#erp for wooden industry

[pannimanagementteam]

Sage X3 Erp System

Sage Enterprise Management (Sage X3), with its comprehensive functionality and flexible implementation, helps mid-size companies streamline their operations. It improves productivity, supplies net management that coordinates multi-location techniques, and permits for easy general administration. Sage Enterprise Management accounting software program improves food security as properly. Sage X3, a cloud-based ERP and enterprise management answer that provides capabilities in production, provide chain, and monetary management.

Learn how leading medical gadget producers streamline processes, scale back lead time and handle prices. Over the years, the company’s volumes in transactions have grown tremendously. This led to management having to spend increasingly time on analysing production, gross sales, distribution and financial trends, which meant that priceless time was required from the departments. Implementation was conducted over six months, changing a custom-developed legacy system that not met Darling’s necessities.

This software corporation has fueled its development largely by way of acquisition quite than innovation. Only Sage X3 allows you to utterly ship on all three, offering the most comprehensive enterprise useful resource planning solution for midsized companies. Sage ERP X3 gives everybody across your corporation easy tools to course of and share information. The oil and fuel industry is extremely dependent on an environment friendly and effective supply chain.

With GUMU TMconnector and cloud based Sage Intacct solutions, Greytrix integrations aren't just restricted to any CRM systems however it's also prolonged to 3rd party softwares utilizing Sage Intacct Web Services. Tangerine Software is a leading supplier of Enterprise Resource Planning (ERP) and Business Intelligence (BI) software industries served sage x3 options. They provide mid-market companies with ERP options that are rich in integrated operate, easy to use, fast to implement, and price efficient.

Over the previous a number of many years, demand for Starborn’s merchandise has grown throughout the United States and internationally. Kavanagh manages Starborn’s state-of-the art warehouse and distribution facility in Edison, New Jersey. The firm additionally maintains distribution operations in Europe, Asia, Africa, South America, the Caribbean and Australia. Starborn Industries, Inc. started as a wooden products firm within the early 1960s. Over the previous five decades, it has found its area of interest in providing fasteners and screws for the deck construction market to customers throughout the globe. Prospects across the ERP spectrum are on the lookout for a better customer expertise (CX) and relationship.

We delight ourselves on our complete cloud information, the extensive experience that enables us to plot innovative options to companies’ issues. Of course, the sector of cloud expertise is consistently evolving—to keep on the cutting edge, we should keep up with the latest news and reports in this business. For most companies, critical data, perception, and indicators are scattered about-in spreadsheets, techniques, and databases. In some cases, staff themselves turn out to be gatekeepers of data others want, which may trigger bottlenecks. Greytrix brings accuracy, effectivity, compliance and completeness within the data migration process from complex legacy methods to Sage Intacct. This consists of modules like AR, AP, Inventory, SO, PO and GL together with its open transactions and historical information of previous years to onto a single platform Sage Intacct.

Track and test formulation versions until you are prepared to advertise the formulation to a production recipe. Link to your warehouse to maintain observe of your product heaps, dates, quantities and actions in your provide chain in real-time. Hear how Eide Bailly helps purchasers with a selection of sources from know-how to accounting and extra. It's not looked sage x3 industries served at by the Eide Bailly workers as just one other engagement or a block of billable hours, but as a business partnership developed to help First PREMIER proceed our success." Their knowledge and expertise have helped solidify our financial power and positioned us for future growth and stability." Reduce risk and enhance accuracy with a centralized, controlled internal and external disclosure reporting platform.

[ickpi]

IC PRISM ERP Software for Wood Industry - IC KPI

Strive for higher profitability and efficiency in #materialsplanning #inventorymanagement #sales and #purchasing #supplychain and #logistics and more.#IC_PRISM #ERP platform is a single source system that helps you #automate your workflow, be more responsive, and continuously increase #productivity It adapts to changing #business needs. 

www.ic-kpi.com

#woodindustry #erpsfotware #erpsystem #odoo #ic_kpi #Software#erpsolutions #erpconsulting #erpimplementation #furnitureindustry #softwaredevelopment #odooerp #erpsoftwaresolutions #erp

[inteliiot]

Keep these things in your mind While Choosing RFID Reader

You have a lot of hardware options, just like with any other technology solution. You'll need a printer designed specifically for imprinting data on RFID tags, as well as an RFID reader to read the data (similar to a barcode scanner that reads a barcode label).

Why Business Needs RFID Reader?

Inventory control that is precise

Due to increased demand from e-commerce and Omni channel approaches, the average square footage of warehouses grows each year. As a result, finding pallets, let alone a single unit of a product, is becoming increasingly difficult.

RFID-enabled data gathering sends crucial information to your WMS, such as SKU numbers, locations, and quantities. Fixed and handheld readers can capture data from an RFID tag attached to a pallet or product and transfer it to your ERP or WMS, providing important information on inventory movements and locations.

RFID tags can help you save money

RFID tags can be used to automate labor-intensive processes such as tracking products, pallets, containers, and product cartons using sensors. It will lower service charges, labor costs, and inventory management costs. You can manage your product stock or inventory at a significantly lower cost. The system is error-free and far superior to a bar-coding system. If the goods are RFID-enabled, you can perform the necessary calculations quickly and easily. As a result, the labor-intensive cost is decreased once again. There will be no fraudulent transactions, and the inventory management system will be improved.

Role of RFID for IoT

When compared to intelligent devices, the dominating function of the IoT RFID Reader may be seen in the objects that surround human lives. Smartphones, televisions, computers, electric appliances, and power instruments, for example, are all examples of intellectual systems.

These smart devices are powered by a battery or a wall-mounted AC power socket. Mobile transmission, Wi-Fi signals, and physical cords can all be used to link these devices. Each of these devices is given an IP address, allowing the Internet to uniquely identify, monitor, and make them visible to one another.

Objects without a power supply, prospective communication systems, or a unique IP address, on the other hand, are unable to connect to the Internet. Wooden furniture, water bottles, books, toys, and clothing are just a few examples of such devices. As a result, the RFID transmission process is conceived.

The Importance of RAIN RFID in Business

The RAIN IoT RFID reader stands out from other systems because of its high flexibility, cost-effective approach, and immediate recognition. As a result, RAIN RFID tags are being used in the health care industry, manufacturing stores, retail, and hospital departments. RAIN RFID tags allow business owners and suppliers to track down an item, identify how it interacts with customers, and assess its condition after use. This useful data aids commercial industries in discovering insightful analytics on their products in any location across the world.

Wrap Up

IoT based on RFID Reader creates an Internet of Things that allows for real-time sharing between objects all over the world by utilizing RFID, antenna data connection, and other technologies. By tagging everything with RFID tags, and information network about everything involved in distribution is created, which is based on the current Internet and occasionally fails to function well due to heterogeneous components.

[garbagebinrentals]

What More Can We Be Doing to Recycle Construction Waste in the GTA – read here!

A massive category of waste management and waste disposal services in Toronto are construction-produced materials. Seemingly every day, we send more building waste to landfills. When the majority of this material is reusable or recyclable, it’s shocking how much receive the landfill treatment.

As we erect 100s of new units, condo buildings, apartments, and homes, construction creates waste. There is no avoiding it. A lot of this comes from demolition which on average produces over 155 pounds of waste per square foot. This adds up very quickly. When construction waste isn’t managed properly, it contributes to three effects.

