Roderick, Inc. has been using an ERP system and a standalone CRM for several years. Both systems are returning value, but Roderick's Chief Sales Officer (CSO) believes that integrating the two systems will allow Roderick to better personalize their customers' experience. In addition, a new product line, due to be released in two months, requires this personalization. The CSO makes this request to the company's Chief Information Officer (CIO). Why might the CIO be reluctant to take on the integration of the two systems under this situation? The CIO knows that it is best that the integration uses a "big bang" approach with all changes for the integration coming at once. The two-month timeline is not enough to accomplish this large change. The CIO knows that integrating CRM and ERP will not help in the process of personalizing customers' experiences with Roderick, Inc. The ClO recognizes that the CSO is the only decision maker for the CRM system, but worries the CSO will be too busy with the new product launch to collaborate in the integration. The CIO knows that the merging and integration of data, including database scrubbing, between the two systems will take a lot of time and resources. The two-month timeline for the product launch is not realistic. Thompson, Inc. has always been at the cutting edge of their industry. Their manufacturing lines include sensors all along the process that provide monitoring and sensing data. This data is visible to all their ERP modules. Thompson is considering improving their manufacturing line by employing a new process their industry has been experimenting with. Some in the industry have complained that the new process is risky, while others say the rewards are well worth the risk. How should Thompson proceed? Thompson should avoid the new process as it would be too expensive. Thompson should implement the new process so they can continue to be on the cutting edge of their industry. Thompson should leverage their sensing infrastructure to construct a digital twin to test its potential results. Thompson should automate the new process in order to collect their own data about it. Useful Manufacturing has just been notified by one of their suppliers of a part that will soon be discontinued. How can Useful use their recently implemented ERP system to understand the impact this discontinued part will have on their manufacturing process? They can leverage the ERP's Vendor Management system to see if a substitute part is available. They can research invoices paid to the supplier to understand spend on the discontinued part. They can analyze the Material Where Used report to discover which of their products and Bills of Material (BOMs) contain the discontinued part. They can issue an Engineering Change Order to fix the issue