This document provides information about an Access database created for Hawthorne Distribution. The database tracks customer, order, and vehicle information to help the company operate more efficiently. It discusses the benefits of the database, challenges of implementing it, and how calculations will be done. Screenshots show the tables, forms, and queries created in the database to organize and display the relevant information for Hawthorne Distribution's business needs.
This document discusses supply chain management and key concepts related to SCM. It provides examples of how Dell optimized its supply chain to reduce inventory levels. The document also summarizes the basics of SCM including the key links in the supply chain and how information technology can help manage SCM more effectively through increased visibility, responsiveness to consumer demands, and competitive advantages.
The top 30 companies by number of complaints are listed, accounting for over 80% of all complaints. Bank of America received the most complaints at over 60,000. An analysis finds that areas with higher rates of residents with bachelor's degrees or higher tend to file more complaints, while areas with lower rates of high school completion file fewer complaints. This suggests complaint filing rates may correlate with education levels.
The database contains consumer complaint data from the CFPB organized into tables with additional demographic data. Queries of the database show that the District of Columbia has the highest rate of consumer complaints against financial companies per capita. The top 30 companies by complaint count make up over 80% of all complaints and are led by Bank of America, Wells Fargo, and Equifax.
Information systems can support the order fulfillment process in several ways:
1. Sales can generate and submit orders using portable computers connected to corporate databases, allowing instant access to information.
2. Accounting verifies customer credit and generates invoices, notifying warehouses of new orders via integrated systems like Oracle Enterprise.
3. Manufacturing uses warehouse management software, scanners, and wireless networks to streamline order assembly and shipping.
Running head UMUC NEW BILLING AND PAYMENT SYSTEMUMUC NEW BILLI.docxjoellemurphey
Running head: UMUC NEW BILLING AND PAYMENT SYSTEM
UMUC NEW BILLING AND PAYMENT SYSTEM 2
UMUC New Billing and Payment Systems
Willie L. Williams Jr.
IFSM 461 Systems Analysis and Design
University of Maryland University College
01 February 2015
Customer billing and payment system for UDO, MARIAN, & UDUAK CORPORATION
The current system that is used by UDO, MARIAN, $ UDUAK CORPORATUION has different challenges due to growth of the company. Expansion of the company due to high demand of companies’ motors has brought about the need for a new system that is capable of handling business demands and delivering positive results to ensure that organization goals are achieved. The current billing and payment system is not able to allow flexibility of customers to or access their bills online, an action that is limiting the company from expanding and to offer more diverse services to the customers. To ensure that the organization has improved its operations, administration of its business and in finance department, there is a need for a more stable billing and payment system that can handle the growth of the company and provide services and information to the company and customers.
Considering the current system that is available at UDO, MARIAN, $ UDUAK CORPORATUION was a old system, it requires various developments to ensure that the system is up-to-date according to the today’s technology and it can serve the companies development and offer services effectively. To ensure this goal has been achieved there are various changes that are recommendable for the new billing and payment system to serve the growth of the organization effectively. The new system target is to ensure that all organization operations are integrated together in the system to ensure that business operations are made easier for both customers and organization management. There are different features that have been added to the new system to ensure that organization runs its billing and payment services faster and also customers can access services and pay without fear of fraud. This new system will ensure that employees and customers can enquire their bills and make orders online while employees can access customer’s orders and payment immediately when they are made. This will help in effectiveness and efficiency of the company.
System
Administration Finance Mail Carrier
Products payment Customer
Invoice and bills inquiry
Orders inquiry
Products delivery
The new system has been designed in a professional approach that is according to the standards of technology available in today’s world. Considering the activities done by the corporation, it is i ...
4
900 words required………………….
e-Procurement Business Case Development
Team B
ISCOM/361
e-Procurement Business Case Development
A commodity product includes a series of physical substances that have basic use that could be taken from natural sources. The company we chose to write about and that has a commodity product is the Bean Company. It is a company that sells 100% organic, healthy Arabica bean coffee. The customers can purchase whole beans, already ground up beans, or in K-cup form. However, typically the company is popular for the coffee beans more so than the other variety it offers. For instance, this paper involves all activities in e-Procurement that allows a commodity product to be released in an easy way because the company uses tools such as ERP and MRP that includes transactions, forecasting, and among other challenges with these systems to create a better flow in production.
Define the elements of e-Procurement employed with the commodity supplier.
ERP/MRP system
ERP and MRP codes represent systems that a business utilizes to ensure they are coordinating their planning activities according with the production process. ERP (Enterprise Resource Planning) allows the company to cover areas that include accounting and purchase ledgers, human resources including payroll and time sheets, supply chain such as stock control and purchasing, or warehouse data to manage every document. Similarly, MRP (Manufacturing Resource Planning) focusses on sales, job costing, purchasing and production orders. Both are necessary in manufacturing because they facilitate upper management to locate their resources and to control inventory levels of raw material as well as final products or services. Transactions
These agreements are made between two parties, the supplier and the buyer in which they both exchange products or services that will turn into payments. These transactions can get complicated if they are not clear or if the parties have not settle their terms and conditions. Every company is responsible to be accounted for their financial records and tax reports. For instance, some of these transactions include, credits, deposits, and among other forms of payment rules to make sure each party is corresponding to their agreements. Moreover, each company has their internal control of what financial transaction are being made and one department is responsible to authorize purchases, receipts, and payments.
Forecasting
Forecasting is a vital yet demanding job in supply chain that consists of a full-time position, making sure and understanding what is needed ahead of time will help keep the company producing products in a more productive manner. As a supply chain manager, it is your duty to save the corporation costs as needed, and by forecast supplies that are needed you can order in larger quantities with better pricing. Having a software that can analyze history of products will better be able direct you to not over or under ...
This document describes various features of a customer relationship management and logistics software system. It allows users to view customer profiles and current shipments, create new shipments, set customer preferences and notifications, view account statements and credit profiles. It also provides tools to track shipments, view invoices, generate documents, and access reports. The system aims to improve billing accuracy, customer satisfaction and provide visibility into shipments and customers.
This document discusses supply chain management and key concepts related to SCM. It provides examples of how Dell optimized its supply chain to reduce inventory levels. The document also summarizes the basics of SCM including the key links in the supply chain and how information technology can help manage SCM more effectively through increased visibility, responsiveness to consumer demands, and competitive advantages.