 The overflowing of Ontario landfills.  Deteriorating ecosystems.  A loss of valuable reusable or recyclable materials.

What is construction waste?

Construction waste is defined as things like asphalt, concrete, gravel, bricks, ceramics, wood, plumbing, insulation, glass, metal, and electrical fixtures. According to an estimate by Construction Specifications Canada, construction waste makes up 23 percent of Canada’s overall waste stream.

What is the environmental impact of construction waste in our landfills?

It is easy for a construction company to dump unused or unwanted materials into a landfill. Sometimes, dumpster rentals or bin rentals for construction are provided by unethical companies without a commitment to the environment. All they care about is collecting waste, dropping it at the landfill, and getting paid. What this approach to construction waste does is have a very sizeable negative impact.

Landfills emit methane and other chemical fumes polluting the air around us. Paints, varnishes, and other hazardous chemicals that enter our landfills through construction waste cause an added effect of some of this very harmful waste seeping into the Earth. Any sort seepage like this can pollute our groundwater, destroy ecosystems and waterways, and contaminate limited freshwater supplies. This is why construction waste needs to be very carefully handled. The alternative is a level of pollution which while entirely unnecessary can also really wreck the environment around us.

How do we solve the construction waste problem in Toronto?

We can solve the construction waste problem in Toronto with a dual-pronged approach – reducing non-recyclable waste and reusing our recyclables.

Construction and demolition can’t happen without the material involved. Ensuring those are recyclable materials should be priority. Construction project managers should also ensure what they’re ordering isn’t producing leftovers that need to be tossed. Over-ordering is sadly very common. Workers should also be properly trained in recognizing salvageable or recyclable materials.

As it relates to demolition waste materials, we recommend using a deconstruction approach which involves removing materials more strategically. This minimizes the spread of potentially hazardous dust and also ensures no items or materials that are reusable end up destroyed to such a degree that they are no longer.

What does a deconstruction do for a construction waste management protocol?

A deconstruction is such a great approach to demolition and construction because not everything is necessarily waste or recycling. Some things can be salvaged and reused like they already are. Aluminum gutters, wooden beams, and copper wiring are all in high demand, as examples of what a deconstruction can procure.

Materials like these that are picked up from demolition can be sold for profit, donated, or potentially repurposed on newly constructed homes. This sort of salvaging will save the extraction of non-renewables like copper, aluminum, and steel. You’re also saving the many systems surrounding soil, water, and that gets disturbed every time we mine.

What construction materials are recyclable?

Concrete, wood, metals, and asphalt are all recyclable construction materials. The concrete industry can create new concrete from these recyclables, just like the glass recycling industry can do the same with recycled glass materials.

There’s so much more that can be recycled on a construction site as well, like light fixtures, hardware, and appliances. If possible, connect with a local charity organization. If you live in Toronto, several organizations are willing to accept furniture, appliances, light fixtures, hardware, electronics, and more from construction and demolition. It doesn’t hurt to have a relationship with a party like this. Offloading the materials you don’t want to recycle or self-manage takes some of the strain off you.

If you rent a dumpster for a construction or demolition – and let’s face it, you should! – ensure dumpsters are properly labeled as either ‘waste’ or ‘recycling’. When a worker puts waste into recycling, it could potentially contaminate what’s in there. You want to keep the bins separate and marked, ensuring recyclable materials can be recycled without issue.

What do the laws in Ontario say about construction waste?

Ontario has several regulations guiding construction, demolition, and waste disposal in development. The two main regulations are as follows.

 A requirement to provide work plans and audits.  Construction firms must engage in source separation programs for materials including, but not limited to, brick, drywall, steel, wood, and Portland cement.

The current Ontario Conservative government is discussing several possibilities relating to maximizing construction waste recycling. The potential regulations to come include the following.

 An obligation to engage in landfill diversion efforts on every construction project.  Waste-to-energy programs that allow construction firms to divert landfill waste by converting non-recyclable waste into energy.  An Extended Producer Responsibility (ERP) obligation that assigns a firm responsibility to recycle to the construction company. Ontario ERP regulations already apply to tires, batteries, electronics, lighting, appliances, and paint and solvents. If allowed on constructions, this would mean materials such as flooring, carpets, furniture, tiles, lighting, electronics, and appliances would have to be recycled.

What’s somewhat problematic is that Ontario has a commitment to go waste-free by an unspecified date outlined in the Waste-Free Ontario Act, 2016. Despite the well-intentioned legislation, construction waste is not included in this commitment. The current provincial government hopes to inspire the private sector to find the solutions needed to reduce waste in contraction without imposing definitive restrictions that need to be met.

Are you looking for waste disposal for your construction waste? Core Mini Bins is a waste management firm with a commitment to landfill diversion and the reusability and recycling of construction materials. We offer dumpster and bin rentals, demolition, excavation, bobcat services, and more. Let us assist you on your next construction project to control your waste, recycling, and deconstruction. Contact a representative at Core Mini Bins today.

Source: https://www.garbagebinrentals.ca/waste-collection-removal-disposal-blog/759-what-more-can-we-be-doing-to-recycle-construction-waste-in-the-gta-read-here.html

[omningage-blog]

Reporting for Amazon Connect - OMNINGAGE

Key Performance Indicators (KPIs) and contact centers go together like fish and chips.

When contact center platforms were developed, agents’ performance started being measured by technology, such as reporting for Amazon Connect, that generates a blizzard of statistics.

With this KPI data, contact center managers can track almost every aspect of an agent’s working life to the second.

A brief history of KPIs

In fact, KPIs are nothing new.

The first recorded KPIs were devised by the Emperors of the Chinese Wei Dynasty in approx. AD 250. They would measure the “performance” of various family members who were competing for their attention and favors.

The father of gamification

Robert Owen, a 19th century pioneer of industrialism, devised his own rudimentary KPI. Painted wooden cubes were hung over each worker in the mill to display how well he was performing. Other workers, looked at them and were motivated to compete and spin more cotton, and so change the color of their cubes. You might say that Robert Owen was also the father of gamification.

As work became industrialized, psychologists, HR managers and operations research consultants developed more ways to measure employee performance.

In the 1980s, when Mrs. Thatcher was PM, the public sector adopted KPIs in great depth to measure the performance of organizations which were never intended to make money. Previously, their performance had been considered largely immeasurable.

The impact of IT

The impact of Information Technology did for the office what the assembly line did for manufacturing. Many office tasks were redefined as repeatable processes. ERP systems used by large companies could generate massive amounts of data, giving managers in offices the kind of insights that had only been available in manufacturing.

The contact center industry adopted this data driven approach from the very beginning. This is why no contact center application is complete without its own reporting module. This is why reporting for Amazon Connect is so essential.

Theoretical perspectives

“If you can’t measure it, you can’t manage it”. This has long been the mantra of the contact center profession, but are we necessarily measuring the right things? Here are 2 approaches to categorizing KPIs.

The value chain approach

Michael Porter, the industrial economist, applied the concept of the assembly line to any business process, where raw materials and parts went in one end and finished products left the other end.

Any activity that directly contributed to products being manufactured and sold was seen as a part of the value chain. Any activity that was not directly related was considered to be a “support activity”.

