Project Chapter 1 Pg 7 Exercise 3: Identify And Explain A Sp
Project Chapter 1 Pg 7 Exercise 3identify And Explain A Specific
Describe a specific business process, explain how it can be automated with mobile technologies, and discuss how it might be completely redesigned. Write a 2 to 3-page business process paper, and include 3-5 peer-reviewed references to support your viewpoint. The paper should be double-spaced, typed in Times New Roman (size 12), with one-inch margins. Include a cover page with the assignment title, student’s name, professor’s name, course title, and date. The cover and reference pages do not count toward the page count.
Paper For Above instruction
A fundamental aspect of modern business operations involves the inventory management process. This process entails tracking, ordering, and maintaining stock levels in a retail or manufacturing environment. Traditionally, inventory management has been a manual process involving physical counts, paper-based records, and phone or email communications with suppliers. However, advancements in mobile technology have presented opportunities to automate and optimize this process significantly, transforming how businesses manage their inventories.
Current Business Process: Inventory Management
In its standard form, inventory management involves manual recording of stock levels, periodic physical counts, and restocking based on these counts. Employees often use handheld scanners or manual logs to record inventory data, which is then reviewed periodically to determine reorder points. Suppliers are contacted via phone or email when stock levels fall below pre-determined thresholds, leading to potential delays and human error. This process is time-consuming, prone to inaccuracies, and often results in stock shortages or overstocking, which can impact profitability and customer satisfaction.
Automation with Mobile Technologies
Mobile technologies enable a significant shift toward automation in inventory management. Implementing mobile barcode scanning and real-time data entry applications can streamline the entire process. Employees equipped with smartphones or tablets can scan items as they are received or removed, automatically updating inventory levels in cloud-based databases. This reduces manual entry errors and ensures real-time visibility into stock levels.
Furthermore, integrating mobile inventory systems with Enterprise Resource Planning (ERP) software enables automated alerts for low stock levels, triggering electronic reorder requests directly from mobile devices. Mobile communication tools also facilitate instant communication with suppliers, allowing for quick approval and confirmation of orders, reducing lead times. Real-time tracking through mobile apps enables managers to monitor stock levels across multiple locations, improving accuracy and decision-making.
Complete Redesign of the Business Process
A radical redesign of inventory management extends beyond automation to incorporate predictive analytics and artificial intelligence (AI). Implementing AI-powered inventory systems can analyze historical sales data, seasonal trends, and external factors to forecast future demand accurately. This predictive capability allows businesses to optimize inventory levels proactively, minimizing stockouts and overstock scenarios.
The redesigned process involves a fully integrated mobile-enabled supply chain platform where sales forecasts automatically generate purchase orders, with minimal human intervention. This system continuously learns and adapts based on changing patterns, offering dynamic adjustments to inventory levels. Moreover, incorporating autonomous robots and drones for stock checking and replenishment in warehouses can further streamline operations, eliminating human errors and increasing speed.
Another aspect of the complete redesign involves adopting a just-in-time (JIT) inventory approach, supported by mobile sensors and IoT (Internet of Things) devices that monitor real-time conditions such as temperature, humidity, and item expiration dates. This comprehensive system ensures optimal stock levels and product freshness, vital for perishable goods.
Implications and Challenges
While these technological advancements offer significant benefits—including increased efficiency, accuracy, and responsiveness—there are challenges to consider. Implementing such systems requires substantial investment in software, hardware, and training. Data security becomes critical as sensitive inventory and supplier information are transmitted digitally. Additionally, employees need to adapt to new workflows, necessitating change management initiatives.
Conclusion
In summary, inventory management exemplifies a business process ripe for automation and redesign through mobile technologies. The current manual processes can be significantly improved via mobile barcode scanning, cloud-based updates, and automated supplier communications. Future innovations involve intelligent systems that predict demand and utilize IoT devices for real-time monitoring, leading to highly efficient, responsive, and data-driven inventory processes. Embracing these changes positions businesses to better meet customer expectations, reduce costs, and stay competitive in dynamic markets.
References
1. Chen, H., & Paulraj, A. (2004). Towards a theory of supply chain management: The constructs and measurements. Journal of Operations Management, 22(2), 119-150.
2. Gunasekaran, A., & Ngai, E. W. T. (2004). Information systems in supply chain integration and management. European Journal of Operational Research, 159(2), 269-295.
3. Kumar, S., & Saini, R. (2015). Mobile technology in supply chain management: A review. International Journal of Business and Management, 10(2), 15-20.
4. Ngai, E. W. T., Chau, D. C. K., & Chan, T. L. A. (2011). Information technology, operational, and strategic dimensions of supply chain management. International Journal of Production Economics, 135(1), 240-251.
5. Wamba, S. F., Gunasekaran, A., Papadopoulos, T., et al. (2015). Big data analytics and supply chain management: Exploring the most influential factors. International Journal of Production Economics, 182, 256-267.