This sections discusses the concepts, benefits, and framework of Business Intelligence (BI).
Business Intelligence - is an umbrella term that combines architectures, tools, databases, applications, and methodologies.
- Major objective is to enable interactive acess to data, enable manipulation of these data, and
to provide business managers and anlaysts the ability to conduct appropriate analysis.
Major Components of Business Intelligence:
- Data Warehousing - Special database, or repository of data, that has been prepared to support decision-making applications, ranging from simple reporting and querying to complex optimization.
- Business Analytics - Software tools for users to create on-demand reports and queries and anlayze data
- Variety of of BI's Tools and Techniques:
- Reporting and Queries
- Advanced Analytics
- Data, Text, and Web Mining
- Business Performance Management -based on the balanced scorecard methodology, which is a framework for defining, implementing, and managing and enterprise's business startegy by linking objectives with factual measures.
- User Interface: Dashboards and Other Information Broadcasting Tools - organize and present information in a way that is easy to read. They present sorporate performance measures, trends, and expectations.
- Visualization Tools - Many visualization tools ranging from multidimensional cube
presentations to virtual reality are integral parts of BI systems.
- Figure 11.1
Montra for modern approaches to business intelligence "Managers need the right information at the right time and in the right place to work smart."
Teradata Advanced Analytics Methodology - BI applications are supported by advanced analytics techniques and tools. The methodology is a cycical process that circles the entreprise data warehousing. Figure 11.2
Monday, October 27, 2008
Tuesday, October 21, 2008
Overview of Chapter 10 Section 2
This sections concentrates on Organizational Learning and Memory.
- When members of an organization collaborate and communicate ideas, teach and learn,
knowledge is transformed and transferred from individual to individual
The Learning Organization - refers to an organizations capability of learning from its past experience.
- To build a learning organization, three critical issues mist be tackled:
- Meaning - determining a vision of what the learning organization is to be
- Management - determining how the firm is to work
- Measurement - assessing the rate and level of learning
A learning organization is one that performs five main activities well: systematic problem solving, creative experimentation, learning from past experience, learning from the best practices of others, and transferring knowledge quickly and efficiently throughout the organization.
Organizational Memory - a means to save, represent, and share its knowledge.
- Generally believed that 10 to 20 percent of business data is actually used
Organizational Learning - is the development of new knowledge and insights that have the potential to influence an organization's behavior. Its occurs when associations, cognitive systems, and memories are shared by members of an organization.
- Learning skills include: Openness to new perspectives, Awareness of personal biases,
Exposure to unfilitered data, and a send of humility
Organizational Culture is the pattern of shared basic assumptions of the organization.
Pg. 396 Chart of Reasons why people do not like to share information.
- When members of an organization collaborate and communicate ideas, teach and learn,
knowledge is transformed and transferred from individual to individual
The Learning Organization - refers to an organizations capability of learning from its past experience.
- To build a learning organization, three critical issues mist be tackled:
- Meaning - determining a vision of what the learning organization is to be
- Management - determining how the firm is to work
- Measurement - assessing the rate and level of learning
A learning organization is one that performs five main activities well: systematic problem solving, creative experimentation, learning from past experience, learning from the best practices of others, and transferring knowledge quickly and efficiently throughout the organization.
Organizational Memory - a means to save, represent, and share its knowledge.
- Generally believed that 10 to 20 percent of business data is actually used
Organizational Learning - is the development of new knowledge and insights that have the potential to influence an organization's behavior. Its occurs when associations, cognitive systems, and memories are shared by members of an organization.
- Learning skills include: Openness to new perspectives, Awareness of personal biases,
Exposure to unfilitered data, and a send of humility
Organizational Culture is the pattern of shared basic assumptions of the organization.
Pg. 396 Chart of Reasons why people do not like to share information.
Tuesday, October 14, 2008
Overview of Chapter 9 Section 2
This section highlights Interorganizational Information Systems and Virtual Corporations.
Intergorganizational Information systems (IOS) – involves information flow among two or more organizations. Its Major objectives are efficient processing of transactions, such as transmitting orders, bills, and payments, and to support collaboration and communication.
- Can be Local or Global
- Can be Dedicated to only one activity or intended to support several activities
- Interorganizational systems have developed in direct response to two business pressures:
- the desire to reduce costs
- and the need to improve the effectiveness and timeliness of business partners.
- When IOS’s use telecommunications companies for communication, they may employ Value Added Networks (VANs)
- Value-Added Networks – are private, third-party networks that can be tailored to specific business needs.
Virtual Corporation (VC) – is an organization composed of two or more business partners, in different locations, sharing costs and resources for the purpose of producing a product or service.
- Can be temporary, with one time purpose, or permanent
- The modern VC can be viewed as a network of creative people, resources, and ideas connected via online services and/or the Internet.
Types of Interorganizational Information Systems:
- B2B Trading Systems – These systems are designed to facilitate trading between business partners. The partners can be in the same or different countries.
- B2B Support Systems – These are nontrading systems such as hubs, directories, and other services.
- Global Systems – Global information systems connect two or more companies in two or more countries. The airline reservations system SABRE is an example of a huge global system.
- Electronic funds transfer (EFT) – Telecommunications networks transfer money among financial institutions.
- Groupware – Groupware technologies facilitate communication and collaboration between and among organizations. These include transmission system that can be used to deliver electronic mail and fax documents between organizations.
- Shared databases – Trading partners sometimes share databases and other information in order to reduce time in communicating information between parties and to arrange cooperative activities.
Four Major IOS Infrastructure Technologies:
- Electronic data Interchange (EDI) – The electronic movement of business documents between business partners. EDI runs on VANs, but can be Internet-based, in which case it is known as EDI/Internet.
- Extranets – Extended intranets that link business partners.
