Structured Process
Structured processes are “formally defined, standardized processes that involve day-to-day operations,” (Kroenke, Boyle, p.296). Essentially, a structured process consists of specific, predefined steps that are consistently followed for an efficient and reliable outcome. Our team member, Kayla, works in the Web department of the Kean Bookstore, which deals with online sales. Therefore, Team A has decided to focus on the online sales process. The scope of this process includes several steps but is relatively simple and able to be accomplished by a single department, Web, making it fall under the workgroup scope.
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Structured Process of the KU Bookstore - Flow Chart.
This online sales process works relatively well during slow seasons. However, the Kean Bookstore does encounter issues. A major issue is that only one or two workers are assigned to this process. While this may work during off seasons, such as summer or winter break when there are not as many students on campus, it can be extremely overwhelming during peak seasons. A majority of sales come through online orders since students prefer to receive school items early, and it is a more convenient option than shopping in store. During the busiest times, there are usually over 50 orders every day that must be fulfilled, with only a small team of, at most, three people working on this process.
The information system that supports this process would be the Order Management System, also known as OMS, IBM, or Helix. According to the textbook, the five component framework of an information system is the computer hardware, software, data, procedure, and people. In terms of the online sales process, the hardware consists of a computer that is used to access the OMS, barcode scanners to scan items to fulfill the order with the correct product, and printers to print out orders, receipts, and labels. The software, or the applications and programs used to support the process, include the OMS and the Kean University Bookstore website. Moreover, data refers to any information provided during the process, which includes customer information, order details, payment methods and overall order status. The procedure equivalates to the process, which was previously described in the flow chart. Lastly, the people involved in the entire process are the customers and employees of the Web Department in the Kean University Bookstore.
Kean University Bookstore does have information silos in its processes, and it also uses its information systems (IS) to address these issues. Information silos exist when data is stored separately in different systems, making it hard to share and use across various tasks. For the bookstore, this happens because different systems are used for different operations. For example, textbooks are managed using the Text-Aid 2 (TA2) system; general merchandise, like school supplies and Kean-branded items, are handled by the Oracle system; online orders are managed through the Order Management System (OMS). Since the bookstore is a smaller business and does not have a high staff count, each worker needs to know the information from every department. However, since the bookstore uses two separate systems, the information is not readily available to everyone. This can lead to a reduction in efficiency and customer service and satisfaction. Another example can directly relate to the Web process we mentioned earlier: while OMS updates TA2 and Oracle of textbook & general merchandise inventory, the updated inventory count is not shared with OMS. This means that those in the Web department, who work with OMS, are unable to answer any inquiries regarding the stock count of a product. While each system works well for its specific purpose, they share only a limited amount of data with each other, which can create barriers in communication and coordination.
The bookstore does take steps to reduce these silo problems through its IS. Each system has a clear role, ensuring that the processes it supports are efficient. For example, the CMA-POS system connects to sales operations, so purchases made in-store or online are processed in a consistent manner. Additionally, the use of communication tools like Microsoft Teams helps staff communicate quickly with each other and with corporate offices. This avoids delays that might happen if people were relying on email or manual updates between departments. As previously mentioned, there is a strong lack of communication between departments which allows for errors. The bookstore relies on Microsoft Teams for this constant communication between employees.
However, there are still some challenges with the current setup. The systems are not fully integrated, meaning data from TA2, Oracle, and OMS need to be coordinated manually. This can slow decision-making and create opportunities for errors. Managing multiple systems can also be complex, especially during busy times like the start of the semester when the workload increases significantly. Additionally, because employees must bridge the gaps between systems, there is a higher chance of human error, such as delays or inaccuracies in updating information.
The KU Bookstore uses Microsoft Teams.
CRM, ERP, and EAI are different types of systems that help businesses manage and improve their operations. CRM, or Customer Relationship Management, is a system designed to help businesses manage their interactions with customers. It focuses on building strong customer relationships through tools that support marketing, customer service, and sales. For example, a CRM might track customer purchases, provide personalized recommendations, or manage follow-ups.
ERP, or Enterprise Resource Planning, is a system that integrates all core business processes into one unified platform. This can include inventory management, sales, accounting, human resources, and supply chain operations. ERP systems are powerful because they allow different parts of a business to share information easily, reducing inefficiencies and improving decision-making.
EAI, or Enterprise Application Integration, is a system that connects existing software applications so they can share data and work together more effectively. Unlike ERP, which replaces separate systems with a single platform, EAI focuses on linking existing systems, making it easier to transition to integrated operations without completely overhauling technology.
The major vendors of ERP systems include SAP, Oracle, Microsoft Dynamics, and Epicor (Panorama Consulting Solutions, 2019). These companies provide robust solutions tailored to businesses of all sizes. The Kean University Bookstore uses several systems for its operations, such as Oracle for inventory management and CMA-POS for sales processing, but it does not appear to use a full ERP system from one of these major vendors. While the Oracle system supports some ERP-like functions, it is not a complete integration across all processes, as textbook management is handled separately by the Text-Aid 2 system.
An inter-enterprise IS is a system that connects different organizations, allowing them to share information and work together. For example, a bookstore could use an inter-enterprise IS to coordinate with textbook publishers, suppliers, and delivery companies. This kind of system can improve communication and reduce delays. The Kean University Bookstore does not appear to have a fully developed inter-enterprise IS, but it does use tools like Microsoft Teams to communicate with its parent company, Barnes and Noble College, and handle operational queries. The bookstore could benefit from having an inter-enterprise IS. For instance, integrating its systems with suppliers and delivery partners could help streamline textbook ordering and inventory management, ensuring books arrive on time for students. If OMS and TA2 were fully integrated, perhaps TA2 could track the most common textbooks students are ordering and automatically put in an order. Such a system could also reduce manual work, prevent errors, and improve overall efficiency. Investing in either a complete ERP or a tailored inter-enterprise IS could enhance the bookstore’s ability to meet the needs of students and faculty while staying competitive.
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