Based on the case given. Please answer the question(Point form is enough)

1)Answer the Questions given with answers accordingly based n the CASE given

A)Identify required decision

B)identify alternative solution(three solution suggestion)

C)Identify evaluation criteria

D)Analyze options based on criteria

E)Recommend Decision

F)Propose Actions/ Implement Decision

G)To expand the case from one (1) page to five (5) pages,What information would you add to the case?

THE CASE

MRP IMPLEMENTATION AT BURGER QUEEN SHACK (BQS): GO OR NO-GO? Ding, vice president of operations for Burger Queen Shack (BQS), a maker of halal burger patty in China, was stunned. She felt distraught. Just 40 minutes ago, she had been happy and excited about the upcoming meeting, which would decide whether to launch the new material requirements planning (MRP) software system that her department had been planning. Now the meeting was over, and her executive committee had not agreed to launch the system. Fan, the Chief Financial Officer, expressed a doubt about implementing the system, and things went downhill from there. "I so thought he was on board," Ding hissed to herself. Other senior staff then pushed back hard. They warned that the change could be a costly disaster. The vice president of sales doubted whether the MRP system could provide the solid sales forecasts that BQS needed. He feared it would result in short-ages of raw materials. The director of logistics, Monica, warned about problems that had erupted at one of her previous employers when a similar system was installed. She related a horror story about customers not getting orders and trucks leaving the plant half-full. BQS CEO, Mr Taro had hired Ding to take the position vacated by his unwell brother Gaia who died in late 2019. Ding has been on the job for 10 months, spending much of her time working alone on the MRP project. Gaia had purchased the MRP software prior to his illness, but it had sat unused since then. Ding was a veteran of big companies such as Heins and Pepso, and Taro wanted an outsider like her to bring in new technology to help operations get to the next level. Ding had worked with successful MRP systems in the past, and she had assured Taro that the new system would overhaul procurement, production, and shipping and would impose much-needed discipline on operations. She estimated that the system would increase annual cash flow by USD500,000 and save up to USD300,000 annually by reducing waste. This was serious money for a company with only 310 employees. Ding wondered if the real problem to the executive committees was the idea that implementing the MRP would require a radical overhaul of every aspect of BQS's operations. Making the system work would require all BQS managers and employees to change how they did their jobs. Still angry, Ding thought, Are they terrified of the changes in their way of doing things here? Prior to the executive committee meeting, Ding had encountered plenty of obstacles. She was unable to get data from several people to create a mock-up of how the system would work. Some key managers came late to the first and second meetings, and she had complained to the CEO about the lack of cooperation. Taro's response was to suggest forming a cross-departmental task force to help her. Ding told him, "I believe in this technology, and I will get it done. A task force may just slow me down." Ding had been emotionally unprepared for the executive committee's disagreement, and she trembled at the thought that the system might not be adopted at all. The next course of action needed to be planned, but she felt very confused.