BT-036016002U #RFQ 014-010-02024 // FOR Bita Industrial Supply

Dear Sir/Madam,

It is a pleasure to inform you that we have received an inquiry for attached items from a client.

It would be appreciated if you provide us the technical & commercial offer for requested item,
kindly include following information in your quotation :

Reference Number and Date of the Offer - Validity
Technical documents
Manufacture & Country of Origin
Delivery Time
Delivery Term
Estimated Gross Weight & Dimension
Customs Tariff No

Your timely reply is highly appreciated.

Best Regards,

N. Nazari
Commercial Director
Bita Industrial Supply

Email:		Info@bita-tamin.com
Mobile:		+989183878850
Telephone:		+982188787870
Address:		Unit.32,No.14, West Taban, Nelson Mandela St., Tehran

by Info@bita-tamin.com - 04:56 - 21 Oct 2024

2 attachments 2 attachments

RE: Cost Estimation/Takeoff Services

Hi,

I'm sure you're busy because I didn't hear anything back from you. I’d appreciate a response to my original email below.

Thanks

From: Eric Steven
Sent: Thursday, October 17, 2024 12:51 PM
Subject: RE: Cost Estimation/Takeoff Services

Hi,

Just making sure you saw my original email below regarding our Cost Estimation & Takeoff services.

Thanks

From: Eric Steven
Sent: Tuesday, October 15, 2024 3:16 PM
Subject: Cost Estimation/Takeoff Services

Hi,

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Request for Quotation

Good Day,

I hope this email finds you well. On behalf of Ultrafilter SAS, France. We have gone through your Website, We

are interested in buying your product.

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Nurturing employees’ mental health: A leader’s guide

Leading Off

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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD

Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of Leading Off. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

Mental health is a key element of well-being in the workplace and an increasingly important area of focus for business leaders. Mental health challenges such as anxiety and depression can lead to burnout , which affects an average of one in four employees across the globe. More companies are offering benefits such as therapy, yoga, and meditation app subscriptions to help employees improve their mental health and overall wellness. With the UN designating October as World Mental Health Month, we look at why it’s critical for leaders to support their employees’ mental health and how they can do so.

AN IDEA

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Start at the top

One of the leading causes of employee burnout and mental health strain is a toxic workplace. McKinsey partner Kana Enomoto says leaders should carefully examine the workplace environment they are creating and provide solutions to help employees feel supported, respected, and included. A good place to start is by articulating a vision and mission that inspires their employees—particularly younger workers, who experience poor mental health at a much higher rate. Gen Z employees “believe they are meant to achieve something, to do something big and important, and when they don’t have that, they often feel an emptiness,” Enomoto says. “This is an opportunity for C-suite leaders to support all their employees in feeling that connection to purpose and meaning in the workplace.” What’s more, improving well-being and overall culture at work makes good business sense. Companies that prioritize their employees’ mental health achieve higher productivity and profitability than others do, according to McKinsey studies.

A BIG NUMBER

Up to $11.7 trillion

That’s how much economic value can be created by improving employee health and well-being, according to the McKinsey Health Institute . Such an increase would be the equivalent of raising global GDP by up to 12 percent, say McKinsey’s Barbara Jeffery and Patrick Simon and their coauthors. Leaders can support their employees’ mental health by focusing on six important aspects of well-being: social interaction, mindsets and beliefs, productive activity, stress, economic security, and sleep. “Considering that the average person spends a third of their life at work—more than 90,000 hours in a lifetime—employment can be a critical piece of the puzzle when working toward the goal of improving global health,” the authors say.

A QUOTE

“About three-fourths of Gen Z said that the availability of mental health resources—whether that be access to therapy or mental well-being programs—is one of the key things when they’re selecting an employer.”

