We want you to practice a business summary style – writing in a clear, structured manner, but not in paragraph form. If you feel you must write in a paragraph, then address the question at hand in bullets or tables (as appropriate) and then summarize your points in an executive summary-type paragraph. In general, you are attempting to efficiently and effectively make your arguments for a particular solution, describe the associated implementation tasks (“to dos”), identify the benefits and costs of the undertaking, and then drive your point home with additional considerations (risk management).Reading materials and fill out “homework” attachment.The thing I need to repeat is that do not use whole sentences to answer, use bullet point instead.
exam_2_study_guide_spring___2019.doc
mism2301_scm_systems_overview.pptx
mism2301_crm_overview.pptx
mism2301_enterprise_systems___role_and_benefits___session_11.pptx
mism2301_ecommerce_an_overview___session_13_1_.pptx
Unformatted Attachment Preview
MISM 2301, Spring – 2019
Exam 2
This Exam will consist of four (4) questions that will in turn focus individually on one or more of the
topics covered in the first third of this course. Each question is worth 2 points each for a total of 8
points. You may employ your study materials and notes from class but you may not consult the Web or
any other electronic sources during the exam. Do your own work and observe the academic honor
code for NEU! You will have seventy-five (75) minutes to complete the test and no more. A test
review will follow via a chat session.
Your answer to each question relies on specific course materials for its focus and context, a successful
response will entail drawing on material from across these sources as well as from what your instructor
has covered in chat sessions and through feedback on your case studies, and from your own direct
experience in using/observing information management and information technologies.
Some specific guidance:
•
When preparing for the test, the key resources at your disposal are the required readings for
the sessions covered by this exam and how you have integrated them into your own thinking.
Pay particular attention to:
o the recorded intro to each course session
o what the instructor has focused on in class e-mails and chat sessions
o the instructor’s focus and comments in reviewing your homework
o this study guide for this exam
•
Next review all of the material on the BlackBoard site, the instructor’s handouts if any, and
your class notes, asking yourself “how does this information inform the case study and help me
understand what was done and why?” Of equal importance, ask yourself “if it were my
decision, what would I have done differently and why?” Perhaps go through the formal process
of outlining your responses. Employ the slides for that session and the IT checklist as a self-test.
Can you explain everything on each slide and on the list? If so, you are probably ready for the
quiz.
•
When taking the test, first quickly read over all the questions and come up with a strategy for
attaching each question. Tackle the easier questions for you first so as to allow yourself more
time for the ones that you find more difficult. Manage your time; the instructor cannot give you
credit for blank pages!
•
In responding to a question:
o Relax but concentrate.
o Read the question carefully. Be sure you are responding to what is asked!
o Do not repeat/paraphrase the question in your response. This wastes time and space.
o Be concise, focused, and detailed. Avoid generalities and platitudes; relate your
response to the specifics of the case study as appropriate.
o No paragraphs/narratives!
o Think outside the box; be creative. But respond within the boxes. (-;
o Do not exceed the space provided in the quiz template.
Exam 2: Spring – 2019
Page 1
•
What ground is to be covered in the quiz??????
Topic Covered
Enterprise
Information Systems
Business Context
PepsiAmericas
•
•
•
•
eCommerce and Web Brose
Sites
Amazon.com
Google.com
•
•
•
•
Business Intelligence:
Decision Support
Systems (DSS), and
Knowledge
Management
Systems (KMS)
VW (Volkswagen)
WinterGear
FastFit
Partners
Healthcare
•
•
•
•
•
Exam 2: Spring – 2019
Things to Consider
what is an ERP, a CRM, and a SCM?
why do we chose these products for our
organization?
once implemented how does an ERP
impact the organization?
what are the challenges in
implementation an ERP and why is it
usually worth the cost and effort?
what are the different types of Web sites
and why do businesses employ these
different types of sites within the same
organization?
what from a design standpoint, makes
one Web site effective and another not so
effective ?
how is a Web site put together from the
standpoint of IT hardware and software?
how does the site’s design enable use of
that Web site?
what are the differences between DSS and
KMS systems?
why do many organizations need both and
how do they use them?
why are these information management
approaches referred to as “Business
Intelligence?”
what role does IT play in both types of BI
solutions?
how are information and people involved
in these IM processes?
