Meuse-Argonne Offensive in World War I

The Meuse-Argonne Offensive was one of the final campaigns of World War I (1914-1918) and was fought between September 26 and November 11, 1918. Part of the Hundred Days Offensives, the thrust in the Meuse-Argonne was the largest American operation of the conflict and involved 1.2 million men. The offensive saw attacks through the difficult terrain between the Argonne Forest and the Meuse River. While the First US Army made early gains, the operation soon devolved into a bloody battle of attrition. Lasting until the end of the war, the Meuse-Argonne Offensive was the deadliest battle in American history with over 26,000 killed. Background On August 30, 1918, the supreme commander of Allied forces, Marshal Ferdinand Foch, arrived at the headquarters of General John J. Pershings First US Army. Meeting with the American commander, Foch ordered  Pershing to effectively shelve a planned offensive against the Saint-Mihiel salient, as he wished to use the American troops piecemeal to support a British offensive to the north. Having relentlessly planned the Saint-Mihiel operation, which he saw as opening the way to an advance on the rail hub of Metz, Pershing resisted Fochs demands. Outraged, Pershing refused to let his command be broken apart and argued in favor of moving forward with the assault on Saint-Mihiel. Ultimately, the two came to a compromise. Pershing would be permitted to attack Saint-Mihiel but was required to be in position for an offensive in the Argonne Valley by mid-September. This required Pershing to fight a major battle, and then shift approximately 400,000 men sixty miles all within the span of ten days. General John J. Pershing. Photograph Courtesy of the Library of Congress Stepping off on September 12, Pershing won a swift victory at Saint-Mihiel.  After clearing the salient in three days of fighting, the Americans began moving north to the Argonne. Coordinated by Colonel George C. Marshall, this movement was completed in time to commence the Meuse-Argonne Offensive on September 26. Planning Unlike the flat terrain of Saint-Mihiel, the Argonne was a valley flanked by thick forest to one side and the Meuse River on the other. This terrain provided an excellent defensive position for five divisions from General Georg von der Marwitzs Fifth Army. Flush with victory, Pershings objectives for the first day of the attack were extremely optimistic and called for his men to break through two major defensive lines dubbed Giselher and Kreimhilde by the Germans. In addition, American forces were hampered by the fact that five of the nine divisions slated for the attack had not yet seen combat. This use of relatively inexperienced troops was necessitated by the fact that many of the more veteran divisions had been employed at Saint-Mihiel and required time to rest and refit before re-entering the line.   Meuse-Argonne Offensive Conflict: World War IDates: September 26-November 11, 1918Armies Commanders:United StatesGeneral John J. Pershing1.2 million men by the end of the campaignGermanyGeneral Georg von der Marwitz450,000 by the end of the campaignCasualties:United States: 26,277 killed and 95,786 woundedGermany: 28,000 killed and 92,250 wounded Opening Moves Attacking at 5:30 AM on September 26 after a prolonged bombardment by 2,700 guns, the final goal of the offensive was the capture of Sedan, which would cripple the German rail network. It was later reported that more ammunition was expended during the bombardment than had been used in the entirety of the Civil War. The initial assault made solid gains and was supported by American and French tanks. Falling back to the Giselher line, the Germans prepared to make stand. In the center, the attack bogged down as troops from V Corps struggled to take the 500-ft. height of Montfaucon. The capture of the heights had been assigned to the green 79th Division, whose attack stalled when the neighboring 4th Division failed to execute Pershings orders for them to turn the Germans flank and force them from Montfaucon. Elsewhere, the difficult terrain slowed the attackers and limited visibility. Seeing a crisis developing on Fifth Armys front, General Max von Gallwitz directed six reserve divisions to shore up the line. Though a brief advantage had been gained, the delays at Montfaucon and elsewhere along the line allowed for the arrival of additional German troops who quickly began to form a new defensive line. With their arrival, American hopes for a quick victory in the Argonne were dashed and a grinding, attritional battle commenced. While Montfaucon was taken the next day, the advance proved slow and American forces were plagued by leadership and logistical issues. By October 1, the offensive had come to a halt. Traveling among his forces, Pershing replaced several of his green divisions with more experienced troops, though this movement only added to the logistical and traffic difficulties. Additionally, ineffective commanders were mercilessly removed from their commands and replaced by more aggressive officers. US Marines during the Meuse-Argonne Offensive. National Archives and Records Administration Grinding Forward On October 4, Pershing ordered an assault all along the American line. This was met with ferocious resistance from the Germans, with the advance measured in yards. It was during this phase of the fighting that the 77th Divisions famed Lost Battalion made its stand. Elsewhere, Corporal Alvin York of the 82nd Division won the Medal of Honor for capturing 132 Germans. As his men pushed north, Pershing increasingly found that his lines were subjected to German artillery from the heights on the east bank of the Meuse. To alleviate this problem, he made a push over the river on October 8 with the goal of silencing German guns in the area. This made little headway. Two days later he turned command of the First Army over to Lieutenant General Hunter Liggett. As Liggett pressed on, Pershing formed the Second US Army on the east side of the Meuse and placed Lieutenant General Robert L. Bullard