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  • Lecture 1
  • Meaning and Role of Information Systems
  • Framework for Business End Users
  • Characteristics of Information
  • Lecture 2
  • What is a System?
  • What is an Information System?
  • Management
  • Organization
  • Function Purpose
  • Technology
  • Lecture – 3
  • Components of an IS
  • Information System Resources
  • Role of information systems
  • Types of Information Systems
  • Types of Transactions
  • Characteristics of Transaction Processing Systems
  • Features of TPS
  • Process of Transaction Processing System
  • automation
  • Methods for Data Entry:
  • Tips for Data Capturing
  • Lecture 4
  • Lecture 6
  • There are four key elements of OSS:
  • Functions of an OSS may include the following components:
  • OSS can be classified into three categories:
  • 4.Transaction Processing Systems
  • 5.Process Control System
  • 6.Enterprise Collaboration Systems
  • Lecture 7
  • 1.Management Information Systems:
  • 2.Decision Support Systems:
  • 3.Executive Information Systems (EIS)
  • Lecture 8
  • Information System for Strategic Management
  • Lecture 9
  • Competitive Forces
  • Lecture 10
  • Basic Strategies in the Business Use of Information Technology Lower Costs
  • Differentiate
  • Innovate
  • Promote Growth
  • Develop Alliances
  • Other competitive strategies
  • Lecture 11
  • Lecture 12
  • Value Chain Analysis
  • Lecture 13
  • Activities in Value chain
  • Primary Activities
  • Support Activities
  • Lecture 14
  • Lecture 15
  • LECTURE 16
  • Business Planning Systems:
  • LECTURE 17
  • Critical Success Factor
  • Threats to Computerized Information Systems
  • LECTURE 21
  • LECTURE 22
  • LECTURE 23
  • Computer Software
  • LECTURE 24
  • Supplier shortlist
  • LECTURE 26
  • What is ERP?
  • How can ERP improve a company's business performance?
  • LECTURE 27
  • ERP Features
  • What will ERP fix in my business?
  • LECTURE 28
  • ERP and Business
  • What does ERP really cost?
  • When will I get payback from ERP—and how much will it be?
  • What are the hidden costs of ERP?
  • 1. Training
  • 2. Integration and testing
  • 3. Customization
  • 5. Data analysis
  • 6. Consultants ad infinitum
  • 7. Replacing your best and brightest
  • System Quality Problems: Software and Data
  • The Maintenance Nightmare
  • Data Quality Problems
  • LECTURE 30
  • Supply chain management
  • Strategic
  • Tactical
  • Operational
  • LECTURE 31
  • LECTURE 32
  • LECTURE 34
  • Customer Relationship Management
  • Aspects of CRM
  • Operational CRM
  • Collaborative CRM
  • Analytical CRM
  • Strategy
  • Technology Considerations
  • LECTURE 35 Key Functionalities
  • Marketing
  • Sales
  • Service
  • Channels of communication
  • Communication Channel
  • Direct Internet Call Center
  • Successes
  • Privacy and Data Security
  • LECTURE 36
  • Data warehouse
  • History
  • LECTURE 37
  • Architecture
  • Storage
  • Advantages
  • Concerns
  • LECTURE 38
  • Data Mining: What is Data Mining? Overview
  • Continuous Innovation
  • Example
  • LECTURE 39
  • What can data mining do?
  • LECTURE 40 How does data mining work?
  • Lecture 41 - 45

INFORMATION SYSTEM MANAGEMENT Lecture 1 Meaning and Role of Information Systems As a consumer, you have instant access to millions

of pieces of data. With a few clicks of the mouse button, you can find anything from current stock prices and video clips of current movies. You can get product descriptions, pictures, and prices from thousands of companies across India and around the world. Trying to sell services and products? You can purchase demographic, economic, consumer buying pattern, and market-analysis data. Your firm will have internal financial, marketing, production, and employee data for past years. This tremendous amount of data provides opportunities to managers and consumers who know how to obtain it and analyze it to make better decisions. Today information systems are everywhere; from supermarkets to airline reservations, libraries and banking operations they have become part of our daily lives. The first step in learning how to apply information technology to solve problems is to get a broader picture of what is meant by the term information system. Computers are only one component of an information system. A computer information system (CIS) consists of related components like hardware, software, people, procedures, and collections of data. The goal of Information System is to enable managers to make better decisions by providing quality information. The term information technology (IT) represents the various types of hardware and software used in an information system, including computers and networking equipment. The physical equipment used in computing is called hardware. The set of instructions that controls the hardware is known as software. In the early days of computers, the people directly involved in are tended to be programmers, design analysts, and a few external users. Today, almost everyone in the firm is involved with the information system. Procedures are instructions that help people use the systems. They include items such as user manuals, documentation, and procedures to ensure that backups are made regularly. Databases are collections of related data that can be retrieved easily and processed by the computers. Quality is an important issue in business today, particularly as it relates to information systems. The quality of an information system is measured by its ability to provide exactly the information needed by managers in a timely manner. The information must be accurate and up-to-date. Users should be able to receive the information in a variety of formats: tables of data, graphs, summary statistics, or even pictures or sound: Framework for Business End Users The field of information systems encompassses many complex technologies, abstract behavioral concepts, and specialized applications in countless business and non business areas. Thus, you should concentrate your efforts in five areas of knowledge: • Foundation Concepts: Fundamental behavioral and technical concepts 1

• • • •

Technology: Major concepts, developments, and Management issues in IT – software, hardware, network, database mgmt etc… Applications: Using emails for fast communication, internet, intranet, & extranet to gather the information, for operations and management. Development: How end users or information specialists develop information systems solutions to business problems using fundamental problem – solving and development methodologies. Management: Effectively managing the resources and business strategies involved in using IT at end user, enterprise and global level of business.

Key Terms Used In Information System Data, Information, Knowledge, and Wisdom Let us consider the case of a retail store that is trying to increase sales. Some of the data available includes sales levels for the last 36 months, advertising expenses, and customer comments from surveys. By itself, this data may be interesting, but it must be organized and analyzed to be useful in making a decision. For example, a manager might use economic and marketing models to forecast patterns and determine relationships among various advertising expenses and sales. The resulting information (presented in equations, charts, and tables) would clarify relationships among the data and would be used to decide how to proceed It requires knowledge to determine how to analyze data and make decisions. Education and experience create knowledge in humans. A manager learns which data to collect, the proper models to apply, and ways to analyze results for making better decisions. In some cases, this knowledge can be transferred to specialized computer programs (expert systems). Wisdom is more difficult to define but represents the ability to learn from experience and adapt to changing conditions. In this example, wisdom would enable a manager to spot trends, identify potential problems, and develop new techniques to analyze the data. Characteristics of Information Now, let us discuss about the characteristics of good information • Timeliness: Information must reach the user in a timely manner, just when it is needed; not too early, because by the time it is used it would be out-of-date; not too late because the user will not be able to incorporate it into his/her decision-making. • Appropriateness: Information must be relevant to the person who is using it. It must be within the sphere of his/her activities so that it can be used to reduce uncertainty in his/her decision-making. • Conciseness: Information should always contain the minimum amount of detail that is appropriate for the user. Too much detail causes information overload. • Frequency: Frequency is related to timeliness. Too often the information presented is linked to the calendar (end of the week, beginning of the month); its frequency should be synchronized with the timing of the decision making of the user. • Understandability: The format and presentation of information are very important. 2

Some people prefer tabular information, whereas others may need it in a graphical form. Also the use of colors enhances the understandability of what is presented. • Relevant: It pertains to the particular problem. What data is relevant depends on the decision-making model used. E.g. university admissions officials may choose to consider the results of some high-school test irrelevant, if they believe that it does not improve the chances of some applicant later becoming a successful student. • Complete: All the relevant parts are included. E.g. marketing data about household incomes may lead to bad decisions, if not accompanied by consumption habits of the target population. • Current: Decisions are often based on the latest information available • Economical: The costs of gathering information should be justified by the overall benefits


Lecture 2 What is a System? A system is a group of interrelated components working together toward a common goal by accepting inputs and producing outputs in an organized transformation process. System will have the following basic interacting components (functions): 1. Input 2. Processing 3. Output 4. Feedback 5. Control What is an Information System? Now, it is time to see the real meaning and concept of Information Systems. Too often you hear someone say, "Oh yeah, I know how to use a computer. I can surf the Web with the best of them and I can play Solitaire for hours. I'm really good at computers." Okay. So that person can pound a keyboard, use a mouse at lightning speed, and has a list of favorite Web sites a mile long. But the real question is "Is that person information literate?" Just because you can pound the keyboard doesn't necessarily mean you can leverage the technology to your advantage or the advantage of your organization. An organization can gather and keep all the data on its customers that a hard drive can hold. You can get all the output reports that one desk can physically hold. You can have the fastest Internet connection created to date. But if the organization doesn't take advantage of customer data to create new opportunities, then all it has is useless information. If the output report doesn't tell the management that it has a serious problem on the factory floor, then all that's been accomplished is to kill a few more trees. If you don't know how to analyze the information from a Web site to take advantage of new sales leads, then what have you really done for yourself today? Most of us think only of hardware and software when we think of an Information System. There is another component of the triangle that should be considered, and that's the people side, or "persware." Think of it this way: We talk about the input, processing, output and feedback processes. Most important is the feedback process; unfortunately it's the one most often overlooked. Just as in the triangle above, the hardware (input and output) and the software (processing) receive the most attention. With those two alone, you have computer literacy. But if you don't use the "persware" side of the triangle to complete the feedback loop, you don't accomplish much. Add the "persware" angle with good feedback and you have the beginnings of information literacy. An information system differs from other kinds of systems in that its objective is to monitor/document the operations of some other system, which we can call a target system. An information system cannot exist without such a target system. For example, production activities would be the target system for a production scheduling system, human resources in the business operations would be the target system of a human resource information system, and so on. It is important to recognise that within a vending machine there is a component/sub-system that can be considered an information system. In some sense, every reactive system will have a subsystem that can be considered an information system whose objective is to monitor and control such a reactive system.


Major functions of an organization are: Function Sales and marketing Manufacturing Finance Accounting Human Resources Purpose Selling the organization’s products and services Producing products and services Managing the organization’s financial assets (cash.) Maintaining the organization’s financial records (receipts. etc) accounting for flow of funds. and maintaining the organization’s labor force. developing. and culture. allocate human and financial resources to achieve the strategy and coordinate the work. Management Managers perceive business challenges in the environment. Using Information Systems effectively requires an understanding of the management. Different levels of managers are: Senior Managers: make long-range strategic decisions about products and services to produce. and operating procedures. stocks. paychecks. set the organizational strategy for responding. Middle Managers: Carry out the programs and plans of Senior Managers Operational Managers: Responsible for monitoring the firm’s daily activities. etc. maintaining employee 5 . ORGANIZATION TECHNOLOGY INFORMA TION SYSTEMS MANAGEMENT INFORMATION SYSTEMS Organization The key elements of an organization are its people. organization. politics. and information technology for shaping the systems. bonds. Attracting. structure.Information Systems are more than computers.

etc. operations management. and human resource management. • Data Workers: (Secretaries. Telecommunication Technology: Consists of both physical devices and software. An End User Perspective of Information System Anyone who uses the information system or the information it produces is an end user. time. 6 . marketing. Technology Computer Based Information Systems (CBIS) utilize the following IT technologies: Computer Hardware: Various physical equipments Computer Software: Preprogrammed instructions.records.. or Managerial level Professional. and the business software to support specific work activity. links the various pieces of hardware and transfers data from one physical location to other. database management packages. and Clerks) Process the organization’s paperwork. based on information technology to a challenge possessed by the environment. Entrepreneur. Assemblers. • Managerial End User: Managers. Bookkeepers. Storage Technology: Using media for storage such as hard disk. spreadsheets. tape drives. CD.. • Production or Service Workers: (Machinists. and use of information resources but also depends on the effectiveness of the information technology in supporting the organization business. finance. or Packers) Produce the products or services of the organization. They are • People of the organization • Information System Specialist: System Analysts or Professional Computer Programmer. system software. architects. and customer service and satisfaction. DVD. or scientists) Design products of services. an information system us an organizational and management solutions. An organization requires many different kinds of skills and people: • Managers: Decision Makers • Knowledge Workers: (Engineers. An Enterprise Perspective of Information Systems From an enterprise perspective. emails. application software. etc. employee productivity and morale. The managerial end users use spread sheets. • An important contribution to operational efficiency. The Information Systems function represents: • A major functional area of business that is as important to business success as the functions of accounting. It is desired today that every person in the organization must be able to use internet and emails. Today the success of any enterprise not only depends on the efficiency on minimizing costs.

To use an email system (software). 7 .Sets of instructions that tell the computer how to input. e.g. operate and maintain IS • Procedures . A vital. storage devices.IS professionals and users who design.• • • • A major source of information and support needed to promote effective decision making by managers. etc. thus posing a major resource management challenges. Unix. information systems consist of the following components. These components will formulate a system. Application software that makes people buy computers that can run the software. • People Resources o End users o IS specialists • Hardware Resources o Machines o Media • Software Resources o Program Operating Systems (OS) Examples: Windows. includes data communication equipment • Software .Input that the system takes to produce information • Hardware . and challenging career opportunity for millions of men and women. dynamic. Application Software Examples: Excel.Computer itself and its peripheral equipment: input. etc. process. An important ingredient in developing competitive products and services that give an organization a strategic advantage in the global marketplace. Access. Example: email system.Hardware and software specializing in transmission and reception of electronic data • People . construct. MS-Word. routines for malfunctioning IS. • Data . Information System Resources Every Information System is equipped with the following resources.Rules to process data. security measures. o Procedures: Operating instructions for the people who will use an information system. Examples: Instructions for filling out a paper form or using a software package. people buy computers. priorities in running different applications. Lecture – 3 Components of an IS In an organization. A major part of the resources of an enterprise and its cost of doing business. etc. which will help us to gather the required information for making decision in various levels of management. output and store data • Communication networks . The goals of information systems can be easily achieved by employing these resources to their optimum level by keeping in view that the purpose of using IS in an organization. output.

orders raw materials from its suppliers.• Data Resources: o Data vs. such as the supplier's name. Its content is analyzed and evaluated. Transactions are events that occur as part of doing business. for an entity of "people. It is placed in a proper context for a human user. or the operations of a business would grind to a halt. McDonald's. manipulated. process. first name. and credit rating. Processed data placed in a context that gives it value for specific end users. and store transactions that take place in the various functional areas of a business for future retrieval and use. address.) Attributes can be last name. gender. an internal transaction occurs. withdrawals. a transaction occurs and a transaction system records relevant information. • Support of strategic competitive advantage. Types of Information Systems Transaction processing systems were among the earliest computerized systems. when a customer places an order for a product. Types of Transactions Note that the transactions can be internal or external. such as sales. purchases. validate. • Support of managerial decision making. When a department orders office supplies from the purchasing department. Data: Raw facts." 2. Information: Data that have been converted into a meaningful and useful context for specific end users. 8 . Information 1. Their primary purpose is to record. deposits. refunds. observations. an external transaction occurs. Its form is aggregated. etc. the kind and quantity of items purchased. 3. business transactions Objective measurements of the attributes (characteristics) of entities (people. places. Let us look at a simple example of a business transaction. which sells a large number of hamburgers every day. 2. and payments. 1. events. etc. Each time the company places an order with a supplier. • Network Resources: o Communications media o Communications processors o Network access & control software Role of information systems Information systems perform three vital roles in any type of organization: • Support of business operations. and the invoice amount. A transaction processing system (TPS) is an information system that records company transactions (a transaction is defined as an exchange between two or more business entities). things. and organized. Transaction processing systems (TPS) are cross-functional information systems that process data resulting from the occurrence of business transactions. Transaction processing activities are needed to capture and process data.