The top 30 companies by number of complaints are listed, accounting for over 80% of all complaints. Bank of America received the most complaints at over 60,000. An analysis finds that areas with higher rates of residents with bachelor's degrees or higher tend to file more complaints, while areas with lower rates of high school completion file fewer complaints. This suggests complaint filing rates may correlate with education levels.
The database contains consumer complaint data from the CFPB organized into tables with additional demographic data. Queries of the database show that the District of Columbia has the highest rate of consumer complaints against financial companies per capita. The top 30 companies by complaint count make up over 80% of all complaints and are led by Bank of America, Wells Fargo, and Equifax.
Information systems can support the order fulfillment process in several ways:
1. Sales can generate and submit orders using portable computers connected to corporate databases, allowing instant access to information.
2. Accounting verifies customer credit and generates invoices, notifying warehouses of new orders via integrated systems like Oracle Enterprise.
3. Manufacturing uses warehouse management software, scanners, and wireless networks to streamline order assembly and shipping.
Running head UMUC NEW BILLING AND PAYMENT SYSTEMUMUC NEW BILLI.docxjoellemurphey
Running head: UMUC NEW BILLING AND PAYMENT SYSTEM
UMUC NEW BILLING AND PAYMENT SYSTEM 2
UMUC New Billing and Payment Systems
Willie L. Williams Jr.
IFSM 461 Systems Analysis and Design
University of Maryland University College
01 February 2015
Customer billing and payment system for UDO, MARIAN, & UDUAK CORPORATION
The current system that is used by UDO, MARIAN, $ UDUAK CORPORATUION has different challenges due to growth of the company. Expansion of the company due to high demand of companies’ motors has brought about the need for a new system that is capable of handling business demands and delivering positive results to ensure that organization goals are achieved. The current billing and payment system is not able to allow flexibility of customers to or access their bills online, an action that is limiting the company from expanding and to offer more diverse services to the customers. To ensure that the organization has improved its operations, administration of its business and in finance department, there is a need for a more stable billing and payment system that can handle the growth of the company and provide services and information to the company and customers.
Considering the current system that is available at UDO, MARIAN, $ UDUAK CORPORATUION was a old system, it requires various developments to ensure that the system is up-to-date according to the today’s technology and it can serve the companies development and offer services effectively. To ensure this goal has been achieved there are various changes that are recommendable for the new billing and payment system to serve the growth of the organization effectively. The new system target is to ensure that all organization operations are integrated together in the system to ensure that business operations are made easier for both customers and organization management. There are different features that have been added to the new system to ensure that organization runs its billing and payment services faster and also customers can access services and pay without fear of fraud. This new system will ensure that employees and customers can enquire their bills and make orders online while employees can access customer’s orders and payment immediately when they are made. This will help in effectiveness and efficiency of the company.
System
Administration Finance Mail Carrier
Products payment Customer
Invoice and bills inquiry
Orders inquiry
Products delivery
The new system has been designed in a professional approach that is according to the standards of technology available in today’s world. Considering the activities done by the corporation, it is i ...
4
900 words required………………….
e-Procurement Business Case Development
Team B
ISCOM/361
e-Procurement Business Case Development
A commodity product includes a series of physical substances that have basic use that could be taken from natural sources. The company we chose to write about and that has a commodity product is the Bean Company. It is a company that sells 100% organic, healthy Arabica bean coffee. The customers can purchase whole beans, already ground up beans, or in K-cup form. However, typically the company is popular for the coffee beans more so than the other variety it offers. For instance, this paper involves all activities in e-Procurement that allows a commodity product to be released in an easy way because the company uses tools such as ERP and MRP that includes transactions, forecasting, and among other challenges with these systems to create a better flow in production.
Define the elements of e-Procurement employed with the commodity supplier.
ERP/MRP system
ERP and MRP codes represent systems that a business utilizes to ensure they are coordinating their planning activities according with the production process. ERP (Enterprise Resource Planning) allows the company to cover areas that include accounting and purchase ledgers, human resources including payroll and time sheets, supply chain such as stock control and purchasing, or warehouse data to manage every document. Similarly, MRP (Manufacturing Resource Planning) focusses on sales, job costing, purchasing and production orders. Both are necessary in manufacturing because they facilitate upper management to locate their resources and to control inventory levels of raw material as well as final products or services. Transactions
These agreements are made between two parties, the supplier and the buyer in which they both exchange products or services that will turn into payments. These transactions can get complicated if they are not clear or if the parties have not settle their terms and conditions. Every company is responsible to be accounted for their financial records and tax reports. For instance, some of these transactions include, credits, deposits, and among other forms of payment rules to make sure each party is corresponding to their agreements. Moreover, each company has their internal control of what financial transaction are being made and one department is responsible to authorize purchases, receipts, and payments.
Forecasting
Forecasting is a vital yet demanding job in supply chain that consists of a full-time position, making sure and understanding what is needed ahead of time will help keep the company producing products in a more productive manner. As a supply chain manager, it is your duty to save the corporation costs as needed, and by forecast supplies that are needed you can order in larger quantities with better pricing. Having a software that can analyze history of products will better be able direct you to not over or under ...
This document describes various features of a customer relationship management and logistics software system. It allows users to view customer profiles and current shipments, create new shipments, set customer preferences and notifications, view account statements and credit profiles. It also provides tools to track shipments, view invoices, generate documents, and access reports. The system aims to improve billing accuracy, customer satisfaction and provide visibility into shipments and customers.
The document describes key concepts and processes in Oracle order management including:
1. The order to cash lifecycle including entering, booking, picking, shipping, invoicing, and transferring orders.
2. The different order types like standard, mixed, and return orders.
3. Order line and header statuses that change as orders progress through the order management process.
4. Key order management processes like scheduling, ship sets, arrival sets, and interface trip stops.
The document provides an overview and demonstration of Oracle's iSupplier Portal product. It describes how the portal allows suppliers to communicate procurement information with buyers in real-time, including viewing and responding to purchase orders, shipping notices, and invoices. The presentation then demonstrates key features of the portal such as searching, viewing order details, creating advance shipment notices, and updating supplier profile information.
The document outlines plans for developing an e-commerce website for a company. It will be developed by an outsourced IT company to be more cost-efficient. The website will use Secure Sockets Layer (SSL) to securely handle online transactions and login/order screens. As traffic increases, the system may require a host to allocate more server space to handle 24/7 operations. The design is based on effective models and will integrate with existing warehouse systems to complete transactions.
