Shopping Self-Service System at Carrefour, UAE
Question
SPECIFIC SOFTWARE NEEDED FOR THIS ASSIGNMENT
My topic is: Shopping Self-Service System at Carrefour, UAE, please find the attached pictures and do it.step:2,3,4,5,6


Solution
Shopping Self-Service System at Carrefour,
UAE
Question 2: Architecture Drawing
Figure 1: Shopping Self-Service
System at Carrefour.
The system designed for this section includes the primary
components required to ensure it is functional. It is important that the
proposed system is able to have isolated components that can operate
independently. Components available cover primary functions expected of the
shop and all have subsystems that help run processes at Carrefour. The system
architecture diagram is shown in Figure 1 above with components being able to
operate as modules. However, they are integrated to the backbone which will
represent Carrefour’s primary system.
The connection to the backbone linked to the company network
will have an Intranet for internal operations and an Extranet for suppliers
(Vlosky, Fontenot & Blalock, 2000). All the IT (Information Technology) components
on the Extranet will also be isolated from shop operations with limitations
being to just the warehouse management system. There should be more InfoSec
measures in place to provide additional layers of security to the system. It
helps avoid threats and vulnerabilities that may be experienced on the system.
Firewalls will be a standard for isolated components to facilitate secure
communication(s).
There are nine major components in the proposed system, each
serves critical operations in the functionality of the system. The “Master Data
Management” module will be dedicated to serve Carrefour and a data warehouse
will be implemented in its place. Its connection to the core function,
“Shopping Self-Service System at Carrefour, UAE,” means it will be integrated
to the company’s core data backbone. Data flow in the architecture is
generalized with connections only showing the links between modules rather than
direction of flow. They indicate that the two modules have some level of
integration that allow them to communicate and carry out functions as a unit
(Buchgeher & Weinreich, 2009).
Connections in the system will only involve direct
components with no part mediating links to third connection modules. The core
component is what the company will be linked with to facilitate management of
the system. It will facilitate both local and remote connections but any
functionalities must be approved by the system administrator. The return
subsystem will be automated but will require verification and thus human
intervention will be required but the rest of the system should function
autonomously. Autonomy will be facilitated by in-house integrated IoT
capabilities that will integrate artificial intelligence.
It is almost impossible to have absolute autonomy in the
system because of the nature of operations. However, a successful system should
have all the repetitive operations automated in checkout processes. The goal
for the system should be to implement as much automation for the processes as
possible (Bitner, Ostrom & Meuter, 2002). It is also important to make the
shopping experience more appealing to customers by dropping the inconveniences
of shopping in normal stores (Åkesson, Edvardsson & Tronvoll, 2014). The Carrefour
Company’s system backbone will have a reporting to facilitate efficient
operations for shoppers. Monitoring will be crucial to help bolster customer
experience and operational effectiveness.
Question 3: Risk Identification
Like every project, this proposed system has been carefully
evaluated and a number of technical risks identified. They are associated to
either the functionality of the system or errors in the usage of the product
and its services. High quality equipment will be integrated as part of the
project with focus on the core components at checkout. It is important to have
the project risks identified to help in the creation of an effective risk
management strategy. A sound plan for the management of risks will help the
project team anticipate problems and counter them before they can escalate.
The risk management process involves a number of steps to
ensure risks are identified and accurately evaluated. It helps devise optimal
risk mitigation strategies. Identification of risks requires anticipation of
processes and the possible ways in which things can go wrong (Dinu, 2012). Once
this is done, the project team will be able to assess based on the dynamics
dictated by the cause of the problems.
It is mostly associated to the threats and vulnerabilities
in the shopping processes with a few relating to the environment and setting.
The system will be developed with redundancies to help reduce and effectively
eliminate downtimes for efficient service delivery. It is impossible to
guarantee absolute elimination of threats and vulnerabilities in the system.
The anticipated risks in the proposed project are summarized in Table 1.
Table 1: Summary of anticipated
risks in the proposed project.
