Answer: A
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The FoxMeyer case is a simple fiasco of the decision makers and the top level strategists. FoxMeyer was misled to a large extent, firstly in believing that the entire software life cycle was to be done within 18 months which is totally unrealistic schedule and secondly in not exposing to the fact that incompatibility problems could crop up across different systems.
Answer: B
FoxMeyer could have brought a strong strategic person in place to make decision making so that they are able to fetch the right decision for the company. The very decision to adapt to the SAP project within 18 months was a complete wrong decision.
Answer: C
The business misjudgments were to question the ability of the technology that was to fetch the business operations for the FoxMeyer. The second misjudgment was the integration part which enables the communication among the different vendors.
Answer: D
FoxMeyer’s failure was due to business reasons more than technology reasons as the decision makers were unable to fetch the right direction for the flow of business. Lack of knowledge of the technology complexities led to wrong business decisions.
Answer: E
The success of the strategy would be known only when FoxMeyer is able to process large traffic of customers for its daily ordering system with less compliant from the customers side.
Describe the 3 flows that Supply Chain Management covers?
Mentzer (2001) mentions the three flows that supply chain management covers are as follows:
1. Product flow: The process of transformation of the raw material into the transformation steps for deriving a final product.
2. Information flow: The flow of information would enrich the development of the product at each chain with regard to its development and growth.
3. Finances flow: The flow of finances is the prime attribute as a lot of finance is involved in the process of fetching the right product at the end of the cycle.
Describe how Supply Chain Management software changes the way business is conducted along the chain?
The supply chain management software ensures that every activity from the procurement of raw material to the finished goods and even after that is tapped to its finest detail so that they are in a position to fetch better strategies for optimizing cost and effort. The software makes sure that all the activities are identified to its micro level, better thought off for processing and offers a comprehensive detail to the flow of the product life cycle, finance life cycle and information life cycle. The supply chain software is in itself an enterprise as it handles all the aspects of the software, all the internal and the external processes (Tarn, JM and Beaumont M, 2002).
References/Bibliography
Tarn, JM, DC Yen and Beaumont, M (2002). Industrial Management and Data Systems. Exploring the rationales for ERP and SCM integration. Retrieved 22, October 2008 from http://contaduria.itam.mx/htm/alumnos/sicaof_prim03/ERP-SCM.pdf.
Mentzer JT, Min S (2001).Defining Supply Chain Management. Retrieved 22, October 2008 from http://engsci.aau.dk/kurser/F06/Lscm/Lscm/Lesson%201/DEFINING%20SUPPLYCHAIN%20MANAGEMENT.pdf.
Quark (2008). Managing an ERP Project, chap 8, pp 126-130.
