Service Pack Autodesk AutoCAD 2014 AutoCAD2014SP164bit.exe Autodesk AutoCAD LT 2014 AutoCADLT2014SP164bit.exe This Service Pack can be applied to AutoCAD 2014 installed as a standalone application as well as AutoCAD 2014 installed from the following Autodesk Design Suites. Autodesk AutoCAD Design Suite 2014. Autodesk Building Design Suite 2014. Autodesk Factory Design Suite 2014. Autodesk Infrastructure Design Suite 2014. Autodesk Plant Design Suite 2014. Autodesk Product Design Suite 2014.

Problems Reported with the Customer Error Reporting Utility As a result of detailed information from customers who used the Customer Error Reporting Utility, a number of problems were identified and fixed. Updates have been made in the following commands and features: Block. Occasional crashes related to operating blocks with the Lookup parameter. Autodesk 360. Crashes when trying to sign out of Autodesk 360 from inside AutoCAD if you have previously uninstalled Autodesk 360. Command Line. Occasional crashes when clicking or dragging the command line window in Windows 8.

Materials. Occasional crashes when opening a drawing that contains certain customized materials. Plot. Occasional crashes when plotting a drawing with unreconciled layers. General.

Occasional crashes when switching drawings or layouts. Occasional crashes when editing with grips or cycling grips.

Occasional crashes when exiting AutoCAD. Occasional crashes when zooming or panning in a drawing that contains a locked viewport. Clion for windows.

General Service Pack Updates The following defects have been fixed: 3D Modeling. Cannot read specific solid modeling information after saving a drawing to 2004-based version of AutoCAD and reopening it in a 2014-based version. Block. The uniform scale check box sometimes displays incorrectly as unchecked. DGN Support. Issues with copying and pasting DGN linetypes in a drawing.

Document Switching. The file name is not displayed in the File tab on Turkish-language operating systems.

File Navigation. The application sometimes stops responding when the file selection dropdown list is being used on Windows 8 with a smart phone device plugged in. Plot. Wipeout doesn't work when Lines Merge is turned on during plot. Lines near a Wipeout boundary don't plot.

Some images don't plot when the visual style is set to Realistic and software acceleration is turned on. In some cases, DWG files containing Raster images, PDF or DWF underlays don't plot correctly when publishing to DWFx. Point Cloud.

A memory leak issue. Some point cloud scan files are not displayed correctly. An API issue might cause the colors set by normalization and intensity to change after cropping. Selection.

SELECTIONPREVIEW is incorrectly set to 0 during drawing certain editing and zooming operations. General.

In certain cases, external commands in an acad.pgp file are not executed correctly. There's a performance issue with drawings saved as AutoCAD 2010 drawings. Changing the position of multiple blocks via the Properties palette is not correctly applied to all selected blocks. In certain cases, drawing files with invalid fonts cause AutoCAD to freeze on startup. AutoCAD crashes when a custom entity contains embedded AcDb3dSolid. Before You Begin As you prepare to install this Service Pack, keep the following in mind: Back Up Custom Files It is recommended that you back up all custom CUIX, MNR, and MNL files before you apply this Service Pack. Administrative Privileges During installation, you will be prompted for the original installation media or a network image.

To apply this Service Pack, you must have administrative privileges to install and uninstall products. Network Deployment Administrators can deploy this Service Pack over a network using the Deployment Wizard.

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About Your Product After you install the Service Pack, updated product information displays in the About dialog box. Reboot After you install this Service Pack, it is recommended to reboot your system even if not prompted. Apply This Service Pack to a Network Administrative Image The following distribution method applies only to administrative images created with the Deployment wizard. After you complete these procedures, subsequent deployments of your product will include this Service Pack. In all cases, append this Service Pack to the deployment. The only time it is appropriate to merge the Service Pack is if you intend to distribute the deployment through a group policy object.