such as customers. Data validation d. Data entry b. if the TPS shuts down. Data Capture c. which are internal to the company and are related with the internal working of any organization. storage. human resources. transaction data must first be entered into the system. deposit or withdraw money at a bank. Processing and revalidation e. For example. For example Recruitment Policy. data processing and revalidation. accounting. in online mode. are regarded as External Transaction. Storage f. TPS exist for the various functional areas in an organization. regardless of the industry in which they operate. each transaction is recorded as it occurs. Hence. A TPS is the data lifeline for a company because it is the source of data for other information systems. purchase etc.• Internal Transactions: Those transactions. Almost all organizations. Data Entry To be processed. and query support. and store a given transaction. Process of Transaction Processing System The six steps in processing a transaction are: a. A TPS performs routine. when a customer 9 . There are a number of input devices for entering data. and regulatory agencies 4. Output generation g. the files are updated periodically. which are external to the organization and are related with the external sources. . repetitive tasks. Query support a. such as finance. Documents generated at the point where a transaction occurs are called source documents and become input data for the system. For example sales. or register for classes at a university. such as when we make a purchase at retail store. distributors. There are many uses of transaction processing systems in our everyday lives. In batch mode. the consequences can be serious for the organization 3. Characteristics of Transaction Processing Systems 1. Transactions can be recorded in batch mode or online. such as MIS and DSS (Decision Support Systems). suppliers. and research and development. Production policy etc • External Transactions: Those transactions. 4. A TPS supports different tasks by imposing a set of rules and guidelines that specify how to record. have a manual or automated TPS 2. including the keyboard and the mouse. It is mostly used by lower-level managers to make operational decisions 3. data validation. Promotion Policy. It is a repository of data that is frequently accessed by other systems 2. Features of TPS 1. A TPS is also the main link between the organization and external entities. marketing quality control. process. manufacturing. There are six steps in processing a transaction. A TPS records internal and external transactions for a company. They are data entry. production.output generation. engineering.

• Magnetic ink character recognition (MICR) devices. There are two ways to process the transactions: online and batch mode Following methods are available for Data Processing: 10 . Invalid data is data that is outside the range For example. Methods for Data Entry: • Keyboard/video display terminals • Optical character recognition (OCR) devices. The use of automated methods of data entry is known as source data automation. Tips for Data Capturing • Captures data directly without the use of data media by optical scanning of bar codes printed on product packaging. Missing data refers to fields that are missing a mandated data value. Error detection is performed by one set of control mechanism. such as optical scanning wands and grocery check-out scanners. the data are ready for processing. Processing and Revalidation Once the accuracy and reliability of the data are validated. Data Capture We could capture transaction data as close as possible to the source that generates the data. Input also be used as input device depending upon the application requirement b. if the number of hours worked by a part-time employee is 72 hours per week instead of the 1120 hours. numbers. etc). or by storing it on the computer system. Salespersons capture data that rarely changes by prerecording it on machine-readable media. and inconsistent data. such as MICR reader/sorters used in banking for check • Other technologies. including electronic mice. if the number of hours worked by a part-time employee is missing on a payroll form. light pens. that is a missing-data error. if payroll records show that an employee worked 25 hours per day. d. then we have invalid data Inconsistent data means that the same data item assumes different values in different places without a valid reason. the sales receipt becomes the source document for the transaction "return item for refund". Data Validation There are two steps in validation: error detection and error correction. Some commonly used error detection procedures are checking the data for appropriate font (text. and error correction is done by another. For example. and tactile. magnetic stripe cards. checking for aberrations (abnormalities) (values that are too low or too high). and checking for missing data. For example.returns an item at a store. invalid data. voice input. It ensures the accuracy and reliability of data by comparing c.

the manager of a retail store may receive an invoice (i. on the other hand. Some examples of online transaction processing are ATM transactions. whereas batch processing usually involves gathering source documents originated by business transactions. weekly. Computer output need not always be presented in hard-copy form (such as reports. documents. Data storage is a critical consideration-for many organizations because the value and usefulness of data diminish if data are not properly stored. Data Storage Processed data must be carefully and properly stored for future use. revalidated and stored. The next step in the processing of a transaction is to output the results of the transaction to the decision maker.. such as sales orders and invoices. the output can be communicated to decision makers in two ways: • Documents and reports • Forms: screens or panels. • Batch Processing: Transactions are accumulated over time and processed identically. which is permanent record of all transactions that have occurred. It is processed using techniques such as sorting. and printouts). Input device may be at a remote location and be linked to the system by networks or by telecommunications systems. or monthly basis or any other time period appropriate to the application. may summarize all the invoices from a given supplier. They can be processed further. Once the transaction file has been processed. flight reservations. invoices. f. validated.. For example. but can also appear on computer screens and panels. and so on. processed.e. A report. A transaction file contains information about a group of transactions that occurred in a given period of time. whereas a report is a summary of two or more transactions. For example. purchase. paychecks. Some examples of documents are invoices. the next step is to update the master file. Documents are a popular output method. a document) from a supplier indicating the quantity and type of each item ordered and the total cost of the order. Batch processing may be done on a daily. sales receipts. and job orders What is the difference between documents and reports? A document is usually a record of one transaction. The term online means that the input device is directly linked to the TPS and therefore the data are processed as soon as it is entered into the system.• Online transaction processing (OLTP) is the almost instantaneous processing of data. student registration for classes. into groups called batches. Query Support 11 . either to generate additional information or to present the same information in a different format. merging. Such soft-copy presentations are known as forms g. e. Output Generation Once data has been input. a new master file. including most current transaction data. Each time the master file is updated with information from the transaction file. a company may process the travel expenses of its employees on a monthly basis. is generated.

Common collection methods include • Point-of sale services • Process control • Electronic data interchange • Electronic commerce websites. and web browsers or database management query languages to make inquiries and receive responses concerning the results of transaction processing activity. and providing access to the basic data of the organization. For example. Query facilities allow users to process data and information that may otherwise not be readily available. intranets. storing.The last step in processing a transaction is querying the system. extranets. 12 . a sales manager may query the system for the number of damaged items in a given store Many transaction-processing systems allow you to use the Internet. responses are displayed in a variety of pre-specified formats or screens. Typically. The goal is to capture the transaction data as soon as possible. Examples of queries include: • Checking on the status of a sales order • Checking on the balance in an account • Checking on the amount of stock in inventory Transaction processing systems are responsible for capturing.

E. Information Processing Instructions & Procedures (Software). Communication Channels (Networks) & Store Data (Data Resources). • • They do not emphasize on producing specific information products that can best be used by managers. Its role is to efficiently process business transactions. hardware. • These databases then provide the data resources that can be processed & used by Management Information System. In this. transforms & disseminates information in an organization. Relative (Online Processing). • The results of such processing are used to update customer. Transaction Processing Systems • Record & process data resulting from business transactions. data is processed immediately after a transaction occurs. ii. control industrial processes. People have relied on information systems to communicate with each other using a variety of physical devices (Hardware). Transaction data is accumulated over a period of time & is processed periodically. purchases & inventory changes. software. • Process transactions in two basic ways: i.g. Point of scale (POS) system at retail stores may use electronic cash register terminals to capture & transmit sales data over telecommunication links to regional computer centers for immediate (Real Time) or nightly (Batch) Processing. Information Systems are conceptually classified into two categories: • Operations Support System • Management Support System OPERATION SUPPORT SYSTEM: • Produce a variety of information products for internal & external use. inventory & other organizational databases. Decision Support System & Executive Information System. It is Classified into three categories: 1. support enterprise communications & collaboration & update corporate databases. communication networks & data resources that collects. In this. • 13 . Batch Processing. • Also produce A variety of information products for internal or external use. • Typical examples are information systems that process sales.Lecture 4 An Information System is an organized combination of people.

marketing specialists. and other knowledge workers to develop new products or improve existing ones. • This includes a category of information systems called process control systems. 14 . Enterprise Collaboration Systems • are information systems that use a variety of information technologies to help people work together. E. capture & process data detected by sensors & make instant (Real Time) adjustments to appropriate refinery processes. They may form virtual teams of people from several departments and locations within a company and include outside consultants as team members. data & videoconferencing & multimedia project Websites on the company’s intranet. in which decisions adjusting a physical production processes are automatically made by computers. to continually monitor chemical processes. discussion forums. of automation automatic inventory reorder decisions & production control decisions. • E. Process Control System • Operation support system also makes routine decisions that control operational processes. • Help us collaborate to communicate ideas. The computers monitor a chemical process. a product development team could efficiently communicate with each other and coordinate their work activities. • Its goal is to use information technology to enhance the productivity and creativity of teams and workgroups in the modern business enterprise. They then could easily collaborate via electronic mail.g. share resources & coordinate our cooperative work efforts as members of the many formal and informal process & project teams and other workgroups that are a vital part of today’s organizations. • Example: Many businesses form teams of engineers.2. and effectively collaborate in the development or improvement of products and services.g. corporate intranets and extranets and collaboration software known as groupware. A petroleum refiner uses electronic sensors linked to computer. In this way. Such teams would make heavy use of Internet. 3.

People have relied on information systems to communicate with each other using a variety of physical devices (Hardware). transforms & disseminates information in an organization. Information Systems are broadly classified into two categories: • Operations Support System • Management Support System INFORMATION SYSTEMS Support of Business Operations Support of Managerial Decision Making OPERATIONS SUPPORT SYSTEMS MANAGEMENT SUPPORT SYSTEMS TRANSACTION PROCESSING SYSTEMS Processing Business PROCESS Transactions CONTROL SYSTEMS Control of Industrial Processes ENTERPRISE COLLABORATION SYSTEMS Team and Workgroup Collaboration MANAGEMENT EXECUTIVE INFORMATION INFORMATION SYSTEMS SYSTEMS Prespecified Information Reporting for DECISION Tailored for Managers SUPPORT Executives SYSTEMS Interactive Decision Support OPERATION SUPPORT SYSTEM: • An operational support system (OSS) is a set of programs that help a communications service provider monitor. hardware.Lecture 6 An Information System is an organized combination of people. • 15 . Produce a variety of information products for internal & external use. Communication Channels (Networks) & Store Data (Data Resources). and managing faults. analyze and manage a telephone or computer network. configuring network components. provisioning services. Information Processing Instructions & Procedures (Software). communication networks & data resources that collects. control. • An OSS supports processes such as maintaining network inventory. software.

service provision.• • They do not emphasize on producing specific information products that can best be used by managers. • These databases then provide the data resources that can be processed & used by Management Information System. • Typical examples are information systems that process sales. field service management OSS can be classified into three categories: 4. Transaction Processing Systems • Record & process data resulting from business transactions. capacity management Network elements. • Process transactions in two basic ways: i. Batch Processing. asset and equipment management. trouble and fault management. Decision Support System & Executive Information System. accounting. design and assign Network discovery and reconciliation. Relative (Online Processing). There are four key elements of OSS: • • • • Processes o the sequence of events Data o the information that is acted upon Applications o the components that implement processes to manage data Technology o how we implement the applications Functions of an OSS may include the following components: • • • • Order processing. inventory & other organizational databases. ii. In this.g. billing and cost management Network inventory. Point of scale (POS) system at retail stores may use electronic cash register terminals to capture & transmit sales data over telecommunication links to regional 16 . purchases & inventory changes. data is processed immediately after a transaction occurs. E. support enterprise communications & collaboration & update corporate databases. In this. Its role is to efficiently process business transactions. • Also produce a variety of information products for internal or external use. • The results of such processing are used to update customer. Transaction data is accumulated over a period of time & is processed periodically. control industrial processes.

share resources & coordinate our cooperative work efforts as members of the many formal and informal process & project teams and other workgroups that are a vital part of today’s organizations.g. • The objective of an ECS is to provide each user with the tools for managing communications. Enterprise Collaboration Systems • Abbreviated as ECS. Process Control System • Operation support system also makes routine decisions that control operational processes. process control equipment. • ECS is a combination of groupware. It is a category of information systems. such as the sharing of documents and knowledge to specific teams and individuals within the enterprise. extranets and other networks needed to support enterprise-wide communications. to continually monitor chemical processes. in which decisions adjusting a physical production processes are automatically made by computers. Enterprise Collaboration Systems is a type of information system (IS). • It uses information technology to enhance the productivity and creativity of teams and workgroups in the modern business enterprise. documents and other information that individuals need to manage their own tasks efficiently in their departments. • Help us collaborate to communicate ideas. project management tools and others. 17 . and possibly a process interface system. • E. tools. collaborative document sharing. A petroleum refiner uses electronic sensors linked to computer. • Some examples of enterprise communication tools include email. 5. Internet. videoconferencing. • A system consisting of a computer. ECS are information systems that use a variety of information technologies to help people work together. 6. capture & process data detected by sensors & make instant (Real Time) adjustments to appropriate refinery processes. The computers monitor a chemical process. E.g.computer centers for immediate (Real Time) or nightly (Batch) Processing. of automation are automatic inventory reorder decisions & production control decisions.

and Executive information systems. e. resource and people management applications. Executive Information Systems 1. MIS became buzzword of almost all attempts to relate computer technology and systems theory to data processing in organizations. project management. 2. • Receive information about internal operations from databases that have been updated by transaction processing systems. and database retrieval applications. Management Information Systems: • The most common form of Management Support System • Management Information Systems (MIS) is a general name for the academic discipline covering the application of people. Expert systems. • Used broadly in a number of contexts and includes (but is not limited to): decision support systems. MIS concept is recognized as vital to efficient and effective information systems in organizations for two reasons: 1. Decision Support Systems. not merely the processing of data generated by business operations.Lecture 7 MANAGEMENT SUPPORT SYSTEMS (MSS) • • • • When information systems focus on providing information and support for effective decision making by managers. Management Information Systems 2. they are called Management Support System. • Provide managerial end users with information products that support much of their day-to-day decision making needs. technologies. Decision Support Systems 3. It emphasizes management orientation of information technology in business. A major goal of computer based information systems should be the support of management decisionmaking. MSS was introduced when the concept of MIS originated in the 1960’s. • Provide a variety of reports and displays to management. It emphasizes that a system framework should be used for organizing information systems applications. It's also used to refer to the people who manage these systems. • It provides information about business operations. Several major types of information systems are needed to support a variety of managerial end user responsibilities: 1. and procedures — collectively called information systems — to solve business problems. Business applications of information technology viewed as interrelated and integrated computer-based information systems and not as independent data processing jobs. 18 .g. • Content of these information products are specified in advance by managers so that they contain information that managers need.