KPIs can be seen as measuring parts of a value chain. They can be classified under the following headings:

Inputs – Process – Outputs – Outcomes

Inputs: These are the financial and non-financial metrics that cover what happens before the call starts. This can include recruitment and training metrics or the running costs of facilities. Many of Porter’s “support costs” would be seen in this category.

Process: (Also known as Activities or Operations): These are the metrics that measure what is happening from the moment the caller is connected to the IVR to the moment the agent finishes entering wrap-up data and puts himself back into “ready” state. A lot of these numbers are to be found on systems providing reporting for Amazon Connect.

About OMNINGAGE:

OMNINGAGE provides a modern and cloud-based agent desktop platform which delivers high-quality voice via the user’s web browser. Its user friendly, data-rich interface promotes agent engagement, reduces AHT and boosts productivity for those working in the office or at home.

The platform is available globally via AWS and integrates with a variety of CRM and back-end applications to offer a single-window operation to users.

[jobswzayef]

Production Manager for Wooden Factory

Production Manager for Wooden Factory

An experienced Production Manager to organize and oversee the manufacturing of wood.

You will be ultimately responsible for the smooth running of all production lines and the quality of output.

We expect you to have deep know how in production procedures.

Ability to direct personnel towards maximum performance decision making and problem solving will take up a great part of your day.

The goal is to ensure an efficient and productive manufacturing process that meets customer requirements.

Main responsibilities include

Plan organize direct and run optimum day to day operations to exceed our customers' expectations.

Increase production assets capacity and flexibility while minimizing unnecessary costs and maintaining current quality standards.

Be responsible for production output product quality and on time shipping.

Allocate resources effectively and fully utilize assets to produce optimal results.

Implement strategies in alignment with strategic initiatives and provide a clear sense of direction and focus.

Monitor operations and trigger corrective actions.

Share a trusting relationship with workgroups and recruit manage and develop plant staff.

Collect and analyze data to find places of waste or overtime.

Commit to plant safety procedures.

Develop systems and processes that track and optimize productivity and standards metrics and performance targets to ensure effective return on assets.

Address employees' issues or grievances and administer lective bargaining agreements.

Adequate knowledge of business and management principles budgeting strategic planning resource allocation and human resources .

Familiarity with industry standard equipment and technical expertise.

Be knowledgeable of safety quality productivity demand creation inventory and stewardship processes.

Ability to create accountability and to lead by example and coaching.

Qualification

nbsp 5 years' experience in the field of Manufacturing of wooden.

Skills amp Special Requirements

Proven experience as production in charge of the manufacturing of wooden.

Deep knowledge of production management particularly in the field of manufacturing.

Understanding of quality standards and health amp safety regulations.

Knowledge of performance evaluation and budgeting concepts.

Experience in reporting on key production metrics.

Proficient in MS Office and ERP software.

Outstanding communication ability.

Excellent organizational and leadership skills.

Attention to detail.

Strong decision making skills and a results driven approach.

* راتب مجزي جداً. * مكافأت و حوافز متنوعة. * توفير سكن مؤثث أو بدل سكن. * أنتقالات أو توفير بدل عنها. * توفير تذاكر السفر لمن يشغل الوظيفة و عائلته. * نسبة من الأرباح الربع سنوية. * أجازات سنوية مدفوعة الراتب بالكامل. * مسار وظيفي واضح للترقيات. * بيئة عمل محفزة و مناسبة لحالة الموظف. * تأمين طبي للموظيف و عائلته. * تأمينات أجتماعية. التقدم و التواصل مباشرة دون و سطاء عند توافر الألتزام و الجدية التامة و المؤهلات المطلوبة علي: jobswzayef@gmail.com

[freewhispersmaker]

ITMS INFS 5024 Enterprise Systems using SAP M Assignment 2 Assessment Summary Weighting 25 % Due date 11:55 pm Sunday 8 October 2017 Unsupervised Group Assignment Graduate Qualities By undertaking this assessment,

