FEEP

BUSINESS INFORMATION SYSTEMS (MBSA 1133)

BY
OWI WEI LUNN (MBS221015)

LECTURER: DR. SURAYA MISKON

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 Contents

1.1 SWOT Analysis Hai Sia Seafood ........................................................................................... 3

1.2 Information Technology Strategy.......................................................................................... 5
1.3 Elements of Customer Relationship Management (CRM)..................................................... 7
2.1 Objectives.............................................................................................................................. 7
2.2 Source of Data ....................................................................................................................... 8
2.3 Analyses Data into actionable insights................................................................................... 8
3.1 External Entity...................................................................................................................... 9
3.2 Context diagram.................................................................................................................. 10
3.3 Data Flow Diagram level 1 .................................................................................................. 11
References................................................................................................................................. 12
Similarity Check ....................................................................................................................... 13

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1.1 SWOT Analysis Hai Sia Seafood

STRENGTHS

 The community in Singapore, which includes commercial kitchens at hotels and

hospitals, airline caterers, food service outlets, restaurants, hawkers, and private cooks,
depends on Hai Sia Seafood Pte Ltd, one of the country's leading fish suppliers, for
high-quality, fresh, and processed seafood.
 40% of workers in Hai Sia consist of middle aged and mature workers which are
experienced and efficient in handling he processing of the seafoods.
 Hai Sia deliver a variety of 45 different high-quality seafood products to customers
across the city-state via online supermarkets, reliable logistics and packaging partners
and also online trading and collaborates with grocery chains such as RedMart and
Amazon Prime

WEAKNESSES

 The high cost of fuel in Singapore compare to others country had a significant effect on
the delivery of the seafood products to the buyers.
 From the moment a fish is harvested to the time it lands on the plate, about 30 percent
of the fish have been lost as waste. This causes the increases of food wastage in
Singapore.

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  The amount of output at Hai Sia has increased over time, and labour-intensive manual
processing processes not only have high labour costs, but also frequently have
inconsistent performance because of human mistake.
 The existing labour was primarily elderly and engaged in physically taxing plant work,
such as sharpening knives and manually slicing fish while standing for eight to ten
hours a day.

OPPORTUNITIES

 By 2030, the Singapore Food Agency aims to have 30% of Singaporeans' nutritio na l
needs met by locally produced agricultural goods. The government will speed up the
transformation of my nation's agricultural product industry and lessen reliance on
imported food to accomplish this goal.
 By introducing a suitable technological infrastructure in the Hai Sia industry will surely
give a more profit to the company as it will increase the volume of the fish processed.
 The changing client profiles for Hai Sia, since the company formerly operated in the
business-to-business (B2B) sector. However, as a result of digitalization, people are
increasingly preferring to make purchases online, and digital retail platforms are
expanding in importance.
 Hai Sia can adapt to the digital retail platforms and expand their reach into the
exportation of their products to the nearby countries.

THREATS

 Hai Sia's employment options were fairly monotonous and dull as a traditional fish
processing facility, which did not appeal to Singapore's tech-savvy younger generatio n.
Even though they couldn't find enough individuals to embrace them.
 The fluctuation price of fish affects the buying price of Hai Sia and thus reduce in the
profit after processed of the fish to the buyers.
 Fishing is a seasonal business due to seasonal catch and thus affect Hai Sia buying
power for certain type of fish which requested by the buying.
 The number of workers Hai Sia could hire was reduced as a result of quota restrictio ns
the Singaporean government imposed on the amount of foreign employees a company
could hire.

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1.2 Information Technology Strategy

Information technology strategy (IT strategy) is a detailed plan that specifies how
technology should be applied to achieve IT and business objectives. A written document
describing the various elements that influence an organization's investment in and utilisa tio n
of technology is known as an IT strategy. A company's entire business plan should ideally be
supported by and shaped by this strategy. All aspects of technology administration, includ ing
cost, human resource, hardware, and software management, vendor, and risk manageme nt,
should be covered by IT strategy.

