Requirements Analysis and Modelling Assignment 1

Transcription

1 Requirements Analysis and Modelling Assignment 1 Abdul-Aziz Alshahri x Lucas Sant`Anna Rohan Sharma Vignesh Ravi x 1

2 Contents A. Introduction... 4 B. Overview of the organization Business problem/opportunity Proposed Solution... 6 C. Expected benefits Tangible benefits: Non-tangible benefits:... 7 D. Requirements Functional requirements Non-functional requirements... 9 E. Dataflow diagrams Context Diagram Diagram Explosion Diagrams Phase 1 diagram Phase 2 diagram Phase 3 diagram Phase 4 diagram Phase 5 diagram Phase 6 diagram F. Data Model (ER Diagram) Entities Entity Relationship Diagram Data Dictionary G. Use Case description Use Case Diagram Intermediate Level Use Case Description H. Sample screen shots Delivery of the Goods Production Order Purchase Order: Sales Order: I. Appendix A Event Table J. Appendix Phase 01 Diagram K. Appendix Phase 02 Diagram

3 L. Appendix - Phase 03 Diagram M. Appendix - Phase 04 Diagram N. Appendix - Phase 05 Diagram O. Appendix - Phase 06 Diagram P. Appendix Phase 1 Detailed DFD Data Dictionary Q. Appendix Phase 2 Detailed DFD Data Dictionary R. Appendix Phase 3 Detailed DFD Data Dictionary S. Appendix Phase 4 Detailed DFD Data Dictionary T. Appendix Phase 5 Detailed DFD Data Dictionary U. Appendix Phase 6 Detailed DFD Data Dictionary V. Appendix CRUD Analysis W. Appendix Context Diagram X. Appendix Diagram

4 A. Introduction Beta is the leading provider of environmental, engineering and infrastructure services and has served approximately 30 municipal governments, many federal state government agencies in Victoria and New South Wales. Not only this, they work with private and public listed companies on contract. Infrastructure division of Beta has four SBUs and an accounts department. Asphalt Production (AP) has two functional departments- administration and manufacturing. Admin function includes plant manager, plant administrator, procurement and delivery. Manufacturing includes encapsulates all activities pertaining to production. AP manufactures two kinds of asphalt for both external (public and private sectors engaged in building roads, streets etc.) and internal (other departments in Beta involved in engineering and construction) clients: Hot Mix used for congested areas Cold Mix used for secondary roads AP uses the most expensive raw material, Petroleum, for its manufacturing and it is mainly procured from Shell & BP weekly in large quantity. Apart from sand and crushed rock was also used in production. Due to rise in product diversity and demand, the procedures of production also become more and more complex. Due to this, activities to fulfill increased needs to be structured like production scheduling, materials handling and production setup. AP has been facing lot of concerns related to Sales order recording and its proper execution within defined timeline. This resulted in duplication of orders, spending more time on an order, delay in processing orders, wrong pricing, incorrect delivery dates as the administrator is engrossed in other activities like scheduling and procurement, finally leading to customer dissatisfaction. This was basically due to absence of an automated business workflow between different departments Manufacturing scheduling and raw material procurement: Since all the systems were manual, the raw materials for manufacturing were sourced to fulfill customer s order as per his/her specifications. The reason for this was high cost of maintaining and insuring the stock. Even there was no proper method of 4

5 forecasting the demand and supply of raw material, it was purely up to the administrator s past work experience. The experts suggested an automated business workflow that can streamline and optimize all the operations of Beta. There would be synchronized way of working among different departments- internal (sales, manufacturing, sourcing, communication, delivery, customer service, inventory, accounts, IT) as well external customers leading to higher efficiency and better customer service, ultimately resulting into better returns and revenue. B. Overview of the organization In Victoria and Wales, Beta has been serving over 30 municipal governments and several state government authorities to provide environmental, engineering and maintenance support. Private companies and publicly listed companies are also associated with Beta on contract basis. Beta has three subsidiaries- infrastructure, environmental and open space. Infrastructure division is the biggest and generates highest revenue among its other subsidiaries. It consists of an Accounting department and four strategic business units (SBUs): Asphalt Production (AP), Civil Services (CS), Drainage Services (DS) and Traffic Management (TM). AP has been the best commercially among other SBUs. AP manufactures two kinds of asphalt mixtures, hot-mix and cold-mix for external and internal clients engaged in construction and engineering activities. Shell & BP are the main providers of raw material to Beta. 1. Business problem/opportunity The major concerns of Beta are Irregular recording and delayed delivery of sales orders- Whenever any sales order is received through mail, call, fax etc., the admin send this information to the production department for planning. Admin is involved in lot of processes like scheduling and procurement hence wrong quotes are sent, orders are lost, spend more time on re confirmation resulting in late delivery. In fact, the delivery date communicated by the admin is purely based on his /her estimation on excel based scheduling system. 5

