The second most likely threat they face is having their systems hacked into by disgruntled employees, who are seeking to get revenge for either being fired after the loss of $1.4M or for not getting what they may have been promised when they were hired. The third potential threat is to have the entire server stolen their financial systems are running on, as most likely it is not secured in a computer room, which is an assumption based on how small the comp[any is. Data theft of customer records is a fourth potential threat, as are the theft of transaction data of their financial systems which may be not authentication levels to protect them from advanced hacking techniques and approaches. A fifth threat is that of natural disasters including tornados, earthquakes and other extreme events that no one can predict. Taken together, all of these factors point to the need for creating an enterprise-wide disaster recovery plan that can quickly respond to the needs of the company for system uptime and performance. While these several factors are the most critical threats, Dirt Bikes senior management needs to anticipate there will be many more potential threats as the level of sophistication for breaking into systems increases. In defining a disaster recovery plan, Dirt Bike senior management and IT teams need to also consider how the escalation of threats will potentially affect their business over the long-term. Creating restore points for applications and data sets will be critically important, and must be managed with the help of disaster recovery services experts and system planners.
In defining the most critical systems to Dirty Bike's operations, the transaction flow of orders must first be considered, followed by Supply Chain Management (SCM) and Enterprise Resource Planning (ERP) systems that are used for procuring the products used in making the bikes and then scheduling the manufacturing of them. All of these systems are crucial for the successful operation of the company, as without them, not a single bike could be produced. The website and e-commerce systems supporting it are also critical, however the company could feasibly survive without them for 24 hours until they were brought back up again. Without the SCM and ERP systems that make it possible to get the necessary supplies to build the bikes and the ERP systems to schedule production and price them, the company would come to a grinding halt, incapable of producing anything to sell. In addition to these systems also rely on the financial and accounting applications that provide costing data for use in completing transactions. If the accounting or financial management systems ceased to function, the company would also quickly go out of business. The company could feasibly survive less than a month of the accounting and finance systems, logistics and ERP systems went down at the same time. If one of the three systems went down, they could feasibly operate in manual mode for about 45 days, yet the lack of accuracy and efficiency in orders would be very costly. The net effect would be a major disruption to sales, with the loss deepening past the $1.4M mark over time.
The accounting and finance, SCM and ERP system applications and data files must be backed up daily. Each of these systems needs to also have full fault redundancy engineered into their back office performance requirements. There also needs to be data redundancy across all the data sets including the Accounts Payable, Accounts Receivable, General Ledger and advanced account systems. The supply chain systems need to have fault-tolerant back-up of all supplier quality management systems and data, all the application components, and the costs associated with each configured and Bill of Materials (BOM). The Bill of Materials (BOPM) as defined in the case study need to also have the history of pricing captured from the beginning of each fiscal year so trending analysis and Total Quality Management (TQM) metrics can be completed on product quality also stored with these figures. The cost of quality needs to be captured in these system back-ups and programs from the supply chain systems as well. The ERP system is the most critical of all to back up, and also have configured for fault redundancy, as it orchestrates in-bound logistics of materials, keeps the BOMs organized by product line so they can be used to guide the production process of each specific model, and also the scheduling of production resources for each unit being produced. In short, the ERP system keeps the costs, production resources, and resources all in synchronization across the company. Due to all of...
United Parcel Service (UPS) Strategic Alignment Model Business Strategy United Parcel Service (UPS) is one of the leading shipment and logistic company admired for its cargo and package delivery services around the globe. The company has remained as one of the top-package delivery service providers because of the diversity of its services to the public. The company has enjoyed high profits because of the good brand image that it has attained in
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