  University of South Australia School of ITMS INFS 5024 Enterprise Systems using SAP M Assignment 2 Assessment Summary Weighting 25 % Due date 11:55 pm Sunday 8 October 2017 Unsupervised Group Assignment Graduate Qualities By undertaking this assessment, you will progress in the development of the qualities of a University of South Australia graduate. The table below indicates the weighting – as a proportion of this assessment piece – given to developing one or more of the qualities Graduat e quality 1 Body of knowledg e 2 Lifelong learnin g 3 effectiv e problem solving 4 work autonomously and collaborativel y 5 ethical action and social responsibilit y 6 communicate s effectively 7 international perspective s Unit weight 1.0 0.75 1.0 0.75 0.25 0.25 0.5 Group Project A group will consist of 2 students and no more. Exceptions will only be given to external students located outside of Adelaide and only if they present their case to me and receive my written approval. This assignment has been designated as a group project to enable students to refine their ability to work collaboratively and exceptions will not be granted except in extreme cases. The Discussion Forum on the course website can be used by students to find a suitable partner. Case Study Requirement You are required to jointly write an ERP Implementation Proposal of approximately 2500 words and develop a PowerPoint Presentation of approximately 10 slides for the Board of Directors of the Auburn Winery Company (AWC). You must structure your ERP Implementation Proposal into sections that are based on the list provided under the heading “Content” – see below. The marking scheme for Assignment 2 shows how many marks will be allocated to each section. The PowerPoint Presentation must be specific to AWC. It must: • Explain how the implementation project will be organized and staffed and the level of commitment at all levels from Management and Directors to workers; • Outline any change management that will be required and how it will be dealt with. • Show all timelines and schedules; • Clearly outline the future benefits to AWC of implementing an ERP from SAP; • Provide an analysis in general terms of where the major costs – software, hardware, training, consultation, etc – for the implementation will be together with some estimates. Scenario You are to assume that you are the Chief Information Officer (CIO) for AWC. The chairperson of the board has asked you to jointly prepare the ERP implementation proposal and its accompanying PowerPoint presentation for next month’s board meeting. He wants both the proposal and the slides to be easy to read, clear, concise and factual, with the objective of convincing the other members of the board that: a) An ERP system is necessary and b) SAP ECC or SAP HANA is the preferred solution The presentation slides must represent the content of the proposal. A description of the AWC is given later in this assignment specification. Content (or, What You Must Do) The ERP implementation proposal should be structured into sections which deal with the following matters: • A description of the AWC existing computer systems and a detailed analysis of the weaknesses in the existing IT systems from the point of view of operational cost, reliability, efficiency, security, data integrity, etc. • Describe the facilities (tools and services) available in SAP Solution Manager and how these services will be used in the implementation project at AWC. • A detailed description of the entire process of implementation (including the transition phase from the existing legacy systems) that will be undertaken at AWC. In particular your description must outline how the implementation project will be organized and staffed. This should include an explanation for the broad implementation strategy to be adopted (big bang approach versus phased approach) by AWC and one which takes into accounts the nature of the company. Realistic timeframes must also be established and clearly stated. • A summary of the 4 SAP Business Suites and how these suites will handle the requirements of current and future business operations. Other SAP or third-party applications will also be needed to satisfy AWC’s future IT requirements. List them and explain why they are needed. Particular attention must be given to AWC’s requirement to acquire the ability to conduct e-commerce. • A summary of the functional areas within AWC that may require significant Business Process Re-engineering (BPR) and why this will be necessary. • A summary of the training needs and change management issues to be addressed, and any other issues that you consider important to a successful implementation. • An explanation of how this ERP adoption is going to provide AWC with new information and a competitive advantage over their nearest rival companies. Formatting The ERP Implementation Proposal Summary is to be written in business report style (not in an academic style) using the following specifications: Title Page: Authors’ choice Table of Contents: Arial, centered, 12 pitch Title: Arial, centered, 16 pitch General font: Arial, left & right justified, 12 pitch Headings: Arial, 14 pitch, bold, left justified and numbered 1.1, 1.1.1, etc Margins: 2.5 cms all round Line spacing: 1.5 Header (left): “Integrated Information System Proposal” and date Header (right): “Auburn Wine Company” Footer (left): Author names Footer (right): “Page x of y” Referencing: Harvard author-date system Appendices: Not required The ERP Implementation Proposal Summary is to be submitted as a Word (*.docx) file or a PDF file. There are no formatting specifications for the PowerPoint Presentation but I must be able to open it so I recommend you use Microsoft PowerPoint. Note Make the report as specific to the AWC as possible. The more you attempt to write the report to the actual AWC business, the more marks you stand to gain. CASE STUDY Auburn Wine Company (AWC) Overview These are the operating entities within the Auburn Wine Company (AWC); • A head office in Adelaide housing the Finance/Accounting, Human Resources and Procurement divisions; • A glass bottle plant that makes bottles used by AWC to bottle its own wines and also sells bottles to other wine companies in Australia. It is located in Adelaide; • A large warehouse in Adelaide; • An office in Sydney housing the Sales and Marketing division; • 3 wineries (located in the Barossa Valley, in Renmark and in Clare, all of which are in South Australia and within 200 km of Adelaide); • A restaurant in the Barossa Valley The wineries accounts for 75% of the revenue for the company. The remaining 25% of revenue is derived mainly from the bottling plant and a smaller amount from the restaurant. Structurally the company has a Board of Directors comprised of a Chairman and 4 other Directors. The senior management of the company consists of the General Manager (CEO), the Chief Financial Officer (CFO), the Chief Information Officer (CIO) and the Heads of Marketing & Sales, Procurement (which includes production) and Human Resources. AWC has a workforce of more than 460 permanent staff and, in busy months it also employs 250-300 casual workers. The IT department has a staff of 35 of whom all are University or TAFE IT graduates and four of the IT staff have had some direct experience working with SAP systems. The CIO previously worked for a company that implemented a SAP system and he held a senior managerial role during this implementation. Many of the accountants and engineers employed by AWC also have good IT skills that are relevant to their jobs. AWC is generally regarded as a well-managed company with a competent team of managers at all levels and, a well-trained and dedicated workforce. Most of the senior and middle-level managers have been with the company for 10 years or more. The company has had very few issues with the industry regulators, government departments or the taxation office which would indicate that they have good policies and procedures and maintain good documentation. The Wineries The wineries produces and sells 6 varieties of wines; Shiraz, CabernetSavignon, Merlot, Riesling, Pinot and Savignon-Blanc. After the grapes are crushed the wine is placed into tanks for fermentation for several weeks or months depending on the variety of wine. In the case of low cost wines, the wine can then be bottled or placed into plastic tanks for transport. In the case of premium wines, the wine is placed into wooden barrels and “aged” for several years. Wine for sale in Australia is bottled and transported to major distribution centres in Australia by rail. Wine destined for export is exported both in bottles and in bulk (which means that it is shipped in large plastic containers). Wine destined for export is sent by rail to Melbourne. The 3 wineries have their own vineyards but they also buy most of the grapes they require from many small privately owned vineyards in South Australia. Each winery produces between 2 and 4 of the 6 varieties of wine listed above. Each winery has a small bottling plant so that the wine produced by the winery can be sold through its Cellar Door room or in its restaurant (if it has a restaurant). Note that the bottling plants at each winery cannot make glass bottles; they simply enable the winery to put wine into bottles and label the wine. Most of the wine (typically 60-75%) produced by all 3 wineries is bottled at the wineries where it is produced. Some of these bottles are kept for sale in their own Cellar Door room but most is sent to the warehouse in Port Adelaide. Wine that is not bottled is sent in large plastic containers to the warehouse in Adelaide and then sent by rail to Melbourne for export (by sea) to other countries. Note that a significant proportion of the bottles sent to Adelaide are also exported through Melbourne. The warehouse and the glass bottle plant in Adelaide are adjacent to one another. The markets for the wines are expanding and currently consist of a domestic market that covers all Australian states. The foreign markets consist of the United Kingdom, Germany, Ukraine, China, the United States and Japan. The distribution channels include: • Customer-direct (through the Cellar Door room for people who come to the winery to buy wine by the bottle). All 3 wineries have a Cellar Door room. • Online through the AWC website. Orders are placed for wine and the orders are processed manually by the back office staff located in Adelaide. The company currently will only accept orders for delivery within Australia through its online facility but they hope to expand this operation to all parts of the world. The Directors believe that online selling has enormous potential and to meet this expected increase in demand the current online service must be automated and integrated into the new ERP system. • To “reseller” customers through warehouse distribution centres. Resellers include grocery store chains, independent bottle shops and large warehouse operations like Dan Murphy and Booze Brothers. The distribution centres include: Adelaide, Sydney, Perth, Brisbane, Darwin, Melbourne, London, Los Angeles, Hamburg, Odesa, Hong Kong and Tokyo. Company owned trucks are used to transport the wine from the distribution centres to the customers in the surrounding area of each centre. Rail is used to move the wine from Port Adelaide to Sydney, Brisbane, Perth, Darwin and Melbourne. Cargo ship transports product from Sydney to the ports in London, Hamburg, Odesa, Los Angeles, Tokyo and Hong Kong. The company wants to open up more distribution centre in several major centres in Asia, but the market there is still too small to warrant the investment. The company also sells wine to