ITM all case study summary
Those purchasing online have their orders delivered to their local LOCO store so that he LOCO can maintain its role in ensuring social responsibility and not shipping to minors. LOCO contracted with Robot Systems International to maintain a real-time inventory of products that directly interfaces with the company’s warehouse management system.
LOCO. Com Senior vice-president Hugh Kelly planned to revamp LACE. Com to better engage and target its customers through social media.
Kelly also planned to bring flat screen kiosks designed to better Inform customers about their purchases and get Instant feedback. Supply Chain Customers see Vintages and LOCO.
Com first hand; they do not see behind the scenes here technology also plays a key role In the new LOCO. Systems such as the warehouse management system allow them to distribute products in less than a full case, know when a bottle in a case been broken, and accurately reflect the inventory levels so that when a customer orders a bottle of wine they can ensure timely delivery.
Other systems allow the LOCO to forecast and replenish stock in a timely manner based on over-the-counter sales information that is fed back to head office. LOCO 2. 0 Internally, the company manages its communications with an extensive intranet that educes the Flanagan and environmental burdens of paper-based memos and forms.
The Intranet Is used to send Internal bulletins, memos, and expense reports, or to lessen the burden on employees when outlasting LOCO media reports.
It Is the primary communication vehicle for the company. APS LOCO on the Go is an app that LOCO provides which allows its customers to browse products from their smart phones. Chapter 2 Information Systems Improve Business Processes at Grocery Gateway Grocery Gateway is Canada’s leader in the online retailing of home and office deliver groceries. Founded by a group of entrepreneurs with the idea that people had better thing to do in life than grocery shop.
In 2004, Grocery Gateway was acquired by Long Brothers Fruit Market Inc, a family owned independent grocery business that has operated physical grocery stores since 1956.
Grocery Gateway sells groceries over the internet and deliver them directly to your door. They are open 24 hours, 7 days a week. People who have trouble or cannot have the time to buy groceries such as the elderly find Grocery Gateway to be beneficial. Information Systems Are at the Heart of the Company’s Business Processes Grocery
Gateways has built several key features In Its Web site to attract and retain Its customers, such as offering an online shopping demo, a getting-started tutorial, and email customer support Grocery Gateways Woo sleets offers a Dull salute AT electronic commerce functionality that allows consumers to browse or find grocery items, see pictures and descriptions of product items (including their price), and to select items in a shopping basket and check out those items for delivery. Grocery Gateways website must be tightly integrated and coordinate for the Web site to function as a cohesive whole.
Using Information Systems to Manage Logistics Business Processes Grocery Gateways focuses on the logistics of quick delivery.
Therefore the company has turned to the Descartes Systems Group, an on-demand logistics management solutions provider, to optimize Grocery Gateways selection of delivery routes. The technology allows Grocery Gateway to guarantee its customer a specific 90-minute window of delivery of groceries to their doors, a much narrower window than other retail delivery operations.
The software that Grocery Gateway uses must take into account unpredictable delays, such as traffic Jams and road accidents, as well as last- minute customer requests or cancellations. GAPS enabled mobile phones allow the logistics software to know the exact position and location of Grocery Gateway drivers to make the best decisions on routes for drivers to follow. The Descartes’ software has improve the bottom line. Since deploying the On-demand Fleet Management Solution, Grocery Gateway has improved its on-time delivery performance by 14 percent and is exceeding its yearly stops per paid hour by 12.
Percent. Routes are continually optimized for maximum efficiency. Access to historical data ensures that equines processes are optimized and customer service needs are responded to more proactively. Chapter 3 Social Media and Gaston Catcher Where celebrities go, fans follow. David Kara noticed after famous artists began using his blobbing service Tumbler.
Therefore encouraging celebrities to set up accounts on the site has become “absolutely part of our road map and our business plan,” Kara says.
Like Tumbler, social sites are going out of their ay to keep the celebrities happy and coming back. Obama on Namespace, Backbone, and Twitter The Obama administration created profile pages on Namespace, Backbone, and Twitter. Namespace has agreed to build ad-free pages and equipped the profile to get automatic updates from the white House’s official blob. Backbone has worked with the handlers of select celebrity members, including CBS news anchor Katie Courier and French President Nicolas Karakas, to get feedback on the new design of the site before it was opened to the public.