6 Inefficient procurement system: Beta follows Make to-order system to meet sales orders as asphalt products require maintenance cost if stocked and very costly. There is no forecasting method to anticipate customers demand and resources supply. Raw materials are procures as per admin s recommendation based on his past knowledge. Also huge stock of raw material is readily available in Melbourne s warehouse but due to lack of forecasting methodology, huge capital gets exhausted in storing maintaining and insuring stock of raw material. Loopholes: Highly decentralized and intra competing Lack of coordination among departments 2. Proposed Solution The new proposed system will have an automated business workflow and a centralized server where all information will be stored, shared and accessed within different departments in an organized manner. This will definitely improve business efficiency. C. Expected benefits This system will assimilate all factors affecting business management, comprising of planning, engineering, resource planning, inventory management, sales order processing, production, procurement, finance and accounting, HR etc. It provides real time information on any aspect of business. This will help in inventory management and reduce time in sharing information. This system empowers manufacturers and vendors to act promptly. That scales up the production and meets sales orders on time, thus managing cost. Following benefits can be derived: Organized and synchronized procedures and work planning in a single assimilated system. Enable collaboration of different department by efficient sharing of Evaluating the best industry practices and establishing standardized procedures 6

7 Improve work-in-progress and effectiveness In-time delivery, better quality and less lead time for delivery lead to customer satisfaction. If projected is planned well, tracked and forecasted then it would definitely help in efficient management of inventory in terms of cost involved in storing, handling and maintenance As accurate payment related information is accessible to a/c department, hence payment can be collected easily It really helps in vendor negotiation keeping in consideration the performance of the vendor and quantity required at different phases Do activity based costing and track actual cost Enable a bird s eye view of sales, inventory and receivables 1. Tangible benefits: Improves business process and workforce efficiency Lowering the cost of products and services purchased Efficient Cost management due to automation of process Better Inventory management Reduced buffer time Better inventory management Better visibility of product / service enable fast and ordering, achieving time and monetary benefits Sales order placement and payment gets automated 2. Non-tangible benefits: Enhance trust within the organization hierarchy and increase accountability Enable real time decision making due to real time availability of correct information Provide better commercial proposals as more vendors can be reached Excellence in providing better service to customers Automated process helps in better time and effort management 7

8 Effective regulation resulting in optimum utilization of resources Planned can be done strategically in a well-defined manner Standardized reporting meeting industry standards globally D. Requirements 1. Functional requirements The system must allow an internal customer to place a new sales order. The system must allow an external customer to place a new sales order. The system must forward the sales orders to the respective business unit manager automatically via s. The system must allow a business unit manager to view, approve or reject the internal orders received. The system must automatically forward the business unit manager s approval / rejection results to the requestor via s. The system must automatically forward the approved orders to the plant manager. The system must allow the plant manager to review, approve or reject the production proposal. The system must automatically the internal customer or the external customer the plant manager s approval / rejection decision via s and copy the to the business unit manager. The system must allow the plan administrator to organize the manufacturing process for the approved production proposal. The system must allow the plan administrator to check information of raw materials, e.g. checking the raw material stock, and to subsequently develop the purchase order. The system must allow the plan administrator to schedule production. The system must allow the manufacturing division to check product order specification. Based on the production order. The system must allow the manufacturing division to organize manufacture for specification based on the bill of materials and subsequently create a production order. The system must allow the manufacturing division to approve the production to start. The system must allow the procurement clerk to check stock and sales orders to confirm the stock position. The system must allow the procurement clerk to determine the future requirements based on the production schedule. The system must allow the procurement clerk to reorder raw material based on the future requirements and subsequently create a purchase order for raw materials. 8

