sit 21 nov kelompok 3_compilation

8/17/2019 SIT 21 Nov Kelompok 3_compilation

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Tactical and Operational Support Systems

Antonius Hernanda375998Ari Haryadi376764

Bagus Mayang Seto376007

Systems of Information Technology Jogiyanto Hartono, M.B.A., C.M.A., h.!., rof.


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nagemen Level


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9. Manu!a"turing# $rodu"tion and %rans&ortation Management System

• Manufacturing & Production System


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9. Manu!a"turing# $rodu"tion and %rans&ortation Management System

• Transportation System

4 tren factor contributing to the growth of TMS

- Outdated transportation system need to be upgrade or replaced

- Growth of intermodal transport

- TMS vendors add capabilities

- TMSs handle big data

• ogistics Management - Optimi!e transportation operations

- "oordinate with all supliers

- #ntegrate supply chain technologies

- Synchroni!e inbound and outbound $ows of materials or goods

- Manage distribution or transport networ%s

• #nventory "ontrol System

re important because they minimi!ed the total cost of inventory while

maintaining

optimal inventory levels


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9.' Sales and Mar(eting System

• 'ata 'riven Mar%eting – (act based decision ma%ing increasingly relies on daa that are hot impacting the

business or potential customer in real time) This capability creates opportunitiesfor highly targeted advertising program)

e*ample + faceboo%

• Sales and 'istribution "hannelsOptimal ways to distribute their products and service through a combination ofelectronic, mobile, and physical channels

• Mar%eting Management

- Pricing of product or service- Salesperson productivity

- Protabiity nalysis


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9.3 A""ounting and )inan"e System

• (inancial 'isclosure

.eporting and "ompliance

• (raud Prevention and 'etection

4 factor (raud+

- high level of trust in employees without su/cient oversight to verify that

they are not stealing from the company

- .elying on informal processes of control

- mindset 0belief1 that internal control and fraud prevention system are too

e*pensive to implement

- ssigning a wide range of duties for each employee, giving them

opportunities to commit fraud

#nternal "ontrol +

- Segregation of duties

- 2ob rotation

- Oversight

- Safeguarding of assets

- #T policies


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9.4 Human *esour"e Systems and +t,i"s

• .ecrutment

(inding potential employees with the s%ill and talent needed by the company,testing them, and deciding which ones to hire

• Performance 3valuation 3mployees are evaluated periodically by their immediate supervisors

• Training and uman .esources 'evelopment

3mployee training and retraining are imortant activities of the . departement

• Personal Planning and . Strategies

The . departement forecasts re5uirement for people and s%ill

• 6enets dministration

3mployees contributions to their organi!ations are rewarded by salary7wage

• 3mployee .elationship Management

"ompanies are developing human capital management, facilitated by the 8eb to streamline the . process

• 3thical "hallenges and "onsiderations

.#S apps raise ethical and legal challenges


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video


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Strategic "nterprise Systems





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0. +nter&rise System

3nterprise System and Their (unctions

-ame es"ri&tion

3nterprise.esourcePlanning 03.P1

3.P system are commercial software pac%ages thatintegrate business processes, including supplychains, manufacturing, nancial, human resources,budgeting, sales and custmer service

Supply "hainManagement0S"M1

S"M software support the step in the supply chain 9procurement, sourcing, manufacturing, storage,inventory control,scheduling, order fulllment andanalysis

"ustomer.elationshipManagement0".M1

".M system help create a total a view of customersto ma*imi!e share of wallet and protability


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0. +nter&rise System• "ustomer ifetime :alue 0":1

formula for estimating the dollar value, or worth, of a long termrelationship with

a customer

• :alue dded .eseller 0:.1

"ustomi!es or adds features to a vendors software or e5uipmentand resseler the

enhanced product

• ; types of changes needed when an enterprise system inimplemented

- .edesign of bussiness processes

- "hanges in how people perform their


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0.' +nter&rise So"ial $lat!orms

• 6asic functions of an enterprise social platform – =nowledge management

– "ollaboration

– 3mployee pressure

•

SharePoint"ollaborative and social platform from Microsoft

"apability of SharePoint – #ntranet and 3*tranet

– 'ocument

– "ollaborations and 6ussines #ntelligence


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0.' +nter&rise So"ial $lat!orms

• >ammerSocial networ% geared toward enterprise) 3nterprise collaborate across department,locations and bussines app

