Question 1: (a) Which new info dust (CRM, ERP, etc), if any, should Moore purchase?
In 2001, Linda Autore, chief executive officer of Moore Medical Corporation, was faced with several significant company-wide problems that needed addressing. separately problem posed a specific ch on the wholeenge for Autore. For example, percent of wallet of current customers was not close to 100% ascribable in part because the company did not offer chapiter goods, also split shipments were an issue due to excess apostrophize and wasted time, additionally their current ERP system, that was recently installed, was not beingness fully utilized and lacked important functionality that was key to overall consume planning success and customer satisfaction. These areas of either under-utilized functionality or system errors included: an inefficient customer bid and quote mechanism, an raise system that was difficult to use and a new grudge database that allowed for duplicate records. The challenge, for this company, was in determining what the closely considerable problems were and purpose the most time-saving and cost-efficient solution to them.
After an intense review of all critical data and information as pertains to the corporation, it is my determination that the most crucial problem facing Moore was in the area of adopt planning and its effect on customer retention, satisfaction and attraction.
In June of 2000, Moore initiated a performance management system called the the perfect order. This system recognizes orders that were completed on time, had all items in stock, and were damage free, shipped from the enveloping(prenominal) DC and arrived to the customer on time and without damage. The overall destiny of perfect orders was 68% at the start of 2001 while the polish for the program was an accuracy rate of 90%. According to Autore the biggest chance (here) is with implementing proactive demand planning to make sure that the...
If you want to get a full essay, wisit our page: write my paper