The patch (Service Pack) file that you download contains an MSP (Microsoft Patch) file, which you extract from the executable file using the /e (extract) switch. From the Autodesk Product Support website, download the Service Pack EXE file to your local computer. On the Start menu (Windows), click Run. Enter the following information and click OK. /e.msp. Insert the Autodesk media and launch setup.exe. Select Create Deployments.

On the Begin Deployment page, in the Specify the Deployment Location box, enter the shared network location where you would like to create an administrative image, or click Browse to find a location. Users will install the product from this location.

In the Specify a Deployment Name box, enter the name for your deployment. Continue through the Deployment wizard, open and configure the deployment in the product configuration page, click Add to find the Service Pack extracted in Step 2. Notice that the Service Pack has been added in the Include Service Pack(s) from Local Drive or Local Network box. Close and return to the product list. Follow the instructions in the Deployment wizard to complete the Service Pack deployment. Note: When the AutoCAD or LT Service Pack is included in a deployment, the deployment will install the Service Pack without the update files for Autodesk 360. Note: The extraction of MSP from the service pack executable requires VC runtime redistributable 2010.

Please make sure it is installed before extracting the MSP file. Uninstall This Service Pack Windows XP. From the Start menu (Windows), click Settings Control Panel. In Control Panel, click Add or Remove Programs.

In the Add or Remove Programs window, select the Show Updates option. Find the appropriate Service Pack in the list of programs. Click Remove. Windows 7 / Windows 8. Start Control Panel. Click Programs.

Click Programs and Features. In the Programs and Features window, in the left pane, click View Installed Updates. Find the appropriate Service Pack in the list of updates. Click Uninstall.

As companies adopt more digital technologies, such as collaborative robots, artificial intelligence, and analytics, the way their supply chains function will radically change. So too will the nature of work itself. It's no secret that robotics, edge computing, cognitive technologies, and other innovations are creating new, previously unthinkable capabilities in modern supply chains, such as 24/7 connectivity, enhanced visibility, and efficiency. This level of innovation will only explode as even more of these innovative technologies transform traditional, linear supply chains into a set of dynamic networks known as digital supply networks. It's also no secret that the workforce in these digital supply networks will face urgent and systemic disruptions as technological adoption increases. Employees throughout an enterprise's supply chain will likely be using technologies that they've never heard of before—or are new to the market.

Meanwhile, the success of the business may hinge on the ability of the workforce to adapt and integrate new technologies in just a matter of months. As digital supply networks (DSNs) rapidly evolve, develop, and advance with technology, it's time for organizations to ask a key question: What role does talent play in the future of the supply chain, and how can the supply chain workforce adapt? Figure 1 Four-tiered model of how technology will change work in DSNs Deloitte's recent report with MHI, the 2018 MHI Annual Industry Report, shows that shifting talent skills and needs can offer huge opportunities and some notable risks for the supply chain.

Sixty-three percent of supply chain executives in our survey noted that hiring and retaining a skilled workforce was a top challenge. Even beyond retention, 70 percent said their current workforce lacked the technology-related skills to succeed in the future.

While there are often doom-and-gloom portrayals of a coming 'robot apocalypse,' properly prepared organizations and their employees stand to reap huge benefits from the advent of emerging digital technologies as people and machines enter an exciting era of collaboration. Leaders can get a head start on planning for these changes by identifying where they are in the journey toward adopting digital technologies and understanding how technology may impact their supply chain talent's roles and responsibilities. This understanding will help them prepare for the future when certain roles may be improved or augmented, replaced, or transformed into entirely new roles. To help companies better prepare for these changes, Deloitte has created a four-tiered model of how supply chain employees' roles may evolve as the organization adopts increasingly smart technologies. (See Figure 1.) This model begins with companies adopting new digital technologies. The middle stages occur as the technologies change how the company is organized and what the worker's responsibilities and tasks are.

At the very top tier, the technology enables a change to the organization's core business model. It is important to note that the tiers are not mutually exclusive, and that organizations can be in different tiers in different parts of their business at the same time. Tier 4: Adopting the Technology In Tier 4, workers first learn to use the new connected and cognitive technologies. Roles in this tier generally remain the same, but workers accomplish tasks more quickly and effectively due to the technologies' ability to improve efficiency and accuracy and heighten abilities in general.

