Construct an ITO for space-productiv business
This ITO or Information Technology Outsourcing Agreement (the “Agreement”) is made and entered into between [Company Name], hereinafter referred to as “Client”, and [Vendor Name], hereinafter referred to as “Vendor”, for the purpose of utilizing the Vendor’s services in the development and maintenance of Client’s space-productiv business (Agung and Darma, 2019). The Client, in order to achieve its business objectives, intends to use the Vendor’s services in order to create, manage and maintain an online platform for the space-productiv business.
Services:
The Vendor shall provide the following services to the Client:
- Develop and manage the online platform for space-productiv business;
- Design, create and maintain the website;
- Develop e-commerce solutions for the space-productiv business;
- Provide technical support for the platform;
- Ensure security and data protection;
- Ensure timely backups of data and software; g. Provide regular updates and maintenance services.
Figure 1: ITO for space-productive
(Source: Self-made on draw.io)
Map the process for order fulfillment including manufacture and install of the cantilever racking product type at space-productiv
- Receiving the Order- The process begins with the customer placing an order with Space-Productiv. This can be done through the website, via email, telephone, or in person.
- Acknowledging the Order- Once the order is received, Space-Productiv will provide the customer with an order acknowledgment confirming the details of the order.
- Production- The cantilever racking product is then manufactured in accordance with the customer’s specifications.
- Delivery- The cantilever racking is then delivered to the customer’s specified address.
- Installation- Once the cantilever racking arrives, a professional installation team will be dispatched to the customer’s premises to install the product.
- Final Inspection- Once the installation is complete, the team will conduct a final inspection of the product to ensure it meets the customer’s expectations.
- Invoicing- Space-Productiv will then generate an invoice and send it to the customer for payment.
- Payment- Once the customer has paid for the product, Space-Productiv will release the product for use.
Figure 2: Order fulfilment process map
(Source: Self-made on draw.io)
upstream and downstream supply network diagram for space-productiv
Upstream Supply Network Diagram:
- Space-Productiv – Space-Productiv is the main provider of office space productivity solutions. They have created their own software that allows their clients to maximize the efficiency of their office spaces.
- Suppliers – Suppliers provide raw materials and components for the development of Space-Productiv’s software. They may also provide hardware for the installation of the software.
- Logistics – Logistics providers are responsible for the transportation of materials and components from the suppliers to Space-Productiv’s facilities.
- Manufacturing – Manufacturing companies are responsible for the production of components and the assembly of the software packages.
Downstream Supply Network Diagram:
- Space-Productiv – The end user of the Space-Productiv software package. They are responsible for the installation, maintenance, and use of the software.
- Distributors – Distributors are responsible for the distribution of Space-Productiv’s software packages to their end customers.
- Retailers – Retailers are responsible for the sale of Space-Productiv’s software packages to their customers.
- Customers – Customers are the ultimate end users of the Space-Productiv software packages. They are responsible for the use and maintenance of the software.
Figure 3: Upstream and Downstream network diagram
(Source: Self-made on draw.io)
Reference List
Journal
Agung, N.F.A. and Darma, G.S., 2019. Opportunities and challenges of Instagram algorithm in improving competitive advantage. International Journal of Innovative Science and Research Technology, 4(1), pp.743-747.
Wijaya, P.Y. and Suasih, N.N.R., 2020. The effect of knowledge management on competitive advantage and business performance: A study of silver craft SMEs. Entrepreneurial Business and Economics Review, 8(4), pp.105-121.
Ali, B.J. and Anwar, G., 2021. Business strategy: The influence of Strategic Competitiveness on competitive advantage. International Journal of Electrical, Electronics and Computers, 6(2).
Haseeb, M., Hussain, H.I., Kot, S., Androniceanu, A. and Jermsittiparsert, K., 2019. Role of social and technological challenges in achieving a sustainable competitive advantage and sustainable business performance. Sustainability, 11(14), p.3811.
Amegashie, A.R., 2018. Diversity management program strategies to support competitive advantage and sustainable growth (Doctoral dissertation, Walden University).
Azeem, M., Ahmed, M., Haider, S. and Sajjad, M., 2021. Expanding competitive advantage through organizational culture, knowledge sharing and organizational innovation. Technology in Society, 66, p.101635.
Lestari, S.D., LEON, F.M., Widyastuti, S., BRABO, N.A. and Putra, A.H.P.K., 2020. Antecedents and consequences of innovation and business strategy on performance and competitive advantage of SMEs. The Journal of Asian Finance, Economics and Business, 7(6), pp.365-378.
Udriyah, U., Tham, J. and Azam, S., 2019. The effects of market orientation and innovation on competitive advantage and business performance of textile SMEs. Management Science Letters, 9(9), pp.1419-1428.
Distanont, A. and Khongmalai, O., 2020. The role of innovation in creating a competitive advantage. Kasetsart Journal of Social Sciences, 41(1), pp.15-21.
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