Aligning IT Strategy to Organizational Vision and Goals.doc Aligning IT Strategy to Organizational Vision and Goals CMGT/578 Business Vision and Goal Reynolds Tool & Die is a large automotive component manufacturer
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Aligning IT Strategy to Organizational Vision and Goals.doc Aligning IT Strategy to Organizational Vision and Goals CMGT/578 Business Vision and Goal Reynolds Tool & Die is a large automotive component manufacturer that supplies suspension pieces and technology to suppliers and significant U.S. and overseas manufacturers. The organization is dedicated to delivering its customers top quality products with utmost engineering standards. To accomplish their goal of being the market leader in engineering solutions, Reynolds will be utilizing technical innovations. The organization plans to continue to expand their markets, technical competence, and their deep and persistent desire to know and serve its customers. Reynolds's IT strategy will free up time, save money, provide products to a broader client base, and deliver a preferred product, all of which will allow Reynolds to grow and expand. IT Internal Analysis Reynolds has three production locations: headquarters in Akron, Ohio, Bloomington, Indiana, and Memphis, Tennessee. Of the organizations, 300 staff members seven work in IT. The IT Director, two Help Desk personnel, one Network Engineer, and one Software Engineer (chiefly maintaining the SAP ERP system) work out of the Akron headquarters. There is one Network Engineer at the Bloomington facility and one Network Engineer at the Memphis facility. Akron, Bloomington, and Memphis are networked (connects sites) via MPLS circuit. Multi-Protocol Label Switching is a type of data-carrying service that uses short path labels rather. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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