Twitter co-founder Biz Stone credits high-profile users like actor Gaston Catcher and basketball professional Aquiline O’Neal for bringing attention to the site of 140-character messages but says the company doesn’t reserve any “special resources” for them. John Legend Taps Tumbler In addition to their promotional value, social networking celebrities represent a potential revenue source for these young startups. Tumbler recently helped musician John Legend design a professional-looking blob that matches the look of his promotional site, created by Song Music Entertainment.
Inning a website to allow its users to build their own social network. Inning charges its users but many of whom are celebrities $2. 99 a month for their social networks, but charges as much as $59.
99 a month to users who prefer to keep their pages clear of ads or who want to collect revenue generated Day ads on tenet pages. Enough Innings services Is not exclusive to stars, many of the most successful networks on Inning draw on the fame of their operators, including hip-hop artist 50 cent and Q-tip, rock band Good Charlotte, and Ultimate Fighting Championship titleholder BC Penn.
Many big names in business, including Dell CEO Michael Dell, use the professional networking site, Linked more as a business tool than to amass legions of followers. Whatever their reasons for being on the site, Linked uses the fact executives from all 500 biggest companies are among its member to encourage other businesspeople to Join the site. Chapter 4 Shell Canada Fuels Productivity with ERP Shell Canada is one of the nation’s largest integrated petroleum companies and is a leading manufacturer, distributor, and marketer of refined petroleum products.
The company, headquartered in Calgary, produces natural gas, natural gas liquids and bitumen. Shell Canada is also the country largest producer of sulfur. There is a Canada-wide network of about 1,800 Shell-branded retail gasoline stations and convenience food stores from coast to coast. Mission Critical ERP To run such a complex and vast business operation successfully, the company relies evilly on a mission-critical ERP system. Using such a system is a necessity to help the company integrate and manage its daily operations – operations that span from wells and mines, to processing plants, to oil trucks and gas pumps.
The ERP system has helped the company in reducing and streamlining the highly manual process of third-party contractors submitting repair information and invoices. On average, there are between 2,500 and 4,000 service orders handled by these contractors per month on a nationwide basis. Life at Shell Before ERP Before the ERP system, contractors had to send Shell monthly summarized invoices hat listed maintenance calls the contractors made at various Shell gasoline stations. Each one of these invoices took a contractor between eight and 20 hours to prepare.
Collectively, the contractors submitted somewhere between 50 and 100 invoices every month to Shell. This involved each invoice being reviewed by the appropriate territory manager and then forwarded to head office for payment processing.
This alone consumed another 16-30 hours of labor per month. At the head office, another 200 hours of work was performed by data entry clerks who had to manually enter batch invoice data into the payment system. More hours of labor were required to decipher and correct errors if any mistakes were introduced from all the manual invoice generation and data re-entry involved.
Detailed information about the service repairs that contractors did was often not entered into the payment system – it was often weeks or even months old by the time it made it into the payment processing system. As a result, Shell was not collecting sufficient information about what repairs were being done, what had caused the problem, and how it had been resolved. ERP is Solving Issues ERP solved these issues by providing an integrated Web-based service order, invoice, ND payment submission system.
With this tool third-party contractors can enter service orders directly into Shell’s ERP system via the web.
With the ERP system it takes only a few minutes for a contractor to enter details about a service order. Contractors’ monthly, summarized invoices can now be generated automatically and Tea alertly Into ten ERP system’s accounts paddle application Tort processing. I ERP system’s benefit is its ease-of-use. Shell offered its personnel both formal and informal ERP training.
These proved to be invaluable in teaching end-users the mechanics of the system, raising awareness of he system benefits, and the efficiencies that the ERP system could offer Shell.
This not only helped promote end-user acceptance of the ERP system, but also greatly increased employees’ intentions to use the system in their daily work. With this new system, employees across the company have gained fast and easy access to the tools and information they need to conduct their daily operations. Chapter 5 Supply Chain Management Inc. Helping Canadians Shop Supply Chain Management Supply Chain Management Inc. (SCM Inc.