or whenever exceptional conditions occur. computer based information systems that use decision models and specialized databases to assist the decision making processes of managerial end users. managerial end users donot have to specify their information needs in advance. simulation. • Other sources are meetings. periodically according to a predetermined schedule. • • 3. Executive Information Systems (EIS) Tailored to the strategic information needs of top management. • Decision Support Systems interactively help them find the information they need. • EIS have become so popular in recent years that the use is spreading information ranks of middle management. Top executives get the information they need from many sources including letters. Decision Support Systems: • Are a natural progression from information reporting systems and transaction processing systems. • When using a decision support system. memos. • Provide managerial end users with information in an interactive session on an adhoc (as needed) basis. So EIS are easy to operate and understand. & immediate access to internal and external databases is provided. data retrieval. 19 . and information presentation capabilities. So. managers are simulating and exploring possible alternatives and receiving tentative information based on alternative sets of assumptions. • Are interactive. and reports produced manually as well as by computer systems. simulation-based process. Information products provided to managers include displays and reports that can be furnished on demand. • Provides managers with analytical modeling. 2.• • Obtain data about business environment from external sources. • Managers generate the information they need for more unstructured types of decisions in an interactive. • Graphic displays are used extensively. and social activities • Goal of computer based executive information systems is to provide top management with immediate and easy access to selective information about key factors that are critical to accomplishing a firm’s strategic objectives. • EIS provide information about the current status and projected trends for key factors selected by top executives. periodicals. telephone calls.

policies. A company can survive and succeed in the long run only if it successfully develops strategies to confront five competitive forces that shape the structure of competition in its industry. This strategic role of information systems involves using information technology to develop products. software. communications networks and data resources that collects. Strategic Management: Typically. and objectives as part of a strategic planning process.      20 . hardware.Lecture 8 Information System: An information system can be any organized combination of people. services and capabilities that gives a company major advantages over the competitive forces it faces in the global marketplace. Information System for Strategic Management The major role of information systems applications in business was to provide effective support of a company’s strategies for gaining competitive advantage. economic and competitive business environment. a board of directors and an executive committee of the CEO and top executives develop overall organizational goals. transforms and disseminates information in an organization. strategies. This creates strategic information systems. They also monitor the strategic performance of an organization and its overall direction in the political. Michael Porter gave a classic model of competitive strategy in which any business that wants to survive and succeed must develop ad implement strategies to effectively counterThe rivalry of competitors within the industry The threat of new entrants The threat of substitutes The bargaining power of customers The bargaining power of suppliers. information systems that support or shape the competitive position and strategies of a business enterprise.

Lecture 9 Competitive Forces Bargaining Bargaining Rivalry of Threat Threat of Power of Power of Competitors of New Substitutes Customers Suppliers Entrants Cost Leadership Differentiation C O M P E Innovation T I T I V E Growth S T R A T Alliance E G I E S Other Strategies 21 .

This may involve the development of unique products and services. Innovation Strategy: Finding new ways of doing business. or entry into unique markets or market niches. manufacturing or distribution agreements between a business and its trading partners. Also.      22 . competitors. or integrating into related products or services. consultants and other companies. These linkages may include mergers. This may allow a firm to focus its products or services to give it advantage in particular segments or niches of a market. Differentiation Strategy: Developing ways to differentiate a firm’s products and services from its competitors’ or reduce the differentiation advantages of competitors. Growth Strategy: Significantly expanding a company’s capacity to produce goods and services. a firm can find ways to help its suppliers or customers reduce their costs or to increase the costs of their competitors.The figure illustrates that business can counter the threats of competitive forces that they face by implementing five basic competitive strategies. or other marketing. Alliance Strategy: Establishing new business linkages and alliances with customers. forming of “virtual companies”. Cost Leadership Strategy: Becoming a low-cost producer of products and services in the industry. suppliers. It may also involve radical changes to the business processes for producing or distributing products and services that are so different from the way the business has been conducted that they alter the fundamental structure of an industry. joint ventures. acquisitions. diversifying into new products and services. expanding into global markets.

Many companies are using Internet technologies as the foundation for such strategies. they can also be implemented with information technology. Promote Growth  Use IT to manage regional and global business expansion.  Develop inter-enterprise information systems linked by the Internet and extranets that support strategic business relationships with customers.  Use IT features to focus products and services at selected market niches. Develop unique new markets or market niches with the help of IT. These are:    Locking in customers or suppliers Building switching costs Raising barriers to entry Leveraging investment in information technology. Innovate    Create new products and services that include IT components. Differentiate   Develop new IT features to differentiate products and services.Lecture 10 The following table gives a summary of how information technology can be used to implement the five basic competitive strategies. Make radical changes to business processes with IT that dramatically cut costs. improve quality.  Use IT to lower the costs of customers or suppliers. Other competitive strategies There are many other competitive strategies in addition to the five basic strategies.  Use IT to diversify and integrate into other products and services. Basic Strategies in the Business Use of Information Technology Lower Costs  Use IT to substantially reduce the cost of business processes. subcontractors and others. 23 . suppliers. efficiency or customer service or shorten time to market. Develop Alliances  Use IT to create virtual organizations of business partners. Use IT features to reduce the differentiation advantages of competitors.

Breakthrough Overall Company Growth. Marketing Strategies. Operational Control Through Strategy Revise Strategies Survival. Product. Evaluates the Results and Exercise Control Achieve Goals and Objectives 24 .Lecture 11 INFORMATION SYSTEMS AND PLANNING AND CONTROL PROCESS IN THE ORGANIZATION Strategic Planning Management Control Tactical Planning Information System Helps to Implement Pure and Mixed Strategies.

There are. two broad categories of value activities: Primary Activities and Support Activities. The chain consists of a series of activities that create and build value.Lecture 12 Value Chain Analysis Michael Porter suggested an approach of analysis of internal and external resources across distinct functional areas which consisted of identifying the series of steps/activities which are undertaken by the firm and are strategically relevant for meeting customer demand and in respect of which the firm may potentially have an edge over its competitors. 25 . Thus the internal factors of key importance are sought to be linked with the chain of value activities through systematic identification of the discrete activities as potential sources of strength and weaknesses. They culminate in the total value delivered by an organization. The value chain is a systematic approach to examining the development of competitive advantage. for most business enterprises.

packaging. channel selection and pricing etc. the Primary Activities are generally divisible into five basic categories: 1.These are activities aimed at providing service to enhance and maintain the value of product through Customer Relationship Management. Outbound Logistics: . testing etc. storage.Activities involved are transformation of inputs into outputs with the help of Computer Aided Flexible Manufacturing assembly.These are activities associated with automated procurement. Four categories of support activities are generally distinguished as follows: 26 .This category includes activities such as Interactive Targeted Marketing. Support Activities Supporting activities which provide the infrastructure for primary activities are also required to be identified by isolating them on the basis of technological and strategic distinctiveness. Customer Service: . inventory control and return to suppliers etc. Marketing and Sales: . 3. online sales promotion. 4. 5. Operations: . scheduling deliveries etc.These include activities which are associated with Online Point of Sale and Order Processing.Lecture 13 Activities in Value chain Primary Activities Based on technological and strategic distinctness. warehousing of finished goods. Just-In-Time warehousing. 2. Inbound Logistics: .

Internet marketing activities. The mission and objectives of the organization would be driving force behind the HRM strategy. services and materials.Employees are an expensive and vital resource.This activity is responsible for all purchasing of goods. This could include production technology like Computer Aided Engineering. design of Extranets for Partners. Administrative Collaboration and Support Services: .1. Companies need to innovate to reduce costs and to protect and sustain competitive advantage.Technology is an important source of competitive advantage. Technology Development: . 3. Procurement of Resources: . lean manufacturing. 2. 27 . An organization would manage recruitment and selection. and rewards and remuneration.This activity includes and is driven by corporate or strategic planning and involves developing of Collaborative Workflow Intranet Based System. training and development by developing a Career Development Intranet for employees. using IT and web-based technologies to achieve procurement aims through E-commerce Auctions and Exchanges for Suppliers. The aim is to secure the lowest possible price for purchases of the highest possible quality. and E-Purchasing. Human Resource Management: . 4. They will be responsible for outsourcing. The Value Chain Analysis helps in achieving competitive advantage by the firm over its competitors and delivering products and services of greater value to its customers. and many other technological developments.

Lecture 14
Planning for Information Systems

The plan for development and implemantatin is te basic neccessity for MIS . With the advancement of coputer technology , it is now possible to recognise information as a valuable resources like money and capacity. It is necessary to link its acquisition , storage, use , and disposal as per the business needs for meeting the business objectives . Such a broad-based activity can be executed only when it is conceived as a system . We need a Management Information System flexible enough to deal with the changing nformation needs of the organisaton .It should be conceived as an open system continuosly interacting with the business enviroment with a built-in mechanism to provide the desired informatin as per the new requirements of the managemnet. The designing of such an open system is a complex task. It can be achieved only if the MIS is planned , keeping in view , the plan of the business management of the organsation. The paln of MIS is concurrent o the business plan of the organisation . The information needs for the implementation of the business plan should find places in the MIS. To ensure such an alignment possibility , it is necessary that the business paln – strategic or otherwise , states the information needs. The information needs are then traced to the source data and the systems in the organisation which generates such data . The system of information generation is so planned that strategic information is provided for the strategic planning , control information is provided for a short term plannng and execution . The details of information are provided to the operations management to assess the status of an activity and to find ways to make up , if necessary . Once the management needs are translated into information needs , it is left for the designer to evolve a paln of develeopment and implemantation .

The Factors involved are – 1. MIS goals and objectives The MIS goals and objectives will consider managemnent philosophy , policy

constraints , business risk , internal and external enviroment of the organisation and


the buisness . The goals and the objectives of the MIS would be so stated that they can be measured . 2. Strategy for the plan achievemnet The designer has to take a number of strategic decisions for the achievement of the MIS goals and obejectives . They are : a) Development strateg b) System develelopment strateg c) Resoureces for the system development d) Manpower composition 3. The architecture of the MIS The architecture of the MIS plan provides a system and subsystem structure and their input , output and linkages . It also provides a way to handle the systems or subsystem by way of simplification , coupling and decoupling of susbsystems . It spells out in detail the subsystems from the data entry to processing , analysis to modelling , and storage to printing . 4. The system development schedule A schedule is made for the development of the system . While preparing the schedule due consideratin is given to the importance of the system in the overall information requirement . Due regard is also given to logical system development . For example , it is necessary to develop the accounting system first and then the analysis . 5. Hardware and software plan Giving due regard to the technical and operational feasibility , the economics of investment is worked out . Then the plan of procument is made after selecting the handware and software . One can take the phased approach of investment starting from the lower congfiguration of hardware going over to higher as develoment takes place . The process is to match the technical decisions with the financial decisions . The system development schedule is linked with the information requirements which in turn , are linked with the goals and objectives of the business . 29

6. Ascertainng the class of information The design of the MIS should consider the class of information as a whole and provide suitable information system architecture to generate the information for various users in the organisation . Let us now proceed to ascertain the information needs of each class .


Lecture 15 THE CLASSES OF INFORMATION Organisational - The number of employees , products , services , locations , the type of business , turnover ad variety of the details of each one of these entities Functional –- Purchases , sales , production , stocks , receivables , payables , outstandings , budgets statutory information. Knowledge – The trends in sales , production technology . The devations from the budgets , targets , norms etc . Competitors information , industry and business information plan performance and target; and its analysis . Decision support – Status information on a particular aspect , such as utilisation , profitability standard , requirement versus availability . Information for problem solving and modelling . Quantitative information on the business status . Non-living inventory , overdue payments and receiveables. Operational – Information on the production , sales , purchase , despatches consumptions , etc. in the form of planned versus actual . The information for monitoring of execution schedules .

LECTURE 16 Business Planning Systems: The Business Systems Planning offering defines and plans the applications and technical architecture within an enterprise. •Its focus on data and especially on processes was an entirely new way to view the firm and to build systems; this process approach has since been copied by many others. •BSP is very comprehensive – and thus time consuming and expensive. The goals of a Business Systems Plan (BSP) are to:

Understand the issues and opportunities with the current applications and technical architecture


   Develop a future state and migration path for the technology that supports the enterprise Provide business executives with a direction and decision making framework for IT capital expenditures Provide IS with a blueprint for development The result of a BSP project is an actionable roadmap that aligns technology investments to business strategy. 32 .

including health care.LECTURE 17 Critical Success Factor                Critical Success Factor (CSF) is a business term for an element which is necessary for an organization or project to achieve its mission.how good is your product and service? Product or service development -. Rockart in 1986. A plan should be implemented that considers a platform for growth and profits as well as takes into consideration the following critical success factors: Money factors: positive cash flow. Johnson and Michael Friesen applied it to many sector settings. a CSF for a successful Information Technology (IT) project is user involvement. Critical success factors are elements that are vital for a strategy to be successful.your future. KPIs are measures that quantify objectives and enable the measurement of strategic performance. For example.how happy are they? Quality -. products and outside revenue.what's new that will increase business with existing customers and attract new ones? Intellectual capital -.your ability to do extend your reach. Customer satisfaction -. [1] The concept of "success factors" was developed by D.new sources of business. and profit margins. revenue growth. Ronald Daniel of McKinsey & Company in 1961. Sustainability -.The process was refined by Jack F. Acquiring new customers and/or distributors -. Strategic relationships -. Employee attraction and retention -.[3] In 1995 James A. For example: KPI = number of new customers CSF = installation of a call centre for providing quotations 33 .increasing what you know that's profitable.your personal ability to keep it all going A critical success factor is not a key performance indicator (KPI).

and maybe send it to friends or associates. Have you ever picked up a cold or the flu from another human? Probably. the more potential for fraud and abuse of the information maintained in that system. The virus is now on your computer and spreads to files other than the original. organizational. it’s hard to control everyone’s actions. You copy a file from an infected source. Or they look for areas of the system that have been “left open. use the file.1 The above list points out some of the technical.LECTURE 18 Threats to Computerized Information Systems • Hardware failure • Fire • Software failure • Electrical problem • Personnel actions • User errors • Terminal access penetration • Program changes • Theft of data. or steal data for their own use. the harder it is to replicate. though. You then spread it to two or three other people through touch or association. Some hackers penetrate systems just to see if they can. have been around for a long time. That is why you have to make it everybody’s business to protect the system. They generally use specially written software programs that can build various passwords to see if any of them will work. Yes. which can make attacking the system easy. then the threats to an Information Systems can easily become real. Many companies don’t report hackers attempts to enter their systems because they don’t want people to realize their systems are vulnerable. Password theft is the easiest way for hackers to gain access to a system. which they can use to enter the system. It is easy for people to say that they are only one person and therefore they will not make much difference. services. The more people you have using the system. but far too often they destroy files. No. You then send the same or even a different file to a few friends and their computers are infected. That makes gathering real statistics about hacking attempts and successes hard. it only takes one person to disable a system or destroy data. Hackers. Nevertheless. Those people spread it to two or three more people each. erase data. They use special computer systems that continually check for password files that can be copied. In March 1999 a virus called Melissa was written by a hacker and sent out 34 .” so to speak. you have more points of entry. Pretty soon it seems that everyone on campus or at work is sick. The weakest link in the chain is poor management of the system. The longer the password. they don’t come into your office at night and look at the piece of paper in your desk drawer that has your password written on it. Other hackers attack systems because they don’t like the company. and environmental threats to Information Systems. equipment • Telecommunications problems TABLE 16. those who intentionally create havoc or do damage to a computer system. If managers at all levels do not make security and reliability their number one priority. That’s why you should use odd combinations of letters and numbers not easily associated with your name to create your password. Let us see why. It is a huge problem. That is how computer viruses are spread. With distributed computing used extensively in network systems. Sometimes they don’t do any damage.