9 The system must allow the procurement clerk to send the purchase order for raw material to the supplier. The system must allow the procurement clerk to update the stock details and the purchase order details upon receiving the delivery from the supplier. The system must allow the accounting department to general the purchase order invoice once the purchase order is archived. The system must allow the manufacturing division to update approved production order to finish once the production is finished. The system must automatically update the sales order once the product order is finished. The system must allow the accounting department to send the delivery note to the customer once the production order is finished. The system must allow the delivery clerk to organize the delivery with the delivery companies to confirm the delivery date. The system must allow the delivery clerk to update the sales order once the product is delivered. The system must automatically inform the accounting department to general the customer invoicing once the sales order is updated by the delivery clerk. The system must allow the accounting department to check the invoice request and generate a customer invoice. The system must allow the accounting department to send the customer the customer invoice. 2. Non-functional requirements The solution will have a Graphical User Interface (GUI) that is based on proven human factors principles & processes. Typical considerations would include: o Minimizing the number of steps to complete tasks o Intuitive and easy to learn o Items are clearly visible and positioned where expected The solution will not require a user to re-enter valid data when correcting invalid data. The solution will compare data that a user has entered against solution records to ensure that no invalid data is accepted. The solution will allow fields to be defined as mandatory or optional. The solution will ensure that mandatory fields are completed before allowing the user to submit forms or move through a process. The solution will minimize the need for manual data input. The solution will only require data to be entered once. The solution will use language that is consistent. 9

10 E. Dataflow diagrams We have as product of our analysis identified four major documents in different system modules, are they respectively: Sales Order in Customer Relationship Manager, Production Order in Supply Chain Management, Purchase Order in Supplier Relationship Management and Invoice in Financials module. 1. Context Diagram Our context diagram (Appendix A) show all the data flow from the external agents and system to database. The context diagram is made of all data flow diagram that compose this project, system messages are described in the data dictionary. 2. Diagram 0 The diagram 0 is the step by step process of external, temporal and state events that triggers the process from beginning to an end. In our Diagram 0 (Appendix B) is possibly to identify all use cases in the Beta ERP system, as how data will be stored and forwarded to referent external agent or internal user. 3. Explosion Diagrams To simplify our analysis, we have determined the data flow diagram in six major processes: The first one is the Sales Order creation, from external and internal customer until become a Production Request. Phase 1 diagram In this diagram we have the following use cases: 1.1 Customer Place Order 1.2 Manager needs to approve Internal Sales Order 1.3 Forward Results 1.4 Forward Approved Orders The detailed DFD for this step can be found in Appendix K 10

11 Phase 2 diagram The Second is the process of a Sales Order coming from Internal and external customer into the production plant as a Production Proposal, once approved in this process, a production proposal will turn into a Production Order. In this diagram we have the following use cases: 2.1 Receive Production Proposal 2.2 Accept Production or Reject Proposal 2.3 Forward the Decision The detailed DFD for this step can be found in Appendix L Phase 3 diagram On the third phase we have the process of scheduling production proposal and organize manufacture, checking Bill of raw materials needed to production, as also informing supply area the usage of stock for production in order to check for purchase in with supplier. In this diagram we have the following use cases: 3.1 Organize Manufacturing 3.2 Check Raw Materials Stock 3.3 Schedule Production The detailed DFD for this step can be found in Appendix M 11

12 Phase 4 diagram On the fourth phase we have the description of the Order Specifications check before start the production, this is when production area check additional details and spec in the sales order. In this diagram we have the following use cases: 4.1 Check Production order Specification 4.2 Organize manufacture for specification 4.3 Start Production The detailed DFD for this step can be found in Appendix N Phase 5 diagram The fifth phase is the material resources planning, where the current stock are checked in comparison to forecast and future requirements, at this stage the company receives the raw material from suppliers and provide to financials data for supplier invoicing. In this diagram we have the following use cases: 5.1 Check stock and sales orders 5.2 Reorder raw material 5.3 Send PO to supplier 5.4 Accounting PO database for payment 5.5 Receive delivery 5.6 Update stocks and PO The detailed DFD for this step can be found in Appendix O 12

13 Phase 6 diagram The final diagram refers to when customer order production is finally finished, delivered and customer is invoiced. All the data is then archived in system data base for future sales and production forecast. In this diagram we have the following use cases: 6.1 Update SO 6.2 Send Delivery Note to Customer 6.3 Organize Delivery with Delivery Companies 6.4 Delivery Clerk Create Entry 6.5 Accounting check entry and Invoice Customer The detailed DFD for this step can be found in Appendix P F. Data Model (ER Diagram) Our entity diagram have seven strength entities and one week entity. Considering that documents can change, an production proposal can become a production order and sales quote can turn into a sales order, the difference are just some extra fields, so we are using only one table to organize these documents. 1 Entities We have selected the following entities to be part of our data base: Customer 13