) operates several large, state-of-the-art distribution centers for Walter Canada.
SCM Inc. Is there to support Walter Canada’s operations and commitment to its customers. “We strive to identify efficiencies that contribute to Walter’s bottom line, so it can continue to serve millions of Canadians and grow its business. ” Said Dan Scabbard, president of SCM Inc. SCM Inc.
‘s business is logistics, or in other words get the right products to the right place in the right quantity at the right time to satisfy customer demand. SCM Inc. Was founded in 1994 by the Tibet & Britton Group.
SCM and Logistics at SCM The conveyors and the technology work together with merchandise flow planning, ND highly trained and engaged employees, to provide a “gold standard” service level in logistics and supply chain management for their customers. SCM Inc. Works closely with Walter’s buying and replenishment teams to ensure best-in-class store in- stock, quality, and supply chain cost levels for general merchandise and groceries, which includes both non-perishable and perishable goods.
How It Works How does SCM Inc. Engage the supply chain so that the right product arrives in the right store at the right time for the retail customer to buy? This is accomplished with a combination of technology and processes. Staple Stock Receiving Staple stock items are carried for stores throughout the year. Data on each store’s sales made before 18:00 each day are collected and transmitted to Walter’s information processing centre in Bonneville, Arkansas. The information for each of the stores supplied by the Calgary distribution centre is sent back to the distribution centre that same evening.
The data is used to generate labels for the product picks the next morning, and these labels are then picked and placed on the conveyor and sent to the appropriate shipping lanes.
Distribution Assembly Receiving Dock The distribution assembly dock has 43 docks for receiving truck shipments. As the trailers are unloaded, with the aid of the Receiving Dock System (REDS), team members scan the bar codes on the vendor cases and enter the quantity for each item in the system; REDS will then print the required number of labels.
The team member labels the freight and places it on the conveyor, which moves the freight to the shipping area after about a 12-minute ride on a conveyor Icepack Modules At each of the seven icepack modules, freight is picked from the slots, labeled, and placed on the conveyor to travel to the shipping lanes. The icepack modules work Witt all AT ten Dull case Treeing created Trot ten previous nylons production (lade) run with freight that has been ordered in full-case quantities.
Put to Light Department This department handles freight that is less than full-case quantities and that has pre-determined distribution to the stores.
The department has three modules and each module is set up I sections. When the operator scans the label bar code created by the receiving department, which is placed on the outside of the carton, a light flashes, indicating what quantities to “put” into the container designated for a store. In this department the team member moves the stock to a stationary box. Pick to Light Also handles freight that is less than full-case quantities.
This department on the other hand deals with staple stock items already in the building, based on the previous day sales of the stores that are not in full-case quantities. It uses the same technology as the “Put to Light” department in the order filling process but in this department the store box moves to the stationary vendor freight.
Voice Voice is a process created by Walter that enables the distribution of non- conveyable stock. Product is picked directly from the vendor pallet and distribution is given through voice commands to the pickers.
The system tells each operator where and how many cases to put to each pallet. Each pallet represents a store. Merge Area at the top of the conveyor system where all the cases from all input lines come together. The cartons pass through tow scanners.
The first scanner reads the label and sorts the box to either the north or south side of the shipping building depending on its final destination. The second scanner scans the bar code for billing information and then places the freight into the proper window to be diverted into its captive shipping lane.
Shipping Lanes Shipping is the largest department in the distribution centre and the final destination in the building for the cartons before they are moved into the trailers for shipping. This department is set up so that each door represents one store in Western Canada. In this area, team members cover multiple lanes, using an overhead lighting system to determine lane priority.
Trailer Loading Freight arrives at the shipping lanes from many input lines, in no particular order. This puts pressure on the team members that are loading the trailers as they build secure loads.
Team members must build secure walls of freight in the trailers to ensure safe off-loading and minimal in-transit damage to the stock when it arrives at store level. Loading safe trailers and filling them to capacity is a key initiative for SCM Inc. And Walter alike.