O/ce Graph and Olso app

O/ce Graph uses signal from e-mail, social conversations, documents, sites, instantmessages, meetings, and more to map the relationship betwen people andconcepts


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0.3 +nter&rise *esour"e $lanning Systems

•

3.P features and add ons – Sales associates to process orders, ta%e payments and collect signatures with an

#pad app

– (ield technicians to provide customer service from anywhere

– Mar%eting to manage every aspect of ongoing customer relationship using asmartphone app

– Production to access to the real time information needed to reduce stoc% outsand e*cess inventory

– "ustomers to access, pay, and view invoices online

• Technology Perspective

3.P is the software infrastructure that lin%s an enterprise?s internal applications andsupports its e*ternal business processes


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0.3 +nter&rise *esour"e $lanning Systems

• Manufacturing 3.P System and ean Principles

• =ey (actor 3.P implementation success- (ocus on business processes and re5uirements

- (ocus on achieving a measurable .O#

- @se a strong pro


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0.4 Su&&ly /,ain Mnagement System

•

Supply chains start with the ac5uisition of raw materials or theprocurement 0purchase1 of products and proceeds throughmanufacture, transport and delivery and the disposal or recycling ofproduct

• ; Main $ows being managed in a supply chain- Material or product $ow

Movement of materials and goods from a supplier to its consumer

- #nformation $ow

Movement of detailed data among members of the supply chain, for e*ample,order information, customer information, order fulllment, delivery status and

proof of delivery conrmation- (inancial $ow

Transfer of payment and nancial arrengements


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0.4 Su&&ly /,ain Mnagement System

• Order (ulllment#s the set of comple* processes involved in providing customers with what theyhave ordered on time and all related customer service

Step in order fullment

- Ma%e sure the customer will pay

- "hec% in stoc% availability and reorder as necessary

-

rrange shipments- #nsurance

- .eplenishment

- #n house production

- @se suppliers

- "ontact with customers

- .eturns


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0.5 /ustomer *elations,i& ManagementSystem• (our ".M critical success factor

• ".M system play a ma


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0.5 /ustomer *elations,i& ManagementSystem• ".M technologies help mar%eting managers run eBective

campaigns, promotions, commercials and advertisements to attractnew customers or to increase sales to e*isting customers or to doboth

• ".M Mista%es and voiding them/*M Mista(e Ho to Avoid %,e Mista(e

Putting #T departement incharge of the ".M pro


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video


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!ata #isuali$ation and %eographic Systems





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. ata 1isuali2ation

•

Geospatial data identify the geographic location and characteristicsof natural or constructed features and boundaries on 3arth,typically represented by points, lines or polygons

• 'ata visuali!ation harnesses the power of analytic and adds a visualdisplay to capitali!e on how our brains wor%


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.' +nter&rise ata Mas,u&s

•

3nteprise mashup combine business data and applications frommultiple sources typically a mi* of internal data and applications withe*ternallu sourced data, software as a service 0SaaS1 and 8e contentto create an integrated e*perience

• 3nterprise data mashup are combinations of data variousbussinessystems and e*ternal sources, often in real time, withoutnecessarily relying on a middle step of e*tract, transform and load03T1 from a data warehouse


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.' +nter&rise ata Mas,u&s

3nterprise Mashups 6enets

•

'ramatically reduces time and eBort needed to combine disparatedata sources

• @sers can dene their own data mashups by combining elds fromdiBerent data sources that were not previously modeled

• @sers can import e*ternal data sources, for e*ample, spreadsheets

and competitor daa, to create new dashboards• 3nables agile 6# because new data sources can be added to a 6#

system 5uic%ly via direct lin% to operational data sources, bypassing the need to load them to a data warehouse

• Provides a mechanism to easly customi!e and share %nowledge

througout the company


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.3 igital as,oards

• 6enets of dashboard +

-

:isibility6lind spots are minimi!ed or eliminated) Threats and opportunities are

detected as soon as possible

- "ontinuous improvement

famous warning from Peter 'ruc%er was Dif you can?t measure it, you can?t

improve itE

- Single sign on

Managers can spend a lot of time logging into various bussiness systemand running report

