CMGT/578
Introduction
Riordan Manufacturings Chief Operating Officer, Hugh McCauley, has tasked our Chief breeding Officer, Maria Trinh, and other top-level managers to develop a tail fin-year strategic envision for the relocation of the Hangzhou installment to Shanghai. Maria has subsequently tasked out IT team up to develop a five-year IT strategic plan for this facility relocation. This IT strategic plan will become part of Riordan Manufacturings schoolwide five-year plan.
This paper will illustrate important factors that will subscribe to to be considered by the IT department in preparing for and executing the mean mint, provide a discussion on the best bearing to ensure business continuity during the planned move, discuss the IT departments purpose in supporting the other departments during the move, and finally outline special(prenominal) milestones for years, one, three, and five of the strategic plan.
Background
The Hangzhou facility has increased deed and is right off limited by the inefficient transit allowed on the Qiantang River and Hangzhou Bay. Riordan Manufacturing go shipping to China Shipping Container Lines with delivery directly to ports in Hong Kong and Shanghai. This method of shipping has inherent logistical inefficiencies.
Relocation of the Hangzhou facility to Shanghai would solve these shipping problems and greatly reduce shipping costs. This move would give the China operations access to a more than substantial urban infrastructure. The reduced costs and more reliable telecommunications capabilities will allow for continued growth of payoff in China.
Facility Move Considerations
Production will consume to be maintained and possibly increased throughout the move of the facility. The five production supervisors each have oversight of the five production lines. Riordan Manufacturing will purchase a sixth production line that will be the first one installed at the new facility. This will allow each of the...If you want to baffle a full essay, order it on our website: Ordercustompaper.com
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