Abercrombie & Fitch Centralizes and Expands Abercrombie .docxransayo
Abercrombie & Fitch Centralizes and Expands
Abercrombie & Fitch is an international clothing retailer that learned the importance of efficient data
management when expanding internationally. Because of the lower promotional costs and higher
profits, international expansion was attractive to A&F. After launching their international strategy in
Canada and the U.K. in 2006 and 2007, respectively, A&F could see further international growth on the
horizon. However, it knew its data management was not capable of handling the level of growth that
was expected. A&F’s financial visibility of merchandising was dismal. A&F managers were using
spreadsheets of data to plan future merchandise levels, making any conclusions as to whether they
were over- or underbuying merchandise virtually inconceivable. Floor space layouts were designed
based on merchandise allocations assigned by merchandising managers. If the merchandise allocation
was inaccurate or became delayed, the floor space had to be redesigned because the merchandise
that was planned to go on display was not at the store in time. Store managers began to overstock
merchandise to prevent these occurrences. All merchandise was shipped to the A&F distribution base
in Columbus, Ohio and stayed there until it was called upon by an individual store. This made it difficult
to efficiently restock inventory in overseas locations. The previously stated flaws in A&F’s erchandising
system and adjoining distribution system were too great to sustain the international growth they wanted
to pursue. To support the data influx that comes with international growth like A&F experienced, they
needed an open operating platform and integrated point-of-sale (POS) infrastructure in order to keep
the closest eye on transactional data. For an international retail company, the data accessible today is
used to make decisions that have impacts far into the future. Without the appropriate data at the
appropriate time, the wrong decisions can easily be made and the company can suffer severe
consequences. A&F chose to install the Oracle Retail Merchandising system in its headquarters in
Columbus, Ohio. Transactional data from all store locations, domestic and international, is centrally
managed there. A&F also implemented changes to the front lines. They used Oracle’s Retail Point-of-
Sale Software System (ORPOS) to collect real-time data from their 1,100 store locations across the
globe. Each store was connected to a regional database that manages up to 30 stores. With all data
visible to headquarters in Ohio, A&F’s merchandising managers had all the information they needed to
make educated decisions, in one location. Transactional data from all departments including supply
chain, inventory management, and POS processing are now all visible on an international scale. Since
installing the platform, inventory order accuracy has increased from 94 percent to 100 percent.
Additionally, A&F’s internationa.
Management Information System MIS 201 Semester 2 (2019-2.docxcroysierkathey
Management Information System MIS 201
Semester 2 (2019-2020)
Assignment 2 Details
DUE DATE: 11/4/2020 by 11:59 PM
Prepare an in-depth analysis of two case studies for assignment 2. Here are some guidelines:
This is an individual assessment, which is a part from your course score. It requires effort
and critical thinking. So, avoid copy/paste answers.
This ASSIGNMENT 2 will worth 9 marks out of 15, it is about case studies 3 and 4
(During this semester total grade of the assignment is 25, Case Studies Questions 15
Marks and Presentation 10 Marks)
Answer all the questions listed below for each case.
The ‘answers’ to the questions are best formulated by reviewing the case and the reading
materials up and including the current week in the course. Also, you can support your
answer with additional references.
References must followed Harvard Reference style. For more details about Harvard
Reference style, check this resource:
https://library.aru.ac.uk/referencing/harvard.htm
The questions are worded to help you apply the readings to the case, so don’t limit
yourself to the case’s terminology and perspective. The best analysis will abstract the case
content by applying the reading materials to draw broader lessons about the material.
Add cover page in the first page of your assignment, it is uploaded into Blackboard with
assignments’ files. Marks will be deducted if the cover page is not included.
Do not include the full case study in your assignment file. Write only questions and
answers.
Submit your assignment in only WORD format.
https://cas.seu.edu.sa/cas/login?service=https://lms.seu.edu.sa/webapps/bb-auth-provider-cas-BBLEARN/execute/casLogin?cmd=login&authProviderId=_105_1&redirectUrl=https://lms.seu.edu.sa/webapps/portal/frameset.jsp&sessionIdForLogout=5CD337C3E58DD15ECCAFFCFB223ACE53
Case Study 3: Driving Ari Fleet Management with Real-Time Analytics
1) Why was data management so problematic at ARI? (1 Mark)
2) Describe ARI's earlier capabilities for data analysis and reporting and their impact
on the business. (1 Mark)
3) Was SAP HANA a good solution for ARI? Why or why not? (1 Mark)
4) Describe the changes in the business as a result of adopting HANA. (1 Mark)
Case Study 4: Zappos
1) Define SCM and how it can benefit Zappos. (1 Mark)
2) Explain CRM and why Zappos would benefit from the implementation of a CRM
system. (1 Mark)
3) Demonstrate why Zappos would need to implement SCM, CRM, and ERP for a
connected corporation. (1 Mark)
4) Analyze the merger between Zappos and Amazon and assess potential issues for
Zappos customers. (1 Mark)
5) Propose a plan for how Zappos can use Amazon’s supply chain to increase sales
and customer satisfaction. (1 Mark)
Case Study 3: Driving Ari Fleet Management with Real-Time Analytics
Automotive Resources International®, better known as simply ARI®, is the world's ...
Management Information System MIS 201 Semester 2 (2019-2.docxendawalling
Management Information System MIS 201
Semester 2 (2019-2020)
Assignment 2 Details
DUE DATE: 11/4/2020 by 11:59 PM
Prepare an in-depth analysis of two case studies for assignment 2. Here are some guidelines:
This is an individual assessment, which is a part from your course score. It requires effort
and critical thinking. So, avoid copy/paste answers.
This ASSIGNMENT 2 will worth 9 marks out of 15, it is about case studies 3 and 4
(During this semester total grade of the assignment is 25, Case Studies Questions 15
Marks and Presentation 10 Marks)
Answer all the questions listed below for each case.
The ‘answers’ to the questions are best formulated by reviewing the case and the reading
materials up and including the current week in the course. Also, you can support your
answer with additional references.
References must followed Harvard Reference style. For more details about Harvard
Reference style, check this resource:
https://library.aru.ac.uk/referencing/harvard.htm
The questions are worded to help you apply the readings to the case, so don’t limit
yourself to the case’s terminology and perspective. The best analysis will abstract the case
content by applying the reading materials to draw broader lessons about the material.
Add cover page in the first page of your assignment, it is uploaded into Blackboard with
assignments’ files. Marks will be deducted if the cover page is not included.
Do not include the full case study in your assignment file. Write only questions and
answers.