- 'eviations from what was budgeted or planned

ny metrics can be programmed to display deviationsfrom target such as

comparisons of actual and planned or budgeted

- ccountability

8hen employees %now their performance is tra%ed in near real time and can

see their result, they tend to be motivated to improve their performance


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.4 eogra&,i" n!ormation System

•

Geographic information system 0G#S1 captures, manages, analy!esand displays multidimensional geographic data, also calledgeospatial data) G#S can connect to location trac%ing devices andapps

•

6enet of G#S – nalysts can pipoint the average income in areas where the highest performing

stores are established

– .etailers can learn how store sales are impacted by population or the pro*imityto competitors store

– retail with plans to open a hundred new stores can use G#S to identify relevant

demographics, pro*imity to highways, public transportation, and competitorsstores to select the best location options)

– (ood and consumer product companies can chart locations of complaint call

enabling product traceability in the event of a crisis or recall

– Sales reps might better target their customer visits by analy!ing the geographyof sales targets


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video


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IT Strategy and Balanced Scorecard

Antonius Hernanda375998Ari Haryadi376764Bagus Mayang Seto376007



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%,e Ste&s in t,e % Strategi"$lanning $ro"ess

Senior management andleader develop and

communicate the enterprise?sF 9 year strategic vision andidentity the direction and focus

for upcoming year

•. +nter&risevision

team of senior management, #Tand 6usiness @nit representativesdevelop the F 9 year businessoutloo% and technology outloo%

•'. %e",nology and Businessutloo(

nalysis of the current state of #T,enterprise system and processes

which are compared with results ofstep F to identify gaps andnecessary ad


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Ho to +valuate % Strategy

• The business and #T strategic plans are evaluatedand ad


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3 %y&es o! Business 1aluerivers

Type of6usiness

:alue 'rivers'enitions 3*amples

&erational

S,orter;term!a"tors

(actors that im&a"t"as,


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Balan"es S"ore"ard as t,e (ey to&er!orman"e m&rovement

• #s a methodology and a tool for measuringperformance using nancial and nonnancialmetrics

• The 6S" translates mission and vision statements

into a comprehensive set of ob


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%,e Balan"e S"ore"ardMet,odology

methodology 9 and a tool 9 fro measuring performance using nancial and nonnancial

is widely used in all industry sector for strategic planning and evaluatingow well ob


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%, * l ! % S i


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%,e *ole o! % Steering/ommittees

.Set t,e ire"tion #n lin%ing the corporate strategy with the #T strategy, planning is the%ey activities

'.Allo"ate s"ar"e resour"es The committee approves the allocation of resources for and within

the information system organi!ation) This include outsourcing policy

3.Ma(e sta?ng de"isions =ey #T personnel decisions involve a consultation and approval

process made by the committees, including outsourcing decisions

4./ommuni"ate and &rovide !eeda"( #nformation regarding #T activities should $ow freely

5. Set and evaluate &er!orman"e metri"s The committee should establish performance measures for the

department and see that they are met


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%,e 1alue o! Aligning t,e % @ usinessstrategies

• #T strategic planning is a systemati" &ro"ess thatevaluates the full potential of a business)

• The outcome is used to decide ,o to allo"ateresour"es to develop business critical #T capabilities)

•

4 o>e"tives o! % strategi" &lansH) #mprove management?s understanding of #Topportunities and limitations

F) ssess current performance

;) #dentify capacity and human resourcesre5uirements

4) "larify the level of investment re5uired

% Strategi" $lanning $ro"ess


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% Strategi" $lanning $ro"ess

Strategi" Business $lanOverall direction of the organi!ation• Goals• Ob


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Ho t,e alignment % and usinessstrategy "an e a",ieved

•

:arious function in the organi!ation are most successful whentheir strategies are forward loo%ing

• (orward loo%ing means that they do S8OT analysis to create theirfuture rather than react to challenges or crises)

• Ma%ing #T investment on the basis of an immediate need or threat9rather than #T Strategy - might be necessary at times) 6ut

reactive tactics lead to incompatible, redundant, e*pensive tomaintain or failed system

• .eactive #T investment tend to be patches that do not align withthe business strategy F ris%s 0H1 failing to align #T to realbusiness needs, as a result 0 F 1 failing to deliver value to the

business• 6ecause #T has a dramatic eBect on business performance and

competitiveness, the failure to manage #T eBectively seriouslyimpacts the business


