The existing functional system has the ability to manage build-to-stock products extremely easily, and could potentially be expanded upon to also support more complex, customer-centric configurations at higher gross margins as well (Salvador, de Holan, Piller, 2009). Five Disadvantages of the Lynx Functional System

For all these advantages, there are just as many disadvantages. First, the system is not as integrated as needed to report back aberrations in performance or changes in supplier's status. This can lead to stock-out conditions and eventually cancelled orders, creating ill will with customers over time.

Second, there is a lack of precision with regard to analytics in the Lynx Functional systems in terms of analytics. A high-performing functional system will have its own base of metrics, often centered on how a customer defines success in precise analytical terms (Injazz, Popvich, 2003).

Third, the existing systems are potentially rampant with missed process and product-related integration points. There needs to be greater precision in how the systems are integrated together at the strategy and process level if they are to succeed.

Fourth, there is little if any room for error in how orders are fulfillment today given the linear nature of hwo the system is designed. There needs to be greater variation in how the system manages specific product and options...

The system today is serially-based, meaning customers will have to wait for their orders to be processed one after the other. There is no indication of lean manufacturing and process workflow concepts being in place to guide the company's manufacturing efforts for the customer more effectively.
References

Gunasekaran, a., & Ngai, E.W.T. (2009). Modeling and analysis of build-to-order supply chains. European Journal of Operational Research, 195(2), 319.

Holweg, M., & Pil, F.K. (2001). Successful build-to-order strategies start with the customer. MIT Sloan Management Review, 43(1), 74-83.

Injazz, J.C., & Popvich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672-688.

Kraemer, K.L., Dedrick, J., & Yamashiro, S. (2000). Refining and extending the business model with information technology: Dell Computer Corporation. Information Society, 16(1), 5-21.

Salvador, F., de Holan, P.M., & Piller, F.T. (2009). Cracking the code of mass customization. MIT Sloan Management Review, 50(3), 71-78.