That’s McKinsey partner Erica Coe on the teen mental health crisis. She explains that Gen Zers—a cohort that includes young adults who are now in the workforce as well as teens who will enter the job market over the next decade—report less stigma about openly discussing mental health compared with older individuals. According to Coe, this generation’s rising numbers in the workforce will put more pressure on employers to provide robust mental health resources for their employees.

A SPOTLIGHT INTERVIEW

An image linking to the web page “Author Talks: Cass Sunstein on the perils of habituation” on McKinsey.com.

When people get too comfortable with aspects of their life, such as jobs or relationships, they tend to stop noticing them. Harvard Law School professor Cass Sunstein explores this phenomenon, known as habituation, in his book Look Again: The Power of Noticing What Was Always There. According to Sunstein, habituation can hinder people’s careers and mental health by causing them to miss opportunities to grow and change and by killing creativity and innovation. Employers can help their people avoid the stagnation and unhappiness that comes from habituation by giving them new tasks, even if only temporarily. It’s a simple idea, but it can be “completely thrilling” for people, Sunstein says. “Once they go back to their former work, they still retain a sense of adventure and novelty,” he says.

LET’S GET SPIRITUAL

An image linking to the web page “In search of self and something bigger: A spiritual health exploration” on McKinsey.com.

Creating awareness about spiritual health in the workplace—that is, having a sense of meaning, connection, and purpose—can benefit employees and their companies. According to a McKinsey Health Institute survey , employees in good spiritual health are more likely than others to find satisfaction, build resilience and engagement, and improve their mental health at work. While spiritual health might seem like a “loose concept” to business leaders, people who feel they have unmet spiritual needs have much higher healthcare costs, and better spiritual health can lead to less employee absenteeism and less turnover. “For employers, there are real economic or business implications, as well as keeping their employees as healthy and well as they can,” McKinsey’s Kana Enomoto says.

Lead by prioritizing mental health.

— Edited by Eric Quiñones, senior editor, New York

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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:31 - 21 Oct 2024

How might generative AI disrupt the software sector?

Only McKinsey Perspectives

DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS

Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

Generative AI in software

In the news

•

Speeding up software development. Today’s software industry is undergoing two significant shifts: an increase in both the use of generative AI (gen AI) in programming and the number of software engineers from emerging nations, the Economist highlights. The proliferation of new gen AI tools at programmers’ fingertips—and vast amounts of widely available data—means that developers can rely more heavily on AI to write code, as well as capture and share notes on what the code does and generate tests to validate that code. [Economist]

•

An AI spending spree. The world’s major tech companies show no signs of slowing their massive investments in AI, the New York Times reports. From April to June 2024, these companies collectively spent $59 billion on AI-related projects, mainly to construct data centers and advanced computer systems. Despite the high costs, CEOs in tech say that investing in AI now is necessary to compete in the rapidly evolving AI landscape. [NYT]

By 2027, generative AI spending could reach between $175 billion and $250 billion, contributing an additional two to six percentage points of growth for the software sector.

On McKinsey.com

•

Disrupting the software sector. In 2023, large global enterprises spent about $15 billion on gen AI solutions—a milestone that took four years to reach during the enterprise software industry’s last major transformation, software as a service (SaaS). According to McKinsey senior partner Jeremy Schneider and coauthors, gen AI is poised to upend the sector’s user segments, value pools, and overall industry dynamics while creating a significant opportunity for new revenue.

•

Switching vendors. Even though gen AI will drive significant growth in the software space, our research suggests that gen AI’s biggest impact will be a wide-scale change in the vendor landscape: more specifically, how quickly companies move to new software providers and away from those that are managing legacy systems and products. At the same time, the growing ease of software development may spur more companies to shift from buying gen AI solutions to building them in-house. Review three key questions software leaders can ask to help their companies adapt.

