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SOAPA可以给网络安全带来哪些积极影响 – 安全牛

安全运营及分析平台架构(SOAPA)在业界风头正健,一个开放、灵活、事件驱动的安全软件架构,可以辅助提升安全效能和运营效率,对各大公司和我们所有的数据都有好处。

SOAPA对网络安全的影响,包括数据收集、技术整合、机器学习,以及合作伙伴生态系统:

网络遥感对安全分析十分重要:网络攻击杀伤链与网络通信是同义词,威胁检测相当于知道要在网络流量模式里查找什么。

SOAPA与其他技术整合:监视并分析网络流量的同时,SOC团队也可与其他安全遥测技术互动。

SOAPA就是在于把所有这些孤立的分析工具整合到一起,提供对安全状态的更全面理解。

客户呼吁技术整合,而SOAPA在事件检测与响应两方面都予以了回应。

SOAPA提升了SIEM的价值:SIEM工具依然是网络安全分析与运营的联结点,因而是SOAPA的基本组成部分。

很多企业将SIEM作为安全操作过程的基础,但SOAPA架构有助以准确的分析提供确定问题根源的着手点,理顺这些过程。

SOAPA可缩减网络安全人才缺口:尽管公司企业知道自己需要更好的安全分析,他们也可能没有资源或人手来部署复杂的新工具。

SOAPA旨在努力将产品设计的方便易用且准确,试图提振安全运营生产力。

相关阅读

企业如何从SOAPA获益


Top Ten Digitalist Magazine Posts Of The Week [June 19, 2017] – Business Intelligence Info

Asasourcingorprocurementmanager,youmaythinkthere’snothingnewaboutsuppliercollaboration。

Yourchiefprocurementofficer(CPO)mostlikelydisagrees。

Forward-thinkingCPOsacknowledgethebenefitofsupplierpartnerships。

Theynotonlyvaluecollaboration,butrequirearevolutioninhowtheirbuyingorganizationconductsitsbusinessandoperations。

“Procurementmuststartlookingtosuppliersforinspirationandnewcapability,stopprescribingspecificationsandstarttappingintotheexpertiseofsuppliers,”writesDavidRaeinProcurementLeaders。

TheCEOexpectsitofyourCPO,andyourCPOexpectsitofyou。

Forsourcingmanagers,thiscanbealotofpressure。

HereareninethingsyourCPOwantsyoutoknowabouthowsuppliercollaborationischanging–andwhyitmatterstoyourcompany’sfutureandyourownfuture。

1。

Theneedforsuppliercollaborationinprocurementisgreaterthanever

Overhalf(65%)ofprocurementpractitionerssayprocurementattheircompanyisbecomingmorecollaborativewithsuppliers,accordingtoTheFutureofProcurement,MakingCollaborationPayOff,byOxfordEconomics。

Why?

Becausethepaceofbusinesshasincreasedexponentially,andbusinessesmustbeabletorespondtonewmarketdemandswithagilityandinnovation。

Inthisclimate,buyersarerelyingonsuppliersmorethaneverbefore。

Andbuyersaren’tcollaboratingwithsuppliersmerelyasprovidersofmaterialsandgoods,butasstrategicpartnersthatcanhelpcreateproductsthatarecompetitivedifferentiators。

Suppliercollaborationitselfisn’tnew。

What’snewisthatit’stakenonamuchgreaterurgencyandimportance。

2。

You’reprobablynotrealizingthefullcollectivepowerofyoursupplierrelationships

Suppliercollaborationhasalwaysbeenafunctionofmaintainingadelicatebalancebetweendemandandsupply。

Forthemostpart,theprimaryfocusofthesupplierrelationshipisensuringtherightmaterialsareavailableattherighttimeandlocation。

However,sourcingmanagerswithanarrowfocusondeliveryaremissingoutononeofthegreatestadvantagesofforgingcollaborativesupplierpartnerships:anopportunitytodrivesynergiesthatareotherwiseperceivedasimpossiblewithintheconfinesofthebusiness。

Thegame-changeriswhenyoudrivethosesynergieswiththousands,nothundredsofsuppliers。

LookattheAppleStoreasaprimeexampleofcollaborationenmasse。

Withouttheapps,theiPhoneisjustanotherordinaryphone!

