it is in a management information system please answer the question after read the case study

Wal-Mart is currently the worlds largest retailer kept holding its top position in fiscal year 2016 [Forbes 2016]. With $482,130 million revenues, it ranked the number one in the Global Fortune 500 List in 2016 [Global 500 2017]. From 1962, when the first Wal-Mart store was opened by Sam Walton in

Rogers, Ark to now Wal-Mart runs over 10,000 retail outlets in 27 countries. The success of Wal-Mart derived from many factors, but the key factor leading. to a dominant position of Wal-Mart in the retail industry lies in its effective supply chain [Traub 2012]. More specifically, Wal-Mart is a successful retailer with its speed, cost-effective and high integrated supply chain. Furthermore, Wal- -Marts retail and supply chain management (SCM) strategies have also becomecompetitive advantages to accelerate its growth over competitors. Information technologies initiatives are used and kept innovating to facilitate Wal-Marts

SCM efficiency. Although a speed, cost-effective and integrated supply chain brings a huge success for Wal-Mart until now, as Lee [2004] mentioned, it is not enough for this company to maintain a sustainable competitive advantage over its rivals. Thus, in the 21st century, not only Wal-Mart, but all companies should

redesign its supply chain that is not just fast and cost-effective, but needs consisting of all three qualities: agility, adaptability and incentive incentives alignment [Lee 2004]

Wal-Marts competitive strategy is to provide the best quality of products. and services at the lowest affordable price for customers [Chandran 2003]. In order to implement this strategy, this company applied a new trend of discounting merchandise off the suggested retail price in the 1960s and then employed

an Everyday Low Prices (EDLP) program in the 1970s and 1980s to guarantee a wide range of quality products and services at a relatively low price than most of retailers [Walmart 2012]. By using the EDLP program, Wal-Mart saved a large number of advertising expenditure, which transferred into its price reduction, and then became the best known retailer in the world [Johnson 2008].

Besides, Wal-Marts efforts in retail strategy were made to cut operatingcosts. Wal-Marts distribution centers were put closer to real-time information on in-stock levels of each store, which enables this company push the products to stores automatically. The information systems at the store level allowed producers

to be informed whenever a product was sold. In forecast of changes ingoods demand, associates had the power to manually input requirements or override impending transportations. Indeed, to ensure that the staffs were informed, managers shared in-depth information about day/week/month store sales

with all workers in 10-minute-long informal meeting every day [Johnson 2008]. In order to adhere to Everyday Low Costs (EDLC) policy, Wal-Mart decided to eliminate the intermediaries and go directly to suppliers to procure. needed things. In addition, before placing orders, Wal-Mart has always negotiated

with manufacturers, learned their cost structure and make purchasing estimations [Chandran 2003].

The application of information technologies such as barcodes or currently RFID (radio frequency identification tags) makes this process smooth. By using these information technologies, employees can easily acquire the real-time information about all merchandise stored in distribution centers [Mark 2012].

However, a RFID technology, which can better satisfy the needs and demands of retailers, is more innovative than traditional barcodes technology because of some reasons. Firstly, RFID tags are capable of storing more data than barcodes. RFID tags enables employees to access the information of products, for instance, the time and location the goods were produced and its expiry date. Secondly,

RFID technology helps Wal-Mart to identify and track inventory from manufactures

to warehouses to stores [Jones et al. 2005]. The effective inventory management of Wal-Mart mainly depends on the adoption of information systems. Wal-Mart used information technology (IT) capacities to control the level of inventory, for instance, Wal-Mart applied IT to capture the customers demand information and then store more popular products for the customers demand leading to an overall reduction in the inventory. Moreover, computers help Wal-Mart to connect to the vendors. The cooperation between P&G and Wal-Mart is a successful example for Wal-Marts collaborative planning, forecasting, and replenishment (CPFR) program. This cooperation enables Wal-Mart to maintain the inventory in retail outlets and establish a reordering system that links all computers of P&G to Wal-Marts stores and warehouses. P&G will receive a message from the computer system whenever this system identifies certain merchandise needed to be replenished, and then a replenishment order will be sent to the nearest P&G through this system before delivering products to distribution centre or to stores [Kim & Mahoney 2006].

1-Identify any two types of information systems from the above case.

2- Choose any one information system from the case and draw the flowchart of transactions/Prcoesses in that particular information system.