For example, in 2015 the French sporting goods retailer Decathlon implemented real-time inventory tracking in over 400 stores. To accomplish this goal, the retailer used new, but relatively simple equipment: radio-frequency identification (RFID) tags and scanners. An RFID reader was integrated into existing checkout scanners to conduct sales transactions and track inventory levels. Sales grew by 2.5 percent as visibility increased and stock shrinkage fell. The system did not significantly change how the workers did their jobs.

While they did use a new piece of equipment to scan the RFID tag, the core business process remained largely the same. This is an example of a new technology application bringing new value to the business without significantly changing the worker's job or role. As the Decathlon example shows, it's key at this stage to learn these technologies front-to-back and to be able to apply them creatively while compensating for their shortcomings and accentuating their strengths.

Keeping training courses and methods up-to-date to accomplish this can be a huge challenge because technology is changing so fast. But new technologies can also provide new training opportunities. Augmented reality (AR), for example, can create immersive training environments that are easily and inexpensively updated. NASA is an interesting example of an organization that is already experimenting with AR to provide realistic training for in-flight refueling procedures. AR technologies could, similarly, help supply chain practitioners visualize exactly where a product is in the warehouse or teach them how to use heavy machinery and robotic tools in a safe, controlled environment. Tier 3: Adapting the organization By Tier 3, the pace of technological change starts to prompt changes in how teams organize and communicate. In traditional supply chains, groups have been organized by function, such as product development, procurement, and marketing.

But in a digital supply network where information is moving in real time, these groups now need more integration and the ability to respond to new information quickly. Additionally, the shift to digital supply networks may require organizations to emphasize new roles. For example, they may need employees to analyze the wealth of data created by the DSN. Indeed advanced technology jobs, such as data scientists and robotics experts, are expected to grow in importance as acting upon data in the DSN becomes a central feature of the 'future of work.'

Companies that employ data scientists, robotics experts, and other advanced technology professionals will be able to make the most of the vast amounts of data the DSN creates, which in turn will give them a competitive advantage. The creation of new roles may require companies to turn to nontraditional sources of talent—like the gig economy, new partners, or remote workers—to help fill talent needs that the business itself isn't yet prepared to address internally. To make the most out of digitally enabled supply networks, employees will need to work across silos—and even with external stakeholders, including customers and suppliers. The Deloitte and MIT Sloan Management Review study, 'Achieving Digital Maturity,' for example, found that 71 percent of digitally maturing organizations are increasingly organized around cross-functional teams. Working cross functionally can help supply networks consider production processes holistically and explore how new roles can interact. Tier 2: Shaping the value-added worker Tier 2 is characterized by 'human-machine teaming,' where technology frees human workers entirely from some tasks, allowing them to pursue new ones that can create more value.

Technology generally takes over predictable, analytical tasks, such as processing invoices, for which new 'robotic colleagues' are typically better suited than humans. As a result, human workers can be more creative, relying on intuition, storytelling, and other attributes to generate further insight into how the organization can create value and succeed. This type of work could include improving high-level strategy, exploring new opportunities for technological integration, or working hands-on with suppliers and other stakeholders to build relationships.

But which value-added tasks should an organization prioritize having its workers do? The answer may not yet be clear, but relationship-building and 'soft skills' are increasingly essential to top performance. Tier 1: Evolving business models In Tier 1, supply chain strategies continue to evolve. As entirely new roles and tasks unfold within the organization, new business opportunities are discovered and created. These new business opportunities help foster value-added workers and can even lead an organization to overhaul entire business models. This development then commences a cycle: As the business model evolves, new roles arise for that model. These new roles, in turn, help create new opportunities for future business model creation and evolution.

