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while yet another group dealt with the required organisational and
procedural changes. The head of the accounting department had final
responsibility for the respective business cases and was to examine whether
the solutions proposed would offer the company long‐term advantages, and
if so, of what nature.
1.2.5
Recommended actions
Some weeks had past, and last Monday the team put forward a
recommendation as to which Cloud services should be considered and on
which timeline they could be implemented without overtaxing the
company's staff. Cloud consultant Sam Smart had created a report in
collaboration with the various departments. His recommendations for
action were now presented to an extended management team:
1.
Conversion of the local office applications to a Cloud‐based solution
with instant messaging and web conferencing for improved
communications between the factory and sales locations, but also
with sales partners and customers.
2.
Introduction of an enterprise‐wide document management system
(
DMS) with the option of legally compliant archiving, and including
secure access to technical service documentation for on‐site service
customer‐side.
3.
Introduction of enterprise‐wide customer relationship management
(
CRM) for sales and a ticketing system for servicing.
4.
Introduction of a Cloud‐based e‐procurement service including goods
inward and warehouse logistics.
5.
This e‐procurement service is to be offered to furniture
manufacturers and their furniture stores as a marketable service to
allow them to establish order‐driven manufacturing processes.
6.
Provisioning of a Cloud‐based IT developer Cloud for development
environment including testing, and approval processes for new
applications across all locations.
7.
Extension of existing remote maintenance connections, in particular
for automated updates of control programs on machines in the field,
and acquisition of statistical data for these machines in order to
optimize wear parts depending on intensity of use.