liquor brokers who in turn sell the product to restaurants and some liquor stores not serviced by the company directly. This is usually for stores outside a 200 km radius of a distribution centre. Strategically the company wants to sell all the wine that they make. The Board of AWC is confident that the markets can be expanded in overseas markets and also domestically. As the company has money to expand, it wants to grow but the Directors want the debt to equity ratio to remain low. The current production is approximately 2,500,000 barrels per year. Historically the company began as a small privately-owned winery (and a small Cellar Door) in Clare operated as a partnership by 3 brothers in 1994. Most of the wine sales were made through their Cellar Door. In 2000, the partners established a company in 2000 and began selling wine directly to local outlets. In 2002 the company purchased 2 new wineries in the Barossa Valley and in Barmera and expanded its output capacity from 255,000 barrels per year in 2002 to 990,000 barrels per year in 2004. Additional capacity was added over the next 10 years and its current capacity is 2,486,000 barrels. A restaurant at the Barossa Valley winery was established in 2004 and has proved to be very successful. In 2006 the company set up a glass bottle plant in Port Adelaide and built an adjoining warehouse. Further increases in capacity through additional purchases of more wineries or by adding additional capacity to its existing wineries is planned for the next 5-6 years. If all goes well the company wants to double in size (as measured by revenue) by 2020. Customers who buy through the Cellar Door rooms pay by cash or credit card and customers who purchase wine online pay by credit card only. Large customers (resellers, etc) run accounts with net 30 terms. It is customary to charge a 5.5% interest on any accounts that are over 21 days due and the company gives a 2% discount for accounts that are paid within 7 days of delivery. Orders are handled through a mobile sales force that calls on customers within the distribution channel or through phone calls, faxes or emails accepted at the Sales and Marketing office in Sydney. Cellar Doors and Restaurants The Cellar Door rooms are an important marketing aspect of the company and visitors are given tours of the winery and the opportunity to talk to the winemakers about their products. There is a significant tourism potential for the company (and the prospect of increasing Cellar Door sales) but they will need to set up restaurants in the Barmera and Clare wineries and increase the capacity of the current restaurant in the Barossa Valley. The Barossa Valley winery is the largest one owned by the company and has the largest tourist potential. The Cellar Doors sells wine by the bottle. They also sell souvenir items. Souvenirs include wine glasses, wine carry-bags, hats, T-shirts and long sleeved jumpers. The company plans to expand the Cellar Door rooms to twice their current size. A restaurant will be set up next to every Cellar Door room at each winery. The company plans to make each Cellar Door room and adjoining restaurant to be separate profit centres. They may also do catering and special party events. If the catering venture is successful this operation will also spin off into a separate company. Competition In the past 20 years, the Auburn Wine Company has grown from a small local winery to a large winery that sells its wine throughout Australia and overseas. The sales figures (by quantity) for the past 12 years are below. Year 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 Shipments in Barrels 2,835,000 2,486,000 2,170,000 1,715,000 1,495,000 1,303,000 1,265,000 1,210,000 1,180,000 1,150,000 990,000 755,000 255,000 The AWC competes with many large wine producing companies throughout Australia. In addition, there are a large number of small wineries that compete with the AWC for Cellar Door sales. AWC also faces intense competition for market share from Californian, French, Chilean and Italian wine companies. Overall wine sales in Australia have grown strongly for the past 20 years but failure rates among companies that try to compete in this industry are high and the AWC believes that the key to success is quality maintenance so the product must of high quality every time it is made. The directors are also aware of the importance of effective marketing and maintaining very good relationships with both customers and suppliers. Developing new techniques for blending different grapes to make new varieties of wines are also an important aspect of successful wine production. Development of a new wine is an expensive project that must be managed carefully. Wine is a product where tastes change and wines that are popular today may not sell well in several years time and so getting the product to market as quickly as possible is important for some wines. Note however that premium wines need to be “aged” for several years and so getting premium wines to market quickly is not a reality. Inventory management is extremely important to ensure that we do not end up with a lot of wine that we may not be able to sell profitably in the future. For this reason AWC constantly reviews the contracts it has with grape growers to ensure it is not locked into contracts for grapes that go into wine varieties that are not selling well. Planting new grapes must be planned carefully as it takes several years before the vines will produce commercial quantities of grapes. AWC has its own vineyards that need to be managed. AWC must review the vineyards that it has under cultivation and they regular buy new vineyards or sell off existing lots of land. AWC employers a mobile sales force consisting of more than 20 salespersons who need to be able to get up-to-date information from any part of the world. These salespersons also frequently attend wine expositions and various functions that are useful for promoting their wine. Participating at some of the wine expositions must be planned (and budgeted) carefully as they are very important to AWC for promotional, marketing and sales reasons and the cost of participating is considerable. In the wine industry presentation and packaging are very important and can be very profitable. Product ideas (shape of bottles, design of labels, ways of packaging, combining wine with other products into gift packs, etc) need to be developed through concept development. AWC management expects that the new system will give its marketing team good support in product (concept) development. Both of Board of Directors and the Senior Management of AWC are aware that implementing an ERP system will require changes to the way the business operates in most areas. This may require changes to the staff with new staff being hired and some existing staff made redundant. However each wine producing company has its own style of making wines and this aspect of the company is not likely to change significantly. The Current Information Systems The Information Systems to support the companies are out of date. There is an integrated financial accounting system called DataAction that the company uses in its Adelaide headquarters but this system does not support marketing and sales. Raw materials inventory for the glass bottling plant is tracked through a Peartree Module that never got converted over to DataAction but the Vendor payments are handled through the accounting system. The Procurement division has a computer system that runs a proprietary SCM (Supply Chain Management) system that is not integrated to any other system. The Sales and Marketing office in Sydney also has a separate computer system which runs a proprietary logistics program that helps it with the shipping of wine to the overseas distribution centres and another application that is used to provide basic IT support for its sales and marketing activities. Each winery has its own network of PC connected through a server to the internet. Production data is stored on separate databases in each winery and this data is regular transmitted to the headquarters in Adelaide where it is consolidated into the company’s main database. Production planning at each winery and inventory control is done largely on Excel spreadsheets. There is no automation for production and bottling operations. DataAction is also used for internal accounting, and billing and invoicing of customers. DataAction also is used to calculate payrolls and other worker entitlements. Its ability to handle international sales is very questionable. Requirements of a New IS In short, the company wants an ERP system that can expand with the business and replace most, if not all the legacy systems currently in place. They also want a system that can grow and expand as the business grows and be up-todate with information and communication technology (ICT). They want access to the system worldwide by all distribution centres and they want data about customers available to all centres throughout the world at any given time. They want accurate currency conversion and the ability to meet external regulatory (legal) and reporting requirements. The company sees a big advantage in having the production and bottling operations integrated with sales so that accurate information about product availability is also accessible by all operating concerns. All company salespersons and representatives will be issued with iPhones and iPads and therefore an adequate mobile infrastructure is required. AWC management wants to be able to take full advantage of all e-commerce possibilities to improve and expand their business. Their current website which is used to enable customers – usually low volume customers – to purchase their wine must be integrated into the new ERP system and expanded to allow upto-date e-commerce including web auctions. The Directors of the company have noted that wines are frequently a topic of conversation on Social Media. They are keen to incorporate tools within the new system that will enable the company to develop this potential market. They are also keen to apply advanced Business Intelligence technologies to drive the business. Submission Details Please make sure that the full names and student IDs of both members of the group appear on the first page. Both students of a group must submit and the submissions must be identical. NOTE: The description of the company presented above lacks much of the detail that would be required to prepare a good answer to many of the questions in the marking scheme. In many cases you will need to make assumptions. You may use online data sources on the Internet and look for similar companies which may provide you with additional ideas and background knowledge. List your assumptions marking them clearly as assumptions and present your answer based on these assumptions. If your assumptions are reasonable then any arguments based on these assumptions will be accepted provided that the arguments themselves are reasonable. Extensions Extensions to assignments will not be given except on medical grounds to students who can produce medical certificates indicating prolonged illness or else on compassionate grounds of a serious nature. If you need to apply for an extension use the learnonline system. In all cases, documentary evidence (e.g. medical certificate, road accident report, obituary) must be produced. Penalties Late assignments that do not have approved extensions will incur a penalty of 10% of the marks for each day (or part day) that the assignment is late. Deliberate academic misconduct such as plagiarism is subject to penalties. You are advised to become familiar with the University’s policy available at ift.tt/2fTCJln

