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E-Business Enterprise Systems EBUS612 Individual Assignment Design of an Enterprise System

E-Business Enterprise Systems EBUS612 Individual Assignment Design of an Enterprise System

INSTRUCTIONS
Important: Critical analysis and original thought is necessary when completing this
assignment. Ensure you reference ALL sources of information and CLEARLY IDENTIFY and
quote materials used in your assignment, in accordance with appropriate procedures for
PLAGARISM specified by the University.
Procedures for Plagiarism and Cheating: Any work copied from any source and submitted as
ones own without due acknowledgement or reference, will result in the whole assignment being
graded with zero percentile marks, as well as the student being subject to disciplinary
procedures, as outlined by the University.
Submission of Completed Assignments: Electronic copy to the Turnitin system on Vital.
Penalty for Late Submittals: Late submittals of assignments will be penalised by 5 percentile
marks per day, as per University regulations.
Format: Double line spacing, font size 12.

This is an assignment which counts for 60% of the final module mark.
1. OBJECTIVES
To analyse the business case enclosed at end of this document and propose enterprise
information system solutions to improve the business performance in this business case through
appropriate functions for integration and business intelligence.

2. REPORT
The specific tasks in the report:
1) Introduction to the business challenges identified in the case. Describe objectives
of your work. (around 200 words)
2) Brief review on relevant concepts and approaches, academic interests and practical
cases, relating to integration and business intelligence issues with enterprise
systems. (around 500 words)
3) Propose enterprise system integration Or business intelligence solution (you may
choose one Or both of the two topics to focus on): (around 800 words)
o Explanations of functions of the proposed solution (what the technology,
tool or approach to do for your purpose) with necessary graphical
illustration of the information flow in the system.
o Critical analysis of suitability and contribution of the proposed solution to
this business case.
4) Conclusion (around 200 words)
5) References
3. BUSINESS CASE
The Company, CPM Ltd.
The company CPM is a medium sized manufacturer supplies various models of car control
panels for five car manufacturers. CPM targets delivery in short lead-time. Thus its
production and stock need to meet fluctuated demands of its customers (car
manufacturers).
The Product
The company CPM produces different types of car control panels with numerous models.
CPM supplies to five contracted car manufacturers, local and overseas, over 2000 different
products. CPM simply assembles these control panels from the components according to
customers’ requirement and then ships the final assembly products (the panels) to its
customers.
CPM purchases all the components from a number of its suppliers including overseas
suppliers. For each single component, the company may purchase from more than one
supplier to safeguard its supply chain.
A breakdown of the bought-in components is shown as follows,
1. Vents 2. Frame
3. Glove box 4. Meter/gauges
5. Steering 6. Heater and air conditioning control
Some of the components are shared between panels while the others are specific to
one type of panel. The needs for the components vary by model and colour.
Business Process
The company CPM receives orders from each customer once a week through EDI and input
automatically into its ERP system for sales management. Once the sales order is confirmed by
account manager, CPM checks its stock first. If there is enough stock left from previous
purchase orders, the order will be produced directly. If it is out of stock or there is insufficient
stock, the company places a purchase order for the required components to complete the sales
order.
When the components from its suppliers arrive at CPM as ordered after the agreed
production and delivery lead-time, they will be scanned into the ERP system by the duty
purchasing manager, and stock record of the component is updated. However, the components
from its suppliers may come late by various reasons, in particular when large orders for
components are placed due to the capacity limitation of its suppliers.
At CPM, the production manager checks customer orders which have been approved by the
sales system. Then a schedule for the assembly line and materials (components) preparation
for the assembly will be created by a production planning tool, which is a standalone tool, to
optimise the production sequence and quantity, etc. The data from the optimal schedule will be
manually input into the assembly control system and the ERP system. At the end of assembly
line, the quantities of finished products are scanned and the stock level is updated accordingly.
Finally, the finished products are packaged and shipped to the customers. Normally, the
company provides a two-week lead-time for its domestic customers and a six-week lead-time
for its overseas customers.
Issues
Some of the issues at CPM may be seen, but not limited, from the above business process as
following:
CPM relies on the customer orders only for its knowledge about the accurate customer demand.
When the demand fluctuate significantly, the production plan and stock management become
difficult and less effective. To meet uncertain demands of customers in short lead time, CPM
needs to keep varied stock of components and finished products.
The panel supply lead-time of CPM is affected by the component availability, which depends
on the capacity of CPM’s suppliers and how well the suppliers plan their productions. With
large demands of components, the supply will take long time to be fulfilled by the suppliers.
The internal production efficiency at CPM can be affected by disruptions of production
processes due to machine breakdown, delay of component availability at right stage of the
assembly line, staff temporary absence along the assembly line, and defect products, etc. It
takes time to schedule the production with the exceptional events by the ERP system.
To improve customer services and improve production efficiency, effective coordination of
components supply, assembly planning and customers’ operations is required. The customer
demand needs to be better managed and predicted.

 

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