000 computers.000 copies of mail messages containing Melissa on their systems within 45 minutes. but when.via an email attachment. LECTURE 19 Concerns for System Builders and Users 35 . By Monday. Not if. March 26. Make sure you update your antivirus software every 30 to 60 days because new viruses are constantly being written and passed around. it severely hampered normal operations of many companies and Internet Service Providers through the increased number of emails it generated. the software alerts you to its presence. One site reported receiving 32. You can choose to delete the file or “clean” it. you receive an infected file. it had reached more than 100. 1999. March 29. This type of software checks every incoming file for viruses. Here’s what CERT (Computer Emergency Response Team) said about it: “Melissa was different from other macro viruses because of the speed at which it spread. The first confirmed reports of Melissa were received on Friday. you’re just asking for trouble if you don’t have antivirus software. Some sites had to take their mail systems off-line. While the virus didn’t damage any computer files or data.” Whether you use a standalone PC or your computer is attached to a network.

Every user must be concerned about potential destruction of the Information Systems on which they rely. you do the math. Companies spend a lot of money on physical security such as locks on doors or fences around supply depots.” What may seem like a simple error to you may not be to the customer. and errors. Have you ever called a company to place an order for a new dress and it couldn’t take your order because the computer was down? Maybe you called back later and maybe you didn’t. many companies create fault-tolerant systems that are used as back-ups to help keep operations running if the main system should go out. Let’s flip that around. and technical measures the company uses to keep out unauthorized users or prevent physical damage to the hardware. what if you wanted to fly to Dallas on March 15 and the reservation clerk booked you on a flight for April 15? The potential for error exists all through the processing cycle. Just imagine what would happen if an airline reservation system (a typical online transaction processing system) went down. especially an end-user developed system. Here the security is in the policies. A spilled cup of coffee can also do some damage! As the lesson points out. We can’t stress this point enough. Let us look at three concerns: disasters. They need to do the same thing on their Information Systems. You must be cognizant of these error points when designing and building a system. Garbage Out. procedures. These back-up systems add to the overall cost of the system. 36 . Add the cost of lost productivity by the employees to the lost transactions and unhappy customers. “Garbage In. but think about the losses if the company’s system goes down. Surely you’ve heard the saying. security. Natural disasters such as fires and earthquakes can strike at any time.

including the digital circuitry. electrocardiograph machines. "firm" rather than just "soft"). A typical Personal computer consists of a case or chassis in a tower shape (desktop) and the following parts: Internals of typical personal computer Typical Motherboard found in a computer 37 .2% of all new computers produced in 2003). if ever. needs to be changed and so is stored on hardware devices such as read-only memory (ROM) where it is not readily changed (and is. Firmware is a special type of software that rarely. therefore. It is in embedded systems in automobiles. Most computer hardware is not seen by normal users. the computer hardware familiar to most people. compact disc players. microwave ovens. in comparison with software and data.LECTURE 20 Computer Hardware Computer hardware is the physical part of a computer. and other devices. Personal computers. modified or erased on the computer. as distinguished from the computer software that executes within the hardware. which are "soft" in the sense that they are readily created. The hardware of a computer is infrequently changed. See Market statistics. form only a small minority of computers (about 0.

These ports may also be based upon expansion cards. through which all other components interface. in the form of a Graphics Card. attached to the internal buses. Central processing unit (CPU) . such as a Disk array controller. Produces the output for the computer display.Used to lower the temperature of the computer. Computer fan .Inside a Custom Computer The motherboard is the "heart" of the computer.Performs most of the calculations which enable a computer to function. floppy disk. PCI-E or AGP). such as printers and input devices. RAM attaches directly to the motherboard.used to connect to external peripherals.Fast-access memory that is cleared when the computer is powered-down. and (usually) a cooling fan. voltage control. 38 . Firmware usually Basic Input-Output System (BIOS) based or in newer systems Extensible Firmware Interface (EFI) compliant Internal Buses . and the computer case will generally have several fans to maintain a constant airflow. This will either be built into the motherboard or attached in its own separate slot (PCI. a fan is almost always attached to the CPU. CD-ROM and other drives. • parallel port • serial port • USB • firewire A case that holds a transformer. and is used to store programs that are currently running. Random Access Memory (RAM) .Connections to various internal components. the controllers sit directly on the motherboard (on-board) or on expansion cards. and supplies power to the rest of the computer. Control hard disk. • PCI • PCI-E • USB • HyperTransport • CSI (expected in 2008) • AGP (being phased out) • VLB (outdated) • ISA (outdated) • EISA (outdated) • MCA (outdated) External Bus Controllers .

as well as accept input from a microphone. hardware can include external components of a computer system.similar in use to a hard disk. usually external to the computer system 39 . Hard disk . though it is common for a user to install a separate sound card as an upgrade. Modem . inexpensive but has a short life-span.for DSL/Cable internet.mainly for backup and long-term storage. for example to achieve performance improvement.a device to manage several hard disks. Hardware that keeps data inside the computer for later use and remains persistent even when the computer has no power. Solid state drive . Most modern computers have sound cards built-in to the motherboard. Disk array controller . The following are either standard or very common. Connects the computer to the Internet and/or other computers. • Tape drive . In addition.for dial-up connections Network card .AKA a Pen Drive. but using more recent technology. a portable form of storage. • Wheel Mouse Includes various input and output devices.the most common type of removable media. and/or connecting to other computers. Enables the computer to output sound to audio devices.CD .for medium-term storage of data. • CD-ROM Drive • CD Writer • DVD • DVD-ROM Drive • DVD Writer • DVD-RAM Drive • Blu-ray • BD-ROM Drive • BD Writer • Floppy disk (outdated) • Zip drive (outdated) • USB flash drive .

• 40 . Audio output devices • Speakers A device that converts analog audio signals into the equivalent air vibrations in order to make audible sound. Video input devices Image scanner Webcam Audio input devices Microphone Output • Image. Video output devices • Printer Peripheral device that produces a hard copy of a document.LECTURE 21 Input • • • • • • • • • • • • • • Text input devices Keyboard Pointing devices Mouse Trackball Gaming devices Joystick Gamepad Game controller Image. • Headset A device similar in functionality to computer speakers used mainly to not disturb others nearby. similar to a television. • Monitor Device that displays a video signal. to provide the user with information and an interface with which to interact.

In the context of capacity planning. or producing new products. Lead strategy is adding capacity in anticipation of an increase in demand. The broad classes of capacity planning are lead strategy. Demand for an organization's capacity varies based on changes in production output. such as increasing or decreasing the production quantity of an existing product. 41 . A discrepancy between the capacity of an organization and the demands of its customers results in an inefficiency. either in under-utilized resources or unfulfilled customers. increasing the number of shifts. capacity planning is used during system design and system performance monitoring. This is a more conservative strategy. and match strategy. The goal of capacity planning is to minimize this discrepancy. "capacity" is the maximum amount of work that an organization is capable of completing in a given period of time. This is a more moderate strategy. The possible disadvantage to this strategy is that it often results in excess inventory. which is costly and often wasteful. or acquiring additional production facilities. increasing the number of workers or machines. Lag strategy refers to adding capacity only after the organization is running at full capacity or beyond due to increase in demand (North Carolina State University. Lead strategy is an aggressive strategy with the goal of luring customers away from the company’s competitors. In the context of systems engineering. Capacity is calculated: (number of machines or workers) x (number of shifts) x (utilization) x (efficiency). 2006). equipment and materials. Match strategy (also known as the tracking strategy) is adding capacity in small amounts in response to changing demand in the market. It decreases the risk of waste. lag strategy.LECTURE 22 Capacity planning Capacity planning is the process of determining the production capacity needed by an organization to meet changing demands for its products. but it may result in the loss of possible customers. Capacity can be increased through introducing new techniques.

etc. The term includes application software such as word processors which perform productive tasks for users. which encompasses the physical interconnections and devices required to store and execute (or run) the software. The term "software" is sometimes used in a broader context to describe any electronic media content which embodies expressions of ideas such as film. High-level languages are compiled or interpreted into machine language object code. Programming software usually provides tools to assist a programmer in writing computer programs and software using different programming languages in a more convenient way. printers. The theory that is the basis for most modern software was first proposed by Alan Turing in his 1935 essay Computable numbers with an application to the Entscheidungsproblem. especially memory and other hardware features. servers. records. and such accessory devices as communications. The concept of reading different sequences of instructions into the memory of a device to control computations was invented by Charles Babbage as part of his difference engine. Assembly language must be assembled into object code via an assembler. Software may also be written in an assembly language.[3] System software helps run the computer hardware and computer system. The tools include text editors. and etc. because the IDE usually has an advanced graphical user interface. debuggers. An Integrated development environment (IDE) merges those tools into a software bundle. In computers.[2] In computer science and software engineering. The purpose of systems software is to insulate the applications programmer as much as possible from the details of the particular computer complex being used. a mnemonic representation of a machine language using a natural language alphabet. It is usually written in high-level programming languages that are easier and more efficient for humans to use (closer to natural language) than machine language. debugging.LECTURE 23 Computer Software Computer software consisting of programs. device drivers. tracing. A machine language consists of groups of binary values signifying processor instructions (object code).[1] Computer software is so called in contrast to computer hardware. software consists of a machine language specific to an individual processor. diagnostic tools. and a programmer may not need to type multiple commands for compiling. system software such as operating systems. windowing systems. Software is an ordered sequence of instructions for changing the state of the computer hardware in a particular sequence. or GUI. keyboards. enables a computer to perform specific tasks. The term "software" was first used in this sense by John W. At the lowest level. and so on. which interface with hardware to run the necessary services for user-interfaces and applications. which change the state of the computer from its preceding state. 42 . and middleware which controls and co-ordinates distributed systems. computer software is all computer programs. utilities and more. interpreters. Tukey in 1958. compilers. essentially. etc. readers. software is loaded into RAM and executed in the central processing unit. It includes operating systems. interpreter. linkers. tapes. displays. as opposed to its physical components (hardware) which can only do the tasks they are mechanically designed for..

Application software allows end users to accomplish one or more specific (noncomputer related) tasks. User software include spreadsheet templates. though they are often tailored for specific platforms. User-written software User software tailors systems to meet the users specific needs. allow a user to interact with the computer and its peripherals (associated equipment). programs may call zero to many other programs. Libraries may also include 'stand-alone' programs which are activated by some computer event and/or perform some function (e. In particular. it may require additional software from a software library in order to be complete. Users create 43 . supercomputers. Even email filters are a kind of user software. [edit] Three layers Starting in the 1980s.g. application software has been sold in mass-produced packages through retailers. Applications are almost always independent programs from the operating system. and user software. and scripts for graphics and animations. Such a library may include software components used by stand-alone programs. Typical examples include office suites and video games. Application software is often purchased separately from computer hardware. Application software Application software or Applications are what most people think of when they think of software. Typical applications include industrial automation.. medical software. analog computers. application. Most users think of compilers. Users often see things differently than programmers. extracted from these libraries. People who use modern general purpose computers (as opposed to embedded systems. It is used to automate all sorts of functions. databases. databases. and typically a graphical user interface which. Businesses are probably the biggest users of application software. A program may not be sufficiently complete for execution by a computer. in total. business software. of computer 'housekeeping') but do not return data to their calling program. an operating system. and computer games. Platform software Platform includes the firmware. Thus. but that does not change the fact that they run as independent applications. etc.) usually see three layers of software performing a variety of tasks: platform. Programs may be called by one to many other programs. and other "system software" as applications. Sometimes applications are bundled with the computer. Platform software often comes bundled with the computer. educational software. On a PC you will usually have the ability to change the platform software. but almost every field of human activity now uses some form of application software. programs may include standard routines that are common to many programs. scientific simulations. but which cannot work on their own. word processor macros. device drivers.

44 . and what has been added by fellow co-workers. many users may not be aware of the distinction between the purchased packages. Depending on how competently the user-written software has been integrated into purchased application packages.this software themselves and often overlook how important it is.

[6] Multisourcing is a framework to enable different parts of the client business to be sourced from different suppliers. and accounting. technology. facilities and real estate management. processes. With the globalization of outsourcing companies the distinction between outsourcing and offshoring will become less clear over-time. manufacturing and engineering. Business segments typically outsourced include information technology. human resources. Offshoring is the transfer of an organizational function to another country. [7] LECTURE 25 Process of outsourcing 45 .[4]. Overview Outsourcing involves the transfer of the management and/or day-to-day execution of an entire business function to an external service provider. capital. and UK. Under the agreement the supplier acquires the means of production in the form of a transfer of people. Outsourcing and offshoring are used interchangeably in public discourse despite important technical differences. intellectual property and assets. assets and other resources from the client. or to make more efficient use of labor. regardless of whether the work is outsourced or stays within the same corporation[2][3] .S. technology and resources. Under the new contractual agreement the supplier acquires the means of production which may include people. This is evident in the increasing presence of Indian outsourcing companies in the U. clearly defines responsibility and has end-to-end integration. and UK. The process of outsourcing formalizes the description of the non-core operation into a contractual relationship between the client and the supplier. redirecting or conserving energy directed at the competencies of a particular business. this may or may not involve some degree of offshoring. Outsourcing involves contracting with a supplier.[5] Multisourcing refers to large (predominantly IT) outsourcing agreements. The decision to outsource is often made in the interest of lowering firm costs. The client agrees to procure the services from the supplier for the term of the contract. The structure of the client organization changes as the client agrees to procure the services of the outsourcer for the term of the contractual agreement. The globalization of outsourcing operating models has resulted in new terms such as nearshoring and rightshoring that reflect the changing mix of locations.[1] The client organization and the supplier enter into a contractual agreement that defines the transferred services. This requires a governance model that communicates strategy.S. Many companies also outsource customer support and call center functions.LECTURE 24 Outsourcing Outsourcing became part of the business lexicon during the 1980s and refers to the delegation of non-core operations from internal production to an external entity specializing in the management of that operation. This is seen in the opening of offices and operations centers by Indian companies in the U.

