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Use the Week 7 Case Study Template to complete this assignment. Your proposed information system is still a contender. The executives, however, are asking whether it is too limited to prevent the shadow IT projects that continue to take place throughout the organization. They believe that you have considered what the organization does now, but how will your system adapt to new products and processes? Read Nicolet Plastics’ Quick Response Manufacturing Strategy for a concrete example of what they mean.

You'll have to quell their fears, so it's time for another memo. Please focus on these points: Identify any significant changes that your organization might reasonably make in its product offerings in the next three years. Explain the competitive benefits of this change. Explain how your information system addresses or can adapt to the introduction of these new product offerings. Give one reason why capabilities for the new product offerings should or should not be incorporated in the initial information system design. Justify your reason. This memo should be 3–5 pages long. This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. The specific course learning outcome associated with this assignment is: Determine how information systems influence organizational strategies to improve decision making. Reference IQMS. No date. Nicolet Plastics’ Quick Response Manufacturing Strategy.

Paper For Above instruction

In today’s rapidly evolving manufacturing landscape, organizations must anticipate and adapt to changes in product offerings to maintain a competitive edge. For our organization, projected changes over the next three years include expanding into new product markets such as eco-friendly packaging solutions and customized product components tailored to specific client needs. These developments aim to meet increasing customer demand for sustainable and personalized products, thereby enhancing our market share and brand reputation. The introduction of these new product lines will not only diversify our revenue streams but also position us as forward-thinking innovators in our industry.

The competitive benefits associated with these changes are substantial. Firstly, offering eco-friendly packaging aligns with global sustainability trends, attracting environmentally conscious consumers and differentiating us from competitors still relying on traditional materials. Secondly, customized components enable us to respond swiftly to specific customer demands, reducing lead times and increasing customer satisfaction. Both strategies contribute to building stronger customer loyalty and opening new markets, which in turn bolster our financial performance and long-term viability.

However, adapting our information system to support these emerging product lines is critical. Currently, our system was primarily designed for traditional manufacturing processes and standardized product lines. To facilitate the introduction of eco-friendly and customizable offerings, our information system must be flexible, scalable, and capable of supporting dynamic product configurations, real-time inventory management, and rapid order processing. For example, integrating advanced Enterprise Resource Planning (ERP) modules that support product lifecycle management, component customization, and supply chain agility will be essential. Such adaptability ensures the system can handle the complexity and volume of new product data, streamline production workflows, and enhance decision-making capabilities.

One key consideration in the initial system design is whether or not to incorporate capabilities for these new offerings from the outset. I argue that these capabilities should indeed be included from the beginning. Incorporating these features early ensures that the system will be aligned with our strategic growth plans, enabling seamless scalability as our product portfolio expands. Additionally, early integration minimizes disruptive upgrades and costly overhauls later, facilitating a more efficient transition as new products are introduced. This proactive approach also fosters a culture of technological adaptability within the organization, reducing the risk of shadow IT solutions that often emerge when systems are inadequate or inflexible.

In conclusion, our organization’s strategic shift towards eco-friendly and customized products requires an equally agile and adaptable information system. By proactively designing our systems to accommodate these changes, we can realize significant competitive advantages, improve operational efficiency, and sustain long-term growth. Aligning our IT infrastructure with business strategy ensures that we remain responsive to market trends and customer demands, ultimately supporting our vision of innovation and excellence in manufacturing.

References

• IQMS. (No date). Nicolet Plastics’ Quick Response Manufacturing Strategy. Retrieved from https://www.iqms.com
• Laudon, K. C., & Laudon, J. P. (2020). Management Information Systems: Managing the Digital Firm (16th ed.). Pearson.
• O’Brien, J. A., & Marakas, G. M. (2019). Management Information Systems (11th ed.). McGraw-Hill Education.
• Turban, E., Pollard, C., & Wood, G. (2018). Information Technology for Management: Digital Transformation to Win Customer Service, Grow Revenue, and Improve Business Performance. Wiley.
• Sharma, R., & Sharma, S. (2021). The role of adaptive information systems in manufacturing innovation. International Journal of Production Economics, 234, 108112.
• Porter, M. E., & Heppelmann, J. E. (2014). How smart, connected products are transforming competition. Harvard Business Review, 92(11), 64-88.
• Ross, J. W., Beath, C. M., & Weber, D. (2019). Enterprise Architecture: Creating Value by Informed Governance. MIT Press.
• Brynjolfsson, E., & McAfee, A. (2014). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. W. W. Norton & Company.
• Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672-688.
• Vishal, S., & Singh, R. K. (2018). Digital supply chain transformation through information systems. International Journal of Production Research, 56(1-2), 617-629.