The word count of this assignment must be between 2000 -2500 words. The Assignme
ID: 361910 • Letter: T
Question
The word count of this assignment must be between 2000 -2500 words. The Assignment can include Charts, Tables and relevant Snap shots..etc Each Individual need to find any One Virtual Organization. With respect to the organisation the following Questions need to be surveyed and answered. 1.About the Virtual Organisation a. Organisation Name and profile. b. Organisation Process. c. Narrate the benefits of adopting the Organisation in to Virtual 2. How web applications are used to manage and monitor supply chain in your organisation. 3.Explain how the integration of CRM, SRM, and e-ERP systems in the organisation. 4.Discuss the issues encountered in implementing the cloud technologies in the supply chain 5.What are the Current Challenges in the Management of your Virtual Organization and give your suggestions to overcome the challenging issues. Ex :Amazon,Eaby.Rakuten ect..Explanation / Answer
Answer 1)
a)Organisation Name : Flipkart and e-commerce profile
b) Organisation Process: Supply chain Management, Logistics, Transportation, Customer Attraction, Retention and satisfaction
c) Flipkart organisation is chosen to demonstrate that the company growth is effective use of Analytics and implementation of ERP, SAP, CRM systems in line with its findings. CEO founder Mr Sachin Bansal himself creating application of machine learning using statistical tools to realign the supply chain as per customer demand prediction.
Answer 2) Supply chain is managing effectively procurement of raw material or products, its short term holding inventory and its effective utilisation, traansportation and other miscellaneous tasks. In olden days supply chain is not given importance. Later every companies realised that the expenses could be optimised if the price fluctuations, customer demand and consumption is predicted considering trend and seasonal components.
Web applications play important role in collecting data, processsing the information resulting in meaningful insights and predictions with which businesses act and implement the right decisions for demanding customer.
As an example, currently we realise that our every actions are monitored by businesses and used for marketing promotions say facebook on our interests, browsing cookies capture our intentions in online world, most importantly location details captured by apps and so on. we have recieved many a times a marketing promotions just because we browsed the product in our online webpage. Cookie information is read by web applications and shared to businesses to attract potential customer with discount and offers
Flipkart buys products from manufactures, preserves it in inventories, and ships to its customers based on online purchase from its web page or mobile applications. Hence Web application at customer end displays the available products (which Flipkart could potentially sell) in the form of catalogues, with selling price (check dynamic pricing for more details - this it self is an area of advanced technique of pricing if interested);
The products from various suppliers are listed as per supplier pricing based on location of customer (pincode) and the nearest supplier adding transportation cost wherever applicable.
So the web application is already having a supplier data base with thier product details and price before even customer like us intends to place order on Flipkart online shopping portal.
Once order is placed, the web application traces the location of the product from its respective supplier which the customer chose and places an order request to supplier to pack and ship to the customer and at the same time raises invoice to send to the customer on behalf of supplier. All of this happens real time in matter of seconds with customer in complete virtuality connected with supplier via Flipkart. Supplier packing, shipping and transportation update is shared to customer via the same web application
As an example order details is shared for reference at a Laptop purchase
HP Pavilion Core i7 6th Gen - (16 GB/2 TB HDD/Windows 10 Home/4 GB Graphics) W6T21PA 15-au008TX Notebook
Color: Turbo SIlver
10 Days Replacement
Seller: RetailNet
Ordered:
Your Order has been placed.
Mon, 10th Apr 8:38 pm
Seller has processed your order.
Mon, 10th Apr 6:30 pm
Payment approved
Packed: Your item has been picked up by courier partner.
Mon, 10th Apr 9:14 pm Seller Facility Item has been dispatched from the seller warehouse
Shipped
Item has been shipped.Ekart Logistics - FMPP00000000301
Delivered
Your item has been delivered
To make this happen real time, the web application should maintain a huge data base of all suppliers product details with images, price details and its current inventory availability
To administer the whole business, Flipkart has to maintain seperate dashpanel to calculate its margin apart from customer and supplier web panels at its architechture level; Flipkart dashpanel must include company revenue, operating expenses, and its profit on realtime basis apart from suppliers and customer feedback on each and every transanctions.
3) In our earlier answer , we discussed in detail about the various components of web applications for managing suppliers, satisfying customers and monitoring its own health of business transanctions. This functions are technically referred as SRM, CRM and SAP/e-ERP
e-ERP system is backbone of the business for Flipkart on which CRM and SRM are branches or pillars of the system; Enterprise resource planning is an integrated information system which is considered a vital backbone information system of the enterprise. A cross functional enterprise system integrated and automates all the internal cross functional business processes such as production, order processing, logistics, sales, distribution, accounting, finance and human resource. It helps the enterprise to achieve efficiency, agility and responsiveness.