Supplier proposals A Request for Proposal(RFP) is issued to the shortlist suppliers requesting a proposal and a price. Screening can be enhanced by issuing a Request for Information (RFI) to a wider audience. Following due diligence the suppliers submit a Best and Final Offer (BAFO) for the client to make the final down select decision to one supplier. Transition The transition will begin from the effective date and normally run until four months after service commencement date. the effective date when the contract terms become active and a service commencement date when the supplier will take over the services. This is known as down select in the industry. This may involve a number of face-to-face meetings to clarify the client requirements and the supplier response. Negotiations The negotiations take the original RFP. 46 . The suppliers will be qualified out until only a few remain. Termination may involve taking back services insourcing or the transfer of services to another supplier. It is not unusual for two suppliers to go into competitive negotiations. There are three significant dates that each party signs up to the contract signature date. Supplier shortlist A short list of potential suppliers is drawn-up from companies that are capable of providing the services and match the screening criteria. Supplier competition A competition is held where the Client marks and scores the supplier proposals. Termination or renewal Near the end of the contract term a decision will be made to terminate or renew the contract. Transformation The transformation is the term normally applied to the program of projects that are included in the contract. It is normal to go into the due diligence stage with two suppliers to maintain the competition. This stage finalizes the documentation and the final pricing structure. These projects make the changes to the environment required to meet the commitments in the proposal. Outsourcing is the divestiture of a business function involving the transfer of people and the sale of assets to the Supplier. The process begins with the Client identifying what is to be outsourced and building a business case to justify the decision. BAFO submissions and convert these into the contractual agreement between the Client and the Supplier.Deciding to outsource The decision to outsource is taken at a strategic level and normally requires board approval. Only once a high level business case has been established for the scope of services will a search begin to choose an outsourcing partner. This is a legally binding document and is core to the governance of the relationship. This is the process for the staff transfer and the take-on of services. the supplier proposals. Contract finalization At the heart of every outsourcing deal is a contractual agreement that defines how the Client and the Supplier will work together. Ongoing service delivery This is the execution of the agreement and lasts for the term of the contract.

To find out where the order is at any point.LECTURE 26 What is ERP? Enterprise resource planning software. will just install an ERP finance or HR module and leave the rest of the functions for another day. Most vendors' ERP software is flexible enough that you can install some modules without buying the whole package. It attempts to integrate all departments and functions across a company onto a single computer system that can serve all those different departments' particular needs. for example). for example. often being keyed and rekeyed into different departments' computer systems along the way. integrated software program that runs off a single database so that the various departments can more easily share information and communicate with each other. no one in the company truly knows what the status of the order is at any given point because there is no way for the finance department. when a customer places an order. That is why ERP is often referred to as back-office software. rather. and all the keying into different computer systems invites errors. HR. When a customer service representative enters a customer order into an ERP system. a throwaway term. Many companies. Forget about planning—it doesn't do much of that—and forget about resource. to get into the warehouse's computer system to see whether the item has been shipped. Finance. he has all the information necessary to complete the order (the customer's credit rating and order history from the finance module. Typically. But ERP combines them all together into a single. That integrated approach can have a tremendous payback if companies install the software correctly. Each of those departments typically has its own computer system optimized for the particular ways that the department does its work. manufacturing and the warehouse all still get their own software. for example. This is ERP's true ambition. Meanwhile. How can ERP improve a company's business performance? ERP's best hope for demonstrating value is as a sort of battering ram for improving the way your company takes a customer order and processes it into an invoice and revenue— otherwise known as the order fulfillment process. "You'll have to call the warehouse" is the familiar refrain heard by frustrated customers. People in these different departments all see the same information and can update it. that order begins a mostly paper-based journey from in-basket to in-basket around the company. and replaces them with a single unified software program divided into software modules that roughly approximate the old standalone systems. manufacturing and the warehouse. the company's inventory levels from the warehouse moduleand the shipping dock's trucking schedule from the logistics module. All that lounging around in inbaskets causes delays and lost orders. ERP vanquishes the old standalone computer systems in finance. you need only log in to the 47 . building a single software program that serves the needs of people in finance as well as it does the people in human resources and in the warehouse. It doesn't handle the up-front selling process (although most ERP vendors have recently developed CRM software to do this). or ERP. When one department finishes with the order it is automatically routed via the ERP system to the next department. Take a customer order. for example. doesn't live up to its acronym. But remember the enterprise part. except now the software is linked together so that someone in finance can look into the warehouse software to see if an order has been shipped. That is a tall order. ERP takes a customer order and provides a software road map for automating the different steps along the path to fulfilling it.

manufacture goods. and customers get their orders faster and with fewer errors than before. customer service reps will see low inventory levels on their screens and tell customers that their requested item is not in stock. If you simply install the software without changing the ways people do their jobs. The reality is much harsher. such as employee benefits or financial reporting. Accountability. responsibility and communication have never been tested like this before. the customer service representatives are no longer just typists entering someone's name into a computer and hitting the return key. you may not see any value at all—indeed.ERP system and track it down. That process may not have been efficient. The software is less important than the changes companies make in the ways they do business. the warehouse did its job. the new software could slow you down by simply replacing the old software that everyone knew with new software that no one does. That is why the value of ERP is so hard to pin down. and if anything went wrong outside of the department's walls. but it was simple. you will see value from the software. If you use ERP to improve the ways your people take orders. the order process moves like a bolt of lightning through the organization. The ERP screen makes them businesspeople. But it's not just the customer service representatives who have to wake up. That. People don't like to change. ship them and bill for them. and ERP asks them to change how they do their jobs. 48 . and the answers affect the customer and every other department in the company. Finance did its job. at least. is the dream of ERP. it was somebody else's problem. If they don't. ERP can apply that same magic to the other major business processes. Not anymore. With luck. With ERP. People in the warehouse who used to keep inventory in their heads or on scraps of paper now need to put that information online. Let's go back to those inboxes for a minute. Will the customer pay on time? Will we be able to ship the order on time? These are decisions that customer service representatives have never had to make before. It flickers with the customer's credit ra ting from the finance department and the product inventory levels from the warehouse.

on average— but rather to understand why you need it and how you will use it to improve your business. ERP systems come with standard methods for automating some of the steps of a manufacturing process. integrated computer system can save time. Standardizing those processes and using a single. of course. rather than scattered among many different systems that can't communicate with one another. ERP creates a single version of the truth that cannot be questioned because everyone is using the same system. six months is short) implementations all have a catch of one kind or another: The company was small. What will ERP fix in my business? There are five major reasons why companies undertake ERP. and it improves visibility of the order fulfillment process inside the company. To do ERP right. and the different business units may each have their own version of how much they contributed to revenues. companies can keep track of orders more easily. And that kind of change doesn't come without pain. reducing the finished good inventory at the warehouses and shipping docks. but ERP helps too. That can lead to reduced inventories of the stuff used to make products (work-in-progress inventory). you need supply chain software. To really improve the flow of your supply chain. customers completely satisfied). sales has another version. Those short (that's right. he may find many different versions of the truth. • Standardize and speed up manufacturing processes—Manufacturing companies —especially those with an appetite for mergers and acquisitions—often find that multiple business units across the company make the same widget using different methods and computer systems.LECTURE 27 ERP Features Companies that install ERP do not have an easy time of it. or the implementation was limited to a small area of the company. 49 . and coordinate manufacturing. Integrate financial information—As the CEO tries to understand the company's overall performance. Unless. By having this information in one software system. Finance has its own set of revenue numbers. the ways you do business will need to change and the ways people do their jobs will need to change too. The important thing is not to focus on how long it will take—real transformational ERP efforts usually run between one and three years. Don't be fooled when ERP vendors tell you about a three or six month average implementation time. • Reduce inventory—ERP helps the manufacturing process flow more smoothly. in which case there is no reason to even consider ERP. • Integrate customer order information—ERP systems can become the place where the customer order lives from the time a customer service representative receives it until the loading dock ships the merchandise and finance sends an invoice. increase productivity and reduce head count. productivity higher than all your competitors. inventory and shipping among many different locations at the same time. and it can help users better plan deliveries to customers. or the company used only the financial pieces of the ERP system (in which case the ERP system is nothing more than a very expensive accounting system). your ways of doing business are working extremely well (orders all shipped on time.

While most packages are exhaustively comprehensive. chemical and utility companies that measure their products by flow rather than individual units) out in the cold. HR may not have a unified.• Standardize HR information—Especially in companies with multiple business units. each industry has its quirks that make it unique. 50 . Each of these industries has struggled with the different ERP vendors to modify core ERP programs to their needs. simple method for tracking employees' time and communicating with them about benefits and services. Most ERP systems were designed to be used by discrete manufacturing companies (that make physical things that can be counted). companies often lose sight of the fact that ERP packages are nothing more than generic representations of the ways a typical company does business. which immediately left all the process manufacturers (oil. ERP can fix that. In the race to fix these problems.

and the price tags on the front end are enough to make the most placid CFO a little twitchy. It is a navel-gazing exercise that focuses on optimizing the way things are done internally rather than with customers. software. At that point there are two things they can do: They can change the business process to accommodate the software. Among the 63 companies surveyed—including small. Yet the navel gazing has a pretty good payback if you're willing to wait for it—a Meta Group study of 63 companies found that it took eight months after the new system was in (31 months total) to see any benefits. professional services and internal staff costs. The TCO numbers include getting the software installed and the two years afterward.000). and so can failure to consider data warehouse integration requirements and the cost of extra software to duplicate the old report formats. The TCO for a "heads-down" user over that period was a staggering $53. When will I get payback from ERP—and how much will it be? Don't expect to revolutionize your business with ERP. introduce dangerous bugs into the system and make upgrading the software to the ERP vendor's next release excruciatingly difficult because the customizations will need to be torn apart and rewritten to fit with the new version.6 million. which will slow down the project. The most common reason that companies walk away from multimillion-dollar ERP projects is that they discover the software does not support one of their important business processes. But the median annual savings from the new ERP system were $1. medium and large companies in a range of industries—the average TCO was $15 million (the highest was $300 million and lowest was $400. While it's hard to draw a solid number from that kind of range of companies and ERP efforts. Underestimating the price of teaching users their new job processes can lead to a rude shock down the line. Meta came up with one statistic that proves that ERP is expensive no matter what kind of company is using it. process rework. including hardware. financial executives should plan to write checks to cover consulting. A few oversights in the budgeting and planning stage can send ERP costs spiraling out of control faster than oversights in planning almost any other information system undertaking.320. suppliers or partners. In addition to budgeting for software costs.LECTURE 28 ERP and Business It's critical for companies to figure out if their ways of doing business will fit within a standard ERP package before the checks are signed and the implementation begins. Needless to say. Or they can modify the software to fit the process. which is when the real costs of maintaining. What are the hidden costs of ERP? Although different companies will find different land mines in the budgeting process. the move to ERP is a project of breathtaking scope. integration testing and a long laundry list of other expenses before the benefits of ERP start to manifest themselves. What does ERP really cost? Meta Group recently did a study looking at the total cost of ownership (TCO) of ERP. those who have implemented ERP packages agree that certain costs are more 51 . upgrading and optimizing the system for your business are felt. which will mean deep changes in long established ways of doing business (that often provide competitive advantage) and shake up important people's roles and responsibilities (something that few companies have the stomach for).

ERP pros vote the following areas as most likely to result in budget overrun. Training expenses are high because workers almost invariably have to learn a new set of processes. As with training. Customization Add-ons are only the beginning of the integration costs of ERP. 3. The customizations can affect every module of the ERP system because they are all so tightly linked together. One enterprising CIO hired staff from a local business school to help him develop and teach the ERP business-training course to employees. the vendor will not be there to support you. 4. Upgrading the ERP package—no walk in the park under the best of circumstances— becomes a nightmare because you'll have to do the customization all over again in the new version. 2. Prepare to develop a curriculum yourself that identifies and explains the different business processes that will be affected by the ERP system. To do this accurately. finance people will be using the same software as warehouse people and they will both be entering information that affects the other. They are focused on telling people how to use software. maybe it won't. Integration and testing Testing the links between ERP packages and other corporate software links that have to be built on a case-by-case basis is another often-underestimated cost. If you can buy addons from the ERP vendor that are pre-integrated. testing ERP integration has to be done from a process-oriented perspective. Remember that with ERP. This happens when the ERP software can't handle one of your business processes and you decide to mess with the software to make it do what you want. you're better off. run a real purchase order through the system. It will be the best ERP investment you ever make. Ultimately. Much more costly. expect things to get ugly. not just a new software interface. outside training companies may not be able to help you. Veterans recommend that instead of plugging in dummy data and moving it from one application to the next. andsomething to be avoided if at all possible. 1. is actual customization of the core ERP software itself. and keep them on for good to maintain it. Worse. Maybe it will work. All require integration links to ERP. it will be up to your IT and businesspeople to provide that training. not on educating people about the particular ways you do business. You're playing with fire. A typical manufacturing company may have add-on applications from the major—e-commerce and supply chain—to the minor— sales tax computation and bar coding. from order entry through shipping and receipt of payment—the whole order-to-cash banana— preferably with the participation of the employees who will eventually do those jobs. they have to have a much broader understanding of how others in the company do their jobs than they did before ERP came along. So take whatever you have budgeted for ERP training and double or triple it up front. No matter what.commonly overlooked or underestimated than others. Armed with insights from across the business. You will have to hire extra staffers to do the customization work. Training Training is the near-unanimous choice of experienced ERP implementers as the most underestimated budget item. If you need to build the links yourself. Data conversion 52 .

The upshot is that the wise will check all their data analysis needs before signing off on the budget. consulting fees run wild. Users with heavy analysis needs should include the cost of a data warehouse in the ERP budget—and they should expect to do quite a bit of work to make it run smoothly. If you let them go. 7. you'll wind up hiring them—or someone like them —back as consultants for twice what you paid them in salaries. the data from the ERP system must be combined with data from external systems for analysis purposes. such as customer and supplier records. most data in most legacy systems is of little use. companies should identify objectives for which its consulting partners must aim when training internal staff. Replacing your best and brightest It is accepted wisdom that ERP success depends on staffing the project with the best and brightest from the business and IS divisions. Companies often deny their data is dirty until they actually have to move it to the new client/server setups that popular ERP packages require. The bad news is a company must be prepared to replace many of those people when the project is over. But even clean data may demand some overhaul to match process modifications necessitated—or inspired—by the ERP implementation. To avoid this. Though the ERP market is not as hot as it once was. from old systems to new ERP homes. Users are in a pickle here: Refreshing all the ERP data every day in a big corporate data warehouse is difficult. 5. and ERP systems do a poor job of indicating which information has changed from day to day. making selective warehouse updates tough. consultancies and other companies that have lost their best people will be hounding yours with higher salaries and bonus offers than you can afford—or that your HR policies permit. a specific number of the user company's staff should be able to pass a projectmanagement leadership test—similar to what Big Five consultants have to pass to lead an ERP engagement.It costs money to move corporate information. 53 . One expensive solution is custom programming. those companies are more likely to underestimate the cost of the move. The software is too complex and the business changes too dramatic to trust the project to just anyone. 6. Although few CIOs will admit it. for example. Data analysis Often. Huddle with HR early on to develop a retention bonus program and create new salary strata for ERP veterans. Consequently. Include metrics in the consultants' contract. Consultants ad infinitum When users fail to plan for disengagement. product design data and the like.