Strong IT leadership is necessary for the successful execution of an IT strategy; the CIO
and CTO must collaborate closely with the business, budget, and legal departments as well as
with other lines of business and user groups. IT strategy is formalised by organisations in a
written report or balanced scorecard strategy map. The strategy and its supporting materia ls
should be adaptable enough to adapt to new organisational situations, market and industry
conditions, company aims and objectives, financial restrictions, skill sets and core
competencies available, technological advancements, and user needs. Technology strategies
and IT technology strategic plans are other names for IT strategies. Agile design should also
be a part of IT plans. For instance, the pandemic in 2020 forced some firms to alter their IT
plans.

In recent decades, having an IT strategy has been essential for company leadership. Its
increasing significance reflects how important technology is becoming to company success.
The significance of an IT strategy has increased as businesses concentrate on the digita l
revolution. In order to increase sales, improve customer service and the customer experience,
enable employees and boost productivity, and support connections with suppliers and other
business partners, technology is crucial. Organizations must therefore develop a technology
strategy to achieve these goals and to compete with other businesses that share these goals.

Particularly platform companies and other businesses whose products are built on
technological offerings may opt to forego having a separate IT strategy. These firms may
instead combine IT goals with overall company strategies to produce a single, cohesive
document. The overall business plan of the organisation can be supported and shaped by
technology thanks to a solid IT strategy. Its strategic objectives should connect with business
initiatives (also known as business alignment) and take into account the requirements of
important stakeholders, such as employees, clients, and business partners. The plan should
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provide insight into the company's current technological state and a forecast of where IT should
be in three to five years.

Information Technology Strategy for Short-term:

 For Hai Sia company short-term strategy should focus on the developments of the
employees’ skills. They should provide more training courses to the employees in term
of handling all the automated and also digitalized work processes in order for the
employees to fully utilize the new system thus increase the work efficiency of the
employees.
 In the same time, Hai Sia company should also target on the maintenance, servicing of
the equipment and also quality fixes for the ERP system that the company use. As a
good maintenance and servicing will make the equipment last longer thus reduce in the
repairing fees. Quality fixes of the ERP system will make the system more user friend ly
and with the suitable training and course, the employees can make use of it for lesser
mistakes and error.

Information Technology Strategy for Mid-term:

 For mid-term planning, Hai Sia should plan schedule training programs for the
employees. As more and more employees able to use the new system, the more efficie nt
the working processes of the company.
 Hai Sia should focus on acquiring a service contract for the equipment and system of
the company. As contract would provide a better rate for the servicing and in the same
time maintain the equipment and system of the company at a tip top condition.
 Revising and strengthening the company’s quality control program is also one of the
ways for the company to ensure that the problem does not recurring.

Information Technology Strategy for Long-term:

 For the long-term planning, Hai Sia should focus on the upgrading and purchasing of
new equipment and facilities. Beside that, they should implement policies and
procedures that will share the company’s profile to match top management’s ideals.
 The development of the e-commerce should be continuing in order to build up Hai Sia
retail presence to the nearby countries. Hai Sia can sought products and marketing ideas

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 from well-develop companies in order to enrol in the international markets and tested
their sustainability in the Singapore market.

1.3 Elements of Customer Relationship Management (CRM)

I believe that CRM is a component of the Enterprise Resource Planning (ERP) systems
employed by Hai Sia. The ERP system that Hai Sia purchased provided a lot of opportunity for
learning about the best practises employed by major corporations throughout the world, and its
information search functions were quite strong. The user interface of the ERP was stricter and
more formal because it was a well-established system. By investigating Robotic Procedure
Automation (RPA) and other technologies to automate the data input process, Hai Sia
overcame the unfriendly user interface.