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Panorama Design, Hardscapes, Garden & Tree Service

Is your yard ugly? Actually there aren't many excuses I can think of for conserving all your garden. Take out at least some of your lawn. The parkway is a good place if nothing else. Don't feel that you are restricted by using only cacti and brown shrubby vegetation pics. Nearly any backyard style can work, from Japanese to a modified English cottage backyard. You may have a ravishing backyard that increases the value of your house and saves you cash on water, and helps all of us in California. The Wacker Neuson Group is an international household of companies and a leading producer of sunshine and compact equipment with over 50 affiliates and 140 gross sales and repair stations. The Group provides its clients a broad portfolio of merchandise, a wide range of providers and an efficient spare parts service. The product manufacturers Wacker Neuson, Kramer and Weidemann belong to the Wacker Neuson Group. 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I hope this answers any questions and clears up whatever considerations you will have about my entrance yard. And if you haven't already, I want to strongly urge all of you who have lawns to interchange them with drought-tolerant landscaping, which may be quite stunning, is a extra correct reflection of Southern California's native flora and local weather, and can support native birds and insects. And I'm certain you will also respect the financial savings in your water bill, which can solely develop if the drought continues and water prices rise. They're: (i) anti-poverty programswhich has worsened poverty in poor nations; (ii) progress-oriented programswhich have destroyed and shut down local economies, together with infrastructural developmentwhich within the case of South Africa is accelerated to crumble and deteriorate (iii) stability of payments stabilization applications; (iv) structural adjustment packages(SAP) or financial restoration programs (ERP). Of these, the primary two are the principle issues of the financial institution, the third of the Fund, whereas the fourth is a joint concern of both institutions. A few of the vegetation which you wish to add in your landscaping might have a every day time for the maintenance however there are some steps which are very helpful and may save your a lot of can buy a self watering system; this watering system will ease you from having to do that job every day. You may as well embellish your used water bottles or soda bottles for watering your vegetation. You too can punch holes within the bottoms of the used bottles so water can stream at a sluggish drip. You can even set them next to ground http://minmag.mining.kz/index.php?option=com_k2&view=itemlist&task=user&id=2742060 vegetation or in case you have planted containers you'll be able to set them within the container. 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Production Manager is Needed

Production Manager is Needed

An experienced Production Manager to organize and oversee the manufacturing of wood. You will be ultimately responsible for the smooth running of all production lines and the quality of output. We expect you to have deep know how in production procedures. Ability to direct personnel towards maximum performance decision making and problem solving will take up a great part of your day. The goal is to ensure an efficient and productive manufacturing process that meets customer requirements.

Main responsibilities include

Plan organize direct and run optimum day to day operations to exceed our customers' expectations.

Increase production assets capacity and flexibility while minimizing unnecessary costs and maintaining current quality standards.

Be responsible for production output product quality and on time shipping.

Allocate resources effectively and fully utilize assets to produce optimal results.

Implement strategies in alignment with strategic initiatives and provide a clear sense of direction and focus.

Monitor operations and trigger corrective actions.

Share a trusting relationship with workgroups and recruit manage and develop plant staff.

Collect and analyze data to find places of waste or overtime.

Commit to plant safety procedures.

Develop systems and processes that track and optimize productivity and standards metrics and performance targets to ensure effective return on assets.

Address employees' issues or grievances and administer lective bargaining agreements.

Adequate knowledge of business and management principles budgeting strategic planning resource allocation and human resources .

Familiarity with industry standard equipment and technical expertise.

Be knowledgeable of safety quality productivity demand creation inventory and stewardship processes.

Ability to create accountability and to lead by example and coaching.

nbsp

Qualification

nbsp 5 years' experience in the field of Manufacturing of wooden.

Skills amp Special Requirements

Proven experience as production in charge of the manufacturing of wooden.

Deep knowledge of production management particularly in the field of manufacturing.

Understanding of quality standards and health amp safety regulations.

Knowledge of performance evaluation and budgeting concepts.

Experience in reporting on key production metrics.

Proficient in MS Office and ERP software.

Outstanding communication ability.

Excellent organizational and leadership skills.

Attention to detail.

Strong decision making skills and a results driven approach.