Risk ID |
Risk Type |
Risk Statement |
R1-Phy |
Physical |
Theft via switching price
tags and failure to scan all items picked while shopping at Carrefour. |
R2-Tech |
Technical |
Malfunctions of support
equipment for the Internet of Things (IoT) infrastructure that support the
shopping experience. |
R3-Prog |
Programmatic |
Errors due to failure to
distinguish products effectively, especially for the groceries. |
R4-Sec |
Security |
Privacy issues, identity
theft and use of wrong information when paying for products. |
R5-Tech |
Technical |
Lack or inadequacy of
personnel to support operations in physical Carrefour locations |
R6-Tech |
Technical |
Customer mix-up with
machines at checkout causing further confusion and delays. |
R7-Bus |
Business |
Change resistance due to
lack of familiarity and preference for regular shopping experience found in
supported and serviced checkout. |
R8-UX |
User Experience |
Reduced interaction
between customers and staff which lessens loyalty to a business and feelings
of connectedness |
R9-Op |
Operational |
Lack or inadequacy of
sufficient training for personnel on how to use the system. |
R10-Op |
Operational |
Coordination
inefficiencies in the artificial intelligence due to lack or inadequacy of
training data for AI to learn from. |
Question 4: Risk Register
The risk register table below, Table 2, comprises of the
main risks identified Table 1, their category and estimated risk factor. For
easier reference, the risks will be identified through their Risk ID which is
specific to every risk identified in the previous step. The risk ID will be a
substitute of the risk summary. The probability column will be quantified as
percentages for an easier understanding and interpretation of the table. The
impact will be allocated a 5-point Likert scale to quantify it using a
qualitative approach. The five points used to qualify impacts of risks on the
system are: Very High, High, Medium, Low and Very Low.
Table 2: The Risk Register
(Probabilities and Impacts)
Risk ID |
Risk Category |
Risk Probability (%) |
Impact |
R1-Phy |
Physical |
35 |
High |
R2-Tech |
Technical |
27 |
Very High |
R3-Prog |
Programmatic |
1 |
High |
R4-Sec |
Security |
5 |
High |
R5-Tech |
Technical |
3 |
Very Low |
R6-Tech |
Technical |
25 |
Very High |
R7-Bus |
Business |
13 |
High |
R8-UX |
User Experience |
7 |
Low |
R9-Op |
Operational |
1 |
Very Low |
R10-Op |
Operational |
3 |
Low |
Question 5: Risk Analysis Worksheet (RAW)
Risk planning and identification are just parts of risk
management. The entire process of risk management ends in the documentation of
risks and outcomes after interventions have been initiated. The risks
identified in this project are summarized in Table 3. Some risks in projects
can be mitigated with minimal intervention, especially those that are expensive
to eliminate. In such cases, Carrefour will adopt a model where operations
embrace risks and establish a way of co-existing with the risk until it becomes
part of operations or goes away on its own. COVID-19 is a classic example of
such risks; organizations have devised strategies and models where they operate
regardless of the underlying coronavirus pandemic.
The table will include a Risk ID, Risk ID Date, Risk
Identifier and a Risk Statement. The risk ID will be different from that in the
risks register because it is associated with risks where interventions have
already been made and outcomes reached. Risk ID Date will define the date the
risk is identified which also marks the date when intervention is initiated.
The risk identifier or name refers to the kind of risk successfully managed in
the project. Risk statement describes the identified project, i.e., provides
details (technical, operational or any other) about associated risk from the
risk name column.
Table 3: Risk Analysis Worksheet
(RAW)
Risk Analysis Worksheet
(RAW): Shopping Self-service System Carrefour, UAE |
|||
Risk ID |
Risk ID Date |
Risk Identifier |
Risk Statement |
SSSC-013 |
23/01/22 |
Implementing machine
learning algorithms. |
Initial tests and trials indicated
that the IoT infrastructure did not have sufficient training data. More data
is needed to train the system using algorithms that are superior and more
efficient. |
SSSC-017 |
27/01/22 |
Clarification of
requirements |
Provisions defining the
operation of IoT components and boundaries are unclear. It is paramount that
the infrastructure functions harmoniously in tandem with the system. |
Question 6: Failure Mode and Effects
Analysis Worksheet (FMEAW)
On the complementary Excel worksheet.
References
Åkesson, M.,
Edvardsson, B., & Tronvoll, B. (2014). Customer experience from a
self-service system perspective. Journal of service management.
Bitner, M.
J., Ostrom, A. L., & Meuter, M. L. (2002). Implementing successful
self-service technologies. Academy of management perspectives, 16(4),
96-108.
Buchgeher,
G., & Weinreich, R. (2009, November). Connecting architecture and
implementation. In OTM Confederated International Conferences" On
the Move to Meaningful Internet Systems" (pp. 316-326). Springer,
Berlin, Heidelberg.
Dinu, A. M.
(2012). Modern methods of risk identification in risk management. International
journal of academic research in economics and management sciences, 1(6),
67.
Vlosky, R.
P., Fontenot, R., & Blalock, L. (2000). Extranets: impacts on business
practices and relationships. Journal of business & Industrial
marketing.




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