The Billing Department Even though the freight has made it to the trailer, the processing is not finished. The Billing department takes over and creates the shipping packets from the paperwork that comes to them from the Data Processing department.
Once the shipping packets are created, the Billing department also prepares the bills of lading so that the arises can deliver the freight. In addition, the Billing department processes claims, credits, additional billing and reprinting of invoices. The Dispatch Department Once the dispatch team receives the shipping packets from the Billing department, teen scandals ten trailers slung ten Alsatian program.
When ten trailers are scheduled, the dispatchers forward the information to the carriers to confirm delivery.
Dispatch also emails the delivery information to the stores and processes all paperwork prior to each trailer leaving. Drivers pick up paperwork prior to each trailer leaving. Drivers pick up paperwork at the dispatch window prior to hooking up to their trailers. Chapter 6 Harnessing Customer Relationships at Fairmont Hotels & Resorts Richards Story Richard was impressed on his stay at Fairmont Vancouver Airport.
His credit card was going to expire in less than 30 days so an employee asked Richard to leave his new business card at the desk so that his personal information could be updated in his records after he was checked in.
Richard was pleased for receiving this care and attention and he wished other businesses could offer the same level of good service. Guest recognition program Fairmont realizes that information systems are critical to the success of a customer loyalty program like President’s Club or any other customer relationship initiative. Consolidating Guest Information Fairmont built one centralized database that gathered information from all its various property management systems. The result was the ability to have one, centralized, and consistent view of each guest, regardless of which hotel a guest stayed in.
The guest database provided a way to know and talk to guests, to service their preferences and interests, regardless of whether they are repeat customers or f they were checking in the hotel for the very first time. Enhancing Guest experiences Supersonic Networks provided 2417 customer support to its guest using high-speed internet services at various Fairmont hotel and resort locations worldwide. Use of Information systems to improve guest relations and customer experience is its consideration of self-service check-in kiosks.
Chapter 7 The Case for Business Intelligence at Nettling Companies such as Amazon, Nettling, Best Buy, and RIB financial use databases or data warehouses to collect your search data, purchase data, or track your activities, ND then by using data mining tools and business intelligence they turn this data into information that can potentially boost their bottom lines. Reed Hastings and a $40 Late Fee Reed hasting co-founder and CEO of Nettling was hit with a $40 fee for Apollo 13 at Blockbuster Video which got him thinking about the video rental business model.
Why did video stores not work like health clubs where you could use the service as much or a little as you wanted for a flat monthly fee? So armed with IIS$750 million from the sale of a former venture, Hastings co-founded Nettling in 1997. The science and the Art of Nettling The box office success of a movie is only a proxy for awareness of a movie’s existence; it does not necessarily translate into demand for the movie in the rental market, and box office success or failure does not mean success or failure of the movie in the rental market.
Due to tense two Tact , Illustration managers use tenet experience to formulate a hypothesis of a movie’s possible success in the rental market.
They then follow this up with the science of analytics to help them make the final decision as to what movies to distribute. The Analytics Cinematic does the following: It defines clusters of movies, connects customer movie Nanking to the clusters, and then uses this connection to recommend movies to a particular customer. In addition, Cinematic also considers Nineteen’s inventory condition in its recommendations.
Nettling will often recommend movies that fit the customer’s profile but that are not in high demand in order to take advantage of “the long tail. ” What does this mean? Business intelligence is important to Nettling as it is a part of it secret of success.
By collecting customer data in their database and then analyzing the data, Nettling is able to have its Web site adapt to the personal tastes of each of its over 25 million customers in North America, and will do so even more with its plans to expand into Latin American markets in 2012.
Chapter 8 Leveraging Knowledge at Bell Canada Bell Canada Canada’s largest telephone and telecommunications company is constantly threatened by new competitors and innovative technologies. To stay ahead of the pack, Bell recognizes the importance of providing its employees with easy access to the most current information. Bell built the Market Knowledge Centre (MACK) portal. The MACK portal provides employees with easy access to high quality, relevant information in a forum where this information can be personalized, pushed, lulled, shared, discussed, summarized and integrated with other pieces of information.