14 The primary key is the customer id, customer name and type are mandatory, by the type system is capable of automatically trigger if a sales order will need approval for internal type of customer. Sales Order OrdID CustID Product Specifications Supplier Delivery Date Delivery Address Approval Sales Order The primary key of the entity is the Order ID, and the foreign key is customer ID. The others are mandatory and will be used referred to the order id in the process. Product specification will be accessed by production area. Production Order OrderID Delivery Date Delivery Addres Production Order Production Order have details associated to a Sales Order, the order ID will be a composite key including Sales Order ID as foreign key (OrderID,Ordid). Also will contain the orderline information with already delivered quantities in case multiple deliveries are necessary. Supplier SID SName Orderline Items Supplier 14

15 Our suppliers have the primary key supplier ID, the name and the Orderline items that are associated to this supplier, we are assuming that supplies, customer and delivery company are all member of an Account database where financial information, more detailed information as address and billing address are common assigned to those accounts who are then specified as supplier, customer and delivery company (business partners). Delivery Companies DID DName Orderline Items Delivery Companies The delivery companies are also associated mainly with orderline entity, production order can be delivery in different times and by multiple delivery companies. As solution the delivery company will be associated with order line. As we already informed on the supplier entity, major data and details of Delivery Company will be in an account entity. Invoice InID PaymentDate Orderline Items Invoice Invoice will have an ID, a payment date and orderline items. By the orderline system can identify for each order it refers, so this includes invoices to pay (supplier and delivery) and customer invoicing. Purchase Order PID Delivery Date Orderline Purchase Order 15

16 Based on the orderline information, Purchase order will have a Primary Key ID, a delivery date and all other information such as supplier, orders, related sales order and others information coming from the orderline foreign key. Orderline The order line centralize all the products of the company, raw materials and production. The foreign keys are not mandatory, so an orderline can refer to a Sales/Production order, purchase order (supplier) and delivery order. In the entity responsible to centralize all the data relationships of the database. Products 2 Entity Relationship Diagram The previously entity are related according the ERD, we are assuming that two others entities, Products and Account are part of the system, but they are not representing in this analysis because is possible to understand the requirement focusing on the relevant information. The account and product entities should contain more detailed information about supplies, customer and business partners also as products specifications that are not relevant at this moment. 16

17 3. Data Dictionary Customer Field Name Data type Length Description CustID int 16 Primary Key, customer number CustName varchar 32 Customer name Type varchar 32 Depicts whether the customer is internal or external Sales Order Field Name Data type Length Description OrderID int 32 Primary key, order number CustID int 16 Foreign key, customer unumber. Product Specifications varchar 32 Product Specifications Supplier varchar 16 Supplier. DeliveryDate datetime 8 Foreign key, references to OrderId DeliveryAderss int 32 Foreign key, references to OrderId Approval int 16 Foreign key, references to OrderId 17

18 Production Order Field Name Data type Length Description OrderId int 16 Foreign key, Order number. DeliveryDate DateTime 8 DeliveryDate. DeliveryAdders varchar 32 Product Price Supplier Field Name Data type Length Description SID int 16 Primary key, Supplier number SName varchar 32 Supplier name Orderline Items varchar 32 OrederLine items Delivery Companies Field Name Data type Length Description DID int 16 Primary Key, Delivery number Dname varchar 32 Delivery name Ordeline Items varchar 32 Orderline Items Invoice Field Name Data type Length Description InID int 16 Primary key, foreign key references to Customer PaymentDate DateTime 8 Payment Date Oderline Items varchar 32 Orderline Items Purchase Order Field Name Data type Length Description PID int 16 Primary key, Purchase Number Delivery Datetime 32 Delivery Date Date OrderLine varchar 32 OrderLine Orderline Field Name Data type Length Description OrdID int 16 Primary key, Order Number CustID int 16 Primary key, Customer Number. ProdID int 16 Product Number SID int 16 Sales number Delivered int 32 Delivered Quantity Qty Invoiced int 32 Invoiced Quantity Qty DID int 16 18

19 Products Field Name Data type Length Description ProdID int 16 Primary key, product number ProdName varchar 32 Product name Stock int 16 Stock. G. Use Case description 1. Use Case Diagram The use case diagram uses the following language Actor Collaboration Dependency Generalization Note System Association Constraint Extend Include Realization Use Case 19

