Summary: Riordan Manufacturing Business System
Riordan IT Business System
The following is a description of the IT business system of Riordan Manufacturing. It identifies the inter-relationship of IT with other Riordan business systems as well as existing and needed IT systems and/or sub-systems.
Overview
The purpose of this report is to provide a more comprehensive view of the existing and needed IT systems at Riordan Manufacturing and how the IT Division interrelates to other business divisions within the company. When complied with the other reports included in this summary of all the Riordan Business Systems, it is hoped that this presentation will provide the basis for a system plan to improve business management.
IT Orgazational Structure
Riordan Manufacturing
has three operating entities: Georgia, Michigan and California, plus a joint venture in the People’s Republic of China. Basically, the operating entities each have their own IT Departments headed by a Manager of IT Services. Each of these managers reports directly to Maria Trinh, the Chief Information Officer, whose office is located at the corporate offices in San Jose.
IT Department Responsibilities
The IT Department is responsible for the IT Network and infrastructure of the entire company. The IT Department is in charge of all the technology used to support continuing business operations. They administer to and maintain many disparate databases as well as all hardware and software resources. Current projects include (a) attempting to consolidate customer information into a CRM system for the Sales and Marketing team, (b) achieve and maintain compatibility between the different F & A systems, (c) integrate the disparate tools used to support HR functions and, (d) relocation of entire overseas IT infrastructure in regards to the China plant relocation.
Special Project
The IT department has been approved a $150,000 operating budget to fund a project that will include, but not be limited to: • Document current environment • Forecast of business technology needs for the next 5 years • Recommendations on systems integration, acquisitions and consolidations
Conclusion
IT Department use of technology to support continuing business operations to support growing the business has been haphazard at best. A complete restructuring of IT responsibilities and more robust systems integration, coupled with more stare-of-the-art technology is indicated if Riordan is to achieve system wide functionality.
The following is a description of the IT business system of Riordan Manufacturing. It identifies the inter-relationship of IT with other Riordan business systems as well as existing and needed IT systems and/or sub-systems.
Overview
The purpose of this report is to provide a more comprehensive view of the existing and needed IT systems at Riordan Manufacturing and how the IT Division interrelates to other business divisions within the company. When complied with the other reports included in this summary of all the Riordan Business Systems, it is hoped that this presentation will provide the basis for a system plan to improve business management.
IT Orgazational Structure
Riordan Manufacturing
has three operating entities: Georgia, Michigan and California, plus a joint venture in the People’s Republic of China. Basically, the operating entities each have their own IT Departments headed by a Manager of IT Services. Each of these managers reports directly to Maria Trinh, the Chief Information Officer, whose office is located at the corporate offices in San Jose.
IT Department Responsibilities
The IT Department is responsible for the IT Network and infrastructure of the entire company. The IT Department is in charge of all the technology used to support continuing business operations. They administer to and maintain many disparate databases as well as all hardware and software resources. Current projects include (a) attempting to consolidate customer information into a CRM system for the Sales and Marketing team, (b) achieve and maintain compatibility between the different F & A systems, (c) integrate the disparate tools used to support HR functions and, (d) relocation of entire overseas IT infrastructure in regards to the China plant relocation.
Special Project
The IT department has been approved a $150,000 operating budget to fund a project that will include, but not be limited to: • Document current environment • Forecast of business technology needs for the next 5 years • Recommendations on systems integration, acquisitions and consolidations
Conclusion
IT Department use of technology to support continuing business operations to support growing the business has been haphazard at best. A complete restructuring of IT responsibilities and more robust systems integration, coupled with more stare-of-the-art technology is indicated if Riordan is to achieve system wide functionality.