in command. Between October 13-16, American forces began to break through the German lines with the capture of Malbrouck, Consenvoye, Cà ´te Dame Marie, and Chatillon. With these victories in hand, American forces pierced the Kreimhilde line, achieving Pershings goal for the first day. With this done, Liggett called a halt to reorganize. While collecting stragglers and re-supplying, Liggett ordered an attack towards Grandprà © by the 78th Division. The town fell after a ten-day battle. Breakthrough On November 1, following a massive bombardment, Liggett resumed a general advance all along the line. Slamming into the tired Germans, First Army made large gains, with the V Corps gaining five miles in the center. Forced into a headlong retreat, the Germans were prevented from forming new lines by the rapid American advance. On November 5, the 5th Division crossed the Meuse, frustrating German plans to use the river as a defensive line. Three days later, the Germans contacted Foch about an armistice. Feeling that the war should continue until the Germans unconditionally surrendered, Pershing pushed his two armies to attack without mercy. Driving the Germans, American forces allowed the French to take Sedan as the war came to a close on November 11. Aftermath The Meuse-Argonne Offensive cost Pershing 26,277 killed and 95,786 wounded, making it the largest and bloodiest operation of the war for the American Expeditionary Force. American losses were exacerbated by the inexperience of many of the troops and tactics used during the early phases of the operation. Germans losses numbered 28,000 killed and 92,250 wounded. Coupled with British and French offensives elsewhere on the Western Front, the assault through the Argonne was critical in breaking German resistance and bringing World War I to an end.

Risks affecting SKs decision to open a new company in Bolivia - Free Essay Example

Sample details Pages: 5 Words: 1427 Downloads: 2 Date added: 2017/06/26 Category Business Essay Type Analytical essay Did you like this example? Report Introduction SK As a catering companies in New Zealand, has opened in several countries, the company now plans to develop business in the Bolivia, the report covers the following seven risk will face, including political, economic, cultural, demographic, nature, technology and competitive environment. 1,Political Risk: Risk Investment risk is the most difficult to predict and analyze, but also foreign investors most concern is political risk. Some developing countries and developed countries prone to political instability and regime change, the continuing ethnic conflict, even civil war or secession, the possibility of the existence of political risk is usually relatively large. In addition, the host of the political risk also includes the risk of expropriation of foreign investors, the risk of exchange restrictions, government default risk, the risk of delayed payment, the risk of changes in policies and so on. Bolivia pursues an independent forei gn policy of peace and non-aligned, and safeguard national independence and sovereignty, equality of all countries adhere to the peoples self-determination, non-interference in other countries internal affairs, peaceful settlement of international disputes, highlighting how far diplomatic and pragmatic economic diplomacy (Chinese Commerce Department, 2010). Legal risk is the risk of loss due to legal reasons to investors. Due to the different political systems of the world, economy, history, geography, education and cultural level, to take economic development strategy, industrial and technology policies are different; each countrys legislation on the treatment of foreign investment there will be some differences. At present, international and multilateral investment and investment-related economic activity is still no uniform international regulations. Thus, multinational corporations must face the risk of multiple legal environment brought about institutional differences. Bolivias foreign trade management system currently consists mainly government agencies, non-governmental organizations as well as supervision and inspection agency. Constitution and Trade is the core of the system of trade regulations in Bolivia, Bolivias foreign trade is the basic guidance and regulations, but also the main basis for the development of the Bolivian other trade regulations (Chinese Commerce Department, 2010). 2,Economic Risk: Economic risk refers to changes in foreign exchange rates on international multinational enterprises bring uncertainty. Many factors impact of exchange rate movements, such as the balance of payments, the relative inflation rates, interest rates, foreign exchange reserves. (Fengpin, 2010) Bolivian government to encourage foreign capital into the domestic market, to develop the appropriate legal and policy: to encourage and protect national and foreign investments; recognition of foreign and domestic investors in the treatment of rights, obligations and equal protection; sinks into free capital, Export; technology transfer fee, remuneration freely remit, there is no limit other commercial loans; currency exchange freedom; access port freedom; signed free-investment insurance contracts; dispute arbitration freedom (Chinese Commerce Department, 2010). 3,Risk Culture: Culture risk refers to differences in language, customs, values and attitudes, religion and other aspects of the host country to foreign investment enterprises impact of uncertainty. Mainly reflected in three aspects: First, consumers and their host country differences in consumer spending habits, preferences and purchasing power; Second, the differences in the different cultural backgrounds of employees and other aspects of the formation of values; Third, differences in institutional culture. Bolivia is a multi-ethnic country, mainly in Africa, indigenous peoples and European immigrants. About 95% of residents were Catholic, can be seen in the main town of the ch urch building and scales (Chinese Commerce Department, 2010). 