Riordan System Design Report
With the new computerized inventory control system and enterprise resource planing system Riordan’s operation would be improved in many respects. These include (but are not limited to) full visual representation of operations and inventory control for managers, accurate track of delivered and ordered materials, easy access to data logs, reduce of paper work, the decrease of probability of human error, calculation of economic order volume and best order dates, etc. Despite the numerous advantages, however, the installation of ERP system would turn some job positions irrelevant, hence some workers would lose jobs. 
The overall change in the resource planing consists of small improvements in individual separate operations. Thus, the new design means that instead of counting the delivered batches and entering the results into the inventory system, a special little assembly line would be built that would count the delivered quantities automatically. Then the numbers would be entered into the ERP system and compared to the ordered quantities. In case of a discrepancy supervisors would be immediately informed and the system would wait for their instructions. In addition, the database of the new inventory control system would be updated after each activity, be it delivery of raw materials or shipment of completed products. This feature would enable managers and workers to see the changes during the day, and make corrections if necessary. Also, the sales department would have access to the database, which would allow them to see the quantities of finished goods ready for sale. In turn, when these finished goods are shipped, they are immediately checked as shipped in the ERP system so that all departments are kept informed. 
The design details listed above are only a portion of how the new ERP system would alter Riodran’s operations. The entire design requires complex installations and revisions. This automation process would require assembling additional lines for inventory count in several departments. A high-capacity server is necessary as well as high-speed Intranet across all facilities. The server would store the dynamic database, which would be updated in real-time through high-bandwidth lines. Every department must be equipped with many large monitors that would reflect the relevant crucial data from the database. This way every worker in the production would be informed about inventory flows and requirements. The entire communication between departments would be completely revised with high-tech computers and connections. This change, however, would influence the work force of Riordan Manufacturing. Several positions would become unnecessary, while other positions would appear, such as information technologies engineers or network administrators (and the like). Also, specific training courses must be arranged to teach workers how to use the new system, derive important data from screens, enter numbers into it, etc.
Ultimately, the new design of Riordan Manufacturing would change the entire production procedures. The new system would require much computerization and automation, which in turn would require many computers, monitors, wires, etc. Human resource managers would need to train personnel new skills to operate the system. But despite the turmoil associated with implementation, the new ERP system would improve the entire production immensely and increase productivity.