20 BETA Fig H.1 stock details Fig H.2 production order details 20

21 Fig H.3 purchase order Fig H.4 delivery details 21

22 2. Intermediate Level Use Case Description The following use case descriptions provide details about the flow of activities and the potential exceptions generated. Flow of activities for scenario: placing order Main Flow 1.Customer Place Order 2 Manager needs to approve Internal Sales Order 3 Forward Results 4 Forward Approved Orders Exceptions 2.If manager did not approve the sales order a)cancel order b) Replace order Flow of activities for scenario: approval of order Main Flow 1. Receive Production Proposal 2 Accept Production or Reject Proposal 3 Forward the Decision Exceptions 2.if production is not accepted a) reject order b) Replace order Flow of activities for scenario: manufacturing of order Main Flow 1.Organize Manufacturing 2.Check Raw Materials Stock 3.Schedule Production Exceptions 2.if raw materials out of stock a) reject order b) order raw materials 22

23 Flow of activities for scenario: checking production order specifications Main Flow 1.Check Production order Specification 2.Organize manufacture for specification 3.Start Production Exceptions 2.if production order is correct a) start manufacturing b) Re-order production order from the customer. Flow of activities for scenario: stock and sales order Main Flow 1 Check stock and sales orders 2 Reorder raw material 3 Send PO to supplier 4 Accounting PO database for payment 5 Receive delivery 6 Update stocks and PO Exceptions 2.if raw materials out of stock a) Re-order raw materials. 5. if the delivery is not received then contact the supplier and the delivery company Flow of activities for scenario: update sales order Main Flow 1 Update SO 2 Send Delivery Note to Customer 3 Organize Delivery with Delivery Companies 4 Delivery Clerk Create Entry 5 Accounting check entry and Invoice Customer Exceptions 2. If delivery note is not provided by the supplier to the customer then the supplier should process for re sending the delivery note to the customer. 5.if accounting entry is not correct a) contact the supplier 23

24 Use Case Order details Brief Use Case Description Customer enters the order details for the stock that he needs to purchase from the supplier and gives a document for the order to the supplier of the stock Stock details Approval of the order Allocate stock The customer gives the order requirements to the supplier and all the stock details(e.g. quantity, manufacturer name) to replenish the stock After receiving the sales order from the customer, the supplier then checks the available raw materials to meet the requirements of the sales order from the customer and approves the order. If the order does not meet the requirements then he will either cancel the order or ask the customer to re-submit the order After approval of the sales order from the customer the supplier then allocates the stock to the customer from the available raw-materials and sources with the supplier Stock position The supplier after allocating the stock checks and maintains a stock position document which includes the left over stock after the delivery of the order from the customer Update details After allocating the stock to the customer the supplier updates the details of the stock that is present with him for the future use in the data store Delivery date After allocating the stock by the supplier to the customer, the supplier delivers the product to the customer by the means of delivery companies and also provides the customer with a date that the stock order arrives 24

25 H. Sample screen shots 1. Delivery of the Goods 2. Production Order 25

26 3. Purchase Order: 4. Sales Order: 26

27 I. Appendix A Event Table 1.1 Customer Place Order 1.2 Event Trigger Source Use Case Response Destination Internal Customer Customer Order ( Create Sales Unit Manager / Plant / External Review External Event) Order Manager Customer Manager needs to approve Internal Sales Order 1.3 Forward Results 1.4 Forward Approved Orders Receive Production Proposal Accept Production or Reject Proposal 2.3 Forward the Decision Organize Manufacturing Process Check information of raw materials 3.3 Schedule Production Sales Order(State Event) Sales Order Approval or Rejection. (State Event) Sales Order Approval (State Event) Production Proposal (State Event) Production Proposal (State Event) Manager Decision (State Event) Production Order Approved (State Event) Bill Of Materials (State Event) Production Order (State Event) Internal Customer Review Sales Order Approval / Reject Internal Customer Unit Manager Forward Results Internal Customer System Production Order Plant Manager Production Order Production Order Production Order Production Order Forward Production Proposal Receive/Analyse Proposal Accept / Reject Production Notify Decision Organize Manufacturing Check Raw Materials Stock Schedule Production Production Proposal (Order) Analyze Policies and Schedules Accept or Reject Proposal Approved Production / Reject Check Raw Material Schedule Production Production Schedule Plant Manager Manufacturer Divison Internal or External Customer With copy to Unit Manager Production Order 27