3。

Collaborationcomesinmorethanoneflavor

Suppliersdon’tjustcollaboratewithyoutoprovideacriticalcomponentorservice。

Theyalsoworkwithyourengineerstohelpensurecostsareoptimizedfromthebuyer’sperspectiveaswellasthesupplier’sside。

Theymayeventakeovertheprovisioningofanentireend-to-endsolution。

Orco-designwithyourRDteamthroughjointresearchanddevelopment。

Theseformsofcollaborationaren’tnew,buttheyarebecomingmorecommonandmorecritical。

Andtheyarebecomingmoreimpactful,becauseonceyoustartextendinganyofthesecollaborationmodelstomoreandmoresuppliers,yourcapabilitiesasabusinessincreasebyordersofmagnitude。

Ifonegoodsuppliercanenableyourcompanytobuilditsbrand,expanditsreach,andestablishitspositionasamarketleader–imaginewhat’spossiblewhenyouworkcollaborativelywithhundredsorthousandsofsuppliers。

4。

Keepingproductsustainabilitytopofmindpaysoff

Facingincreasingdemandforsustainableproductsandproduction,companiesarerelyingonsupplierstoanswerthisnewmarketrequirement。

Asasourcingmanager,youmayneedtogooutsideyourcomfortzonetothinkaboutnew,innovativewaystocollaborateforachievingsustainability。

Recently,IheardfromanacquaintancewhoisaCPOofaleadingservicescompany。

Hisorganizationiscurrentlycollaboratingwithoneofthelargestsuppliersintheworldtoadheretoregulatorymandatesandconsumerdemandfor“leanandgreen”lightbulbs。

Althoughthisapproachwasinterestingtome,whatreallystruckmewashisobservationonhowthisco-innovationwiththesupplierisspawningcostandresourceoptimizationandthedeliveryofcompetitiveproducts。

AsreportedbyAndrewWinstoninTheHarvardBusinessReview,TargetandWalmartpartneredtolaunchthePersonalCareSustainabilitySummitlastyear。

Soevencompetitorsarecollaboratingwitheachotherandwiththeirsuppliersinthenameofsustainability。

5。

Co-marketingisawin-win

Lookatyourlistofsuppliers。

Doesanyonehaveabrandthatisbiggerthanyourcompany’s?

Believeitornot,almostallofusdo。

Sowhynotseizetheopportunitytoraiseyourandyoursupplier’sbrandprofileinthemarketplace?

TakeIntel,forexample。

Thelaptopyou’reworkingonrightnowmayverywellhavean“Intelinside”stickeronit。

That’sco-marketingatwork。

Consistentlyrankedasoneoftheworld’stop100mostvaluablebrandsbyMillwardBrownOptimor,thislargestsupplierofmicroprocessorsisworld-renownedforitstechnologyandinnovation。

FormanycompaniesthatbuysuppliesfromIntel,thedecisiontoco-marketisastrategicapproachtoconveythattheproductisreliableandprovidesrealvaluefortheircomputingneeds。

6。

Suppliersgettochoosetheircustomers,too

Increasedcompetitionforhigh-performingsuppliersischangingthewayprocurementoperates,say58%ofprocurementexecutivesintheOxfordEconomicsstudy。

Buyershavearesponsibilitytothesupplier–andtotheirCEO–tobeacustomerofchoice。

Whentheeconomyisgoingwell,youmightbeabletodictatethesupplier’sgoodsandservices–andsometimeseventheservicedeliverymodel。

Whentimesgettough(andtheycanveryquickly),supplierswilltypicallyreevaluateyourorganization’sneedstoseewhethertheycancontinueserviceinafiscallyresponsiblemanner。

Tosecuresuppliers’attentioninfavorableandchallengingeconomicconditions,yourorganizationshouldestablishcollaborativeandmutuallyproductivepartnershipswiththem。

7。

Supplierscanhelpsimplifyoperations

Costoptimizationwillalwaysbeoneofyourperformancemetrics;however,thatisonlyonesmallpartoftheentirepuzzle。

Whatwillhelpyourorganizationgetnoticedisleveragingthesupplierrelationshiptoinnovatenewandbetterwaysofmanagingtheproductlineandoperatingthebusinesswhilebalancingriskandcostoptimization。

Askyourself:Whichfunctionsarenolongerneeded?

