, storage capacity, transportation capacity, and handling capacity
·        Costs for violating (falling below) the safety stock level
·        Costs for late delivery
·        Stockout costs
Heuristic-Based Planning
http://help.sap.com/saphelp_scm2007/helpdata/en/a1/b60b4b2fc211d3b6270000e82de178/content.htm
The heuristic is used as part of a repair-based planning process consisting of the heuristic, capacity leveling, and deployment. The heuristic run processes each planning location sequentially and determines sourcing requirements. The heuristic processing groups all demands for a given product at a location into one demand for the bucket. The heuristic run determines valid sources of supply and corresponding quantity based on pre-defined percentages for each source of supply (quota arrangements), or procurement priorities for transportation lanes and production process models (PPMs) or production data structures (PDS). The demands are then passed through the supply chain to calculate a plan. However, this plan is not necessarily feasible. The planner can then use capacity leveling to adjust the plan and formulate a feasible plan.
Capable-to-Match (CTM)
http://help.sap.com/saphelp_scm2007/helpdata/en/c4/986c39b768ca2fe10000000a114084/frameset.htm
With this function, you can execute a multi-level, finite planning of the demands in your supply chain. Unlike the Supply Network Planning (SNP) optimizer that executes cost-based planning, CTM planning uses a heuristic procedure. In other words, CTM does not optimize the costs. Instead, you can use priorities, for example, to influence the sequence of demands and the selection of the procurement alternatives. CTM planning does not consider the individual production and distribution levels one after the other, such as the classic MRP run, but considers them at the same time. This guarantees that CTM planning generates a plan that can be executed on schedule.
Hope these details will resolve your queries
Regards,
Santosh Kumar Mishra

Difference between dp and snp?

hi friends,
what is main difference between with dp and snp. why we use both in apo. can u give me any scenerio with any industry?
regards
suneel.

Dear Suneel,
<a href="http://help.sap.com/saphelp_scm50/helpdata/en/8f/9d6937089c2556e10000009b38f889/frameset.htm">Demand Planning</a> - Use APO Demand Planning (DP) to create a forecast of market demand for your company's products. This component allows you to take into consideration the many different causal factors that affect demand. The result of APO Demand Planning is the demand plan.
Demand Planning is a powerful and flexible tool that supports the demand planning process in your company. User-specific planning layouts and interactive planning books enable you to integrate people from different departments, and even different companies, into the forecasting process. Using the DP library of statistical forecasting and advanced macro techniques you can create forecasts based on demand history as well as any number of causal factors, carry out predefined and self-defined tests on forecast models and forecast results, and adopt a consensus-based approach to reconcile the demand plans of different departments. To add marketing intelligence and make management adjustments, you use promotions and forecast overrides. The seamless integration with APO Supply Network Planning supports an efficient S&OP process.
<a href="http://help.sap.com/saphelp_scm50/helpdata/en/1c/4d7a375f0dbc7fe10000009b38f8cf/frameset.htm">Supply Network Planning</a> - APO Supply Network Planning (SNP) integrates purchasing, manufacturing, distribution, and transportation so that comprehensive tactical planning and sourcing decisions can be simulated and implemented on the basis of a single, global consistent model. Supply Network Planning uses advanced optimization techniques, based on constraints and penalties, to plan product flow along the supply chain. The result is optimal purchasing, production, and distribution decisions; reduced order fulfillment times and inventory levels; and improved customer service.
Starting from a demand plan, Supply Network Planning determines a permissible short- to medium-term plan for fulfilling the estimated sales volumes. This plan covers both the quantities that must be transported between two locations (for example, distribution center to customer or production plant to distribution center), and the quantities to be produced and procured. When making a recommendation, Supply Network Planning compares all logistical activities to the available capacity.
The Deployment function determines how and when inventory should be deployed to distribution centers, customers, and vendor-managed inventory accounts. It produces optimized distribution plans based on constraints (such as transportation capacities) and business rules (such as minimum cost approach, or replenishment strategies).
The Transport Load Builder (TLB) function maximizes transport capacities by optimizing load building.
In addition, the seamless integration with APO Demand Planning supports an efficient S&OP process.
Supply Network Planning is used to calculate quantities to be delivered to a location in order to match customer demand and maintain the desired service level. Supply Network Planning includes both heuristics and mathematical optimization methods to ensure that demand is covered and transportation, production, and warehousing resources are operating within the specified capacities.
The interactive planning desktop makes it possible to visualize and interactively modify planning figures. You can present all key indicators graphically. The system processes any changes directly via liveCache.
Regards,
Naveen.

Different capacities on work centers

Hello,
Our manufacturing process produces first a liquid which can be used as a component for the next manufacturing step or sold. We want to be able to compare:
- the loading capacity of the work center with the sales planning
- the manufacturing capacity of the work center with the sales planning + the internal requirement
Is there a way to set up 2 different capacities on a work center?
Thanks
Simon

Ok, i'm working for a chemical company. We planned to go live with sap in january 2010.
Today, we don't know how to manage with sap the loading capacity.
The first step of our manufacturing process produces a liquid (product A). We planned to setup in sap: one work center, one BOM, one routing and one manufacturing capacity (24h a day) for this step.
Product A can be used as a component for the second manufacturing step (product B) or sold. Therefore I have 2 differents requirements for product A: internal from product B and external from the sales planning.
With the work center with one capacity, i am able to compare the manufacturing capacity with the sales planning + the internal requirement.
But it takes time to fill up trucks with liquid A (that's what i call "the loading capacity"), so i wan't to compare the loading capacity with the sales planning.
For example: it takes 1h to load a trucks, i can load 10 h / day, 20 days / week, a truck can take 25 tons. I want to see in sap a overload if my sales planning is more than 12510*20 = 5000 tons a month.
With your first answers, i created a second capacity type, but i don't know how to charge it. One important thing is: the product doesn't change when it goes into the trucks.
Thanks again
Simon

Differences in capacities

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