You as an end user can't do much about the software. Back then. The "it won't happen to me" attitude is trouble. That's why its a good idea not to buy the original version of a new software program but to wait until some of the major bugs have been found b y others and fixed by the company.LECTURE 29 System Quality Problems: Software and Data It would be nice to have a perfect world. you can reduce the number of them in your programs by using the tools discussed in other chapters to design good programs from the beginning. It needs constant and continual attention. Bugs and Defects The term bug. maintenance will be reduced. With millions of lines of code. The Maintenance Nightmare You simply can't build a system and then ignore it. Grace Hopper. Defects in software and data are real. When you're considering organizational changes. Because bugs are so easy to create. 54 . an early pioneer. most unintentionally. has been around since the 1940s and 1950s. Data Quality Problems Let's bring the problem of poor data quality closer to home. If you did a poor job analyzing and designing the system. they found a moth had landed on one of the tubes and burned it out. no matter how minor they may seem. computers were powered by vacuum tubes hundreds and thousands of them. How well you did back then will play out in the maintenance of the system. used to describe a defect in a software program. So the term "bug" came to describe problems with computers and software. If you did a good job. Most software manufacturers know their products contain bugs when they release them to the marketplace. you must consider what changes need to be made to the systems that support the business unit. was troubleshooting a computer that had quit running. The fact is that half of a company's technology staff time is devoted to maintenance. but we donÕt. You just might have to search through thousands or millions of lines of code to find one small error that can cause major disruptions to the smooth functioning of the system. we stress good system analysis and design. Keep in mind that software is very complex nowadays. Information Systems security is everyone's business. maintenance will be a far more difficult task. Use antivirus software on your computer and update it every 30-60 days. In the SDLC lesson. What if the person updating your college records fails to record your grade correctly for this course and gives you a D instead of a B or an A? What if your completion of this course isn't even recorded? Think of the time and difficulty you'll experience getting the data corrected. Many system quality problems can be solved by instituting measures to decrease the bugs and defects in software and data entry. They provide free updates and fixes on their Web sites. Many bugs originate in poorly defined and designed programs and just keep infiltrating all parts of the program. but you can do something about the data you input. it's impossible to have a completely error-free program. When her team opened the back of the computer to see what was wrong.

55 .

Cash-Flow: Arranging the payment terms and the methodologies for exchanging funds across entities within the supply chain. of strategy consulting firm Booz Allen Hamilton in 1982. Supply chain execution is managing and coordinating the movement of materials. 56 . implementing. forecasts. production facilities. information and funds across the supply chain. The flow is bi-directional. Inventory Management: Quantity and location of inventory including raw materials. Supply chain management problems Supply chain management must address the following problems: • • • • • Distribution Network Configuration: Number and location of suppliers. work-in-process and finished goods. it also includes coordination and collaboration with channel partners. inventory and transportation etc. and logistics management activities. Importantly. Cross docking. Information: Integrate systems and processes through the supply chain to share valuable information. The definition one America professional association put forward is that Supply Chain Management encompasses the planning and management of all activities involved in sourcing. With SCEM possible scenarios can be created and solutions can be planned. The term supply chain management was coined by consultant Keith Oliver. Supply Chain Management integrates supply and demand management within and across companies. and finished goods from point-of-origin to point-of-consumption. third party logistics. In essence. Distribution Strategy: Centralized versus decentralized. and customers.LECTURE 30 Supply chain management Supply chain management (SCM) is the process of planning. Supply chain event management (abbreviated as SCEM) is a consideration of all possible occurring events and factors that can cause a disruption in a supply chain. warehouses and customers. while others consider the terms to be interchangeable. including demand signals. Some experts distinguish Supply Chain Management and logistics. intermediaries. conversion. which can be suppliers. Supply Chain Management is also a category of software products. pull or push strategies. Supply Chain Management spans all movement and storage of raw materials. procurement. third-party service providers. and controlling the operations of the supply chain as efficiently as possible. work-in-process inventory. direct shipment. distribution centers.

and size of warehouses. and operational levels of activities. so that new and existing products can be optimally integrated into the supply chain. distribution centers and facilities. Product design coordination. Several models have been proposed for understanding the activities required to manage material movements across organizational and functional boundaries. and customers. Strategic partnership with suppliers. and planning process definition. scheduling. direct shipping. routes. while reducing management control of daily logistics operations. Strategic • • • • • • Strategic network optimization. including quantity. including frequency. distributors. Inventory decisions.Activities/functions Supply chain management is a cross-functional approach to managing the movement of raw materials into an organization and the movement of finished goods out of the organization toward the end-consumer. These functions are increasingly being outsourced to other corporations that can perform the activities better or more cost effectively. As corporations strive to focus on core competencies and become more flexible. including all nodes in the supply chain. locations. The effect has been to increase the number of companies involved in satisfying consumer demand. thus improving inventory visibility and improving inventory velocity. Transportation strategy. SCOR is a supply chain management model promoted by the Supply Chain Management Council. location. The purpose of supply chain management is to improve trust and collaboration among supply chain partners. 57 . including contracting. they have reduced their ownership of raw materials sources and distribution channels. Where to make and what to make or buy decisions Align overall organizational strategy with supply strategy Tactical • • • • • • Sourcing contracts and other purchasing decisions. load management Information Technology infrastructure. Milestone payments Operational • Daily production and distribution planning. to support supply chain operations. and quality of inventory. Another model is the SCM Model proposed by the Global Supply Chain Forum (GSCF). Benchmarking of all operations against competitors and implementation of best practices throughout the enterprise. tactical. Supply chain activities can be grouped into strategic. including the number. Less control and more supply chain partners led to the creation of supply chain management concepts. location. and contracting. and third-party logistics. Production decisions. creating communication channels for critical information and operational improvements such as cross docking.

manufacturing facilities. the network structure fits neither "market" nor "hierarchy" categories (Powell. distribution centers. In the 21st century. coordinating the demand forecast of all customers and sharing the forecast with all suppliers. 1979). joint ventures. 58 . This inter-organizational supply network can be acknowledged as a new form of organization. has led to changes in coordination among the members of the supply chain network (Coase. outsourcing and information technology have enabled many organizations such as Dell and Hewlett Packard. and other customers. 1993). to successfully compete in the global market and networked economy. technological changes. and little is known about the coordination conditions and trade-offs that may exist among the players. [edit] Supply chain management Organizations increasingly find that they must rely on effective supply chains. with little concern for the internal management working of other individual players. particularly the dramatic fall in information communication costs. the choice of internal management control structure is known to impact local firm performance (Mintzberg. globalization. Therefore. including all fulfillment activities and transportation to customers. Outbound operations. as an outcome of globalization and proliferation of multi-national companies. However. following the earlier "Just-In-Time".[2] Second.[1] In Peter Drucker's (1998) management's new paradigms. accounting for all constraints in the supply chain. It is not clear what kind of performance impacts different supply network structures could have on firms. including current inventory and forecast demand. 1998). Traditionally. in collaboration with all suppliers.• • • • • • • Production scheduling for each manufacturing facility in the supply chain (minute by minute). Demand planning and forecasting. a paramount component of transaction costs. 1990). or networks. including transportation from suppliers and receiving inventory. Inbound operations. First. companies in a supply network concentrate on the inputs and outputs of the processes. with the complicated interactions among the players. Sourcing planning. Production operations. 2004). to successfully operate solid collaborative supply networks in which each specialized business partner focuses on only a few key strategic activities (Scott. During the past decades. including the consumption of materials and flow of finished goods. From a system's point of view. this concept of business relationships extends beyond traditional enterprise boundaries and seeks to organize entire business processes throughout a value chain of multiple companies. including all suppliers. a complex network structure can be decomposed into individual component firms (Zhang and Dilts. Order promising. there have been a few changes in business environment that have contributed to the development of supply chain networks. strategic alliances and business partnerships were found to be significant success factors. "Lean Management" and "Agile Manufacturing" practices.

59 . "Virtual Corporation". Global Production Network". and "Next Generation Manufacturing System". 2001).Many researchers have recognized these kinds of supply network structure as a new organization form. each with their capabilities.[3] In general. such a structure can be defined as "a group of semiindependent organizations. using terms such as "Keiretsu". which collaborate in everchanging constellations to serve one or more markets in order to achieve some business goal specific to that collaboration" (Akkermans. "Extended Enterprise".

joint product development. b. d. Successful organizations use following steps to build customer relationships: • • determine mutually satisfying goals between organization and customers establish and maintain customer rapport 60 . Shared information between supply chain partners can only be fully leveraged through process integration. communicates with several distributors and retailers. e. Supply chain business process integration involves collaborative work between buyers and suppliers. An example scenario: the purchasing department places orders as requirements become appropriate. f. However. According to Lambert and Cooper (2000) operating an integrated supply chain requires continuous information flows.Customer service provides the source of customer information. responding to customer demand. Customer service management Procurement Product development and commercialization Manufacturing flow management/support Physical distribution Outsourcing/partnerships Performance measurement a) Customer service management process Customer Relationship Management concerns the relationship between the organization and its customers. The key supply chain processes stated by Lambert (2004) are: • • • • • • • • Customer relationship management Customer service management Demand management Order fulfillment Manufacturing flow management Supplier relationship management Product development and commercialization Returns management One could suggest other key critical supply business processes combining these processes stated by Lambert such as: a. which in turn assist to achieve the best product flows. It also provides the customer with real-time information on promising dates and product availability through interfaces with the company's production and distribution operations. in many companies. Marketing. management has reached the conclusion that optimizing the product flows cannot be accomplished without implementing a process approach to the business. and attempts to satisfy this demand. g. c.LECTURE 31 Supply chain business process integration Successful SCM requires a change from managing individual functions to integrating activities into key supply chain processes. common systems and shared information.

inventory at manufacturing sites and maximum flexibility in the coordination of geographic and final assemblies postponement of physical distribution operations. includes the responsibility to coordinate with suppliers in scheduling. 2. Manufacturing processes must be flexible to respond to market changes. customers and suppliers must be united into the product development process. and 3. negotiation. select materials and suppliers in conjunction with procurement. and research to new sources or programmes. The desired outcome is a win-win relationship. such as work-in-process storage. the customer is the final destination of a marketing channel. handling. thus to reduce time to market. As product life cycles shorten. Activities related to obtaining products and materials from outside suppliers. storage and handling and quality assurance. and reduction times in the design cycle and product development is achieved. Orders are processes operating on a just-in-time (JIT) basis in minimum lot sizes. According to Lambert and Cooper (2000). In firms where operations extend globally. Activities related to planning. This requires performing resource planning. supply sourcing. where both parties benefit. In physical distribution. Also. and time phasing of components. hedging.• produce positive feelings in the organization and the customers b) Procurement process Strategic plans are developed with suppliers to support the manufacturing flow management process and development of new products. order placement. inbound transportation. sourcing should be managed on a global basis. e) Physical distribution This concerns movement of a finished product/service to customers. Also. managers of the product development and commercialization process must: 1. meaning improved responsiveness and efficiency of demand to customers. such as electronic data interchange (EDI) and Internet linkages to transfer possible requirements more rapidly. changes in the manufacturing flow process lead to shorter cycle times. and must accommodate mass customization. develop production technology in manufacturing flow to manufacture and integrate into the best supply chain flow for the product/market combination. transportation. and the 61 . coordinate with customer relationship management to identify customerarticulated needs. d) Manufacturing flow management process The manufacturing process is produced and supplies products to the distribution channels based on past forecasts. scheduling and supporting manufacturing operations. the appropriate products must be developed and successfully launched in ever shorter time-schedules to remain competitive. the purchasing function develops rapid communication systems. Also. supply continuity. c) Product development and commercialization Here.

Postponement 3. 5. to manage and control this network of partners and suppliers requires a blend of both central and local involvement. and 2) best practice benchmarking. thus it links a marketing channel with its customers (e. 2. and includes 1) customer perception measurement. g) Performance measurement Experts found a strong relationship from the largest arcs of supplier and customer integration to market share and profitability. According to experts internal measures are generally collected and analyzed by the firm including 1. but also outsourcing of services that traditionally have been provided in-house. Also. The logic of this trend is that the company will increasingly focus on those activities in the value chain where it has a distinctive advantage and everything else it will outsource. A. warehousing and inventory control is increasingly subcontracted to specialists or logistics partners.g. strategic decisions need to be taken centrally with the monitoring and control of supplier performance and day-to-day liaison with logistics partners being best managed at a local level. f) Outsourcing/partnerships This is not just outsourcing the procurement of materials and components. 4. Hence. wholesalers. and Quality. External performance measurement is examined through customer perception measures and "best practice" benchmarking.availability of the product/service is a vital part of each channel participant's marketing effort. As logistics competency becomes a more critical factor in creating and maintaining competitive advantage. 3. Kearney Consultants (1985) noted that firms engaging in comprehensive performance measurement realized improvements in overall productivity. retailers).T. It is also through the physical distribution process that the time and space of customer service become an integral part of marketing. Components of Supply Chain Management are 1. Standardisation 2. By taking advantage of supplier capabilities and emphasizing a long-term supply chain perspective in customer relationships can be both correlated with firm performance. Customisation 62 . This movement has been particularly evident in logistics where the provision of transport. logistics measurement becomes increasingly important because the difference between profitable and unprofitable operations becomes more narrow. Cost Customer Service Productivity measures Asset measurement. links manufacturers.

As the term implies. The result of these factors is that there is not a single. transformation of these materials into intermediate and finished products. Supply chains exist in both service and manufacturing organizations. marketing. On the other hand. operational decisions are short term. there is a need for a mechanism through which these different functions can be integrated together. Such a team is more competitive when each player knows how to be positioned for the hand-off. The relationships are the strongest between players who directly pass the baton. Realistic supply chains have multiple end products with shared components. Supply chain management is a strategy through which such an integration can be achieved. Cooper and Ellram [1993] compare supply chain management to a well-balanced and well-practiced relay team. Purchasing contracts are often negotiated with very little information beyond historical buying patterns. and ultimately. where the entire material flow is owned by a single firm. facilities and capacities. and the purchasing organizations along the supply chain operated independently. The effort in these type of decisions is to effectively and efficiently manage the product flow in the "strategically" planned supply chain. distribution. Therefore coordination between the various players in the chain is key in its effective management. Many manufacturing operations are designed to maximize throughput and lower costs with little consideration for the impact on inventory levels and distribution capabilities. Below is an example of a very simple supply chain for a single product. and guide supply chain policies from a design perspective. although the complexity of the chain may vary greatly from industry to industry and firm to firm. planning. and the bill of materials for the end items may be both deep and large. and then transported to distribution centers. where raw material is procured from vendors. but the entire team needs to make a coordinated effort to win the race. The flow of materials is not always along an arborescent network. These are closely linked to the corporate strategy (they sometimes {\it are} the corporate strategy). customers.LECTURE 32 A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials. Clearly. integrated plan for the organization---there were as many plans as businesses. and focus on activities over a day-to-day basis. 63 . transformed into finished goods in a single step. Supply Chain Decisions We classify the decisions for supply chain management into two broad categories -strategic and operational. Marketing's objective of high customer service and maximum sales dollars conflict with manufacturing and distribution goals. manufacturing. and the distribution of these finished products to customers. various modes of transportation may be considered. strategic decisions are made typically over a longer time horizon. and those where each channel member operates independently. These organizations have their own objectives and these are often conflicting. Traditionally. Supply chain management is typically viewed to lie between fully vertically integrated firms.