Page 2
Topic Covered
the MIS
Integrative
Learning
Framework
Business Context
• CDM/Smith
•
•
•
•
Things to Consider
What is primary business focus of the
organization?
What are its information processing
requirements?
What are its information technology,
organizational, and people needs?
Are these properly aligned with the
business focus of the organization?
Good luck!
Exam 2: Spring – 2019
Page 3
1
SUPPLY CHAIN MANAGEMENT (SCM)
INFORMATION SYSTEMS
MISM2301
Thursday May 24, 2018
Associate Teaching Professor Martin Dias
2
Agenda – Part 1
• The Supply Chain
• Supply chain performance
• SCM – enabling technologies
• Debrief Staples (SCM) case study
3
Some who do SCM well…
The Gartner Supply Chain Top 25
1Unilever
11Nike
21Johnson & Johnson
2McDonald’s
12Starbucks
22BMW
3Amazon
13Colgate-Palmolive
23GlaxoSmithKline
4Intel
143M
24Kimberly-Clark
5H&M
15PepsiCo
25Lenovo Group
6Inditex
16Walmart
7Cisco Systems
17HP
8Samsung Electronics 18Schneider Electric
19L’Oréal
9The Coca-Cola Co.
10Nestlé
20BASF
Source: Gartner Inc (May 2016)
4
SCM information systems
Integration
Business
Problems
Drives
Drives
Alignment
Alignment
Information
Problems
Enables
Enables
Innovation
MIS solutions
People
Process
Technology
5
Firms face a wide variety of SCM business problems
Source: IBM Institute for Business Value (2010)
6
The Supply Chain and its entities
Image: Laudon & Laudon (2011)
7
Drivers of Supply Chain Performance
Planning
Execution
8
Supply chain performance metrics (examples)
Strategic
Tactical
Operational
Plan
• Level of customer perceived •
value of product,
•
• Variances against budget,
•
• Order lead time,
•
• Net profit vs productivity ratio, •
• Total cycle time,
•
• Total cash flow time,
• Product development cycle
time
Customer query time,
• Order entry time,
Product development cycle time,
• Order entry error,
Accuracy of forecasting techniques, • Human resource productivity
Planning process cycle time,
Order entry methods quality,
Human resource productivity
Source
• Supplier relationship
management overhead,
• Supplier
visibility/transparency
• Supplier delivery performance,
• Efficiency of purchase order cycle time,
• Supplier lead-time against industry • Supplier pricing against market
norm,
• Supplier pricing against market,
• Efficiency of purchase order cycle
time,
• Efficiency of cash flow method,
• Supplier booking in procedures
Make/
Assemble
• Range of products and
services (flexibility)
•
•
•
•
Deliver
• Flexibility of service system to •
meet customer needs,
• Effectiveness of enterprise
•
distribution planning schedule
•
Percentage of defects,
Cost per operation hour,
Capacity utilization,
Optimization of economic order
quantity (or lot size)
Flexibility of service system to meet
customer needs,
Effectiveness of enterprise
distribution planning schedule,
Effectiveness of delivery invoice
methods,
• Percentage of finished goods in
transit,
• Delivery reliability performance
• Percentage of Defects,
• Cost per operation hour,
• Human resource productivity index
• Quality of delivered goods,
• On time delivery of goods,
• Effectiveness of delivery invoice
methods,
• Number of faultless delivery notes
invoiced,
• Percentage of urgent deliveries,
• Delivery reliability performance
9
SCM information systems
Integration
Business
Problems
Drives
Drives
Alignment
Alignment
Information
Problems
Enables
Enables
Innovation
MIS solutions
People
Process
Technology
10
Supply Chain: Questions to ask
