Answer to Question 1
T
Answer to Question 2
Some of the questions to be asked include:
Who will lead our implementation effort? Senior management must assign people with expertise in supply chain processes and software functionality to direct SCIS implementation. Team members must be given the authority to make boundary-spanning technology decisions. They must also be given the ability to manage the implementation process without interference.
How will technology support our business needs and processes? Senior management must ensure that their implementation team takes the time to document current processes and identify desired capabilities before embarking upon software reviews. Having a business plan prior to dealing with vendors will ensure that solutions support this plan rather than the business having to adapt to proposed solutions.
What is the status of our existing data? It is critical to assess data quality, relevance, and completeness to ensure that the needed information is available.
How well does our existing system integrate with suppliers and customers? SCIS will fall woefully short on vital capabilities if they are unable to communicate with supply chain partners in an efficient manner. Systems structures and capabilities should be mapped to identify where compatibility challenges exist. Senior management must use this knowledge to support improved linkages of SCIS with key partners.
What external issues must our systems address? Given the financial and product flow data contained within most SCIS, such systems have a major impact on an organization's ability to comply with government mandates such as Sarbanes-Oxley regulations. The SCIS must also provide visibility of orders from suppliers through customer delivery so that the organization can monitor and control its operations, its inventories and other assets, and its financial results. Visibility is also imperative for participation in international security initiatives such as the Customs-Trade Partnership Against Terrorism (C-TPAT).