Submit your assignment in only WORD format.
https://cas.seu.edu.sa/cas/login?service=https://lms.seu.edu.sa/webapps/bb-auth-provider-cas-BBLEARN/execute/casLogin?cmd=login&authProviderId=_105_1&redirectUrl=https://lms.seu.edu.sa/webapps/portal/frameset.jsp&sessionIdForLogout=5CD337C3E58DD15ECCAFFCFB223ACE53
Case Study 3: Driving Ari Fleet Management with Real-Time Analytics
1) Why was data management so problematic at ARI? (1 Mark)
2) Describe ARI's earlier capabilities for data analysis and reporting and their impact
on the business. (1 Mark)
3) Was SAP HANA a good solution for ARI? Why or why not? (1 Mark)
4) Describe the changes in the business as a result of adopting HANA. (1 Mark)
Case Study 4: Zappos
1) Define SCM and how it can benefit Zappos. (1 Mark)
2) Explain CRM and why Zappos would benefit from the implementation of a CRM
system. (1 Mark)
3) Demonstrate why Zappos would need to implement SCM, CRM, and ERP for a
connected corporation. (1 Mark)
4) Analyze the merger between Zappos and Amazon and assess potential issues for
Zappos customers. (1 Mark)
5) Propose a plan for how Zappos can use Amazon’s supply chain to increase sales
and customer satisfaction. (1 Mark)
Case Study 3: Driving Ari Fleet Management with Real-Time Analytics
Automotive Resources International®, better known as simply ARI®, is the world's.
(1) Derek Morkel founded GAFFEY Healthcare to develop automation tools to address issues with revenue cycle management like lack of automation, workflow tools, and data/analytics.
(2) Claims automation technology like GAFFEY's AutoStatus and AlphaCollector can dramatically improve revenue cycle efficiency by eliminating up to 30% of unnecessary collector tasks, routing claims to the appropriate collectors, and identifying denials 14-21 days earlier.
(3) By automating manual claims statusing and providing analytics on payment trends, claims automation helps ensure collectors only work exceptions, reducing costs and denials while improving cash flow.
On-demand cargo delivery solution: A one-stop solution to all trucking and fr...Yelowsoft
The rise of the Uber was pivotal in modern times, especially for all the businesses. It’s because it not only disrupted the taxi industry but also laid a platform in the form of an on-demand economy for other entrepreneurs to disrupt several industry verticals. Freight or trucking industry is also among those industry verticals which has undergone tremendous change due to the Uberization.
The document provides steps to correct errors within SAP shopping carts. It describes common error messages seen at the top of shopping carts indicating issues with specific lines. It then outlines the process to double click the line, access the details section with tabs for item details and account assignment, and correct errors such as completing missing fields, selecting the correct budget using cost center, general ledger account and fund numbers, and clicking buttons to validate the corrections. The full correction process is demonstrated over six pages with screenshots of the shopping cart interface.
The objective of client portal is to provide instant visibility of current situation for the orders with our BPO business. The visibility will help in gaining confidence and result in increased business.
Visibility is so important that Gartner introduced its first Magic Quadrant for Real-Time Transportation Visibility Platforms last year. This report defines these platforms as systems that provide businesses with real-time insights into shipments. Visibility helps companies avoid supply chain disruptions and make smarter decisions to ensure orders arrive on time, in full.
Comprehensive Guide to Grocery Delivery App Development: Key Steps and Best P...Lucy Zeniffer
Unveiling the secrets to a successful grocery delivery app! This guidebook dives into the key stages of development, from crafting your concept to launch. Learn best practices for design, features, and navigating the competitive landscape. Get your grocery delivery app on the fast track to success!
This white paper discusses how companies can improve their inbound supply chain through increased visibility and optimized business processes. It identifies common gaps such as a lack of optimization and carrier selection based on supplier incentives rather than service. The paper recommends taking control of inbound transportation, mapping processes, gaining shipment visibility, consolidating loads, and proactively managing suppliers to identify issues. This can help reduce costs, improve service, and provide accurate cost allocation through greater supply chain performance and control.
This document discusses how supplier collaboration solutions can help companies reduce costs in 5 key areas: 1) compressing cycle times, 2) reducing inventory costs, 3) streamlining the inbound flow of goods, 4) streamlining the flow of information, and 5) facilitating proactive exception management. It provides examples of how costs can increase without collaboration and be reduced with a collaboration solution. It also offers tips for evaluating supplier collaboration software, such as ensuring connectivity for all suppliers, supporting real-time collaboration, automated exception management, rapid implementation, and secure access for trading partners.
SIMULATION OF PACKAGE DELIVERY OPTIMIZATION USING A COMBINATION OF CARRIERS A...ijcsit
A variety of goods and services in the contemporary world requires evolutionary improvement of services
e-commerce platform performance and optimization of costs. Contemporary society is deeply integrated
with delivery services, purchasing of goods and services online, that makes competition between service
and good providers a key selection factor for end-user.. As long as logistic, timely, and cost-effective
delivery plays important part authors decided to analyse possible ways of improvements in the current
field, especially for regions distantly located from popular distribution canters and drop-ship delivery
networks. Considering both: fast and lazy delivery the factor of costs is playing an important role for each
end-user. The work proposes a simulation that analyses the current cost of delivery for e-commerce orders
in the context of delivery by the Supplier Fleet, World-Wide delivery service fleet, and possible vendor
drop-ship and checks of the alternative ways can be used to minimize the costs. Special attention is given to
Drop-Ship networks as the factor of possible costs decrease. The main object of investigation is focused
around mid and small companies living far from big distribution canters, in the rural areas but actively
using e-commerce solutions for their daily activities. The authors analysed and proposed a solution for the
problem of cost optimization for packages delivery for long-distance deliveries using a combination of
paths delivered by supplier fleets, worldwide, local carriers and drop-ship networks. Data models and
Add-ons of contemporary Enterprise Resource Planning systems have been used, and additional
development is proposed in the perspective of the flow selection change for combination of carriers. The
experiment is based on data sources of the United States companies using a wide range of carriers for
delivery services and uses the data sources of the real companies; however, it applies repetitive
simulations to analyse variances in obtained solutions for different combinations of carriers.