Source: Integrated Decision Systems Consultancy
11
Supply Chain system integration Drivers
• For higher volumes in transactions (easier to justify TCO)
• Data Quality: data entry would be prone to human error
• Demand: predictions challenged by peaks and valleys
• Supply: reliability challenged by crisis vulnerability
• For higher structure in transactions (easier to automate)
• Data flow: Well-specified entities, events, and formatting
• Process flow: Logical sequence
• Business rules: Clear rules for decision-making and KPIs
12
SCM information systems
Integration
Business
Problems
Drives
Drives
Alignment
Alignment
Information
Problems
Enables
Enables
Innovation
MIS solutions
People
Process
Technology
13
Vendor Managed Inventory
Retailer
Traditional • Collect POS data
(retailer
• Analyze sales and
driven)
stock status
• Place order
Retailer
VMI
(demand
driven)
• Collect POS data
• Send POS and
stock data to
supplier
Supplier
Purchase
Order
• Analyze orders and
Form
own stock status
• Make/ship goods
Supplier
• Analyze POS and
stock status data
• Ship to maintain set
Purchase
stock level
data
Adapted by Martin Dias based upon original by Mike Zack
14
Evaluated Receipt Settlement
Retailer
Purchasing
Supplier
Electronic Purchase Order
Order Entry
Electronic Advanced
Shipping Notice
• Orders
• Receipts
• images
• Payables
Shipping
Scan
EFT request
Bar-coded goods data
Bank
Electronic funds transfer
Accounts
Receivable
Adapted by Martin Dias based upon original by Mike Zack
15
Collaborative Planning, Forecasting, & Replenishment
(CPFR)
16
Enabling Technologies:
Business processes and organizational relationships
Information and communication technology
Adapted by Martin Dias based upon original by Mike Zack
17
Enabling Technologies: hardware
RFID tags
Source: http://www.ubiu.com/eng_/content/sol.asp?code=14
18
Enabling Technologies: software
Enterprise Software
ERP
Order Mgt.
Marketing
Sales
Production Mgt.
SCM
CRM
Accounting
Supplier Mgt.
Sales features
Finance
Procurement
Marketing features
Warehouse Mgt.
Logistics
Customer service
Shared data in
database
Shared data in
database
Shared data in
database
HR
Special Purpose functional
software
Sales
HR
Marketing
Finance
Accting
Sales
Data
HR Market. Finance Prod.
Data
data
Data
Data
General Purpose
software
Word
Spre
adEmail
sheet
s
Word Spread. Email.
Data Data
Data
Data
Middleware, Business continuity systems
Systems software – operating systems, security software, drivers and utility software, data management
and network management systems
Hardware
Adapted by Martin Dias from original by Richard Kesner, Bruce Russell
19
Enabling Technologies: Electronic Data Interchange (EDI)
Order Entry System (Company B)
Purchasing System (Company A)
EDI
PO
transaction
file
Translate
to
standard
format
Split by
vendor
Send to
vendors
Translate to
in-house
format
Order
transaction
file
file
Diagram only accounts for the order being submitted…i.e., one of many flows
20
Enabling Technologies: Extranet
Extranet
Mike Zack
21
B2B EDI – Electronic Funds Transfer
22
EMERGING IT AND IT-ENABLED
INNOVATION FOR THE SUPPLY CHAIN
23
Drone adoption is increasing in general
• There already are over 10k registered
commercial drones in the U.S.
• the U.S. Federal Aviation Administration
projects sale of drones intended for
commercial use will triple from 600,000 this
year to 2.7 million in 2020.
• Both Amazon and Google have said they plan
to start using drones to deliver goods ordered
online by 2017.
