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Components Of Business Operations |
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The
tools and technologies for creating a seamless organization
already exist. Mobile computers, networks, the WWW, SMS,
e-mail--these are the building blocks of the effective management
of business operations. Companies that use these building
blocks to create a single tightly integrated system that
tie together all of their operational processes will reap
the benefits in greater speed, increased efficiency, and
more intelligent decision-making.
Business operations can be further divided into four
basic types of processes that keep a company running:
Customer Relationship Management, Financial
Management, Demand-Supply Chain Management and Manufacturing
Resources Management. The
scenario provides a way to make these functions work
more smoothly. More important, it offers a plan for
making them work well together: |
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1.
Customer Relationship Management
In many ways, mobile executives are the nerve endings that provide immediate
sensory information about how a company performs in the marketplace.
Implementing a digital nervous system allows an organization to automate
its customer relationship management processes so that everyone in the
enterprise has up-to-the-minute data on their customers status through
mobile device. |
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2.
Financial Management System
Financial plans are the blueprint for carrying out strategic decisions,
helping to determine the investments a company makes and the return those
inputs must yield. In a time when flexibility is at a premium, annual
financial planning may no longer be sufficient. With a digital nervous
system, a company can test a wide variety of financial scenarios whenever
necessary and then quickly implement the one that offers optimum results. |
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3.
Demand-Supply Chain Management System
Adapting products and services to changing conditions in the marketplace
can mean huge shifts in both a company's supply chain and delivery processes.
A digital nervous system puts an enterprise in close contact with its
suppliers and can help it find the necessary raw materials, when needed.
It can ensure that products get where they need to go without delay. |
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4.
Manufacturing Resources Management
The traditional assembly line is quickly becoming a thing of the past.
With product cycles measured in ever smaller increments, companies no
longer have the luxury of putting a manufacturing process in place and
assuming it will be viable for months, if not years. In addition, the
traditional notion of an assembly-line worker who does one repetitive
task is now nearly obsolete. Today, production processes need to be fully
flexible and employees must have a wide range of skills and knowledge.
A digital nervous system simplifies the task of retooling manufacturing.
When new processes require new skills, it makes it easy to provide employees
with additional training. |
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