BUS FPX3002 Assessment3.docx BUS-FP3002 SCM Case Analysis Information Technology on Walmart Capella University Introduction We will analyze Walmart's Information Management System (IMS) and its relationship to t
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BUS FPX3002 Assessment3.docx BUS-FP3002 SCM Case Analysis Information Technology on Walmart Capella University Introduction We will analyze Walmart's Information Management System (IMS) and its relationship to the Business. Then will look at technology and it is applied to manage the transportation and warehouse network. We are also going to talk about how the IMS provides a competitive advantage over competitors. Then we will analyze how IMS coordinates between supply chain partners and helps to monitor orders and inventory levels. We will take a look at why managing information is equally essential to moving products We will discuss a bit of Management system language used in the warehouse. Analysis of Walmart's Management System related to the company's Business Walmart's management system has created fewer links in the supply chain, allowing Walmart to work directly with manufacturers and the Vendor Managed Inventory initiative and enable manufacturers to manage their products in Walmart's warehouses. Walmart was able to expect close to 100 percent order fulfillment. And today, they have used their management system to manage their fleet of trucks saving on paying the third party to deliver their goods. Technology is applied to manage Walmart's Transportation and Warehousing network Walmart utilizes over 6,500 tractors, 55000 trailers, and 7,000 drivers to move products from distribution centers to store shelves. At the same time, they are maintaining in-house logistics that operate their fl. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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