Stay ahead of the gen AI curve

—Edited by Belinda Yu, editor, Atlanta

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by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:37 - 21 Oct 2024

Showcase Your Telecoms Consultant across 45 leading directories

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by "Darren Dale" <darren@infoserve.uk> - 03:25 - 20 Oct 2024

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by "NTI FORGE GROUP" <stevetim432@gmail.com> - 12:43 - 20 Oct 2024

The week in charts

The Week in Charts

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ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE

The Week in Charts series offers data visualizations that help explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored retail value creation, tight labor markets, and zero-emission commercial vehicles.

FEATURED CHART

The retailer shuffle

This week’s other select charts

Stubborn labor shortages

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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:10 - 19 Oct 2024

Is your company prepared for risk resilience?

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Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of McKinsey Classics. We hope you find our perspectives useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

McKinsey Classics | October 2024

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A board’s guide to better risk management

In 2017, McKinsey surveyed more than a thousand board directors to gauge how their boards were prioritizing risk management. The results? Most of them weren’t. In the seven years since then, the global risk landscape has become only more complex and volatile, from economic disruptions to geopolitical uncertainty to the rapid proliferation of AI and generative AI. If your board isn’t prioritizing a holistic, organization-wide approach to risk management, it should be.

To get serious about proactive risk management, boards can focus on three crucial actions. First, develop an effective risk operating model to identify potential risks and establish a baseline risk appetite. Second, manage that model through an effective governance structure that fosters a shared risk culture, with leaders acting as role models. Finally, make sure the board has a detailed, best-in-class response plan for corporate crises at the ready. Following a few fundamental principles can prepare boards, and the organizations that they serve, to manage a wide range of threats.

Business models today are constantly evolving in the face of rapid, volatile change, and risk functions need to evolve as well. To help make sure your company is prepared on its path to risk resilience, read Thomas Poppensieker and coauthors’ 2018 classic “Value and resilience through better risk management.”

— Drew Holzfeind, editor, Chicago

Take a proactive approach to risk management

Related Reading

Geopolitical resilience: The new board imperative

From risk management to strategic resilience

The role of the board in preparing for extraordinary risk

Did You Miss Our Previous McKinsey Classics?

Perfecting people management for long-term organizational health

Traditional performance metrics often prioritize short-term gains over long-term health. Three core principles can help organizations perfect their people management systems for the long haul.

Prioritize long-term corporate health

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by "McKinsey Classics" <publishing@email.mckinsey.com> - 12:23 - 19 Oct 2024

EP134: What do Amazon, Netflix, and Uber have in common?

͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏

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EP134: What do Amazon, Netflix, and Uber have in common?

ByteByteGo

Oct 19

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This week’s system design refresher:

Scalability Simply Explained in 10 Minutes (Youtube video)
What do Amazon, Netflix, and Uber have in common?
What are the differences between paging and segmentation?
How does Git Work?
What tech stack is commonly used for microservices?
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Scalability Simply Explained in 10 Minutes

What do Amazon, Netflix, and Uber have in common?

They are extremely good at scaling their system whenever needed.

Here are 8 must-know strategies to scale your system.

Stateless Services
Design stateless services because they don’t rely on server-specific data and are easier to scale.
Horizontal Scaling
Add more servers so that the workload can be shared.
Load Balancing
Use a load balancer to distribute incoming requests evenly across multiple servers.
Auto Scaling
Implement auto-scaling policies to adjust resources based on real-time traffic.
Caching
Use caching to reduce the load on the database and handle repetitive requests at scale.
Database Replication
Replicate data across multiple nodes to scale the read operations while improving redundancy.
Database Sharding
Distribute data across multiple instances to scale the writes as well as reads.
Async Processing
Move time-consuming and resource-intensive tasks to background workers using async processing to scale out new requests.

Over to you: Which other strategies have you used?

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What are the differences between paging and segmentation?

No alternative text description for this image

Paging
Paging is a memory management scheme that eliminates the need for contiguous allocation of physical memory. The process's address space is divided into fixed-size blocks called pages, while physical memory is divided into fixed-size blocks called frames.

