INFOSYS 110 UoA - Module 2: Systems

Intelligence Density

Usefulness of decision-making power gleaned divided by Units of analytic time spent by the decision maker

Factors driving success of supply chain management

Visibility Consumer Behaviour Competitive Speed Control cost of the business Level of inventory Cycle time Adaptability Legal Collaboration

The use of TPS's

Imagine a pyramid. From top to bottom: Executive information systems (EIS) Decision support systems (DSS) Transaction Processing Systems (TPS) Generally EIS: Unstructured - Strategic - Coarse - Analytical DSS: Semistructured - Managerial TPS: Structured - Operational - Detailed - Transactional At the top of the triange; suppliers and customers can also replace enterprise

Flow of data in a TPS

1. Business event or transaction -> 2. TPS which leads to either/both 3 a) detailed reports 3 b) organisation resources e.g. DSS, business intelligence

Outputs from a TPS

1. Create, Read, Update, Delete (CRUD) 2. Calculate 3. Summarize

The three C's

All inter-related... and in the middle, is a sweet spot of group awareness. Communication: Information exchange Coordination Syncing stuff up, especially with group tasks Cooperation Yeah this is where whoever made the three C's got pretty desperate. Cooperation in this context actually means action. But hey, CAC doesn't quite roll off the tongue so scintillatingly now does it?

Business intelligence

Applications, technologies and processes for gathering, storing, accessing and analyzing data to help business users make better decisions.

A one card summary

Because businesses are often data rich, but information poor (as they don't know how to use the data) they need models for making decisions and an understanding for how and why to do it quickly.

Levels and departments of TPS's

Can be for all departments e.g. accounting, human resources, marketing And all levels e.g. strategic (CEO), tactical (managerial), operational (workers)

A one card summary

Collaboration systems facilitate all the other 6 categories (7 in total) which are all interconnected with each other. We look at the flow of data in certain contexts and how it becomes useful.

The trade-off of the three C's

Cooperation and communication (the x axis (page 100)) have to replace one for the other i.e. you can't have both. On the Y axis, there is coordinating.

ERP components

Core: Accounting and finance Proudction and materials management Human Resources Extended Core x 2: At the heart of all ERP's is a database

Content management

Creation, storage, editing and publication of information in a collaborative environment. Web content management, document management systems.

Page 119

Ermagurd look at this thing (top of the page). Don't word team, Ron said just 'kinda' study it.

High value repeat customers

Focus efforts on keeping happy customers happy, especially the ones that are loyal and are high-value (those that create other customers).

The book definition of an ERP

Integrates all departments and functions and levels of an organisation into a single IT system (or integrated set of IT systems) so that employees can make enterprise-wide decisions by viewing enterprise-wide information on all business operations.

IFOTIS

Is a KPI to measure the effectiveness in supply chain management: IFOTIS: Proportion of deliveries made: In-full On-time In-specification (what the customer ordered)

What is a supply chain

It has three main links 1 Suppliers 2 Organisation (good are transformed into finished/semi-finished customers) 3 Customers (these can be consumers or further, even another supplier) 1 -> 2 -> 3 is called downstream travel 3 -> 2 -> 1 is called upstream travel Information and data can go up/downstream, goods rarely go upstream (unless a return) Supply chain management... is... well... you know.... supply chain management (don't overthink it buttercup)

DSS Quantitative information

It is stressed that you understand that when dealing with quantitative information, the answer is not black or white. DSS's require you to balance of two or more ideas.

Topic 2: Decision support

Learning outcomes:

Topic 4: Enterprise Resource Planning

Learning outcomes: Analyse how ERP's support businesses Integration of data and automation and support of business processes lie at the heart of ERP Identify the main components of an ERP

Topic 3: Collaboration Support

Learning outcomes: Define the constructs of reach and range In business, differentiate between the 3 C's

Topic 1: Transaction Processing Systems

Learning outcomes: TPS's CRUD (Create read update delete) (then calculate, summarise)

Topic 6: Customer Relationship Management

Learning outcomes: Understand the functionalities of CRM Components of a CRM Different types of CRM and it's evolution

