Businesses are constantly seeking to improve the efficiency of their operations in order to achieve higher profitability. Although many managers are familiar with the reasons why managing their typical resources such as equipment and people are important, especially when facing changes in business practices and management behavior. it is worthwhile to examine the growing interdependence between a firm’s ability to use information technology and its ability to implement corporate strategies and realize corporate goals. Businesses invest a great deal in information to achieve strategic business goals.
Between 1986 and 1996, UPS developed it’s information technology organization structures and processes to parallel with the company’s technology infrastructure. (UPS pressroom). UPS created a four member senior-level executive steering committee to set direction for IT, define its priorities and financial support. Late in the 1990s, UPS discovered that most requests for systems projects had cross-functional applications. Management also worked to use their U.S.-based systems overseas. Typically, the overseas business had been different from the U.S. business systems, leading to unnecessary technology projects. The IT steering committees role changed to an oversight body by 2001, contributing to the company’s long-term technology strategy. UPS Management relied on four core processes to better focus IT projects with company strategic objectives and reduces unnecessary projects and support cross-functional sharing. (UPS pressroom)
§ Customer Information Management (CIM) - systems that interfaced directly with the customer (e.g., tracking/shipping systems, Web-based systems, EDI)
§ Package Management - pickup, delivery, sort ...