- XML – An emerging B2B standard, promoted as a companion or even a replacement for EDI systems
- Web Services – The emerging technology for integrating B2B and intrabusiness applications.
Intergorganizational Information systems (IOS) – involves information flow among two or more organizations. Its Major objectives are efficient processing of transactions, such as transmitting orders, bills, and payments, and to support collaboration and communication.
- Can be Local or Global
- Can be Dedicated to only one activity or intended to support several activities
- Interorganizational systems have developed in direct response to two business pressures:
- the desire to reduce costs
- and the need to improve the effectiveness and timeliness of business partners.
- When IOS’s use telecommunications companies for communication, they may employ Value Added Networks (VANs)
- Value-Added Networks – are private, third-party networks that can be tailored to specific business needs.
Virtual Corporation (VC) – is an organization composed of two or more business partners, in different locations, sharing costs and resources for the purpose of producing a product or service.
- Can be temporary, with one time purpose, or permanent
- The modern VC can be viewed as a network of creative people, resources, and ideas connected via online services and/or the Internet.
Types of Interorganizational Information Systems:
- B2B Trading Systems – These systems are designed to facilitate trading between business partners. The partners can be in the same or different countries.
- B2B Support Systems – These are nontrading systems such as hubs, directories, and other services.
- Global Systems – Global information systems connect two or more companies in two or more countries. The airline reservations system SABRE is an example of a huge global system.
- Electronic funds transfer (EFT) – Telecommunications networks transfer money among financial institutions.
- Groupware – Groupware technologies facilitate communication and collaboration between and among organizations. These include transmission system that can be used to deliver electronic mail and fax documents between organizations.
- Shared databases – Trading partners sometimes share databases and other information in order to reduce time in communicating information between parties and to arrange cooperative activities.
Four Major IOS Infrastructure Technologies:
- Electronic data Interchange (EDI) – The electronic movement of business documents between business partners. EDI runs on VANs, but can be Internet-based, in which case it is known as EDI/Internet.
- Extranets – Extended intranets that link business partners.
- XML – An emerging B2B standard, promoted as a companion or even a replacement for EDI systems
- Web Services – The emerging technology for integrating B2B and intrabusiness applications.
Monday, October 6, 2008
Overview of Chapter 8 Section 2
This section details the challenges that can exist within supply chains.
Major symptoms of ineffective supply chains:
- Poor Customer Service
- High Inventory Cost
- Loss of Revenues
- Extra cost of Expediting Shipments
The problems along the supply chain stem mainly from two sources: (1) from uncertainties and (2) from the need to coordinate several activities, internal units, and business partners.
- External, Uncontrollable factors that influence Actual Demand: Competition, Prices, Weather Conditions, Technological Developments, and Customers General Confidence.
- Other Supply Chain Uncertainties: Delivery Times & Quality Problems
- Bullwhip Effect – the erratic changes in orders (along the) supply chain.
Trust is a vitally important in a collaboration relationship between suppliers and buyers in the supply chain. Trust involves a calculated process wherein an organization estimates the costs and/or the rewards of another party cheating or staying in the relationship.
- Factors leading to a trusting behavior in supplier-buyer relationship: Information sharing, Prediction process, Perception of mutually sharing both the risks and the benefits of collaboration, Parties ability to meet obligations.
- Trust, Risk Perception, and Relationship commitment ultimately affect whether an organization continues in a cooperative electronic relationship.
The development of an international supply chain strategy must include political concerns, currency risk, governmental concerns, production quality, and infrastructure issues.
Outsourcing – the transfer of some of the organizations internal processes and resources to outside vendors, outsourcing decisions involve complex legal contracts, payment schedules, and service-level agreements.
- Activities that are outsourced are usually not part of the core competencies of an organizations
Having many suppliers usually decreases risks and increases cost
Vendor Selection Process
- Stage 1 – Vendor Evaluation
- Stage 2 – Vendor Development
- Stage 3 – Vendor Negotiation
Reverse Logistics – is the process of continuously taking back products and/or packaging materials to avoid waste.
Major symptoms of ineffective supply chains:
- Poor Customer Service
- High Inventory Cost
- Loss of Revenues
- Extra cost of Expediting Shipments
The problems along the supply chain stem mainly from two sources: (1) from uncertainties and (2) from the need to coordinate several activities, internal units, and business partners.
- External, Uncontrollable factors that influence Actual Demand: Competition, Prices, Weather Conditions, Technological Developments, and Customers General Confidence.
- Other Supply Chain Uncertainties: Delivery Times & Quality Problems
- Bullwhip Effect – the erratic changes in orders (along the) supply chain.
Trust is a vitally important in a collaboration relationship between suppliers and buyers in the supply chain. Trust involves a calculated process wherein an organization estimates the costs and/or the rewards of another party cheating or staying in the relationship.
- Factors leading to a trusting behavior in supplier-buyer relationship: Information sharing, Prediction process, Perception of mutually sharing both the risks and the benefits of collaboration, Parties ability to meet obligations.
- Trust, Risk Perception, and Relationship commitment ultimately affect whether an organization continues in a cooperative electronic relationship.
The development of an international supply chain strategy must include political concerns, currency risk, governmental concerns, production quality, and infrastructure issues.
Outsourcing – the transfer of some of the organizations internal processes and resources to outside vendors, outsourcing decisions involve complex legal contracts, payment schedules, and service-level agreements.
- Activities that are outsourced are usually not part of the core competencies of an organizations
Having many suppliers usually decreases risks and increases cost
Vendor Selection Process
- Stage 1 – Vendor Evaluation
- Stage 2 – Vendor Development
- Stage 3 – Vendor Negotiation
Reverse Logistics – is the process of continuously taking back products and/or packaging materials to avoid waste.
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