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  University of South Australia School of ITMS INFS 5024 Enterprise Systems using SAP M Assignment 2 Assessment Summary Weighting 25 % Due date 11:55 pm Sunday 8 October 2017 Unsupervised Group Assignment Graduate Qualities By undertaking this assessment, you will progress in the development of the qualities of a University of South Australia graduate. The table below indicates the weighting – as a proportion of this assessment piece – given to developing one or more of the qualities Graduat e quality 1 Body of knowledg e 2 Lifelong learnin g 3 effectiv e problem solving 4 work autonomously and collaborativel y 5 ethical action and social responsibilit y 6 communicate s effectively 7 international perspective s Unit weight 1.0 0.75 1.0 0.75 0.25 0.25 0.5 Group Project A group will consist of 2 students and no more. Exceptions will only be given to external students located outside of Adelaide and only if they present their case to me and receive my written approval. This assignment has been designated as a group project to enable students to refine their ability to work collaboratively and exceptions will not be granted except in extreme cases. The Discussion Forum on the course website can be used by students to find a suitable partner. Case Study Requirement You are required to jointly write an ERP Implementation Proposal of approximately 2500 words and develop a PowerPoint Presentation of approximately 10 slides for the Board of Directors of the Auburn Winery Company (AWC). You must structure your ERP Implementation Proposal into sections that are based on the list provided under the heading “Content” – see below. The marking scheme for Assignment 2 shows how many marks will be allocated to each section. The PowerPoint Presentation must be specific to AWC. It must: • Explain how the implementation project will be organized and staffed and the level of commitment at all levels from Management and Directors to workers; • Outline any change management that will be required and how it will be dealt with. • Show all timelines and schedules; • Clearly outline the future benefits to AWC of implementing an ERP from SAP; • Provide an analysis in general terms of where the major costs – software, hardware, training, consultation, etc – for the implementation will be together with some estimates. Scenario You are to assume that you are the Chief Information Officer (CIO) for AWC. The chairperson of the board has asked you to jointly prepare the ERP implementation proposal and its accompanying PowerPoint presentation for next month’s board meeting. He wants both the proposal and the slides to be easy to read, clear, concise and factual, with the objective of convincing the other members of the board that: a) An ERP system is necessary and b) SAP ECC or SAP HANA is the preferred solution The presentation slides must represent the content of the proposal. A description of the AWC is given later in this assignment specification. Content (or, What You Must Do) The ERP implementation proposal should be structured into sections which deal with the following matters: • A description of the AWC existing computer systems and a detailed analysis of the weaknesses in the existing IT systems from the point of view of operational cost, reliability, efficiency, security, data integrity, etc. • Describe the facilities (tools and services) available in SAP Solution Manager and how these services will be used in the implementation project at AWC. • A detailed description of the entire process of implementation (including the transition phase from the existing legacy systems) that will be undertaken at AWC. In particular your description must outline how the implementation project will be organized and staffed. This should include an explanation for the broad implementation strategy to be adopted (big bang approach versus phased approach) by AWC and one which takes into accounts the nature of the company. Realistic timeframes must also be established and clearly stated. • A summary of the 4 SAP Business Suites and how these suites will handle the requirements of current and future business operations. Other SAP or third-party applications will also be needed to satisfy AWC’s future IT requirements. List them and explain why they are needed. Particular attention must be given to AWC’s requirement to acquire the ability to conduct e-commerce. • A summary of the functional areas within AWC that may require significant Business Process Re-engineering (BPR) and why this will be necessary. • A summary of the training needs and change management issues to be addressed, and any other issues that you consider important to a successful implementation. • An explanation of how this ERP adoption is going to provide AWC with new information and a competitive advantage over their nearest rival companies. Formatting The ERP Implementation Proposal Summary is to be written in business report style (not in an academic style) using the following specifications: Title Page: Authors’ choice Table of Contents: Arial, centered, 12 pitch Title: Arial, centered, 16 pitch General font: Arial, left & right justified, 12 pitch Headings: Arial, 14 pitch, bold, left justified and numbered 1.1, 1.1.1, etc Margins: 2.5 cms all round Line spacing: 1.5 Header (left): “Integrated Information System Proposal” and date Header (right): “Auburn Wine Company” Footer (left): Author names Footer (right): “Page x of y” Referencing: Harvard author-date system Appendices: Not required The ERP Implementation Proposal Summary is to be submitted as a Word (*.docx) file or a PDF file. There are no formatting specifications for the PowerPoint Presentation but I must be able to open it so I recommend you use Microsoft PowerPoint. Note Make the report as specific to the AWC as possible. The more you attempt to write the report to the actual AWC business, the more marks you stand to gain. CASE STUDY Auburn Wine Company (AWC) Overview These are the operating entities within the Auburn Wine Company (AWC); • A head office in Adelaide housing the Finance/Accounting, Human Resources and Procurement divisions; • A glass bottle plant that makes bottles used by AWC to bottle its own wines and also sells bottles to other wine companies in Australia. It is located in Adelaide; • A large warehouse in Adelaide; • An office in Sydney housing the Sales and Marketing division; • 3 wineries (located in the Barossa Valley, in Renmark and in Clare, all of which are in South Australia and within 200 km of Adelaide); • A restaurant in the Barossa Valley The wineries accounts for 75% of the revenue for the company. The remaining 25% of revenue is derived mainly from the bottling plant and a smaller amount from the restaurant. Structurally the company has a Board of Directors comprised of a Chairman and 4 other Directors. The senior management of the company consists of the General Manager (CEO), the Chief Financial Officer (CFO), the Chief Information Officer (CIO) and the Heads of Marketing & Sales, Procurement (which includes production) and Human Resources. AWC has a workforce of more than 460 permanent staff and, in busy months it also employs 250-300 casual workers. The IT department has a staff of 35 of whom all are University or TAFE IT graduates and four of the IT staff have had some direct experience working with SAP systems. The CIO previously worked for a company that implemented a SAP system and he held a senior managerial role during this implementation. Many of the accountants and engineers employed by AWC also have good IT skills that are relevant to their jobs. AWC is generally regarded as a well-managed company with a competent team of managers at all levels and, a well-trained and dedicated workforce. Most of the senior and middle-level managers have been with the company for 10 years or more. The company has had very few issues with the industry regulators, government departments or the taxation office which would indicate that they have good policies and procedures and maintain good documentation. The Wineries The wineries produces and sells 6 varieties of wines; Shiraz, CabernetSavignon, Merlot, Riesling, Pinot and Savignon-Blanc. After the grapes are crushed the wine is placed into tanks for fermentation for several weeks or months depending on the variety of wine. In the case of low cost wines, the wine can then be bottled or placed into plastic tanks for transport. In the case of premium wines, the wine is placed into wooden barrels and “aged” for several years. Wine for sale in Australia is bottled and transported to major distribution centres in Australia by rail. Wine destined for export is exported both in bottles and in bulk (which means that it is shipped in large plastic containers). Wine destined for export is sent by rail to Melbourne. The 3 wineries have their own vineyards but they also buy most of the grapes they require from many small privately owned vineyards in South Australia. Each winery produces between 2 and 4 of the 6 varieties of wine listed above. Each winery has a small bottling plant so that the wine produced by the winery can be sold through its Cellar Door room or in its restaurant (if it has a restaurant). Note that the bottling plants at each winery cannot make glass bottles; they simply enable the winery to put wine into bottles and label the wine. Most of the wine (typically 60-75%) produced by all 3 wineries is bottled at the wineries where it is produced. Some of these bottles are kept for sale in their own Cellar Door room but most is sent to the warehouse in Port Adelaide. Wine that is not bottled is sent in large plastic containers to the warehouse in Adelaide and then sent by rail to Melbourne for export (by sea) to other countries. Note that a significant proportion of the bottles sent to Adelaide are also exported through Melbourne. The warehouse and the glass bottle plant in Adelaide are adjacent to one another. The markets for the wines are expanding and currently consist of a domestic market that covers all Australian states. The foreign markets consist of the United Kingdom, Germany, Ukraine, China, the United States and Japan. The distribution channels include: • Customer-direct (through the Cellar Door room for people who come to the winery to buy wine by the bottle). All 3 wineries have a Cellar Door room. • Online through the AWC website. Orders are placed for wine and the orders are processed manually by the back office staff located in Adelaide. The company currently will only accept orders for delivery within Australia through its online facility but they hope to expand this operation to all parts of the world. The Directors believe that online selling has enormous potential and to meet this expected increase in demand the current online service must be automated and integrated into the new ERP system. • To “reseller” customers through warehouse distribution centres. Resellers include grocery store chains, independent bottle shops and large warehouse operations like Dan Murphy and Booze Brothers. The distribution centres include: Adelaide, Sydney, Perth, Brisbane, Darwin, Melbourne, London, Los Angeles, Hamburg, Odesa, Hong Kong and Tokyo. Company owned trucks are used to transport the wine from the distribution centres to the customers in the surrounding area of each centre. Rail is used to move the wine from Port Adelaide to Sydney, Brisbane, Perth, Darwin and Melbourne. Cargo ship transports product from Sydney to the ports in London, Hamburg, Odesa, Los Angeles, Tokyo and Hong Kong. The company wants to open up more distribution centre in several major centres in Asia, but the market there is still too small to warrant the investment. The company also sells wine to