24
Drone adoption is increasing in general
25
Drones for delivery – ecosystem
Cooperative system and method for precise autonomous delivery
(U.S. Patent #9,412,280)
26
Drones for delivery – close proximity
Wal-Mart spokesman Dan Toporek “Drones have a lot
of potential to further connect our vast network of
stores, distribution centers, fulfillment centers and
transportation fleet, and there is a Walmart within five
miles of 70 percent of the U.S. population, which
creates some unique and interesting possibilities for
serving customers with drones”
27
AR for warehouse workflow / operations
(cycle time)
28
Blockchain for the supply chain tracking
29
Blockchain : why care?
• Blockchain on the World Economic Forum (WEF) 2016 list of
the Top Ten Emerging Technologies
• Selected by the WEF panel of global experts because of its
emerging potential to fundamentally change the way markets
and governments work.
• Report excerpt: “…like the Internet, [Blockchain] allows
people to bypass traditional intermediaries in their dealings
with each other, thereby lowering or even eliminating
transaction costs.”
30
Blockchain authentication, activation and tracking
31
Blockchain for the supply chain tracking
• Replicated/distributed, secure (via encryption)
transaction ledger (solves “double-spending problem”)
• Smart contracts enable negotiated trade conditions
like price and authorized trading parties (i.e.,
controlling who can view transaction)
• Blockchain platforms will be integrated with existing
corporate IT architecture (including ERP/SCM
systems)
• Enables consumers to validate companies with
“Blockchain certified supply chains”
32
Back to Walmart – Chinese pork tracking
Experimenting with using Blockchain technology to record a list
of transactions:
• from producers
• to processors
• to distributors
• to grocers
• to consumers
[vs RFID-only tracking]
“The missing piece was a shared
forum where companies could
begin to see each others’
transactions and develop trust”
33
Follow these folks if interested
• Jessi Baker, founder Provenance (especially on branding and
transparency in supply chain…also a social enterprise)
• Joseph Lubin, founder at ConsenSys
• Kathryn Guarini, Vice President, Offering Management at IBM
• Jim Schneider, research analyst at Goldman Sachs Research
34
Staples case study debrief
35
Takeaways
• What information problems do SCM information
systems address?
• What are the enabling IT components for SCM
information systems?
• What role do the enabling IT components play in
addressing SC information problems?
36
Additional slides
37
The reality…systems fragmented within & between firms
Sales
Customer
• Order
•Confirmation
•Status notif.
•Receipt
•Invoice
•Payment
•Statement
P/S
A/R
P/S
A/P
Supplier
• Order
•Confirmation
•Status notif.
•Receipt
•Invoice
•Payment
•Statement
38
Systems still fragmented
between companies
Sales
A/R
P/S
A/P
•
•
•
•
Sales
A/R
P/S
A/P
Sales
A/R
Create order > send > re-enter
Create ship manifest > send > re-enter
Create invoice > send > re-enter
Create payment > Send > re-enter
P/S
A/P
39
The application integration solution
Sales
A/R
P/S
A/P
Sales
A/R
P/S
A/P
Sales
A/R
Replace paper forms with
computer-to computer data exchange
P/S
A/P
40
The organizational integration solution
Sales
A/R
P/S
A/P
Sales
A/R
P/S
A/P
Sales
A/R
Give each organization direct access
to its trading partners’ databases
P/S
A/P
41
Integrated supply chains and performance
Source: Rai et al (2006)
42
Blockchain : why care?
Was history made August 11, 2016?
Blockchain representatives from each of the ‘Big Four’ accounting firms
met in August with the American Institute of Certified Public Accountants
to discuss establishing a distributed ledger consortium.
Meeting marks the first meeting between blockchain specialists from
Deloitte, Ernst & Young, KPMG and PwC.
Meeting at Microsoft’s facitlities in New York City since Microsoft, which
now hosts a blockchain-as-a-service test environment on its Azure cloud
platform.
The meeting hosted by Blockchain startup Consensys, but the attendees
were considering a wide-range of possible Blockchain solutions.
