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One who uses ICT to create, acquire, process, and synthesize, disseminate, analyze, and use information to be more productive |
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The ability to see the big picture and understand how your organization works |
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Perform routine, structured tasks, typically in a repeated manner |
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The ability to determine what information is needed to find it, and how to use it |
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Communication and Collaberation |
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The ability to function as an effective part of a project team where you understand your role as well as the role of others |
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A process consist of multiple sequential steps or activities that produces some outcome or process |
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Create Purchase Requisition, Create & Send Purchase Order (PO), Receive Goods, Receive Invoice from Supplier, Send Payment to Supplier. |
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Receive Customer Order, Prepare Shipment, Send Shipment, Send Invoice To Customer, Receive Payment |
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Functional Orginizational Structure |
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Purchasing, Operations, Warehouse, Sales & Marketing, Research & Development, Finance & Accounting, Human Resources, Information Technology |
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Hand it off to the next person, and then proceed to the next task, by focusing so narrowly on the specific task, they lose sight of the "big picture" of the larger process, be it procurement, fulfillment or anything else |
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Delays in the executing the process |
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Increase lead times (ex. How far in advance a company must plan to obtain raw materials from its suppliers) and cycle times (ex. the amount of time needed to produce a product or process a customer order) |
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A Paper-Based Process (Sales) |
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Receive Customer Order, Create/Update Paperwork |
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A Paper-Based Process (Warehouse) |
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Prepare shipment, Send Shipment, Create/Update Paperwork |
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A Paper-Based Process (Accounting) |
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Send Invoice, Receive Payment, Create/Update Paperwork |
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Support the entire process rather than parts of the process. |
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Create Forecast, Execute MRP, Convert Purchase Requisitions to Purchase Orders, Release Production, Marketing Expense. |
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If all the data in all three documents match, then a payment is sent to the vendor |
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To the status of one particular instance of that process, that is, a specific purchase requisition. |
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The purchasing process on an overall level, across multiple instances (or requisitions) |
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Key Performance Indicators (KPI) |
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The current state is measured against a standard definition of what is expected. |
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Is the point at which ownership of the material in the shipment legally transfers from one company to another company |
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What does a swim-lane maps answer that basic flow charts do not? |
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Is an agreement to purchase the stated material, for the specific price, under the stated terms |
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Is a document that identifies, the material needed, the quantity needed, and the date needed. |
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Business to Business Commerce (B2B) |
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A standaderized process for buying and selling commercial goods and also for transferring funds to pay for this goods in an efficient manner. |
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Which verifies that the specified goods have been received. |
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Or bill, for the material shipped |
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A request for information about the availability and prices of the products specified in the inquiry |
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Spells out the availability and prices of the materials specified in the inquiry |
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Customer Purchase Order (PO) |
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A agreement to purchase the stated material, for the states price, under the stated terms |
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When a company receives the customer PO is creates a Sales Order |
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A list of orders for which billing is due |
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Request Production, Authorize Production, Issue Raw Materials, Create Products, Receive Finish Goods |
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Identifies all the materials or parts need to make one unit of a finished product. |
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Produce Goods only in response to direct customer orders, whereas others create an inventory |
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Others create an inventory of products that they can store and then use later to meet customer demands |
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The act of retrieving the needed material from a warehouse. |
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Involves fulfilling customer orders directly from the company's inventory of finished goods. |
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Involves taking a standard or base model of a product and the configuring it to meet the customers special needs by adding special options or add-on parts. |
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Design Thinking (Model 1) |
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Define Research Ideation Prototype Choose Implement Learn |
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Design Thinking (Model 2) |
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Understand Observe Point of View Ideate Prototype Test
Fail often! But fail early! |
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Design Thinking (Model 3) |
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1. The Goal or the impact you want to create 2. Concern(s) that hinder achieving the goal or creating that impact 3. Designing the Solution 4. Validation the designed solution by prototyping, heuristic evaluations, beta versions etc 5. Hand over the solution and provide support and hand-holding |
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