28 Check Production order Specification organize manufacture for especification 4.3 Start Production 5.1 check stock and sales orders 5.2 reordder raw material Production Order Approval (State Event) Sales Order Specification (State Event) Production Order Finished (State Event) Approved Production Order (State Event) Future Requirements (State Event) Sales Order Specification Sales Order Specification Production Order Check Order Specification Organize Manufacture Start Production Production Specification Manufacture Details Production Start Approval Manufacturer Divison Production Order Production Production Order Check Stock Stock Position Determine Requirements Stock Position 5.3 send PO to supplier Purchase Order Procurement clerk 5.4 accounting PO database for payment 5.5 receive delivery 5.6 update stocks and PO 6.1 Update SO Send Delivery Note to Customer Organize Delivery with Delivery Companies Delivery Clerck Create Entry Accounting check entry and Invoice Customer Purchase Order Supplier Delivery (External Event) Inbound Delivery (State Event) Production Finished (State Event) Production Order Finish Procurement clerk Supplier Purchase Order Delivery Production Production Order Finish Create Purchase Order Send Purchase Order Create Supplier Invoice Receive Raw Material Purchase Order Purchase Order Supplier Invoice Inbound Delivery Purchase Order Supplier Invoices Purchase Order Uptade Stock Stock Updated Products Stock Update Sales Order Send Delivery Note Sales Order Update Delivery Note Sales Order Customer Delivery Note Delivery Note Organize Delivery Delivery Date Delivery Companies Delivery Note Order Invoice Delivery Note Invoices Update Sales Order Send Check invoice Updated Sales Order Customer Invoice Sales Order Customer 28

29 J. Appendix Phase 01 Diagram K. Appendix Phase 02 Diagram 29

30 L. Appendix - Phase 03 Diagram M. Appendix - Phase 04 Diagram 30

31 N. Appendix - Phase 05 Diagram O. Appendix - Phase 06 Diagram 31

32 P. Appendix Phase 1 Detailed DFD Data Dictionary 1.1 Create Sales Order 1.2 Review Sales Order 1.3 Forward Results 1.4 Forward Order 32

33 Q. Appendix Phase 2 Detailed DFD Data Dictionary 2.1 Receive and Analyze Proposal 2.2 Accept / Reject Request 2.3 Notify Decision 33

34 R. Appendix Phase 3 Detailed DFD Data Dictionary 2.1 Receive and Analyze Proposal 2.2 Accept / Reject Request 2.3 Notify Decision 34

35 S. Appendix Phase 4 Detailed DFD Data Dictionary 4.1 Check Order Specification 4.2 Organize Manufacture 4.3 Approve Production 35

36 T. Appendix Phase 5 Detailed DFD Data Dictionary 5.1 Check Stock 5.5 Receive Raw Material 5.2 Create Purchase Order 5.6 Udate Stock 5.3 Send Purchase Order 5.4 Create Supplier Invoice 36

37 U. Appendix Phase 6 Detailed DFD Data Dictionary 6.1 Update Sales Order 6.4 Udate Sales Order 6.2 Send Delivery Note 6.5 Send Checked Invoice 6.3 Organize Delivery 37

38 V. Appendix CRUD Analysis Use Case USER Sales Order Production Order Purchase Order Invoice Product Stock Create Sales Order Customer C C (External Customer) Review Sales Order Unit Manager U Forward Results Unit Manager R D (Archive) Forward Production Proposal Unit Manager C Receive/Analyse Proposal Plant Manager R Accept / Reject Production Plant Manager U D (Archive) U D (Archive) Notify Decision R Organize Manufacturing Plant Administrator R Check Raw Materials Stock Plant Administrator R Schedule Production Plant Administrator U U Check Order Specification Manufacturer R Organize Manufacture Manufacturer U U Start Production Manufacturer U Check Stock Procurement clerk R Create Purchase Order Procurement clerk C Send Purchase Order Supplier R Create Supplier Invoice Procurement clerk C Receive Raw Material Procurement clerk U D (Archive) Uptade Stock Procurement clerk C U Update Sales Order Delivery Clerk U D (Archive) Send Delivery Note Delivery Clerk R Organize Delivery Delivery Clerk Update Sales Order Delivery Clerk U D (Archive) Send Check invoice Financial Department R U D (Archive) 38

39 W. Appendix Context Diagram 39

40 X. Appendix Diagram 0 40