Focus on the human It can be difficult to figure out how to start creating a digital supply chain and what that means for employees' jobs and responsibilities. Yet technological adoption and a tier-based analysis can often be simpler than it may seem. While the tiers can be helpful to understanding the future of the DSN and the future of the workforce, companies also need to translate that knowledge into specific actions. Companies can consider using the following leading practices as their DSNs advance:. Determine how—and which—technologies support strategic goals: As you work toward creating a digital supply network, remember that technology adoption itself isn't a goal—improving your business is. Think of technology as something that supports the business and helps employees better perform the jobs of the future, not as an end in and of itself. Plan for an increasingly multidisciplinary workforce: As companies develop their talent, they need to make sure they emphasize problem-solving skills and having an open, creative mindset as much as (or even more than) they would specific technical skills.

For example, companies traditionally have wanted buyers who are skilled in transaction processing; now they may be looking for buyers who understand commodity markets and are skilled in negotiation. To get these multidisciplinary skills, they may need to extend the workforce outside of the four walls of the organization to include new geographies, remote workers, and 'gig economy' workers. Emphasize the human—and the machine: As machines take on certain responsibilities and tasks that people used to perform, organizations should carefully redeploy workers into roles where they can interact with other people, identify business opportunities, and build relationships. This may require looking outside traditional talent pipelines or pursuing talent without a traditional STEM (science, technology, engineering, and math) or supply-chain background—and being aware of exactly what machines excel at, too. Reexamine human capital strategy while encouraging new ideas: Because DSNs use new digital technologies and have a less linear structure, they typically have greater agility and more visibility than traditional supply chains.

This allows them to be more flexible and adaptable. Talent should be the same way: Future workers need to be radically different than they are now.

Organizations that encourage human workers to be flexible, adapt their skills, and embrace change could reap huge benefits in the uncharted future. Skills like creativity, relationship-building, and problem-solving are universally useful in the future of work; they allow employees to approach new tasks confidently, learn skills quickly, and recognize how they fit into the broader business. Smart planning There is no one-size-fits-all approach to creating a DSN. But the future of work and the dawning era of human-machine collaboration demand that companies be smart about what's next or they may risk being left behind by better prepared competitors.

A tiered approach to technology adoption in the DSN and open-minded leadership—that displays the very same 'soft skills' and adaptability necessary for the future workforce—can help savvy organizations reap benefits. By organizing technological adoption in the DSN into tiers and the relationship to the human workforce in the same way, supply chain leaders can begin to understand how to evolve their future business and talent structures effectively. If they fail to do this sort of planning, they may risk unpleasant surprises, challenging adjustments, and lost productivity. The intersection between the future workforce and future technologies in the digital supply network must now become a priority. Nobody can predict the future. The digital technologies currently reshaping the DSN would have been almost unthinkable in scale, scope, and utility even a decade ago.

Organizations can, however, use history, sound reasoning, creativity, and communication to prepare their structure and workforce for the future that awaits them. By staying flexible and continually reevaluating priorities, needs, and tactics to execute broader business strategy, companies with advanced DSNs and equally advanced workforces can be better prepared for the demands of the future.

Notes: MHI and Deloitte, 'The 2018 MHI Annual Report: Overcoming Barriers to NextGen Supply Chain Innovation,' 2018,. Freddie Roberts, 'Delivering the goods: Eight examples of IoT transforming supply chain,' Internet of Business, November 14, 2016,. Claire Swedberg, 'Decathlon sees sales rise and shrinkage drop, aided by RFID,' RFID Journal, December 7, 2015,. Peter Merlin, 'Fused reality: Making the imagined seem real,' NASA, September 29, 2015,. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron, and Natasha Buckley, 'Achieving digital maturity: Adapting your company to a changing world,' MIT Sloan Management Review, July 13, 2017,. Want more articles like this? Sign up for a free subscription to Supply Chain Executive Insight, a monthly e-newsletter that provides insights and commentary on supply chain trends and developments.

We Want to Hear From You! We invite you to share your thoughts and opinions about this article by sending an e-mail to?Subject=Letter to the Editor: Quarter 2018: The digital supply network and the future of work'.

We will publish selected readers' comments in future issues of CSCMP's Supply Chain Quarterly. Correspondence may be edited for clarity or for length.