A variety of goods and services in the contemporary world requires evolutionary improvement of services e-commerce platform performance and optimization of costs. Contemporary society is deeply integrated with delivery services, purchasing of goods and services online, that makes competition between service and good providers a key selection factor for end-user.. As long as logistic, timely, and cost-effective delivery plays important part authors decided to analyse possible ways of improvements in the current field, especially for regions distantly located from popular distribution canters and drop-ship delivery networks. Considering both: fast and lazy delivery the factor of costs is playing an important role for each end-user. The work proposes a simulation that analyses the current cost of delivery for e-commerce orders in the context of delivery by the Supplier Fleet, World-Wide delivery service fleet, and possible vendor drop-ship and checks of the alternative ways can be used to minimize the costs. Special attention is given to Drop-Ship networks as the factor of possible costs decrease. The main object of investigation is focused around mid and small companies living far from big distribution canters, in the rural areas but actively using e-commerce solutions for their daily activities. The authors analysed and proposed a solution for the problem of cost optimization for packages delivery for long-distance deliveries using a combination of paths delivered by supplier fleets, worldwide, local carriers and drop-ship networks. Data models and Add-ons of contemporary Enterprise Resource Planning systems have been used, and additional development is proposed in the perspective of the flow selection change for combination of carriers. The experiment is based on data sources of the United States companies using a wide range of carriers for delivery services and uses the data sources of the real companies; however, it applies repetitive simulations to analyse variances in obtained solutions for different combinations of carriers.
The document discusses the order entry/sales (OE/S) process. It describes the key functions and goals of the OE/S process which include supporting repetitive work routines and decision making. It also outlines the various steps in the OE/S process from a customer placing an order through shipping. New technologies like data mining and customer relationship management systems are helping to improve decision making.
Top Online Grocery Delivery App Development Company in USACerebrum Infotech
The top mobile app is provided by Cerekart. With the help of the online grocery delivery app, we help business owners understand how to go online. To learn more, visit our website.
A variety of goods and services in the contemporary world requires evolutionary improvement of services
e-commerce platform performance and optimization of costs. Contemporary society is deeply integrated
with delivery services, purchasing of goods and services online, that makes competition between service
and good providers a key selection factor for end-user.. As long as logistic, timely, and cost-effective
delivery plays important part authors decided to analyse possible ways of improvements in the current
field, especially for regions distantly located from popular distribution canters and drop-ship delivery
networks. Considering both: fast and lazy delivery the factor of costs is playing an important role for each
end-user. The work proposes a simulation that analyses the current cost of delivery for e-commerce orders
in the context of delivery by the Supplier Fleet, World-Wide delivery service fleet, and possible vendor
drop-ship and checks of the alternative ways can be used to minimize the costs. Special attention is given to
Drop-Ship networks as the factor of possible costs decrease. The main object of investigation is focused
around mid and small companies living far from big distribution canters, in the rural areas but actively
using e-commerce solutions for their daily activities. The authors analysed and proposed a solution for the
problem of cost optimization for packages delivery for long-distance deliveries using a combination of
paths delivered by supplier fleets, worldwide, local carriers and drop-ship networks. Data models and
Add-ons of contemporary Enterprise Resource Planning systems have been used, and additional
development is proposed in the perspective of the flow selection change for combination of carriers. The
experiment is based on data sources of the United States companies using a wide range of carriers for
delivery services and uses the data sources of the real companies; however, it applies repetitive
simulations to analyse variances in obtained solutions for different combinations of carriers.
Management Information System MIS 201 .docxcroysierkathey
Management Information System MIS 201
Assignment - 2
Course: MIS 201
Student name:
Academic Year: 1441
Students number:
Semester: 1st
student grade: (out of 9)
Section:
InstructorName: Signature Dr.Gokulkumari
Govindasamy
Level of the Mark: Level
Management Information System MIS 201
Semester 1 (2019-2020)
Assignment Details
Prepare an in-depth analysis of four case studies during the semester. Here are some guidelines:
· This is an individual assessment, which is a part of your course score. It requires effort and critical thinking
· Answer all the questions listed below the case.
· The ‘answers’ to the questions are best formulated by reviewing the case and the reading materials up and including the current week in the course.
· The questions are worded to help you apply the readings to the case, so don’t limit yourself to the case’s terminology and perspective. The best analysis will abstract the case content by applying the reading materials to draw broader lessons about the material
Submission Time
Assignment 2 (Case 3 & 4)
Week12
Case Study 3: Driving Ari Fleet Management with Real-Time Analytics
Automotive Resources International®, better known as simply ARI®, is the world's largest privately-held company for vehicle fleet management services. ARI is headquartered in Mt. Laurel, New Jersey and has 2,500 employees and offices throughout North America, Europe, the UK, and Hong Kong. The company manages more than 1,000,000 vehicles in the U.S., Canada, Mexico, Puerto Rico and Europe.
Businesses that need vehicles for shipments (trucks, vans, cars, ships, and rail cars) may choose to manage their own fleet of vehicles or they may outsource fleet management to companies such as ARI which specialize in these services. ARI manages the entire life cycle and operation of a fleet of vehicles for its customers, from up-front specification and acquisition to resale, including financing, maintenance, fuel management, and risk management services such as driver safety training and accident management. ARI also maintains six call centers in North America that operate 24/7, 365 days a year to support customers' fleet operations by providing assistance regarding repairs, breakdowns, accident response, preventive maintenance, and other driver needs. These call centers handle about 3.5 million calls per year from customers, drivers, and suppliers who expect access to real-time actionable information.
Providing this information has become increasingly challenging. Operating a single large commercial vehicle fleet generates high volumes of complex data, such as data on fuel consumption, maintenance, licensing, and compliance. A fuel transaction, for example, requires data on state taxes paid, fuel grade, total sale, amount sold, and time and place of purchase. A simple brake job and preventive maintenance checkup ...
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Abercrombie & Fitch Centralizes and Expands
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management when expanding internationally. Because of the lower promotional costs and higher
profits, international expansion was attractive to A&F. After launching their international strategy in
Canada and the U.K. in 2006 and 2007, respectively, A&F could see further international growth on the
horizon. However, it knew its data management was not capable of handling the level of growth that
was expected. A&F’s financial visibility of merchandising was dismal. A&F managers were using
spreadsheets of data to plan future merchandise levels, making any conclusions as to whether they
were over- or underbuying merchandise virtually inconceivable. Floor space layouts were designed
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Management Information System MIS 201 Semester 2 (2019-2.docxcroysierkathey
Management Information System MIS 201
Semester 2 (2019-2020)
Assignment 2 Details
DUE DATE: 11/4/2020 by 11:59 PM
Prepare an in-depth analysis of two case studies for assignment 2. Here are some guidelines:
This is an individual assessment, which is a part from your course score. It requires effort
and critical thinking. So, avoid copy/paste answers.