Bell believes that such a tool increases the chance of employees making new discoveries, learning new insights, and strengthening their know-how. Objectives of the MACK portal are: Enable Bell to meet competitive challenges in the marketplace Enrich the company’s hiring and training employees Increase technological literacy among employees Provide resources to employees that can help them develop their knowledge and competencies. The MACK provides information access from each employee’s desktop.
Employees are not constrained by physical geography, unavailable copies, or hours of operation. The portal facilitates both search and browse functions.
Employees can locate documents of interest through a keyword search. The MACK portal helps employees do their Jobs better. The portal provides key strategic and tactical information needed by employee to support their projects. There are also savings for the company in delivering the MACK portal.
The portal eliminates duplicate spending on consultant reports, trade magazines, and industry documents across the enterprise by centralizing subscriptions to online databases and electronic Journals ND negotiating corporate-wide distribution licenses with suppliers. Features have been added to the portal in recent years include: 1.
Incorporating Google‘s Mini Search Appliance 2. Integrating news feeds 3 creating student pages MACK staff also provides end-user customer support to employees.
This involves fielding more demanding in-depth research questions from employees, rather than answering quick reference questions that employees can easily address themselves. TO ensure the MACK portal is responsive to company needs, performance measures of client satisfaction are conducted regularly. Moreover, MACK portal tool helps turn information into knowledge by giving workers easy access to high quality and relevant information, and the ability to work with, share, and discuss this information with others, leading to gains in understanding and the ability to put this understanding into action.
Chapter 9 Embracing Privacy at the City of Hamilton Privacy Concerns Recognizing the real concerns of Canadians over how well governments handle and protect the personal information they collect, the City of Hamilton has taken the lead in ensuring that any risks to the inadvertent release and misuse of personal information are minimized. Protecting Citizens A citizen, attempting to renew a dog license using the new online service, exposed a serious unknown technology vulnerability in the application.
By entering an incorrect file number, the user was able to return personal information (name and address) for a different dog owner in the community. Municipal staff reacted swiftly in removing the problem functionality. In the following months, staff from both the municipal Freedom of Information (OFF) Office and the City’s information Technology Services (ITS) division worked with the Office of the Privacy Commissioner of Canada (OPAC) to aka the breach public and to redesign and ultimately reinstate, new functionality with safeguards to prevent unauthorized access of personal information.
Learning from Lessons Technology is Just a tool.
If is human behavior (Hacking, purposeful misuse, an inability to take proper measures, or mistakes in design and implementation) that ultimately results in privacy breaches. Privacy Impact Assessment The City of Hamilton commissioned its first ever Privacy Impact Assessment (PIP) to identify any potential privacy risks, before proceeding with a User Adoption and Uptake research project conducted by Master University researchers. The project investigated end-user adoption of the millionth. A portal, collecting data from Web tracking information and personal demographic information from Hamiltonians who agreed to participate in the study. Chapter 10 Project Management and E-Learning The Project Marie Wesley was sitting at her office one day and thought to herself “l wish more of our stakeholders understood what went into creating these documents and how time-consuming it is for the company to ensure the accuracy and readability of the information. ” She put together a proposal and sent it to University Learning
Publishers and received $25,000 to develop her e-learning concept.
Putting the Parts Together Wendell Marble was at ten Telnets centre seen outhunt AT ten concept AT a stationary DIKe, the bike could not function without the other parts. This was similar to her project where she then Jotted down capabilities that she needed to complete her project; management information systems expertise; securities commission experts; knowledge about writing for the internet; instructional designers; and educational experts. Putting Advisors in Place Marie had much work to do.
She needed to form her advisory Committee, determine ere target audience, get quotes for various phases of development of the e-learning tool (and identify those phases), hire someone who manage the project while she wrote the content, determine the timeline for software development and implementation, and the how to assess the quality of the software throughout the development and implementation phases. Marie searched for companies that were interested in completing the part of the project that she wanted to outsource.
She then found one, Star Communications.
