Over the course of just 14 years, Riordan Manufacturing has rapidly evolved from a small company focused on plastics research and development into a global leader in plastics manufacturing. Throughout this expansion, Riordan has established multiple manufacturing and distribution centers in North America and China. At present, Riordan caters to diverse customers such as automotive parts manufacturers, aircraft manufacturers, the Department of Defense, appliance manufacturers, and beverage bottlers.
Riordan Manufacturing, Inc. has experienced significant growth by acquiring strategic assets, offering a wide range of products, and implementing proactive sales tactics. This expansion has resulted in increased market share and the ability to maintain favorable customer relationships and competitive prices. However, as the company progresses into 2005 and beyond, it faces operational hurdles that must be tackled.
The Operations Team has proposed a se
...t of systemic changes to enhance Riordan's manufacturing and inventory processes, by utilizing computer systems to improve efficiency. This proposal is in response to a service request from Riordan's COO, Hugh McCauley. Maria Trinh, CIO of Riordan, further elaborated on the objectives of this service request in a memo dated September 10, 2004, stating that the primary goals of the project are to document the current environment.
Forecast of business technology needs for the next five years and recommendations on systems integration, acquisitions, and consolidations have been identified by the Operations department as crucial areas for Riordan's improvement. The department has highlighted specific aspects of Riordan's business that, if enhanced, can result in substantial cost benefits. These include: insufficient information sharing among customers, sales, finance, manufacturing, and management; the inability of customers to place direct orders without human interaction at Riordan's offices
the current inability for customers to place orders outside of business hours; and the absence of a real-time inventory system.
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