This ASSIGNMENT 2 will worth 9 marks out of 15, it is about case studies 3 and 4
(During this semester total grade of the assignment is 25, Case Studies Questions 15
Marks and Presentation 10 Marks)
Answer all the questions listed below for each case.
The ‘answers’ to the questions are best formulated by reviewing the case and the reading
materials up and including the current week in the course. Also, you can support your
answer with additional references.
References must followed Harvard Reference style. For more details about Harvard
Reference style, check this resource:
https://library.aru.ac.uk/referencing/harvard.htm
The questions are worded to help you apply the readings to the case, so don’t limit
yourself to the case’s terminology and perspective. The best analysis will abstract the case
content by applying the reading materials to draw broader lessons about the material.
Add cover page in the first page of your assignment, it is uploaded into Blackboard with
assignments’ files. Marks will be deducted if the cover page is not included.
Do not include the full case study in your assignment file. Write only questions and
answers.
Submit your assignment in only WORD format.
https://cas.seu.edu.sa/cas/login?service=https://lms.seu.edu.sa/webapps/bb-auth-provider-cas-BBLEARN/execute/casLogin?cmd=login&authProviderId=_105_1&redirectUrl=https://lms.seu.edu.sa/webapps/portal/frameset.jsp&sessionIdForLogout=5CD337C3E58DD15ECCAFFCFB223ACE53
Case Study 3: Driving Ari Fleet Management with Real-Time Analytics
1) Why was data management so problematic at ARI? (1 Mark)
2) Describe ARI's earlier capabilities for data analysis and reporting and their impact
on the business. (1 Mark)
3) Was SAP HANA a good solution for ARI? Why or why not? (1 Mark)
4) Describe the changes in the business as a result of adopting HANA. (1 Mark)
Case Study 4: Zappos
1) Define SCM and how it can benefit Zappos. (1 Mark)
2) Explain CRM and why Zappos would benefit from the implementation of a CRM
system. (1 Mark)
3) Demonstrate why Zappos would need to implement SCM, CRM, and ERP for a
connected corporation. (1 Mark)
4) Analyze the merger between Zappos and Amazon and assess potential issues for
Zappos customers. (1 Mark)
5) Propose a plan for how Zappos can use Amazon’s supply chain to increase sales
and customer satisfaction. (1 Mark)
Case Study 3: Driving Ari Fleet Management with Real-Time Analytics
Automotive Resources International®, better known as simply ARI®, is the world's ...
Management Information System MIS 201 Semester 2 (2019-2.docxendawalling
Management Information System MIS 201
Semester 2 (2019-2020)
Assignment 2 Details
DUE DATE: 11/4/2020 by 11:59 PM
Prepare an in-depth analysis of two case studies for assignment 2. Here are some guidelines:
This is an individual assessment, which is a part from your course score. It requires effort
and critical thinking. So, avoid copy/paste answers.
This ASSIGNMENT 2 will worth 9 marks out of 15, it is about case studies 3 and 4
(During this semester total grade of the assignment is 25, Case Studies Questions 15
Marks and Presentation 10 Marks)
Answer all the questions listed below for each case.
The ‘answers’ to the questions are best formulated by reviewing the case and the reading
materials up and including the current week in the course. Also, you can support your
answer with additional references.
References must followed Harvard Reference style. For more details about Harvard
Reference style, check this resource:
https://library.aru.ac.uk/referencing/harvard.htm
The questions are worded to help you apply the readings to the case, so don’t limit
yourself to the case’s terminology and perspective. The best analysis will abstract the case
content by applying the reading materials to draw broader lessons about the material.
Add cover page in the first page of your assignment, it is uploaded into Blackboard with
assignments’ files. Marks will be deducted if the cover page is not included.
Do not include the full case study in your assignment file. Write only questions and
answers.
Submit your assignment in only WORD format.
https://cas.seu.edu.sa/cas/login?service=https://lms.seu.edu.sa/webapps/bb-auth-provider-cas-BBLEARN/execute/casLogin?cmd=login&authProviderId=_105_1&redirectUrl=https://lms.seu.edu.sa/webapps/portal/frameset.jsp&sessionIdForLogout=5CD337C3E58DD15ECCAFFCFB223ACE53
Case Study 3: Driving Ari Fleet Management with Real-Time Analytics
1) Why was data management so problematic at ARI? (1 Mark)
2) Describe ARI's earlier capabilities for data analysis and reporting and their impact
on the business. (1 Mark)
3) Was SAP HANA a good solution for ARI? Why or why not? (1 Mark)
4) Describe the changes in the business as a result of adopting HANA. (1 Mark)
Case Study 4: Zappos
1) Define SCM and how it can benefit Zappos. (1 Mark)
2) Explain CRM and why Zappos would benefit from the implementation of a CRM
system. (1 Mark)
3) Demonstrate why Zappos would need to implement SCM, CRM, and ERP for a
connected corporation. (1 Mark)
4) Analyze the merger between Zappos and Amazon and assess potential issues for
Zappos customers. (1 Mark)
5) Propose a plan for how Zappos can use Amazon’s supply chain to increase sales
and customer satisfaction. (1 Mark)
Case Study 3: Driving Ari Fleet Management with Real-Time Analytics
Automotive Resources International®, better known as simply ARI®, is the world's.
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drop-ship and checks of the alternative ways can be used to minimize the costs. Special attention is given to
Drop-Ship networks as the factor of possible costs decrease. The main object of investigation is focused
around mid and small companies living far from big distribution canters, in the rural areas but actively
using e-commerce solutions for their daily activities. The authors analysed and proposed a solution for the
problem of cost optimization for packages delivery for long-distance deliveries using a combination of
paths delivered by supplier fleets, worldwide, local carriers and drop-ship networks. Data models and
Add-ons of contemporary Enterprise Resource Planning systems have been used, and additional
development is proposed in the perspective of the flow selection change for combination of carriers. The
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Management Information System MIS 201 .docxcroysierkathey
Management Information System MIS 201
Assignment - 2
Course: MIS 201
Student name:
Academic Year: 1441
Students number:
Semester: 1st
student grade: (out of 9)
Section:
InstructorName: Signature Dr.Gokulkumari
Govindasamy
Level of the Mark: Level
Management Information System MIS 201
Semester 1 (2019-2020)
Assignment Details
Prepare an in-depth analysis of four case studies during the semester. Here are some guidelines:
· This is an individual assessment, which is a part of your course score. It requires effort and critical thinking
· Answer all the questions listed below the case.
