Nike i2 Problem Analysis

Requirement:
Students will conduct an analysis of a case study describing a failed technology initiative in an organization. Emphasis should be on how the technology failed the Business goals. Remember People Process and Technology work together.
In completing the case analysis, students will examine the particulars of the case, including the environment, organizational governance, business factors, and technology factors that contributed to the failure.
Based on their analysis, the students will provide recommendations to remediate the situation and prevent the same type of issue occurring in the organization in the future. Please review the rubric before starting your analysis to make sure you cover all the requirements.
Please use the links below for the case:
https://www.cio.com/article/2439601/supply-chain-management/nike-rebounds–how–and-why–nike-recovered-from-its-supply-chain-disaster.html
 https://www.scribd.com/doc/24540648/Supply-chain-management-Disaster-at-Nike
 Guidelines for Case Study Analysis
The following guideline serves as a basic outline and content description for a case analysis:

  • The Introduction: Provides a summary with background, historical, and current information that sets the framework for the problem being analyzed.  The author/student needs to define his/her perspective, i.e. department head, officer, consultant, etc.  This section should be succinct and avoid extraneous details.

“To bring inspiration and innovation to every athlete in the world” that is the Nike Mission. Nike, Inc started as an Japanese shoes importer, now is a giant in the field of sportswear and equipment supplies. It is headquartered in Beaverton, Oregon in the United States,holds approximately 37 percent global market share (company profile)..
In February 2001, Nike, Inc had problems with supply chain software i2 that was implemented from the year before. The problems lead to Nike, Inc miss sales and profit targets for the quarter. This problem  lead to Nike, Inc stock price went down by 20 percent and cost more $100 million in lost sales.
The purpose of this analysis is to explore the i2 problem from a consultant standpoint, and provide professional recommendations based on the alternative solutions….

  • The Problem: Identifies one major problem, as many corporations are rife with problems. The student must discern the difference between symptoms and problems.  Some problems are complex with multiple facets; some problems only seem complex because of the multitude of symptoms.  The student needs to differentiate.  Students must relate the identified problem to concepts from the course.  Additional problems may be identified, but should be noted as not being addressed in the case analysis.

It is important to separate the immediate problems from their more basic sources. For example, the immediate problem may be a high rate of absenteeism, while the more fundamental issue may be a poor motivational climate. How you define a problem determines how you go about solving it.
A short-term solution for absenteeism is likely to be different from solutions which attempt to deal with motivational climate. Be sure to identify both the symptom and, more importantly, its underlying cause.
The problem identification should be supported with evidence drawn from the case and direct inferences.  If assumptions are made they should be specifically identified and their basis justified.
Inferences must be congruent with events in the case and logically drawn from both the presenting and cloaked symptoms.  Inferences should be supported by scholarly research and directly relate to course concepts and events in the case.

  • The Analyses:  Uses the analytical tool that best addresses the problem and will offer potential solutions.  Available tools include: (Security tools) Business Model for Information Security (BMIS), the CIA model, the Bell-LaPadula Model, the Graham-Denning/Chinese Wall Model, the Information Security Management Maturity Model (ISM3), (business tools) Porter’s five-forces model of industry, competition analysis, value-chain analysis, financial ratio analysis and many others.  Tools encountered in this course and the course-of-study are especially appropriate.
  • The Alternatives: (Sometimes referred to as alternative solutions.) Identifies a minimum of three alternatives and no more than four potential solutions, which give the writer the opportunity to put forth options from different categories of solutions; e.g. cost effective/short term, long term for the greater good, external market impact, internal culture/moral impact, the company’s vision, mission, and objectives, and stakeholder relations
  • The Recommendations: Outlines the course of action recommended and is often a blend of two alternatives.  The recommendations must be supported by the analysis and should describe the course of action and how best to implement the solution. If specified by the instructor, the recommendations will include a plan for implementing and evaluating the proposed solution.
  • The Conclusion: Summarizes the recommendations and allows for tying together any loose ends and establishing maintenance or evaluation of the implementation.

The entire case analysis should be well documented, citing any sources or external materials.  Only specific quotes, paraphrases and facts need be cited from the course texts as they are assumed sources.
 

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