The address translation process works in 3 steps:
- Logical Address Space: The logical address (generated by the CPU) is divided into a page number and a page offset.
- Page Table Lookup: The page number is used as an index into the page table to find the corresponding frame number.
- Physical Address Formation: The frame number is combined with the page offset to form the physical address in memory.
Advantages:
- Eliminates external fragmentation.
- Simplifies memory allocation.
- Supports efficient swapping and virtual memory.

Segmentation
Segmentation is a memory management technique where the memory is divided into variable-sized segments based on the logical divisions of a program, such as functions, objects, or data arrays.

The address tranlation process works in 3 steps:
- Logical Address Space: The logical address consists of a segment number and an offset within that segment.
- Segment Table Lookup: The segment number is used as an index into the segment table to find the base address of the segment.
- Physical Address Formation: The base address is added to the offset to form the physical address in memory.
Advantages:
- Provides logical separation of different parts of a program.
- Facilitates protection and sharing of segments.
- Simplifies management of growing data structures.

How does Git Work?

The diagram below shows the Git workflow.

Git is a distributed version control system.

Every developer maintains a local copy of the main repository and edits and commits to the local copy.

The commit is very fast because the operation doesn’t interact with the remote repository.

If the remote repository crashes, the files can be recovered from the local repositories.

Over to you: Which Git command do you use to resolve conflicting changes?

What tech stack is commonly used for microservices?

Below you will find a diagram showing the microservice tech stack, both for the development phase and for production.

Pre-Production
- Define API - This establishes a contract between frontend and backend. We can use Postman or OpenAPI for this.
- Development - Node.js or react is popular for frontend development, and java/python/go for backend development. Also, we need to change the configurations in the API gateway according to API definitions.
- Continuous Integration - JUnit and Jenkins for automated testing. The code is packaged into a Docker image and deployed as microservices.
Production
- NGinx is a common choice for load balancers. Cloudflare provides CDN (Content Delivery Network).
- API Gateway - We can use spring boot for the gateway, and use Eureka/Zookeeper for service discovery.
- The microservices are deployed on clouds. We have options among AWS, Microsoft Azure, or Google GCP.
- Cache and Full-text Search - Redis is a common choice for caching key-value pairs. ElasticSearch is used for full-text search.
- Communications - For services to talk to each other, we can use messaging infra Kafka or RPC.
- Persistence - We can use MySQL or PostgreSQL for a relational database, and Amazon S3 for object store. We can also use Cassandra for the wide-column store if necessary.
- Management & Monitoring - To manage so many microservices, the common Ops tools include Prometheus, Elastic Stack, and Kubernetes.

Over to you: Did I miss anything? Please comment on what you think is necessary to learn microservices.

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Closing the Loop

Hi MD Abul,

We haven't been able to connect for now, which usually means one of 3 things:

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3 - You are secretly a superhero and have been too busy fighting crime to reply ;)

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The Business Show UK 2024

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by "Gina Bernard" <gina.bernard@serveitoutreach.shop> - 05:55 - 18 Oct 2024

The gen AI race is on. Who’s excelling, and who’s falling behind?

The Shortlist

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OUR BEST NEW IDEAS FOR THE C-SUITE

Curated by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of the CEO Shortlist, a biweekly newsletter of our best ideas for the C-suite. This week, we feature our latest research on the generative AI economy. We appreciate the opportunity to connect and hope you find our perspectives novel and insightful. Please let us know what you think! You can reach us at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. Thank you.

—Alex and Axel

An image linking to the web page “Time to place our bets: Europe’s AI opportunity” on McKinsey.com.

The race to create value from gen AI tools is well under way, and the early leaders—and laggards—are already emerging.

European companies, according to new analysis by our colleagues at the McKinsey Global Institute, have been slow off the blocks. Why? The story is complicated, but some key figures stand out. In terms of adoption, European organizations lag behind their US counterparts by up to 70 percent. Europe has less than 5 percent market share of the raw materials needed for AI chips and only a tiny share of the markets for AI semiconductor design and manufacturing. For these reasons and others, investors have been less enthusiastic about AI in Europe. Since 2022, according to Stanford University’s AI Index, more than 90 percent of funding related to large language models has taken place outside Europe.