· The ‘answers’ to the questions are best formulated by reviewing the case and the reading materials up and including the current week in the course.
· The questions are worded to help you apply the readings to the case, so don’t limit yourself to the case’s terminology and perspective. The best analysis will abstract the case content by applying the reading materials to draw broader lessons about the material
Submission Time
Assignment 2 (Case 3 & 4)
Week12
Case Study 3: Driving Ari Fleet Management with Real-Time Analytics
Automotive Resources International®, better known as simply ARI®, is the world's largest privately-held company for vehicle fleet management services. ARI is headquartered in Mt. Laurel, New Jersey and has 2,500 employees and offices throughout North America, Europe, the UK, and Hong Kong. The company manages more than 1,000,000 vehicles in the U.S., Canada, Mexico, Puerto Rico and Europe.
Businesses that need vehicles for shipments (trucks, vans, cars, ships, and rail cars) may choose to manage their own fleet of vehicles or they may outsource fleet management to companies such as ARI which specialize in these services. ARI manages the entire life cycle and operation of a fleet of vehicles for its customers, from up-front specification and acquisition to resale, including financing, maintenance, fuel management, and risk management services such as driver safety training and accident management. ARI also maintains six call centers in North America that operate 24/7, 365 days a year to support customers' fleet operations by providing assistance regarding repairs, breakdowns, accident response, preventive maintenance, and other driver needs. These call centers handle about 3.5 million calls per year from customers, drivers, and suppliers who expect access to real-time actionable information.
Providing this information has become increasingly challenging. Operating a single large commercial vehicle fleet generates high volumes of complex data, such as data on fuel consumption, maintenance, licensing, and compliance. A fuel transaction, for example, requires data on state taxes paid, fuel grade, total sale, amount sold, and time and place of purchase. A simple brake job and preventive maintenance checkup ...
Similar to Hawthorne Distribution Database Written Report (20)
2. 2
Table of Contents
I. Company’s Needs 3
II. Benefits 3
III. Implementation Challenges 4
IV. Calculations 4
V. Access Screen Shots
a. Tables 5
b. Forms 9
c. Queries 14
d. Reports 16
e. Relationships 22
VI. Team Member Contributions 23
3. 3
Access Database Information:
Company’s Needs:
At Hawthorne Distribution we feel it is necessary to incorporate a database as part of
our business processes. We believe the addition of a database will allow Hawthorne
Distribution to maintain efficiency in daily business operations as the company moves
towards becoming a transportation logistics company in the global market.
Benefits:
The database will provide Hawthorne Distribution with several key benefits. A database
will provide the company with intangible benefits such as improving the company’s
efficiency of business processes, more accurate data, reduced time for data entry and
retrieval, and allows Hawthorne Distribution to reach an increased number of
customers. The addition of a database will also result in multiple tangible benefits such
as reduction of paper use, improved productivity of employees, increased reliability of
data, and, most notably, reduced costs for our business.
By using this database, Hawthorne Distribution will input detailed customer
information, for both current and potential customers, so that the company will always
know how to get in touch with customers for order negotiations or delivery of products.
Also, including order information will help Hawthorne Distribution to keep track of
important details for current orders, such as the pick-up and delivery dates and
locations, weight of product, cost, and vehicle assigned to the delivery. Each order and
vehicle will be assigned an identification number so that they can be tracked in both the
“Order Information” as well as our “Vehicle ID” forms. Having these identification
values are important because, through multiple forms,
As previously mentioned, the plans for a database are to keep track of customer
information, order information, and vehicle information for Hawthorne Distribution.
Essentially, each of these categories will help the business to better operate because the
output of information will be incredibly useful. With the “Vehicle ID” form, for example,
the company can determine what vehicles are currently in-use or available for delivery
of a product within the various regions (West, South, and East) of operation. This
information is visible across multiple forms, and the result is reduced time and effort as
well as fewer mistakes in the company’s processes.
4. 4
Implementation Challenges:
There are, of course, several benefits for incorporating a database into the business
processes. However, it is also important to analyze potential challenges of implementing
this system. For example, incorporating a new method of managing business actions
will require multiple employees across all regions of operation to be trained for proper
use of this database. This is critical because the information system would be used
across all stages of the company and would demand knowledgeable users to keep our
company operating at maximum efficiency. We recognizes there will be challenges
anytime business processes are altered. Nonetheless, we believe that incorporating this
system would ultimately provide a tremendous benefit to Hawthorne Distribution’s
growing business.
Calculations:
One of the main reasons Hawthorne Distribution would use an information system is to
properly calculate shipping costs for various orders. The order cost for services provided
by Hawthorne Distribution is calculated by multiplying the weight of the product being
shipped by the number 5. Hawthorne Distribution charges $300 for an order requiring
truck transportation and $500 for an order requiring airplane transportation. Finally,
an extra $1,000 fee is added onto the final order if there is an additional Just-in-Time
stipulation that requires a more exact arrival time.
5. 5
Access Database Screenshots
Tables:
Current Customers
The Current Customers table is a listing of our customers’ personal information. It contains our customers’
company names, physical addresses, email addresses, and phone numbers. It also has a drop down option on each
customer’s name that allows the databases users to see the past and current orders that that company has.
Hyperlinks are posted for the emails so that each customer can be quickly contacted.
6. 6
Order Information
The Order Information table is a listing of past and current orders that Hawthorne Distribution has on file. The
information in this table tell us each order’s Tracking ID, original customer, the date the order was originally placed,
whether or not the order has a Just-In-Time stipulation, the pickup and drop-off locations and dates, the Vehicle’s ID
number, the order’s weight, the order’s cost, and whether or not the order has been completed already. This Table uses
a lookup wizard to find the pickup addresses from the Current Customers Table. It also uses numeric fields for Order
Weight and Tracking ID Number.
7. 7
Potential Customers
The Potential Customers table is a listing of customers who either contacted us or that we have contacted about doing
business, but we don't have any orders or contracts with them yet. This table contains our potential customers’
company names, physical addresses, email addresses, and phone numbers. Hyperlinks are posted for the emails so
that each customer can be quickly contacted.