Topic 5: Supply Chain Management

Learning outcomes: Understand the innate connecting nature of supply chains Characterise types of supply chain systems Benchmark and success Key compionents and subsystems

Customer Relationship Management

Listen Learn Acquire Serve Retain

Miscellaneous

Not cheap (100's of millions of dollars, tbh Microsoft Excel just seems more worth it...) May fail (those computer bugs...) Long to implement, create and sometimes train staff (but worth it in the long run if you can afford it and it actually ends up being made) Acronyms: ROI = Return on investment POS = Point of sales PLM = Product lifecycle management

Reach and range

On an X and Y axis: Range describes how much a system can do Send an email (little range), compile a summary, negotiate a merger (high range) Reach refers to how far the system can... well... reach. Either from one office cubicle to another, a different organisation, or to the moon

Operational and Analytical CRM

Operational: Focuses directly on serving the customer. Sales, marketing, FAQ, customer service and support Analytical: Focuses indirectly on serving the customer through directly supporting and enhancing operational. Data mining, decision support, OLAP.

Main use of data for CRM

Personalisation: big surpris peeps but people like what they like. The more you can align your product to that, the better off you'll be.

Push vs Pull Model

Push model Products are made to stock based on sales forecasts. Businesses push to customers Pull model Companies make products based on customer orders, and consumers pull the products

Data and customer relationship management

Quite often businesses have to sacrifice a little bit to get data, just so they can be a step closer to making you happy. Example? Never thought you'd ask - Countdown's Onecard's (loyalty scheme) allows you to get pretty rad discounts. But this also allows the company to get your data (as you have to provide heaps of info to get a card) so they can then match your spending habits with your attributes and create trends tailored to you and people like you to insinuate buying.

Customer value through RFM

Recency: How recently they purchased something (so you know they are still interested) Frequency: How often they purchase Monetary value: How much a customer spends on each purchase Memorize middle slide page 124

DSS actions

Sense Interpret Respond Look at page 92 to understand the importance of agile decision making, and how latency (lag) can kill value of information

DSS Applications

Sensitivity analysis What-if analysis Goal-seeking analysis

Information systems in the supply chain at different levels

Strategic (CEO's): Supply Chain Integration (e.g. Demand/Supply management) Tactical (Managers): Information Integration (e.g. Event monitoring, KPI's, Demand/Supply Visibility (visibility means ability to track goods)) Operational (Workers): Business Process Integration (e.g. Vendor managed inventory)

Unstructured vs Structured collaboration

Structured (process collaboration) Focusses on things such as business processes and involves shared participation Unstructured collaboration (information collaboration) Document exchange, emails, shared whiteboards... you get the jist

A one card summary

Supply chain management looks at the interconnected nature of how players in a supply chain need to be connected to efficiently and effectively deliver a good. Information systems play a role through providing data, and we analyse the impact that this can have. (tbh it's all intuitive except for the stuff on the flashcards that I've selected, so crack into these)

Knowledge management

Supports capturing the know-how of a business. Don't overthink this one ;)

A one card summary

Through businesses putting the customer first, we begin to understand how money then often comes as a side effect. We learn that keeping customers happy is cheaper than making new ones, and winning back customers. When the customer comes first, the customer will last - Robert Half

CRM Systems

Through integrating data from various systems (customer service, order fulfillment, inventory and accounting systems), CRM systems provide a 360 view on customers.

A one card summary

Through the use of merely collaborating between departments, businesses can enhance their ability to get sh*t done... surprise.

A one card summary

Through using a single system (or set of integrated systems), ERP systems allow all levels of an enterprise (from CEO's all the way down to Carl, the janitor that everyone loves) to inter-relate with each other and also different functions/departments (e.g. sales and accounting).

Multi-tier supply chains

When there are more than one suppliers e.g. supplier-ception. The suppliers that are furthest away from a finished good are the highest tier. Tier 2 supplier - raw materials Tier 1 supplier - makes the car wheels from the rubber Organisation - assembles the car together Wholesalers Retailers Customers

Data

Without data you're just another person with an opinion - W. Edwards Deming #inspiration