Technology and Operations Management Scenario

Prior to beginning work on this discussion forum, read sections 2.0–2.2 in Chapter 2 and sections 4.0–4.4 in Chapter 4 from your Operations and Supply Chain Management textbook. In addition, read Three Approaches to Big Technology: Operations Research, Systems Engineering, and Project ManagementLinks to an external site..

Technology continues to play a huge role in streamlining operations management. For example, Kodak has a freestanding kiosk where technology and customer labor join to create an output. In this example, you put in your digital camera memory card, choose the finish, quantity, and size of your hard copy pictures, and then print.

Airline check-in kiosks, automatic teller machines, online banking, and firms like eBay, Facebook, Twitter, Zillow, and Zappos are also excellent examples where self-service and technology merge to deliver a product, and they are good use cases for this discussion.

Describe a situation where self-service and technology help create and deliver a customer benefit package to the customer. Provide examples of how such a system can cause a defect, mistake, or service upset. When possible, select a different example than your peers.

Your initial response should be a minimum of 200 words.



There are different opportunities associated with the addition of new requirements late in the project planning process. Firstly, it will increase the efficiency of vendor managed inventory system. As a result, there will be seamlessness in the working relationship between vendors and Walmart. Vendors will have the ability to accurately determine the timing and quantity of goods needed when restocking their inventory. Secondly, the change will lower the inventory costs for Walmart. That is because the company will not run out of products to sell once the new system is implemented. The third opportunity is that International Logistics Services will make additional revenue when implementing the new requirements. 

Even so, there are threats associated with introducing the alteration to the project scope late in the planning stage. Firstly, the change might lead to instances of miscommunication between the stakeholders involved in the project. That is because they were accustomed to planning for the project in s specific way. There might be cases of resistance to change, resulting in instances of miscommunication. Secondly, there might be a scope creep risk (Kloppenborg et al., 2019). Specifically, the additional feature associated with the change will increase the costs of undertaking the project. In many instances, the cost change is unavoidable and might lead to stalling of the entire project. Thirdly, there might be a threat of operational risk. That is because the integration of the change into the planning process might require an increase in the number of people working on the project. When people are added, there will be a need for training and informing them of the present stage of the planning process. That might result in a stalling of crucial operations in the project. Lastly, the changes might lead to decreased performance among stakeholders in the project. That is because of the disruption to the workflow. 




Kloppenborg, T., Anantatmula, V., & Wells, K. N. (2019). Contemporary project management (4th ed.). Cengage Learning. 


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