In other parts of the world, it’s a different picture. North American and Asian companies are champing at the bit: according to data from the forthcoming McKinsey Global Survey on AI, 76 percent of North American companies have begun their AI transformations; the same goes for 70 percent of Asian companies. But to maintain their edge, leaders will have to actively pursue transformation. As of now, less than 10 percent of Asian organizations have found a way to drive value from multiple gen AI use cases. Those that do are likely to build a competitive advantage.

We hope you find these ideas inspiring and helpful. See you next time with more McKinsey ideas for the CEO and others in the C-suite.

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by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 04:27 - 18 Oct 2024

Can Europe’s automakers continue to thrive in an era of electric cars?

Only McKinsey Perspectives

DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS

Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

How Europe can thrive in an EV era

In the news

•

Outnumbered by electric cars. In the global shift to cleaner transportation, one country is a frontrunner, BBC reports. In Norway, electric vehicles (EVs) now outnumber conventional, gas-powered, internal-combustion-engine (ICE) vehicles. Registrations for private EVs have climbed to 754,303 there, surpassing the 753,905 registrations for private ICE vehicles. The country plans to discontinue sales of new ICE vehicles in 2025, which would make it the world’s first to achieve that milestone. [BBC]

•

More affordable EV models. Reuters states that by 2025, EVs could account for as much as 24% of the European market share for vehicles. According to advocacy group European Federation for Transport and Environment, demand for electric cars with more affordable sticker prices will largely propel that growth. Automakers anticipate launching seven new fully electric models that are expected to sell for less than €25,000 in 2024 and 2025. [Reuters]

Europe’s auto sector remains integral to the region, generating about $1.9 trillion in gross value added in 2023.

On McKinsey.com

•

Generating value from EVs. As vehicle electrification passes a tipping point, Europe (and the rest of the world) are amid one of the greatest automotive transformations in history. While the shift to electric vehicles is critical to achieving global climate goals, the transition—if it’s not properly managed—could significantly disrupt how much value the European auto industry could generate over the coming decades, explain McKinsey senior partners Andreas Tschiesner and Ruth Heuss , partner Patrick Schaufuss , and their coauthors.

•

Three scenarios for 2035. The European automotive landscape is fundamentally changing in response to global commitments to the energy transition, with many countries agreeing to phase out new ICE vehicle sales; in Europe, that target is set for 2035. As McKinsey’s latest analysis shows, by 2035, more than $400 billion in upstream gross value added—a drop of about 35% below where it is today—could be at risk in Europe if its auto leaders are not able to capture the benefits from electrification. Read on to see three high-stakes scenarios for the EV transition that show how much value Europe’s economy could lose or gain by 2035.

Boost value from EVs

—Edited by Belinda Yu, editor, Atlanta

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Data Sharing Between Microservices

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Data Sharing Between Microservices

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Oct 17

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Microservices architecture has become popular for building complex, scalable software systems.

This architectural style structures an application as a collection of loosely coupled, independently deployable services. Each microservice is focused on a specific business capability and can be developed, deployed, and scaled independently.

While microservices offer numerous benefits, such as improved scalability, flexibility, and faster time to market, they also introduce significant challenges in terms of data management.

One of the fundamental principles of microservices architecture is that each service should own and manage its data. This principle is often expressed as "don't share databases between services” and it aims to ensure loose coupling and autonomy among services, allowing them to evolve independently.

However, it's crucial to distinguish between sharing a data source and sharing data itself. While sharing a data source (e.g., a database) between services is discouraged, sharing data between services is often necessary and acceptable.

In this post, we’ll look at different ways of sharing data between microservices and the various advantages and disadvantages of specific approaches.