Please answer in one paragraph each question Mastering Scope and Requirements ManagementCaseBestLine HardwareStudy I|In spring of last year, BestLine Hardware undertook an ambitious program to overhaul their supply chain.In early planning, BestLine predicted that they could save over 25% of their entire supply chain costs bystreamlining and optimizing their practices.One of the areas that had the most promise for savings and efficiency was that of order communication andfulfillment. In the existing system, Bestline's inventory management department triggered a request to theordering department. The ordering department then created an order and faxed it out to one of their suppliers.The supplier marked down on the fax what could be fulfilled against the order and would fax it backto BestLine for processing.Over time, this fax-based system proved to be inefficient and error-prone. Faxes were often lost or garbled,and hand-written comments could be very difficult to interpret accurately. As a part of their supply-chainefficiency effort, BestLine decided that they would try to modernize their ordering and fulfillment systemby creating an Internet-based system. BestLine believed that the Internet solution would improve thespeed, reliability, and accuracy of order placement.A project was commissioned, and Sarah Davis, a senior project manager, was assigned to the effort.Immediately, Sarah went about analyzing the project, understanding the reasons it had been undertaken. Sheidentified the needs and the stakeholders for each need, and she properly identified the project's constraints.As Sarah began to gather the requirements, however, she started experiencing difficulty with the project.Members of senior management expressed a strong idea about the scope of the project, but the InformationTechnology department had a thorough set of technical requirements that did not completely fit seniormanagement's goals. Additionally, the supplier-relations group commissioned a focus group of suppliersand insisted that this group be allowed to give input on the project.Ultimately, Sarah elected to try and involve as many of the stakeholders as possible. She and her leadBusiness Analyst set up a series of ninety minute one-on-one expert interviews with the stakeholders.They gathered nearly two hundred pages of documentation as a result of these meetings, and from there,Sarah and the analyst worked to create usability scenarios that represented all of the requirements she hadcaptured.The focus group continued to be involved in the process, and in general they were pleased with what theysaw. When the requirements were presented to the ordering department for sign off, however, the managerof the ordering department complained that he had not been adequately involved and that the documentedrequirements were nearly impossible for a non-technical person to understand. Sarah stated that therequirements had been thoroughly analyzed and pointed out the ordering department had been given theopportunity to be involved. She also noted that two department members had been interviewed, and shestressed that any delay on the signature at this point would almost certainly delay the project.Ultimately, the manager of the ordering department signed off on the requirements, even though he did notfeel comfortable with his understanding of the material. Sarah and her team then began designing the newsystem. Case Study II QuestionsBestLine Hardware:1. Should BestLine's ordering department have been more involved during the project?2. Sarah used expert interviews for this project. Were there more effective methods for gathering therequirements?3. What crucial step(s) did Sarah skip in the requirements process?4. Which downstream activities would likely be affected by her approach? At what point in the projectwould the problems likely emerge?5. Should Sarah have presented the requirements to the ordering manager at this point? Should the orderingmanager have signed off on them?

Summary- In the spring of last year, BestLine Hardware embraced an aspiring system to redesign its…

1. Should BestLine's ordering department have been more involved during the project? 2. Sarah used expert interviews for this project. Were there more effective methods for gathering the requirements? 3. What crucial step(s) did Sarah skip in the requirements process? 4. Which downstream activities would likely be affected by her approach? At what point in the project would the problems likely emerge? 5. Should Sarah have presented the requirements to the ordering manager at this point? Should the ordering manager have signed off on them?

1. Should BestLine's ordering department have been more involved during the project? 2. Sarah used expert interviews for this project. Were there more effective methods for gathering the requirements? 3. What crucial step(s) did Sarah skip in the requirements process? 4. Which downstream activities would likely be affected by her approach? At what point in the project would the problems likely emerge? 5. Should Sarah have presented the requirements to the ordering manager at this point? Should the ordering manager have signed off on them?

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Chapter2: The Purchasing Process

Section: Chapter Questions

Problem 1GPE

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