ERP is the platform on which following important optimisation or reduction happens
1. Reduced time from sale of delivery (by improving Sales efficiency)
2. Reduced Inventory costs (reduction in WIP, reducing holding costs)
3. Reduce cost of money (Billing, collecting paymentsetc.,
Supplier relationship management (SRM) is the discipline of strategically planning for, and managing, all interactions with third party organizations that supply goods and/or services to an organization in order to maximize the value of those interactions. In practice, SRM entails creating closer, more collaborative relationships with key suppliers in order to uncover and realize new value and reduce risk of failure.
Customer relationship management (CRM) is an approach to managing a company’s interaction with current and future customers. The CRM approach tries to analyze data about customers' history with a company, in order to better improve business relationships with customers, specifically focusing on retaining customers, in order to drive sales growth.
It's true, supplier relationship management (SRM) and customer relationship management (CRM) are related, closely related. Just as companies have multiple interactions over time with their customers, so too do they interact with suppliers – looking at POs, negotiating contracts, managing logistics and delivery, and so on.
The many interactions with suppliers should be viewed as a relationship, one which can and should be managed in a coordinated fashion across functional and business units. The use of CRM has skyrocketed in recent years, as a must have for most organizations. That's good news for companies looking to implement a SRM system as many best practices can be applied to both.
Today's consumer can learn virtually everything about a product or service from rudimentary online research (and without even speaking with a sales rep), a strategy-minded sales professional needs to have at their fingertips every piece of data about their conversation partner in order to put forth the most effective sales messaging and tactics.
Answer 4) In my view, with the current technology advancement there is no issue in migrating to cloud from in-house server. The reason being the big data technologies are distributed or shared resources and confidentiality is as good as maintaining on-premise infra-structure. However there are few technical skill related issues which could be overcome by hiring right skills from market or outsourcing to potential vendor for implementing at cloud platforms. I could think of following technical issues
1. Self-healing - in case of application/network/data storage failure, there will always be a backup running without major delays, making the resource switch appear seamless to the user.
2. SLA-driven - cloud is administrated by service level agreements that allow several instances of one application to be replicated on multiple servers if need arises; dependent on a priority scheme, the cloud may minimize or shut down a lower level application.
3. Multi-tenancy - the cloud permits multiple clients to use the same hardware at the same time, without them knowing it, possibly causing conflicts of interest among customers.
4. Service-oriented - cloud allows one client to use multiple applications in creating its own.
5. Virtualized - applications are not hardware specific; various programs may run on one machine using virtualization or many machines may run one program.
6. Linearly scalable - cloud should handle an increase in data processing linearly; if "n" times more users need a resource, the time to complete the request with "n" more resources should be roughly the same.
7. Data management - distribution, partitioning, security and synchronization of data.
5) Challenges in virtual organisation
Virtual organizations extend strategic reach, which involves enlarging the scope and scale of opportunities available to the organization. Three examples concern size, time, and place.
Size Lack of capital and could not expand to emerging business oppurtunities
Time Going virtual enables the firm to respond more quickly and mobilize to take advantage of market opportunities.
Place Place can include the ability to enter into previously closed markets, or to offer products in the marketspace, rather than the marketplace
1. Enter into virtual alliances only when such alliances increase organizational capabilities.
Organizations should remember that virtual alliances are a means to achieving overall organizational objectives. Virtual alliances make sense when the environment indicates entering into such alliances will give the organization new capabilities that are greater than those it would have under other organizational structures. However, when control is paramount the organization either should forgo the alliance, or should ensure that it will be the controlling partner.
2. Maintain core competencies, particularly regarding technologies.
Virtual alliances present an ongoing risk of permanently losing core competencies. This is particularly true when the firm enters the alliance to buttress a weak technological posture or to leverage another firm’s capabilities to get to the next technological level faster that would normally be possible. Organizations should enter into alliances with eyes open to ensure that transitory advantages do not result in long term atrophy.
3. Identify changing demands on employees and institute ongoing education, training and employee development programs.
Employee education, training and development are important for any organization but are even more crucial in virtual environments where technical skills, knowledge, and ongoing development are critical to organizational success. This not only ensures that employees maintain and develop their skill sets, but ensures that employees represent the parent organization and maintain operational or strategic control.
4. Maintain an evergreen technology platform and continuously improve how information is used.
Analyzing and acting on information is a key enabler in a virtual organization and the employees of the organization must be current on the uses of information technology. Maintaining the platform is important because the platform makes possible two defining characteristics of the virtual organization: Speed and flexibility.
5. Focus on values and trust throughout the organization
Employees of organizations in virtual alliances are representatives of those organizations and, by the nature of the alliance, often work under minimal managerial control. To be effective they must have internalized the values of the parent organization. Moreover, they must be honest and trustworthy because in virtual organizations trust is necessary.
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