Cantheybeoutsourcedtoasupplierthatcanperformthembetter?

Whatcanbeautomated?

8。

Suppliershaveabettergraspofyoursourcingcategoriesthanyoudo

Understandyourcategorylikeneverbeforesothatyourorganizationcanrealizethefullpotentialofitssupplierinvestmentswhiledeliveringproductsthatareconsistentandofhighquality。

How?

Byleveragingthewisdomofyoursuppliers。

Tobeblunt:theyknowmorethanyoudo。

Tapintothatknowledgetogainasolidunderstandingoftheproduct,marketcategory,suppliers’capabilities,andshiftingdynamicsintheindustry,Ifabuyerdoesnotunderstandtheseareasdeeply,noamountofcollaborationwillempowerasuppliertohelpyourcompanyinnovateaswellasoptimizecostsandresources。

9。

Rememberthatthere’ssomethinginitforyouaswell

Allofuswanttodostrategic,impactfulwork。

SourcingmanagerswithaspirationsofbecomingCPOsshouldmovebeyondwritingcontractsandpushingPOrequestsbybuildingstrategicprocurementskillsets。

Forexample,aworkingknowledgeinanalyticsallowsyoutochoosesuppliersthatcanshapethemarketandhelpaproductsucceed–?

andcancatchtheeyeoftheseniorleadershipteam。

SundarKamakisglobalvicepresidentofsolutionsmarketingatAriba,anSAPcompany。

Formoreonsuppliercollaboration,readMakingCollaborationPayOff,partofaseriesontheFutureofProcurement,byOxfordEconomics。

Comments

Letsblockads!

(Why?

)

DigitalistMagazine


tload命令_Linux tload 命令用法详解:显示系统负载状况

tload命令_Linuxtload命令用法详解:显示系统负载状况Linux命令大全首页搜索Linux书籍系统管理网络管理软件·打印·开发·工具文件和目录管理硬件·内核·Shell·监测当前位置:首页硬件·内核·Shell·监测tloadtload命令性能监测与优化tload命令以图形化的方式输出当前系统的平均负载到指定的终端。

假设不给予终端机编号,则会在执行tload指令的终端机显示负载情形。

语法

tload(选项)(参数)选项

-s:指定闲时的刻度;

-d:指定间隔的时间(秒)。

参数终端:指定显示信息的终端设备文件。

实例使用tload命令查看系统负载情况:

tload-d1

0。

08,0。

02,0。


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Whenyouareneedingainterpretationalternatives,itsthereforeadvisedtoseeatranslationagencyofferingskilledtranslationoptions。

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php数组的基础结构介绍-5G云源码分享网

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本篇文章给大家带来的内容是关于组的基础结构介绍,有一定的参考价值,有需要的朋友可以参考一下,希望对你有所帮助。

以下为PHP数组的基础结构,插入,查找和rehash过程。

基础结构:

struct_zend_array{zend_refcounted_hgc;union{struct{ZEND_ENDIAN_LOHI_4(zend_ucharflags,zend_ucharnApplyCount,zend_ucharnIteratorsCount,zend_ucharconsistency)}v;uint32_tflags;}u;uint32_tnTableMask;//哈希值计算掩码,等于nTableSize的负值(nTableMask=-nTableSize)Bucket*arData;//存储元素数组,指向第一个Bucketuint32_tnNumUsed;//已用Bucket数uint32_tnNumOfElements;//哈希表有效元素数=nNumUsed-num(is_undef)uint32_tnTableSize;//哈希表总大小,为2的n次方,最小为8uint32_tnInternalPointer;//怀疑是内部指针zend_longnNextFreeElement;//下一个可用的数值索引arr[]=1;arr[a]=2;arr[]=3;则nNextFreeElement=2;dtor_func_tpDestructor;};typedefstruct_Bucket{zvalval;//存储的具体valuezend_ulongh;//hashvalue(ornumericindex)zend_string*key;//stringkeyorNULLfornumerics}Bucket;

说明:

数组存放的时候先按照顺序保存value,再保存value的位置。

存放记录的数组称做散列表,这个数组用来存储value,而value按顺序保存,其存储位置会保存在由key计算hash取模nTableMask得到的idx中。

数组初始化的时候最小大小为8,以此为16,32,64。

数组初始化的时候边做的idx区会全部初始化为-1,rehash的时候也会初始化为-1。

数组中删除一个元素的时候,是把该删除的元素的type标记为is_undef,并且nNumOfEmelment1,如果该元素为最后一个元素,那么nNumUsed1。

插入:

以$arr=[a=1,b=2]为例:

首先把1放到数组中,其val。

u2。

next=-1,根据其下标a计算hash,然后hash取模nTableMask得到一个idx,在该idx的位置保存前边保存1的索引nindex。

再存放2,其val。

u2。

next=-1,如果根据其下标b计算hash取模nTableMask得到的idx中已经有值,那么说明出现了哈希碰撞,这个时候把当前idx中的值取出来保存到当前val。

u2。

next,把保存2的索引nindex保存在当前idx,以此类推。

查找:

根据下标a计算hash取模nTableMask得到一个idx,拿到该idx中的值nindex去arData中查找,如果找到的位置中的key!

=a,那么找不到;如果找到的位置中的key==a,那么检查其u2。

next,如果为-1,那么找到了;如果不为-1,说明插入的过程中出现了哈希冲突,那么根据u2。

next继续在arData中查找,直到找到为止。

rehash:

rehash的时候,首先把nindex区的所有记录全部重置为-1,然后从第一个元素开始挪动指针*p,如果元素没有被标记为is_undef,那么重新计算该元素的keyhash并放到nindex,然后循环,p++。

如果元素被标记为is_undef,那么继续挪动指针p++,并设置一个新的指针j指向该位置,继续循环,把后边不为is_undef的元素一个一个挪到前边来,p每次移动,j遇到is_undef就不移动,直到被赋值。

一直挪动到最后的nNunUsed,那么把j赋值给nNunUsed,之后再插入元素的时候就从这个位置开始插入,以前的元素直接被覆盖就是了。

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Options Education Bear Call Spreads and Bull Put Spreads

Bearcallspreadsandbullputspreadsareaniceshortpremiumwaytoplayadirectionalbias?

Ifatraderthinksthatstockisgoingdown,butdoesnthaveanstrongopiniononwhereitisgoing,forexamplenoexpectedeventmoveoratechnicallevel,thenabearcallspreadcanbeawaytoreceivecreditforthespreadifstockmovesdownatalloratleastdoesntgoup。

Ifonehasageneraldirectionalbiasacrossthemarketthiscanbeahigherprobabilitywaytotradeanumberofstocksratherthanpickingpointsforbuyingout-of-the-moneycallsorputs?

BUT,thisistrueonlyforout-of-the-moneybearcallspreadsorbullputspreads?

Letsdiscussthebearcallspread?

Anout-of-the-moneybearcallspreadisashortpremiumpositioninthesensethatthetraderwantsstocktostaystillormovedown?

Atexpiration,ineitherofthosecases,thecallspreadisworthzerosothetraderhasmadewhatevermoneyheorshereceivedfromsellingthespread?

Decayishisorherfriend?

Ontheotherhand,letslookatanat-the-moneybearcallspread。

LetslookattheGOOGDec22685/690bearcallspreadwithstocktrading$688。

80。

OptionchartcourtesyofLivevol。

Atradercouldsellthiscallspread,bidtoask,for$2。

50?

But,ifexpirationweretoday,thespreadwouldbeworth$3。

80?

Thereforewecannotthinkofthisat-the-moneybearcallspreadasashortpremiumpositioninthesenseweusuallydoeventhoughwehavereceivedmoneyforit?

Ifstockweretodonothing,wedlosemoneyonthespread?

Decayisnotourfriend。

Weneedstocktomoveatleast$1。

30downtobeintrinsicallyprofitable?

Ourmaxprofitis$2。

50ifstockgoesdownandmaxlossis$2。

50ifstockgoesupandthespreadgoesto$5?

Ifstockstaysstillwewouldlose$1。

30?

So,justanotethatwhenyouconsideranat-the-moneybearcallspreadorbullputspread,youneedtothinkaboutitalittledifferentlyandlookatyourrisktorewardandconvictionlevelconsideringtheintrinsicvalueofthespread。


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