w3_hw_part2.docx(1) MIS-665 Benchmark - Simulation and Risk Analysis Case Study Part 2

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w3_hw_part2.docx(1) MIS-665 Benchmark - Simulation and Risk Analysis Case Study Part 2 GCU: MIS-665 The focused and detailed business requirements analysis can help any company avoid business pro... blems. In this case the management of Ebony, a leading manufacturer of bath soap, is trying to control its inventory costs. According to Schwarz, L. (2018) inventory control is the process of making sure that the right amount of supply is available in an organization. With the appropriate internal and production controls, the company can meet its customers™ demand and delivers financial pliability. Inventory control leads to maximizing profit with the least amount of investment in inventory without affecting customer satisfaction. Schwarz, L. (2018) So, in this case some of the business requirements are: ï‚·Stakeholder Requirements: What do they expect/ need ? Why do they change their orders, etc. Weekly demand and if there are backlogging would fall under this type of requirements. ï‚·Functional requirements: describe functions in consistent and verifiable way. They are developed by a business analyst who then works to resolve gaps, inconsistencies and problems working with stakeholders. Spacey, J. (2018) For example, cost of holding 1 unit; when to stop production, based on the current stock and demand, how many units per week can production department produce, production policy, etc. ï‚·Nonfunctional requirements: some characteristics that go beyond functions, usually related to marketin. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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