Logistics Software are powered by information technologies which need to last throughout the system development life cycle. Technology factors relate to the system software, support for legacy systems and the IT infrastructure on which the system will be put on. Employees need training to understand how the system will change Logistics Software processes. Change management is important for project managers and Logistics Software leaders, starting at the project phase and continuing throughout the entire life cycle.
Project managers may decide that major changes to Logistics Software processes may be required. Standard Logistics Software strategy methods are used to identify such opportunities by using: value chains, application searching and information analysis (Earl 1989) proposed five alternate strategy frameworks which project managers should consider when deciding how the system will enhance the Logistics Software function. Williams, (1997) identified four steps to system Logistics Software. Critical success factors (Rockart, 1979) methodology focuses on identifying key information needs of senior executives and building Logistics Software around those key needs.
Some alignment methodologies include IBM’s Logistics Software systems Logistics Software (BSP), Robert Holland’s strategic systems Logistics Software, James Martin’s (1989) information engineering and method/1 from Anderson Consulting. Good project management is essential for success. Logistics Software projects are vulnerable to resource cutbacks and the increasing complexity of systems and advances in information technology make finding the right personnel difficult and the associated development costs high.