2.1 Objectives

Hai Sia digitalize their ordering process as the previous ordering and pricing system had
become increasingly tedious to manage as the scale of operation increases. Second reason was
due to the increasing of end-consumers’ preference for buying online was currently growing.
To adapt to this changing environment, Hai Sia internally change their processes in order to
engage and service the online retailers and also developing and end-consumer-oriented mindset
towards product developments. Hai Sia was able to continue offering personalised pricing as
before with better consistency and fewer errors because to the digitization of the ordering
process. The fundamental characteristics needed for an effective and long-lasting e-ordering
and pricing management procedure that matched the needs of the company and its customers
were established through active conversations with the customer service staff. The use of
electronic invoicing and electronic filling considerably saves processing time as well as carbon
impact.

Along with digitalizing business procedures, Hai Sia also collaborated with RedMart, an online
retailer that sells a variety of goods, including seafood. Customers become more at ease placing
orders on digital platforms as business operations become digital across the value chain and
with partners.

The Hai Sia company launches its official website with several sections that outline the
company's history, capabilities, information about the products and brand, home-cooked
recipes, community-related activities, and contact information. The business also offered free

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factory tours in an effort to inform the public and support regional fish market culture. To
advertise its goods and consumer brand during Chinese New Year, Hai Sia held live culinar y
demonstrations and Q&A sessions on Lazada. In addition to being active on social media
through its Facebook, Instagram, and LinkedIn pages, Hai Sia worked with Google to create a
promotional film.

2.2 Source of Data

Source of data for the digitalization of the work processes including seller, customers and
visitors. As the seller is the Hai Sia, customers are the people including Hai Sia’s value chain
and partners, where visitors are the people who view the digital platforms of the Hai Sia.

2.3 Analyses Data into actionable insights

 Hai Sia company can begin by leverage analytic the revenue, expenses, and risks of
their business to make the biggest impact and achieve the best ROI on the data
investment. They could then estimate the impact on their operation and expect to use
data more effectively.
 Quality input of data is necessary to create an impactful business intelligence output.
Leveraging, actionable, data-driven insights can provide more control over areas where
the number of new possibilities will increase tremendously.
 To ensure the projected business impact will be realistically attainable, Hai Sia can first
find our who will be using the platforms. By identifying the specific business drivers in
the area, they can know the business uses who want the insights they need.
 Widespread adoption allows Hai Sia business intelligence or analytics program to have
the greatest impact. By embedding analytics into existing system, so that no additiona l
login is required and help to decrease the complications between insights and actions.

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3.1 External Entity

DFD is characterised as a graphical tool that enables system experts and operators to explain
the information system's information flow (Dixit, J. B. and Kumar, R. ,2008). The four symbols
that make up data flow diagrams are processes, data flows, data stores, and external entities.
Figure 1 illustrates the standard set of symbols that were created by Gane and Sarson for this
investigation.

Figure 1 Standard set of symbols derived by Gane and Sarson.

Base on the case study, there are few external entities are involved. For the Hai Sia’s
Redmart e-store in Lazada apps, there are 3 significant external entities that are Seller,
Customer and Visitor.

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3.2 Context diagram

A possible context diagram for the Redmart e-store as per shown in Figure 2:

Purchase Order

Customer
Purchase Order Delivery

Seller Redmart e-
Order Acceptance/ store
Rejection
Personal
Information

Redmart e-store Visitor

Information

Figure 2 shown Context Diagram of Redmart e-store.

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3.3 Data Flow Diagram level 1

The data flow diagram level 1 of the Redmart e-store is as per shown in Figure 3.

Seller

Order Acceptance/
Sales
Rejection

1.0

Redmart
D4 ` Data
Cart e-store
Redmart e-store
Sales Information
2.0 3.0

Sell / Update
P urchase Redmart
Personal e-store
Purchase Order Information Info

D2 `User Data
Redmart e-store
4.0 Information

User Data Register/

Update D3 ` e-store Info Data
Redmart
P ersonal
Purchase Order Invoice Details

Redmart e-store
Information

5.0 6.0

Personal
User Information View
Manag Redmart
ment
Redmart e-store e-store
Information Info

Redmart e-store Redmart e-store

PurchaseOrder
Order Information Information

Personal
Customer Information Visitor

Figure 3 shown Data Flow Diagram Level 1 of Redmart e-store.

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References

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Similarity Check

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