A Fictional Case Study In Systems And Operations Management

3106 words - 12 pages

Case Study in Systems and Operations ManagementAnalysis and evaluation of systems and operations managementBy applying the systems-level hierarchy and by the 4v's topology, one can evaluate and analyse systems and operation management system. An illustration is as follows.
Sale of stationery and office supplies

Criterion 1
Retail operations

Criterion 2
Store management

Criterion 3
Issues of operation
Business customer

Criterion 4
Customer service

Custom print
Range of products

Technology and IT

Purchasing and supplies

The 4v's topologyLow volume highHigh variety lowHigh variation on demand lowHigh visibility lowExplanations of the topologies and structureFor good management of systems and operations, there is the creation of a goal where in the case study; the goal is to sell different types of office supplies and also stationery to organisations, businesses and individual people in need of the stationery. Outlining the goal helps to get a sneak preview of what the business is to look like. This helps develop a management system that suits the goal. After Lachlan, the inventor of the Atokowa business got a goal; he was able to decide on the requirements so as to put his goal into play. He thus bought a printing machine, which was reproducing copies for many organisations in the region. As the business grew, more outlets came to being. Thus, the goal was to make the organisation a one-stop stationery shop (Bocji, 2008).After setting up a goal, a criterion for accomplishing the goal is the next crucial step in a management system. The criteria in use can follow an illustration from the case under study.Division into operational units.There is a division of the organisation into retail outlets; in the case, each retail shop had its own stock control system, the system becomes cumbersome due to the frequent manual stock taking. Instead of concentrating on the sales, the organisation introduces the electronic sale scheme that introduces barcodes to commodities thus there is stock taking without involving human labour. This management strategy helps count more stock over a short time; it also reduces stock loss, and miscalculations due to its high accuracy level. There was the introduction of a more efficient stock counting machine, which was computerised, hence reducing the errors further. The information system came to use in 1999, in the organisation under study. It connects the retail outlets with a local area network thus' products undergo scanning into the system and gets the totals of the stock recording it on a transaction table, which is a table, in the stock information system, when there is a payment. Thus, the management can review the daily report of reorder, showing all stock lines reaching the reorder level. This management strategy is significant because it minimises human labour, which is vulnerable to error and increases the rate of sale. The system also links the retail shop to other branches and...

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