8. 8
Vehicle ID
The Vehicle ID table is a listing of all of the vehicles that Hawthorne Distribution has available to them. This table lists
out each vehicle's ID number, whether that vehicle is a truck or airplane, how old that vehicle is, the next inspection
date on that vehicle, the region that that vehicle works in, and whether or not the vehicle is available to deliver
something.
9. 9
Forms:
Current and Potential Customers
The Current and Potential Customers Form is a re-formatted listing of all of the possible customers that Hawthorne
Distribution has and could have with all of their information in one easy to read area. This form is a combination of
the Current Customers Form and the Potential Customers Form. This is considered a “Multi-Table, Multi-Record”
Form.
10. 10
Current Customers
The Current Customers Form is a re-formatted listing of all of the current customers that Hawthorne Distribution has
with all of their information in one easy to read area.
11. 11
Order Information
The Order Information Form is a re-formatted listing of all of the orders, old and new, that Hawthorne Distribution
has in one easy to read area.
12. 12
Potential Customers
The Potential Customers Form is a re-formatted listing of all of the potential customers that Hawthorne Distribution is
talking to with all of their information in one easy to read area.
13. 13
Vehicle ID
The Vehicle ID Form is a re-formatted listing of all of the vehicles that Hawthorne Distribution has available for
use in transporting goods.
14. 14
Queries:
Ongoing Orders for “Apple”
This query is a collection of data from the Orders Table and the Customers Table. It
shows all ongoing orders that the customer “Apple” has at the time that the person runs
the query. At the time that the query was run in this screen shot, Apple only had one on-
going order. This is a “Multiple Criteria” Query.
Order Costs
This query is a collection of data from the Orders Table and the Vehicle ID Table. It
shows all of the factors that go into the cost to the customer for each order and then then
it calculates the actual cost to the customer. The final column is “Order Cost” which is
calculated through multiplying the Order Weight by 5, and then adding $300 for truck
transportation and $500 for airplane transportation. Finally, $1000 is added if the
order has a Just-In-Time stipulation. This is both a “Calculated Field” and an
“Aggregate” Query.
Overweight Orders
This query is a collection of data from the Orders Table and the Vehicle ID Table. It
shows all orders that are over the weight limit of 500 lbs. so that Hawthorne
Distribution know to take extra care with these orders as they are considered
“overweight” orders. This is an “If and Only If” Query.
15. 15
Trucks In Use in the South:
This query is a collection of data from the Vehicle ID Table and the Orders Table. It
shows the information about all of the trucks that Hawthorne Distribution has that are
being used in the Southern Service Region. This is a “Multiple Criteria” Query.
Vehicles By Service Region
This query is a collection of data straight from the Vehicle ID Table. The only difference
between the Vehicle ID Table and the Vehicles By Service Region query is the ability for
the query to section off a specific service region’s vehicles for separate analysis. This is a
“Parameter” Query.
Average Costs
This query is a collection of data from the Order Table and Order Costs Query. This
Query’s purpose is to show the average cost of an order for a customer of Hawthorne
Distribution.
16. 16
Reports:
Available Vehicles
The Available Vehicles Report tells its readers which vehicles are available by grouping
the company’s Vehicle by vehicle availability and placing the ones that can be used at the
top, and then sorting every vehicle by its service region. The report has totals based on
its grouping at the end of each subsection and at the entire report.
17. 17
Company Vehicles
The Company Vehicles Report shows its readers how many of each type of vehicle
(Truck or Airplane) the company owns, grouped by the vehicle type and sorted by the
service region. The report has totals based on its grouping at the end of each subsection
and at the entire report. It also totals the unavailable vehicles at the subsections and
end.
18. 18
Current Customers
The Current Customers Report shows its readers a formal and simplified version of the
Current Customers Table, titled Customer Information. It isn’t grouped or sorted at all
because there is no need to group or sort a random group of customers.
19. 19
Order Information
The Order Information Report shows its readers all of the orders that Hawthorne
Distribution has either completed or is about to complete. It is grouped by the Just-In-
Time stipulation and sorted by the Order Date. The report has totals based on its
grouping at the end of each subsection and at the entire report. It also totals the Order
Costs at the subsections and end.
20. 20
Potential Customers
The Potential Customers Report shows its readers a formal and simplified version of the
Potential Customers Table. It isn’t grouped or sorted at all because there is no need to
group or sort a random group of customers.
21. 21
Relationships:
This is the relationship web for Hawthorne Distribution. Here is where all of our tables
connect to one another. Each line is a branch connecting one table or query to another
table or query. Sometimes the effects of these relationships are minor and go almost
unnoticed, but sometimes a single line relationship can deliver a very important
function. A lot of these relationships are created so that the tables are connected in the
way that there is a dropdown menu on the primary key that allows the user to see how
these tables are directly related. For instance, on the Vehicles table, if you were to click
on the drop down menu of a vehicle that's in use, it would show the order that the
vehicle is currently delivering and all of that order’s information. This information is
pulled from the Orders Table, yet the Orders Table doesn’t even need to be opened.
Another useful function of these relationships is that in some cases, information is
pulled from one table and is directly inputted into another table. This is the case with
the pickup locations on the Orders Table. When trying to update the pickup location on
a record of the Orders Table, the possible options that the database will give you are part
of a dropdown menu that consist of Physical Addresses from the Current Customers
Table. This makes finding these Addresses extremely easy and as painless as possible.
22. 22
Team Member Contributions
Tanner Stuewe:
Tanner built the vast majority of the database because he is our company’s Access
“Expert.” Tanner helped to build the web of complex relationships that exist within our
company’s processes as well as created the calculations for determining order costs.
Tanner also wrote the scenarios for each individual table, query, and form.
_______________________
Ryan Spetnagel:
Ryan was also a primary contributor to the database. He helped to build the database for
Hawthorne Distributions by making important contributions to tables and detailing
information they should include. Ryan also wrote the “Company’s Needs”, “Benefits”,
“Implementation Challenges”, and “Calculations” sections of the database written
report.
_______________________
Evan Hammer:
Evan’s primary contribution to the database was in the formatting of the written report.
Evan also helped with significant idea contribution for various tables to be included in
the database. Evan’s time was more focused on other aspects of the company, most
notably the Global Written Plan and creating some key final deliverables.
_______________________
Dylan Hawthorne:
Dylan also helped significantly with formatting of the written report as well as idea
contributions during the initial planning stages of our database. Dylan’s contributions to
the project were more focused on the Global Written Plan as well as creating some of
our key final deliverables.
_______________________