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Arti&el

In'esting in the IT That Ma&es a Competiti'e !i(erence

)y Andre* McAfee and "ri& Bryn+olfsson

Ho %e",nology ,as ",anged


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Ho %e",nology ,as ",anged/om&etition

H) 'irected to the nature of the lin% between#T and competitiveness

F) 6ecause some of these nete",nologies enaled im&rovementsto companies? operating models and thenmade it possible to re&li"ate thoseimprovements much more widely

;) The internet and enterprise #T areaccelerating competition because more processes are e"oming digital

/om&eting on igital $ro"esses


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/om&eting on igital $ro"esses

To survive, or better yet thrive, in this morecompetitive

environment, the mantra for any "3O should be,

e&loy# innovate# and &ro&agatee&loy dopt a uniform technology platform tobe used throughout the company

nnovate'esign better ways of doing wor% in thecompany)

$ro&agate@se #T to replicate process innovationsthroughout the company


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/ase 5 D

L@L So"iety o! /anada So"ial Mar(eting Strategy




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L So"iety o! /anada• & 0eu%emia & ymphoma1 Society of "anada adalah sebuah lembaga

sosial nirlaba untu% melawan %an%er darah dan mening%at%an %ualitas

hidup dari para penderitanya

• & awalnya mela%u%an penggalangan dana lewat cara tradisional,namun perlahan mengubah caranya melalui social fundraising, sehingga& dapat mela%u%an riset dan menyedia%an


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a,an menu>u Social undraising• S" %emudian mela%u%an sentralisasi %ontrol & %oordinasi terhadap

semua %onten dan pesan yang a%an disampai%an %epada donatur dan

sponsor mengguna%an platform ootsuite

• S" membuat a%un resmi di (aceboo% & Twitter, serta masing-masingsatu a%un untu% cabang regional di seluruh "anada) =emudian dengantraining dari ootsuite, staf di cabang dapat melayani donatur dengan

lebih bai%)

• asilnya adalah event & campaign yang lebih ter%oordinasi antar chapter,serta pesan yang lebih


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@ A

H) :isit the ootsuite website) 'escribe ootsuite?s listening,engagement and collaboration tools)

Listening


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@ A

H) :isit the ootsuite website) 'escribe ootsuite?s listening,engagement and collaboration tools)

+ngagement /ollaoration


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@ A

F) 'escribe other social media strategy supports provided byootsuite)

Analysis Se"urity


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@ A;) 8hat factors contributed to S"?s social success

•. danya sentralisasi %ontrol & %oordinasi terhadap semua %onten dan pesan

•. Penggunaan tools ootsuite untu% efe%tivitas & esiensi

•. danya training dari ootsuite untu% staf media sosial

4) ow does S" assess the success of its social campaigns

'engan memonitor dan mengu%ur tanggapan para sponsor & donatur atas

campaign di media sosial, mengguna%an tools ootsuite

) lot of nonprots use social media to boost their fundraising eBorts, but moreoften than not, they do not wor%) #n your opinion, what might be some of thereasons for their failure

•. Pesan yang disampai%an di media sosial tida% terstru%tur dan tida%


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/ase 6 D

SA$ m&lementation )ail




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on /om&any $role• von adalah sebuah perusahaan %osmeti% yang mema%ai sitem direct

selling oleh independent sales representatives (reps) yang men


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agalan m&lementasi SA$• von mela%u%an implementasi SP dengan pende%atan $ig $ang, yaitu

perubahan yang sangat banya% dalam wa%tu yang sempit) Camun

pende%atan ini gagal %arena pende%atan ini mengacau%an bisnis von yangmemili%i N


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agalan m&lementasi SA$H) ow did the older order fulllment system harm an von rep?s sales and

relationships with her customers

•. Pesanan harus di%umpul%an lalu disatu%an dalam


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agalan m&lementasi SA$;) ow would the age of the sales reps impact success or failure

Para Reps sangat mempengaruhi pen


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agalan m&lementasi SA$N) 8hat do you thin% should have been done to avoid the problems

that happened in the pilot study

•. danya change management yang bai% untu% mengubah

perila%u user secara perlahan

•. danya tim pro


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*e!eren"es

• Turban, 3, ) :olonino, and G).)

8ood, #nformation Technology forManagement, #nternational Student:ersion, Tenth 3dition, 2ohn 8iley &

Sond, #nc, FLH

sit 21 nov kelompok 3_compilation

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