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Warehouse Group information system

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Question 1
Identify THREE key processes and a key performance indicator (for one of the processes) that would enable The Warehouse Group to achieve the strategy that have identified and make the futuristic scenario a reality. Justify your answer.

Question 2
Identify FOUR systems that The Warehouse Group will need to support the three key processes that you have identified in Question 1. Keep in mind the transactional as well as decision requirements. Justify your answer by discussing the specific Functionalities that the systems will need to offer in order to support the processes.

Question 3
Identify specific information technologies and communication technologies that The Warehouse Group will need in order to support TWO of the key processes and their associated systems identified in Question 1 and 2

Question 4
Identify and discuss TWO ethical and or security issues that would arise in the futuristic scenario described.

Question 5
You have been assigned the project of implementing the futuristic scenario in The Warehouse Group. Discuss how you would balance the three constraints of time, cost, and scope to deliver a system that meets the requirements of the business and fulfils the customer's needs.

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Question 1
Identify THREE key processes and a key performance indicator (for one of the processes) that would enable The Warehouse Group to achieve the strategy that have identified and make the futuristic scenario a reality. Justify your answer.
The three key processes that would enable The Warehouse Group to achieve the strategy that have identified and made the futuristic scenario a reality is the shelf display process, the tallying process at the door, and the billing process that sends purchase information to the customer's bank.

One performance indicator for one of the processes is the accuracy with which the tally process at the gate records every item carried through the doors by the customer.

The justification for the shelf display process is that it enables the correct purchase to be made by the customer. The justification for the tallying system is that unless the tallying is done at the doors in a timely manner and accurately, The Warehouse Group will not be able to bill the customer and recover the payment. The justification for the billing system is that it is critical for The Warehouse Group to realize the right payments from its customers on time. The justification for the performance indicator is that the tallying system at the door must be accurate, otherwise either The Warehouse Group will make a loss (if customers carry out more than what they have purchased) or there will be conflicts relating to over-billing with the customers.

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