Wollongong Tours & Travel Agency (WTA) currently uses inefficient manual processes for its supply chain operations. This results in slow communication, high costs, and an inability to meet increasing customer expectations. WTA could improve its operations by 40% by implementing an electronic supply chain management (SCM) system. The tables in the appendix provide additional details on WTA's key players, objectives, visions, opportunities, and current pain points related to its supply chain.

1. Appendix A Diagrams

2. Upstream Internal Downstream 2 nd Tier 1 st Tiers Assembly/ Manufacturing/Packaging Distributor Retailers Customer 2 nd Tier 2 nd Tier Tours Airline WTA Partners Customers Accomm. Others Wollongong Tours & Travel Agency WTA Sales Office Figure 1. The supply chain

3. Figure 2. The pain chain * NB: Refer to tables 1.1 and 1.2

4. WTA should be able to improve its supply chain operations by 40% through the ability to perform related process electronically as a result of an electronic SCM system for a high return on investment Figure 3. Value propositions template

5. Appendix B Tables

11. Table 4. Targeting methodology links The organization internal tracking and reporting is still limited and merely executed in batches every end of the day ERP The resources required for its employees to work well are scarce thereby limiting the services it can offer to its customers ERP High degree of interaction among departments exists merely on manual operations using phones, faxes, and e-mails ERP The organization does not know how good it performs in comparison to its competitors SCM The range of travel ventures and packages is quite limited and unattractive SCM Communications with the suppliers are still done manually, leading to expensive administrative costs SCM The calculation of number of seats, its costs, availability and the generation of invoicing are still done separately OPS The security of information traversal over the Internet between supplier and organization may be exposed OPS Customers call the organization in order to get their travel status CRM Customers are seldom informed of the travel promotions CRM The range of travel packages for customers is limited CRM Opportunity Characteristics General Category

12. Table 5. Opportunity ID worksheet Information Officer ERP Integrate key systems into streamlined system Staff / Suppliers / Customers SCM Allow customers to search through database for suppliers and vice-versa Manager CRM Promote sales of simple and common holiday bookings to be made online Manager SCM Employ tools for comparative analysis from all suppliers to allow greatest service to customer and ease of delivery through staff Workers CRM Allow online itineraries for clients to view and share with others Workers CRM Contact customers after holiday for feedback and assurance of quality of service Manager SCM Form partnerships with local tourism destinations to be official booking agent Financial Officer CRM Build a partnership with credit card rewards company for further incentive for customers Marketing CRM Provide monthly or seasonal newsletters to inform clients of special holiday deals Manager OPS Integrate costing & invoicing between suppliers Key Player Type Opportunity Description

13. Table 6. Nine block model It is understood that by lowering costs, and bringing the core business operations closer to suppliers and customers, the problems faced when dealing with multiple suppliers can be solved, while at the same time improving the bottom line of the company. Operating in a dynamic industry, being up to date with prices worldwide, having integration with supplier costing and providing an attractive product to the customer are critical success factors that you are currently failing to meet. To confirm the problem, it seems that the company is not connected ideally with the industry as a whole and has to double check manually all procedures. Confirm By integrating suppliers electronically, staff will be able to work more efficiently and managers will have a dynamic MIS to better administer the company. If this lack of integration is causing loss of time, how is this affecting the overall financial success of WTA? When are these problems experience, at what exact point in the timeline of a booking. Control There are a number of possible solutions for this, lets share ideas and find an appropriate result. What problems is this causing and is it just internal or experienced by the customer too? What is causing the operational problems when dealing with multiple suppliers? Open Visualize Capabilities Explore Impact Diagnose Reason

17. Table 8. What makes us special worksheet Viewing, processing, and delivery of real-time information Instant access Reduction/elimination of repetitive manual processes Integration Increase in potential for supplier base and customer base Transparency Easier interactions between supplier, the company, and customers Transparency throughout supply chain Will allow Differentiator

18. Key business processes electronically interconnected for improved and efficient operations Key business processes such as CRM and SCM often operating independently Integrated business processes Electronic ERP (SAP) Inefficient work processes WTA Chief Executive Officer Solution Differentiator General IT Capabilities Relative Business Capabilities Pain Key Player Table 9.1. Vendor differentiation flow diagram (part 1)

19. Online booking and payment via electronic database providing real-time access to information Current client and booking information manually entered Instant access Online access of information via database Stiff competition from Internet WTA Chief Information Officer Solution Differentiator General IT Capabilities Relative Business Capabilities Pain Key Player Table 9.2. Vendor differentiation flow diagram (part 2)

20. Electronically manage and make contact with database of suppliers and vice-versa Database of contacts (suppliers in particular) kept and contacted manually Better transparency; wider but closer supply chain Electronic SCM (SD – sales and distribution) Lack of suppliers WTA Chief Operating Officer Solution Differentiator General IT Capabilities Relative Business Capabilities Pain Key Player Table 9.3. Vendor differentiation flow diagram (part 3)