Inventories exist at every stage of the supply chain as either raw materials. and equipment maintenance. These are closely linked to the inventory decisions. their efficient management is critical in supply chain operations. allocation of suppliers to plants. Transportation Decisions The mode choice aspect of these decisions are the more strategic ones. The location of facilities involves a commitment of resources to a long-term plan. since they are primary determinants of customer service levels. These decisions assume the existence of the facilities.the determination of the optimal levels of order quantities and reorder points. 2) production.) Although location decisions are primarily strategic. plants to DC's. Harrison and Trafton [1995] for a thorough discussion of these aspects. number. 3) inventory. local content. taxes. Location Decisions The geographic placement of production facilities. and location of these are determined. since the best choice of mode is often found by trading-off the cost of using the particular mode of transport with the indirect cost 64 . Their primary purpose to buffer against any uncertainty that might exist in the supply chain. they also have implications on an operational level. and which plants to produce them in. distribution costs. Inventory Decisions These refer to means by which inventories are managed. These decisions should be determined by an optimization routine that considers production costs. and 4) transportation (distribution). These decisions include the construction of the master production schedules.LECTURE 33 There are four major decision areas in supply chain management: 1) location. production limitations. As before. It is strategic in the sense that top management sets goals. However. and there are both strategic and operational elements in each of these decision areas. These include deployment strategies (push versus pull). but determine the exact path(s) through which a product flows to and from these facilities. Another critical issue is the capacity of the manufacturing facilities-and this largely depends the degree of vertical integration within the firm. Once the size. stocking points. These levels are critical. etc. and DC's to customer markets. so are the possible paths by which the product flows through to the final customer. Operational decisions focus on detailed production scheduling. control policies --. They can also be in-process between locations. and will have a considerable impact on revenue. Brown. semi-finished or finished goods. cost. These decisions are of great significance to a firm since they represent the basic strategy for accessing customer markets. at each stocking location. scheduling production on machines. and sourcing points is the natural first step in creating a supply chain. Since holding of inventories can cost anywhere between 20 to 40 percent of their value. Production Decisions The strategic decisions include what products to produce. costs and customer service levels of the firm. most researchers have approached the management of inventory from an operational perspective. and quality control measures at a production facility. tariffs. Other considerations include workload balancing. (See Arntzen. and level of service. these decisions have a big impact on the revenues. and setting safety stock levels. duties and duty drawback.

Often due to the enormity of data requirements. Simulation methods is a method by which a comprehensive supply chain model can be analyzed. and focus more on the design aspect of the supply chain. It is the traditional question of "What If?" versus "What's Best?". provide normative models for the more strategic decisions. and geographic location play vital roles in such decisions. if not optimal. global or "all encompassing" in that they try to integrate various aspects of the supply chain. where and how to produce it. The strategic decisions are. these methods determine the location of production. "Rough cut" methods. Supply Chain Modeling Approaches Clearly.e. for the most part. The network design methods. meanwhile. solutions to the operational decisions. such as explicitly considering the site's relation to the others in the network. was by Geoffrion and Graves [1974]. Such methods tend to be large scale. These models typically cover the four major decision areas described earlier. that is used to decide what products to produce. but they necessitate holding relatively large amounts of inventory to buffer against the inherent uncertainty associated with them. and require a considerable amount of data. While air shipments may be fast. Shipment sizes (consolidated bulk shipments versus Lot-for-Lot).. they are expensive. we divide the modeling approaches into three areas --. considering both strategic and operational elements. Consequently. Since transportation is more than 30 percent of the logistics costs. reliable. these models often consider great detail and provide very good. Therefore the models that describe them are often very specific in nature. They introduce a multicommodity logistics network design model for optimizing annualized finished product flows from plants to the DC's to the final customers. and used generally at the inception of the supply chain. and warrant lesser safety stocks. address the day to day operation of the supply chain. ``Rough Cut" methods. The earliest work in this area. Geoffrion and Powers [1993] later give a review of the evolution of distribution strategies over the past twenty years. The operational decisions. although the term "supply chain" was not in vogue. Meanwhile shipping by sea or rail may be much cheaper. and paths the product(s) take through them. routing and scheduling of equipment are key in effective management of the firm's transport strategy. give guiding policies for the operational decisions. However. each of the above two levels of decisions require a different perspective. Network Design Methods As the very name suggests. stocking. To facilitate a concise review of the literature. the models that describe these decisions are huge.Network Design. one can only evaluate the effectiveness of a pre-specified policy rather than develop new ones. Therefore customer service levels. which markets to pursue and what 65 . and simulation based methods. describing how the descendants of the above model can accommodate more echelons and cross commodity detail. "PLANETS". Breitman and Lucas [1987] attempt to provide a framework for a comprehensive model of a production-distribution system. the establishment of the network and the associated flows on them. and at the same time attempting to accommodate the above polarity in modeling. on the other hand. and the broad scope of decisions. operating efficiently makes good economic sense. and sourcing facilities. these models provide approximate solutions to the decisions they describe. These models typically assume a "single site" (i. for the most part. as with all simulation models.of inventory associated with that mode. Due to their narrow perspective. ignore the network) and add supply chain characteristics to it.

Cohen and Lee [1989] present a normative model for resource deployment in a global manufacturing and distribution network. In sum.resources to use. inventory. They use heuristic methods to link and optimize these sub. These models have come to be known as "multi-level" or "multi-echelon" inventory control models.savings in the order of $100 million dollars. there does not seem to yet be a comprehensive model that is representative of the true nature of material flows in the supply chain. those that consider stochastic elements are very restrictive in nature. Examples of cost elements include purchasing. They validate the model by applying it to analyze the global manufacturing strategies of a personal computer manufacturer. and transportation. The cost structure consists of variable and fixed costs for material procurement. duties. that considers annualized product flows from raw material vendors via intermediate plants and distribution echelons to the final customers. Parts of this ambitious project were successfully implemented at General Motors. production. They later give an integrated and readable exposition of their models and methods in Cohen and Lee [1988]. these network-design based methods add value to the firm in that they lay down the manufacturing and distribution strategies far into the future. [1992]. and taxes. the term "Supply Chain" first appears in the literature as an inventory management approach. Harrison.models. most of the models in this category are largely deterministic and static in nature. Finally. Most of the integrative research (from a supply chain context) in the literature seem to take on an inventory management perspective. Implementation of this model at the Digital Equipment Corporation has produced spectacular results --. transportation costs between various sites. Global after-tax profit (profit-local taxes) is maximized through the design of facility network and control of material flows within the network. Unique to this model was the explicit consideration of duty and their recovery as the product flowed through different countries. Rough Cut Methods These models form the bulk of the supply chain literature. Their very nature forces these problems to be of a very large scale. and Trafton [1995] provide the most comprehensive deterministic model for supply chain management. manufacturing. and such models are therefore indispensable. The thrust of the rough cut models is the development of inventory control policies. considering several levels or echelons together. location. The objective function minimizes a combination of cost and time elements. Brown. and typically deal with the more operational or tactical decisions.models. Time elements include manufacturing lead times and transit times. Arntzen. distribution and transportation. where they describe a series of stochastic sub. Although the above review shows considerable potential for these models as strategic determinants in the future. In fact. Furthermore. It is imperative that firms at one time or another make such integrated decisions. Cohen and Lee [1985] develop a conceptual framework for manufacturing strategy analysis. pipeline inventory. encompassing production. they are not without their shortcomings. Clearly. Additionally. They are often difficult to solve to optimality. For a review the reader is directed to Vollman et al. 66 .

direct communication with customers that does not include a company’s sales or service representative (“self service”) Analytical CRM. and distribution partners. including sales. with the aim of improving customer satisfaction and maximizing profits. Each interaction with a customer is generally added to a 67 . and usually Internet capabilities that help an enterprise manage customer relationships in an organized way. and dubbed it the “CRM Ecosystem” Operational CRM Operational CRM provides support to "front office" business processes. identifying the most profitable customers and providing them the highest level of service. people providing service. its customer base. taking orders using mobile devices) Allowing the formation of individualized relationships with customers. and effectively build relationships between the company. and perhaps the customer directly could access information. and so forth. and streamlining existing processes (for example. Providing employees with the information and processes necessary to know their customers. match customer needs with product plans and offerings.analysis of customer data for a broad range of purposes META Group (acquired by Gartner in April 2005) developed this conceptual architecture in the late 1990s. For example. an enterprise might build a database about its customers that described relationships in sufficient detail so that management. and sales management by optimizing information shared by multiple employees. Assisting the organization to improve telesales. CRM consists of: • • • • Helping an enterprise to enable its marketing departments to identify and target their best customers. know what other products a customer had purchased. marketing and service. salespeople. remind customers of service requirements. manage marketing campaigns with clear goals and objectives.automation or support of customer processes that include a company’s sales or service representative Collaborative CRM.LECTURE 34 Customer Relationship Management What is CRM (customer relationship management)? CRM (customer relationship management) is an information industry term for methodologies. software. Aspects of CRM There are three aspects of CRM which can each be implemented in isolation from each other: • • • Operational CRM. and generate quality leads for the sales team. According to one industry view. account. understand their needs.

Analytical CRM generally makes heavy use of predictive analytics. including customer acquisition. Interaction can be through a variety of channels.) management decisions. for a variety of different purposes. email. CRM is not just a technology. and staff can retrieve information on customers from the database as necessary. it is important that any CRM implementation considers not only technology. but furthermore the broader organizational requirements. This includes policies and processes. many call centers use some kind of CRM software to support their call centre agents. Consequently. 68 . However.customer's contact history.g. The objectives of a CRM strategy must consider a company’s specific situation and its customers needs and expectations. One of the main benefits of this contact history is that customers can interact with different people or different contact “channels” in a company over time without having to repeat the history of their interaction each time. e. employee training. retention analysis of customer behaviour to aid product and service decision making (e. Strategy Several commercial CRM software packages are available which vary in their approach to CRM. new product development etc. including feedback and issue-reporting. Collaborative CRM Collaborative CRM covers the direct interaction with customers. pricing. The objectives of Collaborative CRM can be broad. financial forecasting and customer profitability analysis prediction of the probability of customer defection (churn). Hence. such as web pages. Analytical CRM Analytical CRM analyses customer data for a variety of purposes including • • • • • design and execution of targeted marketing campaigns to optimise marketing effectiveness design and execution of specific customer campaigns. front-of-house customer service. cross-selling.g. systems and information management. automated phone (Automated Voice Response AVR) or SMS. including cost reduction and service improvements. up-selling. but rather a holistic approach to an organization's philosophy in dealing with its customers. marketing.

69 . Collaborative CRM requires customer interaction systems. This can be a CRM specific database or an Enterprise Data warehouse. The basic building blocks include • • • • A database to store customer information. Analytical CRM requires statistical analysis software as well as software that manages any specific marketing campaigns. Operational CRM requires customer agent support software. Each of these can be implemented in a basic manner or in a high end complex installation. automated phone systems etc.Technology Considerations The technology requirements of a CRM strategy can be complex and far reaching. eg an interactive website.

70 . which finally get converted into Sales Revenues for the company. Sales 3. These are then monitored based on the actual performance throughout the defined period. Sales team is responsible for regularly capturing key customer interactions. Lead Management One key objective of the Marketing function is to generate sales related leads. Marketing campaigns with the specific objective of generating leads (Prospective customers who may be interested in a product).LECTURE 35 Key Functionalities A typical CRM system is subdivided into three basic sub modules: 1. Service Marketing Marketing sub module primarily deals with providing functionalities of Long-term planning and Short-term execution of Marketing related Activities within an organization. there is a lot of information that is gathered during Marketing Campaigns it becomes necessary to screen these leads). Campaign Management Short-Term execution includes running Marketing campaigns via different communication channels targeting a pre-defined group of potential buyers with a specific message referring to a product or a group of products. geographies etc. Sales Sales functionalities are focused on helping the Sales team to execute and manage the presales process better and in an organized manner. monitoring against the targets and proactively alerting the sales person with recommended further actions based on company's sales policy. Marketing Planning Long-term Market Plans can be made and Quantitative as well as Qualitative measures (targets) can be set for a defined period and for different product groups. any leads or opportunities they are working on etc. in CRM system. carrying out a sanity check. Marketing 2. evaluating the genuineness of the information (Since. The system helps by processing this data. Lead management deals with processing these Leads. and finally converting them to Hot Leads or Cold Leads.

Quotation and Sales Order Management Opportunities. These Sales orders then flow to the Back-End (ERP) system for further execution and Delivery. RFP received. important dates and milestones etc. How to guides) Call Center Support 71 .g. and. 7. and provide first and Second Level support to Customers. Several functionalities are mentioned below: 1. identification. A CRM system helps in each phase by "Guiding" the Sales representative to carry out certain suggested activities as defined by the company's sales policy. e. expected budget. Service Order Management Service Contract Management Planned Services management Warranty Management Installed Base (Equipment) Management SLA Management Resource Planning and Scheduling Knowledge Management (FAQs. discussions. avoid "leakage" of Warranty based services. Activities can be synchronized to MS Outlook/Lotus Notes Calendar items (Meetings and Tasks) Service Service related functionalities are focused on effectively managing the customer service (Planned or Unplanned). Activity Management Activities represent various Sales or Service related interactions with the customer (meetings.Opportunity Management Opportunities help the Sales team by organizing all the relevant data regarding a prospective deal into one place. initiation. and the deal size is more than (say) 50. can be converted to a quotation. e. qualification. It creates reminders and planned activities within the system. expected closing date. 8.g. 2. products interested in. Opportunities can be directly converted into Quotations or Sales Orders. 9. if the Opportunity has reached "RFP received" stage. telephone calls. 3. This is often referred as "Guided Sales Methodology". It is characterized by the details such as Prospective customer. won or lost. total spending. Activity Management provides a platform to consolidate all the interactions with customer into a single platform. final stage. quotation sent. the system can prompt the representative to hold a review discussion with a senior manager. 4. if won gets converted to a Sales order. Key players in the deal and their key characteristics. 5. Of course these phases can be defined based on individual company needs. helping to build a 360 degree view of customer. if they reach a Quotation phase. Standard features of creating a "linked" Quotation or Sales Order from opportunities are provided. 6. avoid "Penalties" arising due to Non conformity of SLA (Service Level Agreements). emails).000 USD. The Opportunity has several phases.