liquor brokers who in turn sell the product to restaurants and some liquor stores not serviced by the company directly. This is usually for stores outside a 200 km radius of a distribution centre. Strategically the company wants to sell all the wine that they make. The Board of AWC is confident that the markets can be expanded in overseas markets and also domestically. As the company has money to expand, it wants to grow but the Directors want the debt to equity ratio to remain low. The current production is approximately 2,500,000 barrels per year. Historically the company began as a small privately-owned winery (and a small Cellar Door) in Clare operated as a partnership by 3 brothers in 1994. Most of the wine sales were made through their Cellar Door. In 2000, the partners established a company in 2000 and began selling wine directly to local outlets. In 2002 the company purchased 2 new wineries in the Barossa Valley and in Barmera and expanded its output capacity from 255,000 barrels per year in 2002 to 990,000 barrels per year in 2004. Additional capacity was added over the next 10 years and its current capacity is 2,486,000 barrels. A restaurant at the Barossa Valley winery was established in 2004 and has proved to be very successful. In 2006 the company set up a glass bottle plant in Port Adelaide and built an adjoining warehouse. Further increases in capacity through additional purchases of more wineries or by adding additional capacity to its existing wineries is planned for the next 5-6 years. If all goes well the company wants to double in size (as measured by revenue) by 2020. Customers who buy through the Cellar Door rooms pay by cash or credit card and customers who purchase wine online pay by credit card only. Large customers (resellers, etc) run accounts with net 30 terms. It is customary to charge a 5.5% interest on any accounts that are over 21 days due and the company gives a 2% discount for accounts that are paid within 7 days of delivery. Orders are handled through a mobile sales force that calls on customers within the distribution channel or through phone calls, faxes or emails accepted at the Sales and Marketing office in Sydney. Cellar Doors and Restaurants The Cellar Door rooms are an important marketing aspect of the company and visitors are given tours of the winery and the opportunity to talk to the winemakers about their products. There is a significant tourism potential for the company (and the prospect of increasing Cellar Door sales) but they will need to set up restaurants in the Barmera and Clare wineries and increase the capacity of the current restaurant in the Barossa Valley. The Barossa Valley winery is the largest one owned by the company and has the largest tourist potential. The Cellar Doors sells wine by the bottle. They also sell souvenir items. Souvenirs include wine glasses, wine carry-bags, hats, T-shirts and long sleeved jumpers. The company plans to expand the Cellar Door rooms to twice their current size. A restaurant will be set up next to every Cellar Door room at each winery. The company plans to make each Cellar Door room and adjoining restaurant to be separate profit centres. They may also do catering and special party events. If the catering venture is successful this operation will also spin off into a separate company. Competition In the past 20 years, the Auburn Wine Company has grown from a small local winery to a large winery that sells its wine throughout Australia and overseas. The sales figures (by quantity) for the past 12 years are below. Year 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 Shipments in Barrels 2,835,000 2,486,000 2,170,000 1,715,000 1,495,000 1,303,000 1,265,000 1,210,000 1,180,000 1,150,000 990,000 755,000 255,000 The AWC competes with many large wine producing companies throughout Australia. In addition, there are a large number of small wineries that compete with the AWC for Cellar Door sales. AWC also faces intense competition for market share from Californian, French, Chilean and Italian wine companies. Overall wine sales in Australia have grown strongly for the past 20 years but failure rates among companies that try to compete in this industry are high and the AWC believes that the key to success is quality maintenance so the product must of high quality every time it is made. The directors are also aware of the importance of effective marketing and maintaining very good relationships with both customers and suppliers. Developing new techniques for blending different grapes to make new varieties of wines are also an important aspect of successful wine production. Development of a new wine is an expensive project that must be managed carefully. Wine is a product where tastes change and wines that are popular today may not sell well in several years time and so getting the product to market as quickly as possible is important for some wines. Note however that premium wines need to be “aged” for several years and so getting premium wines to market quickly is not a reality. Inventory management is extremely important to ensure that we do not end up with a lot of wine that we may not be able to sell profitably in the future. For this reason AWC constantly reviews the contracts it has with grape growers to ensure it is not locked into contracts for grapes that go into wine varieties that are not selling well. Planting new grapes must be planned carefully as it takes several years before the vines will produce commercial quantities of grapes. AWC has its own vineyards that need to be managed. AWC must review the vineyards that it has under cultivation and they regular buy new vineyards or sell off existing lots of land. AWC employers a mobile sales force consisting of more than 20 salespersons who need to be able to get up-to-date information from any part of the world. These salespersons also frequently attend wine expositions and various functions that are useful for promoting their wine. Participating at some of the wine expositions must be planned (and budgeted) carefully as they are very important to AWC for promotional, marketing and sales reasons and the cost of participating is considerable. In the wine industry presentation and packaging are very important and can be very profitable. Product ideas (shape of bottles, design of labels, ways of packaging, combining wine with other products into gift packs, etc) need to be developed through concept development. AWC management expects that the new system will give its marketing team good support in product (concept) development. Both of Board of Directors and the Senior Management of AWC are aware that implementing an ERP system will require changes to the way the business operates in most areas. This may require changes to the staff with new staff being hired and some existing staff made redundant. However each wine producing company has its own style of making wines and this aspect of the company is not likely to change significantly. The Current Information Systems The Information Systems to support the companies are out of date. There is an integrated financial accounting system called DataAction that the company uses in its Adelaide headquarters but this system does not support marketing and sales. Raw materials inventory for the glass bottling plant is tracked through a Peartree Module that never got converted over to DataAction but the Vendor payments are handled through the accounting system. The Procurement division has a computer system that runs a proprietary SCM (Supply Chain Management) system that is not integrated to any other system. The Sales and Marketing office in Sydney also has a separate computer system which runs a proprietary logistics program that helps it with the shipping of wine to the overseas distribution centres and another application that is used to provide basic IT support for its sales and marketing activities. Each winery has its own network of PC connected through a server to the internet. Production data is stored on separate databases in each winery and this data is regular transmitted to the headquarters in Adelaide where it is consolidated into the company’s main database. Production planning at each winery and inventory control is done largely on Excel spreadsheets. There is no automation for production and bottling operations. DataAction is also used for internal accounting, and billing and invoicing of customers. DataAction also is used to calculate payrolls and other worker entitlements. Its ability to handle international sales is very questionable. Requirements of a New IS In short, the company wants an ERP system that can expand with the business and replace most, if not all the legacy systems currently in place. They also want a system that can grow and expand as the business grows and be up-todate with information and communication technology (ICT). They want access to the system worldwide by all distribution centres and they want data about customers available to all centres throughout the world at any given time. They want accurate currency conversion and the ability to meet external regulatory (legal) and reporting requirements. The company sees a big advantage in having the production and bottling operations integrated with sales so that accurate information about product availability is also accessible by all operating concerns. All company salespersons and representatives will be issued with iPhones and iPads and therefore an adequate mobile infrastructure is required. AWC management wants to be able to take full advantage of all e-commerce possibilities to improve and expand their business. Their current website which is used to enable customers – usually low volume customers – to purchase their wine must be integrated into the new ERP system and expanded to allow upto-date e-commerce including web auctions. The Directors of the company have noted that wines are frequently a topic of conversation on Social Media. They are keen to incorporate tools within the new system that will enable the company to develop this potential market. They are also keen to apply advanced Business Intelligence technologies to drive the business. Submission Details Please make sure that the full names and student IDs of both members of the group appear on the first page. Both students of a group must submit and the submissions must be identical. NOTE: The description of the company presented above lacks much of the detail that would be required to prepare a good answer to many of the questions in the marking scheme. In many cases you will need to make assumptions. You may use online data sources on the Internet and look for similar companies which may provide you with additional ideas and background knowledge. List your assumptions marking them clearly as assumptions and present your answer based on these assumptions. If your assumptions are reasonable then any arguments based on these assumptions will be accepted provided that the arguments themselves are reasonable. Extensions Extensions to assignments will not be given except on medical grounds to students who can produce medical certificates indicating prolonged illness or else on compassionate grounds of a serious nature. If you need to apply for an extension use the learnonline system. In all cases, documentary evidence (e.g. medical certificate, road accident report, obituary) must be produced. Penalties Late assignments that do not have approved extensions will incur a penalty of 10% of the marks for each day (or part day) that the assignment is late. Deliberate academic misconduct such as plagiarism is subject to penalties. You are advised to become familiar with the University’s policy available at ift.tt/2fTCJln

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