CheckpointNew System Proposal 3
CheckpointNew System Proposal 3
Inventorymanagement is critical for the success of business organizations inthe modern business environment. This is because it enhances customerservices and sales as well as uninterrupted production. Checkpointsystems can effectively be used to manage raw materials, manufacturedgoods as well as finished products. The three elements accounts forsome of the most important assets in a business organization. Asystem that will increase the effectiveness of the organization inmanaging these assets will have a significant impact onprofitability. A check of system will ease the tracking of sales andpayments related to a specific inventory (Kumar, 2014). There arespecific requirement that necessities the creation of a newcheckpoint system in the management of Riordan business processes.These requirements are based on the current business environment, butmost importantly on the internal characteristics and nature of theorganization.
Toa large extent, in the current operational structures, Riordan usestraditional methods of managing raw materials, manufacturing andsales. The receiving of raw materials, manufacturing process andsales is supported by a batch oriented manual system. There are manychallenges that are associated with the manual system. The manualsystems are more susceptible to errors and a wide range of accuracyissues. For example, incidences of wrong raw materials being orderedor wrong stock of finished goods are common with the manual systems.Additionally, they are highly dependent on high number of workers,meaning it is labor intensive (Lee, 2014). As a result, maintainingthe system at Riordan facilities is expensive and had negativeimpacts on the customer experience.
Thereis a need for Riordan to implement a system that will enable itimprove its operations and customer experience. This would require anautomated system that replaces the manual processes in the orderingreceiving, manufacturing and selling operations. One of the importantphenomenons in the modern business environment has been the rate atwhich business organizations have been adopting new and emergingtechnologies. These technologies have increased the effectiveness andefficiency of business processes resulting into enhancedprofitability. As a result, there are several technologies that canbe adopted by Riordan to automate its business processes. Thecheckpoint system will enable Riordan to have a real time and highlyefficient inventory management system. By replacing the traditionalmanual system with a technology based system, the inventorymanagement processes will be less costly due to reduced number ofrequired workers and be less susceptible to errors (Kumar, 2014).
Thebusiness requirement that makes the adoption of the new systemnecessary is the need to replace the manual system with a more robustand reliable technology based system. These have far reachingimplications on the operations of Riordan, especially due to accuracyof the data held by the organization on the different inventories.The system will save time by reducing the checkout time and ensurethat the management is always in the know by providing real timetracking (Russell, 2007). An important impact of the new checkpointsystem in the Riordan operations is the improvement of customerrelations management by ensuring that the organization is able tomaintain accurate and up to date customer information. The newsystem will play an important strategic role in the management ofRiordan and an important step towards being a modern businessorganization whose operations are supported by modern technologies.
Kumar,P. (2014). “Information technology: roles advantages anddisadvantages”,International Journal of Advanced Research in Computer Science andSoftware Engineering,4(6), 1020-1025.
Lee,I. (2014). Trendsin e-business, e-services, and e-commerce: impact of technology ongoods, services, and business transactions.Hershey: Business Science Reference.
Russell,S. (2007). “Supply Chain Management: More Than IntegratedLogistics”. AirForce Journal of Logistics,31(2), 56-63.