In contrast there are a growing number of successes. [1] [2] Privacy and Data Security The data gathered as part of CRM must consider customer privacy and data security. Direct 2. Online (Internet) 3. These channels can be: 1. One example is the National Australia Bank (NAB) which has pursued a CRM strategy for over ten years and has won numerous awards for its efforts. an increase in unsolicited telemarketing calls is generally resented by customers while a small number of relevant offers is generally appreciated by customers. Based on these criteria. Customers also want their data used by companies to provide a benefit for them. 72 . Customers want the assurance that their data is not shared with third parties without their consent and not accessed illegally by third parties. CRM offerings can be further sub divided into following: Communication Channel / CRM Module Marketing Sales Service Online Marketing Web Shop Web Marketing Tele Marketing Direct Internet Call Center Tele Sales Customer Self Service Online Service Portal Successes Tele Service While there are numerous reports of "failed" implementations of various types of CRM projects. Sales and Service) can be executed across these Communication channels. Call Center (via Phone/FAX/Email etc) All the three CRM Sub Modules (Marketing.10. Resource Planning and Workforce Management Channels of communication It is also important to mention here that a CRM system is capable of executing all the three sub modules via multiple communication Channels. For instance. these are often the result of unrealistic high expectations and exaggerated claims by CRM vendors.

They were developed to meet a growing demand for management information and analysis that could not be met by operational systems. Frequently data in data warehouses are heavily denormalised. Bill Inmon. This is not always required to achieve acceptable query response times. meaning that the changes to the data in the database are tracked and recorded so that reports can be produced showing changes over time. the data warehouse is optimized for reporting and analysis (online analytical processing. or how employee sick leave the week before the winter break differed between California and New York from 2001–2005. the data is static. meaning that the data in the database is organized so that all the data elements relating to the same real-world event or object are linked together. History Data Warehouses became a distinct type of computer database during the late 1980s and early 1990s. A data warehouse might be used to find the day of the week on which a company sold the most widgets in May 1992. non-volatile. however. an early and influential practitioner. its corporate memory. Operational systems were unable to meet this need for a range of reasons: • • • • The processing load of reporting reduced the response time of the operational systems. and Development of reports in operational systems often required writing specific computer programs which was slow and expensive 73 .LECTURE 36 Data warehouse A data warehouse is the main repository of an organization's historical data. It contains the raw material for management's decision support system. on the information without slowing down the operational systems. The critical factor leading to the use of a data warehouse is that a data analyst can perform complex queries and analysis. meaning that data in the database is never over-written or deleted .once committed. While operational systems are optimized for simplicity and speed of modification (see OLTP) through heavy use of database normalization and an entity-relationship model. time-variant. has formally defined a data warehouse in the following terms. and that this data is made consistent. meaning that the database contains data from most or all of an organization's operational applications. • • • • subject-oriented. read-only. Most organizations had more than one operational system. so company-wide reporting could not be supported from a single system. such as data mining. The database designs of operational systems were not optimized for information analysis and reporting. and integrated. or OLAP). but retained for future reporting. summarised or stored in a dimension-based model.

coupled with user-friendly reporting tools and freedom from operational impacts. as well as personal computers and office automation software such as spreadsheet. These data warehouses were able to bring in data from a range of different data sources. minicomputers. and integrate this information in a single place.As a result. has led to a growth of this type of computer system. such as mainframe computers. separate computer databases began to be built that were specifically designed to support management information and analysis purposes. 74 . This capability.

Architecture The term data warehouse architecture is primarily used today to describe the overall structure of a Business Intelligence system. Less complex information is broken down into its most simple structures (a table) where all of the individual atomic level elements relate to each other and satisfy the normalization rules. Relational database managers are efficient at managing the relationships between tables and result in very fast insert/update performance because only a little bit of data is affected in each relational transaction. Fully normalized OLTP database designs often result in having information from a business transaction stored in dozens to hundreds of tables.) Integrated Data Warehouse — Data warehouses at this stage are used to generate activity or transactions that are passed back into the operational systems for use in the daily activity of the organization. thousands to billions of transactions may need to be reassembled imposing a huge workload on the relational database. Offline Data Warehouse — Data warehouses in this stage of evolution are updated on a regular time cycle (usually daily. every time an operational system performs a transaction (e. data warehouses have evolved through several fundamental stages: • • • • Offline Operational Databases — Data warehouses in this initial stage are developed by simply copying the database of an operational system to an offline server where the processing load of reporting does not impact on the operational system's performance. In reporting and analysis. an order or a delivery or a booking etc. Codd defines 5 increasingly stringent rules of normalization and typically OLTP systems achieve a 3rd level normalization. Storage In OLTP — online transaction processing systems relational database design use the discipline of data modeling and generally follow the Codd rules of data normalization in order to ensure absolute data integrity. management information systems (MIS). weekly or monthly) from the operational systems and the data is stored in an integrated reporting-oriented data structure Real Time Data Warehouse — Data warehouses at this stage are updated on a transaction or event basis. Given enough time the software can usually return the requested results.LECTURE 37 As technology improved (lower cost for more performance) and user requirements increased (faster data load cycle times and more features). Other historical terms include decision support systems (DSS). but because of the negative performance impact on the machine and all of its 75 .g. OLTP databases are efficient because they are typically only dealing with the information around a single transaction. and others.

there can be alternative methods for design and implementing data warehouses. 76 . it is difficult for users to join the required data elements into meaningful information without a precise understanding of the data structure. Lastly. However. In addition. etc. Tables are then grouped together by subject areas that reflect the general definition of the data (customer. geographical location and salesperson. All factors that while improving performance. it can result in a rats nest of long term data integration and abstraction complications when used in a data warehouse. seemingly unrelated and obscure structures that store data using incomprehensible coding schemes. As an example. product. finance. The main disadvantage of the dimensional approach is that it is quite difficult to add or change later if the company changes the way in which it does business. Furthermore. The "normalized" approach uses database normalization. In the "dimensional" approach.hosted applications. Also. Designing the data warehouse data Architecture synergy is the realm of Data Warehouse Architects. OLTP databases are designed to provide good performance by rigidly defined applications built by programmers fluent in the constraints and conventions of the technology. The goal of a data warehouse is to bring data together from a variety of existing databases to support management and reporting needs. complicate use by untrained people. The main advantages of a dimensional approach is that the data warehouse is easy for business staff with limited information technology experience to understand and use.) The main advantage of this approach is that it is quite straightforward to add new information into the database — the primary disadvantage of this approach is that because of the number of tables involved. and dimensions such as date. transaction data is partitioned into either a measured "facts" which are generally numeric data that captures specific values or "dimensions" which contain the reference information that gives each transaction its context. In this method. and the price paid. since the segregation of facts and dimensions is not explicit in this type of data model. Add in frequent enhancements. customer. There are two leading approaches to organizing the data in a data warehouse: the dimensional approach advocated by Ralph Kimball and the normalized approach advocated by Bill Inmon. the data warehouse tends to operate very quickly. product. The generally accepted principle is that data should be stored at its most elemental level because this provides for the most useful and flexible basis for use in reporting and information analysis. because of different focus on specific requirements. data warehousing suggests that data be restructured and reformatted to facilitate query and analysis by novice users. the data warehouse needs to support high volumes of data gathered over extended periods of time and are subject to complex queries and need to accommodate formats and definitions inherited from independently designed package and legacy systems. Whilst the dimension approach is very useful in data mart design. because the data is pre-joined into the dimensional form. and too many a database is just a collection of cryptic names. it can be rather slow to produce information and reports. a sales transaction would be broken up into facts such as the number of products ordered. data warehousing professionals recommend that reporting databases be physically separated from the OLTP database. the data in the data warehouse is stored in third normal form.

Data Storage design controversy warrants careful consideration and perhaps prototyping of the data warehouse solution for each project's environments 77 . A data warehouse can be a significant enabler of commercial business applications. Security could develop into a serious issue. some of them are: • • Enhances end-user access to a wide variety of data. transforming and loading data consumes a lot of time and computational resources. you might have customers. such as customer enrollment. products and contracts. For example. Advantages There are many advantages to using a data warehouse. most notably customer relationship management (CRM). Concerns • • • • • Extracting.g. Decision support system users can obtain specified trend reports. e. An alternative approach is to organize around the business transactions. Data warehousing project scope must be actively managed to deliver a release of defined content and value. in a financial services business. Compatibility problems with systems already in place.Subject areas are just a method of organizing information and can be defined along any lines. the item with the most sales in a particular area/country within the last two years. sales and trades. The traditional approach has subjects defined as the subjects or nouns within a problem space. especially if the data warehouse is web accessible.

or relationships among all this data can provide information. On Thursdays. one Midwest grocery chain used the data mining capacity of Oracle software to analyze local buying patterns. cost. Data. or both. disk storage. The retailer concluded that they purchased the beer to have it available for the upcoming weekend. For example. they also tended to buy beer. It allows users to analyze data from many different dimensions or angles. and summarize the relationships identified. Further analysis showed that these shoppers typically did their weekly grocery shopping on Saturdays.information that can be used to increase revenue. the technology is not. For example. sales. categorize it. Today. Technically.LECTURE 38 Data Mining: What is Data Mining? Overview Generally. and macro economic data meta data . they could move the beer display closer to the diaper display. Information. forecast data. Data mining software is one of a number of analytical tools for analyzing data. inventory.data about the data itself. And. they could make sure beer and diapers were sold at full price on Thursdays. continuous innovations in computer processing power. cuts costs. and accounting nonoperational data. or text that can be processed by a computer. such as logical database design or data dictionary definitions • • Information The patterns. organizations are accumulating vast and growing amounts of data in different formats and different databases. they only bought a few items. However. data mining (sometimes called data or knowledge discovery) is the process of analyzing data from different perspectives and summarizing it into useful information . Companies have used powerful computers to sift through volumes of supermarket scanner data and analyze market research reports for years. associations. numbers. Continuous Innovation Although data mining is a relatively new term. The grocery chain could use this newly discovered information in various ways to increase revenue. data mining is the process of finding correlations or patterns among dozens of fields in large relational databases. analysis of retail point of sale transaction data can yield information on which products are selling and when. 78 . and statistical software are dramatically increasing the accuracy of analysis while driving down the cost. Example For example. payroll. such as industry sales. and Knowledge Data Data are any facts. They discovered that when men bought diapers on Thursdays and Saturdays. This includes: • operational or transactional data such as. however.

Data warehousing is defined as a process of centralized data management and retrieval. summary information on retail supermarket sales can be analyzed in light of promotional efforts to provide knowledge of consumer buying behavior. Data warehousing represents an ideal vision of maintaining a central repository of all organizational data. 79 . processing power. and storage capabilities are enabling organizations to integrate their various databases into data warehouses. Data warehousing. Thus.Knowledge Information can be converted into knowledge about historical patterns and future trends. like data mining. The data analysis software is what supports data mining. equally dramatic advances in data analysis software are allowing users to access this data freely. For example. is a relatively new term although the concept itself has been around for years. Dramatic technological advances are making this vision a reality for many companies. data transmission. a manufacturer or retailer could determine which items are most susceptible to promotional efforts. And. Data Warehouses Dramatic advances in data capture. Centralization of data is needed to maximize user access and analysis.

Blockbuster Entertainment mines its video rental history database to recommend rentals to individual customers. WalMart computers processed over 1 million complex data queries. a coach can automatically bring up the video clips showing each of the jump shots attempted by Williams with Price on the floor. or staff skills. 80 . 1995 reveals that when Mark Price played the Guard position. Those clips show a very successful pick-and-roll play in which Price draws the Knick's defense and then finds Williams for an open jump shot. but explains that it is interesting because it differs considerably from the average shooting percentage of 49.900 stores in 6 countries and continuously transmits this data to its massive 7. It enables these companies to determine relationships among "internal" factors such as price.LECTURE 39 What can data mining do? Data mining is primarily used today by companies with a strong consumer focus retail. These suppliers use this data to identify customer buying patterns at the store display level. And. and marketing organizations. an analysis of the play-by-play sheet of the game played between the New York Knicks and the Cleveland Cavaliers on January 6. and "external" factors such as economic indicators. and customer demographics.500 suppliers. For example. By mining demographic data from comment or warranty cards. product positioning. With data mining. American Express can suggest products to its cardholders based on analysis of their monthly expenditures. to access data on their products and perform data analyses. The National Basketball Association (NBA) is exploring a data mining application that can be used in conjunction with image recordings of basketball games. For example. it enables them to "drill down" into summary information to view detail transactional data.30% for the Cavaliers during that game. WalMart allows more than 3. communication. it enables them to determine the impact on sales. They use this information to manage local store inventory and identify new merchandising opportunities. the retailer could develop products and promotions to appeal to specific customer segments. and corporate profits. In 1995. financial. customer satisfaction.5 terabyte Teradata data warehouse. John Williams attempted four jump shots and made each one! Advanced Scout not only finds this pattern. By using the NBA universal clock. without needing to comb through hours of video footage. WalMart is pioneering massive data mining to transform its supplier relationships. competition. Finally. The Advanced Scout software analyzes the movements of players to help coaches orchestrate plays and strategies. WalMart captures point-of-sale transactions from over 2. a retailer could use point-of-sale records of customer purchases to send targeted promotions based on an individual's purchase history.

Data mining software analyzes relationships and patterns in stored transaction data based on openended user queries. For example. transform.LECTURE 40 How does data mining work? While large-scale information technology has been evolving separate transaction and analytical systems. an outdoor equipment retailer could predict the likelihood of a backpack being purchased based on a consumer's purchase of sleeping bags and hiking shoes. • 81 . machine learning. such as a graph or table. For example. Present the data in a useful format. Clusters: Data items are grouped according to logical relationships or consumer preferences. and neural networks. • • Different levels of analysis are available: • Artificial neural networks: Non-linear predictive models that learn through training and resemble biological neural networks in structure. Associations: Data can be mined to identify associations. and load transaction data onto the data warehouse system. Sequential patterns: Data is mined to anticipate behavior patterns and trends. data can be mined to identify market segments or consumer affinities. Analyze the data by application software. Store and manage the data in a multidimensional database system. any of four types of relationships are sought: • Classes: Stored data is used to locate data in predetermined groups. The beer-diaper example is an example of associative mining. For example. Provide data access to business analysts and information technology professionals. and natural selection in a design based on the concepts of natural evolution. This information could be used to increase traffic by having daily specials. Genetic algorithms: Optimization techniques that use processes such as genetic combination. a restaurant chain could mine customer purchase data to determine when customers visit and what they typically order. Generally. Several types of analytical software are available: statistical. • • • Data mining consists of five major elements: • • • Extract. mutation. data mining provides the link between the two.

They provide a set of rules that you can apply to a new (unclassified) dataset to predict which records will have a given outcome. Data visualization: The visual interpretation of complex relationships in multidimensional data. Sometimes called the k-nearest neighbor technique. Graphics tools are used to illustrate data relationships. These decisions generate rules for the classification of a dataset.• Decision trees: Tree-shaped structures that represent sets of decisions. CART and CHAID are decision tree techniques used for classification of a dataset. Rule induction: The extraction of useful if-then rules from data based on statistical significance. Specific decision tree methods include Classification and Regression Trees (CART) and Chi Square Automatic Interaction Detection (CHAID) . Nearest neighbor method: A technique that classifies each record in a dataset based on a combination of the classes of the k record(s) most similar to it in a historical dataset (where k 1). • • • 82 . CART segments a dataset by creating 2way splits while CHAID segments using chi square tests to create multi-way splits. CART typically requires less data preparation than CHAID.

83 .45 Research projects to be discussed in the class(one project per student).Lecture 41 .

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