However it was difficult to Judge the quality of Star’s work and the capabilities of the designers, as Star provided no work samples to alp determine what the possibilities were for the final product. Adding Project Management After much consideration of the risks associated with partial outsourcing versus full service, Marie decided to let Star create the first module. She and her Advisory Committee would then review it and provide feedback at an early stage before proceeding to develop the other three modules in the e-learning product.
It took four weeks before the first module was ready to view. In these four weeks Marie had many meetings with the designers hoping they would provide suggestions as to how to aroma various information items to ensure user engagement, but the designers were no giving much ideas, instead she only received minor advice such as the sentences should not be too long, the wording should be interesting, and there should be examples.
Disappointment Marie was disappointed when she clicked the link to view the first module of her e- learning product.
She had hoped that the designers would take her words and use internet and e-learning characteristics to make them come alive and engage the readers. She did not know how to tell the designers that it was not the quality she expected. She decided to go to her Advisory Committee and ask their suggestions. They gave her good detailed feedback about how the module could be improved, but Marie was already over her budget and timeline. To proceed to meet budget and her timeline was useless if the final product was of low quality.
Chapter 11 Virgin Mobile Virgin Mobile Canada is a cellular telephone company launched back in 2005 as a joint venture between Richard Abrasion’s Virgin Group and Bell Canada. In 2009, Bell Canada acquired 100 percent of Virgin Mobile Canada for $143 million and entered into a long-term agreement to use the Virgin Brand. Virgin Mobile Canada is the largest wireless network in Canada and the largest privately funded wireless network in the world, offering high-speed mobile access to 93 percent of the Canadian population Ana global roaming to more tan 200 countries.
I en company’s goal Is to be the number one mobile youth network and Canada’s most loved mobile company, with the hottest phones and plans on the hottest network. In order to do this, Virgin Mobile provides customers with innovative, personalized voice and data offerings tailored to the lifestyle and preferences of today’s young consumers. To promote sales, Virgin Mobile struck a deal with The Source to sell the latest Virgin Mobile products and services.
To stay fresh and maintain a competitive advantage, Virgin Mobile must continually roll out new features.
Virgin mobile made a strategic decision to rely on a team of technology partners to provide key capabilities. This was a classic “buy versus build” strategy. However Virgin mobile still had to deploy (and manage) its own IT infrastructure. There is no contracts to sign or long-term obligations, prepaid customers who are dissatisfied can abandon Virgin Mobile at any mime.
This is a key business pressure that traditional mobile service providers do not face.
Virgin Mobiles architecture is based on a service-oriented architecture that enables the company to build functionality as Web services and then expose the services via multiple channels (e. G. , handsets from Audiovisual and Crockery). The architecture links a customer relationship system, a prepaid billing solution, and value-added services from a variety of content providers. In addition, Virgin Mobile built 26 application interfaces for core business functions such as point-of-sale order entry, order management, product fulfillment, and mobile service provisioning.
Most of these interfaces were built as web services. Due to Web services being open and standards-based, Virgin Mobile is able to create and expose the services much faster than would have been possible using traditional development and integration techniques. In addition, reusing services eliminates wasteful, redundant development projects, which substantially lowers integration costs and accelerates project completion. The carrier releases new functionality and features every four to six weeks. The Virgin Mobile infrastructure handles millions of Web services ramifications per day.
Chapter 12 The Airwoman World Triathlon Corporation (WET), owner of the Iron man Triathlon World Championship presents the destination Kalmia-Kong, Hawaii, for a world championship race every fall.
Athletes attempt to swim 3. 86 km, cycle 180. 25 km, and run a full 42. 20 km marathon. In the past, it wasn’t easy for family and friends to know how their son, sister, friend or colleague was faring in the contest. “As a spectator, you’d see the start, and then the athletes would disappear, and that was it until the finish line,” recalls Dave Scott who ran his first triathlon in 1976.
Airwoman Triathlon World Championship has changed this situation. Using mobile technology, long-range Woman to enable remote cameras at locations along the course, Airwoman raised the bar for professional sports broadcasting. It also spotlighted a technology many say will help bring the next billion users into the internet community. People worldwide can look at any athlete and find out their current positions in the race. WTFO enables this by using Woman to provide high-speed broadband connections in various locations along the 226-km course. The company uses radio frequency