43
Blockchain for the supply chain tracking
1
CUSTOMER RELATIONSHIP
MANAGEMENT (CRM)
INFORMATION SYSTEMS
MISM2301
Thursday May 24, 2018
Associate Teaching Professor Martin Dias
2
Agenda – Part 2
• Customer relationship management (CRM)
• CRM enabling technologies
• CRM benefits and pitfalls
• Staples-CRM case study debrief
Why should I care?
3
Source: Gartner, Inc (as reported by Forbes Magazine 2013)
Some who do CRM well…
Source: Forrester Wave: CRM Suites for Large Organizations, 2015
Some who do CRM well…
Source: Gartner CRM for Sales Force Automation Magic Quadrant, 2016
Some who do CRM well…
Source: Gartner CRM for Customer Engagement Magic Quadrant, 2017
7
Why do you need IT to engage customers?
What is CRM?
A series of processes to capture, integrate, analyze and disseminate information on
individual customers to boost the effectiveness of customer-facing functions and
maximize the lifetime value of customer relationships
Customer
Touch Points
Store/Branch
5
Closing the
“Loop”
Service
Web
Marketing
Channel Partner
Sales
1 Customer
Data
Capture
Food Mart
Convenience store
Its about knowing and serving your customer:
• Creating and building on relationships
• Remembering customer preferences
• Delivering exceptional service tailored to them
• Developing new services based upon predictions
4
Dissemination
2
Server
Internal Functions
Forecasting
Strategic
Planning
Performance Product
Reporting
Development
3
Analysis
Integration
9
The CRM Process
Why identify “low-value” customers if
you are focused on customer
intimacy?
10
Information Systems by Organizational Level
WHERE COULD CRM SYSTEMS GO?
EIS
ES
Strategic
DSS
KMS
Tactical
MIS
OAS
Operational
Zeleny (1987)
TPS
11
CRM Functions
Image: Laudon & Laudon (2011)
12
Enabling Technologies:
Enabling Technologies: hardware
In-store kiosk
Smart Card with NFC signals
Indoor GPSenabled mobile
phone
Enabling Technologies: software & data
Enterprise Software
ERP
Order Mgt.
Marketing
Sales
Production Mgt.
SCM
CRM
Accounting
Supplier Mgt.
Sales features
Finance
Procurement
Marketing features
Warehouse Mgt.
Logistics
Customer service
Shared data in
database
Shared data in
database
Shared data in
database
HR
Special Purpose functional
software
Sales
HR
Marketing
Finance
Accting
Sales
Data
HR Market. Finance Prod.
Data
data
Data
Data
General Purpose
software
Word
Spre
adEmail
sheet
s
Word Spread. Email.
Data Data
Data
Data
Middleware, Business continuity systems
Systems software – operating systems, security software, drivers and utility software, data management
and network management systems
Hardware
Adapted by Martin Dias from original by Richard Kesner, Bruce Russell
14
15
CRM Functions & Info Processing levels
Strategic
Strategic/Tactical
Tactical/Strategic
Tactical
Operational
Image: Laudon & Laudon (2011)
16
Potential CRM Benefits?
• Identify and target best customers
• Track all customer contacts and needs in one place
• Patterns of behavior (not just buying)
• Consistent interaction
• Real-time customization of products and services
• Generate loyalty and retention
17
Benefits: Identifying and Monitoring Digital Personas
18
CRM Pitfalls?
• Strategy:
o
o
o
Poorly defined business requirements
Inadequate deployment method
Not achieving organizational alignment
• People
o
o
o
Inadequate attention paid to change management and training
Slow user adoption
Difficulties in aligning the organizational culture with new ways of managing
work
• Process
o
o
Poor business process redesign
Need to customize solutions to fit unique organizational requirements
• Technology
o
o
Difficulties in aligning the organizational culture with new ways of
automating work
Technical/integration difficulties in supporting company processes
Nutshell: technology can’t fix a bad process, culture, or strategy
19
Staples case study debrief
Customer
Relationship
Management – a
20
Takeaways
1. What are three high level activ …
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