4,Demographic risk ¼Ãƒâ€¦Ã‚ ¡One risk populations also exist in Bolivia is multi-ethnic, mainly indigenous peoples. According to statistics, a total of 37 within indigenous communities in Bolivia, Max Mara Aida Quechua people and the population, were 228.1 million and 152.5 million, Guarani man 62600. As a food and beverage industry, we must understand the local eating habits, most peoples diet is meat-based, mainly cattle, pigs, chicken and lamb dishes are common on the table tomatoes, potatoes, onions and lettuce (Chinese Commerce Department, 2010). 5,Physical/natural risk: Bolivia is located in the middle of South America, is one of the two landlocked countries in Latin America. Northern and eastern borders with Brazil, Argentina and Paraguay and southern neighbors, west and southwest connected with Peru and Chile, respectively. Spring and fall are the best time to Bolivia, warm spring, and rainfall is rel atively small, and low humidity. Pleasant autumn weather, rainfall is very low, suitable for travel. Bolivia is one of the three big countries planted in South America, so enjoy the U.S., EU and Japan and other developed countries to give preferential policies for its exports. Regional organizations and bilateral agreements also provide for Bolivian exports preferential treatment. Bolivia, Venezuela, Ecuador, Colombia and Peru (Chinese Commerce Department, 2010). 6,Technical risks: technical risk is the overseas investment enterprises within a limited time frame ability to successfully develop new products, the uncertainty. Foreign relevant statistics show that the success rate of new product development projects only 1/6, the successful development of new products into the market after the success of only 2/3. This fully reflects the greater technical development risks, the likelihood of this risk is not only from the technical success, but also from the economic aspect, that af ter the success of a new product is being developed, but also the ability to gain economic . It depends on the situation at the cost of the established market demand conditions, market demand,will receive income, the opposite will be a loss(Chinese Commerce Department, 2010). 7, Competitive risk: For now, the main foreign investors in Bolivia, mining and oil and gas investment in areas(Chinese Commerce Department, 2010) ¼Ãƒâ€¦Ã¢â‚¬â„¢such as food and beverage industry and therefore investment, mainly adapted to the local peoples eating habits, it is able to overcome the risk of competition, as opposed to a single local diet, the introduction of foreign-style diet, for locals, is a shock and temptation. Bolivia fisheries developed, you can use local resources, launch the product in order to reduce competition in this country and the local industry costs, on the one hand New Zealand their own special products, on the one hand there are local products. Conclusion For th e risks set forth above: 1, Changes in foreign exchange rates on international multinational enterprises bring uncertainty. Many factors impact of exchange rate movements, such as the balance of payments, the relative inflation rates, interest rates, foreign exchange reserves. Foreign exchange risk species are trading risk, currency risk and economic risk categories. (Wenqiang,2010) Risk of future revenue when the volatility of international companies suffered foreign exchange rates occur. It is a potential risk. Changes in future income depends primarily on the size of exchange rate changes on the cost of the products, prices, production and other effects of the size. Effects are long-term, for international companies, the ability to avoid economic risk is critical, it is related to business investment or operating results overseas. Meanwhile, the accuracy of prediction of the potential risks of this will directly affect the corporate financing, sales and production of strategic de cisions (Fengpin, 2010) Exchange rate risk management mechanism should be established in advance of changes in foreign currency market may appear to take appropriate countermeasures. 2, through the acquisition of Bolivias way, not only to the rapid increase in the short-term assets, but also direct access to key technologies, improve the technological innovation capability and competitive advantage, reduce investment costs, leverage existing business networks and social relations Bolivia local businesses, difficult to manage and reduce operational risks.(Wenqiang,2010) 3, you can study the Bolivian peoples preferences, production closer to the local people love the product, more effectively improve the companys corporate image and reduce the resentment of the local people.4 ¼Ãƒâ€¦Ã¢â‚¬â„¢Because of the large size of the SK company and strength. With combined strengths in the New Zealand market competition excellence. Can rely on its existing brand or technology, or a combinat ion of scale and other advantages of absolute advantage, concentrate on the Bolivian market, to create an international brand for the center. Promote enterprise-wide work. Ultimate strategic goal of becoming the world-renowned multinational companies. Brands such intangible assets. Allows businesses to add value beyond the value of higher than normal, creating huge commercial profits for the enterprise. Enable enterprises to achieve rapid and sustained development. Brand should remain in the world. When companies become world famous brand development, it means that the broader market, as well as a large number of loyal customers and good corporate image of the country. Chinas Haier Group is to implement a typical such transnational business strategy.(Fengpin,2010) References ¼Ãƒâ€¦Ã‚ ¡ Wenqiang,W.(2010).International Finance Theory and Practice.Chengdu,China:Southwest University of Finance and Economics Press. Fengpin,Y.(2010).Exchange Rate Risk Management in Enterpr ise.Hubei,China: Hubei Institute of Rural Finance. Chinese Commerce Department. (2010). Foreign Investment and Cooperation Country (Region) Guide à ¢Ã¢â€š ¬Ã¢â‚¬Å" Bolivia. Beijing, China. 1 148631433 Don’t waste time! Our writers will create an original "Risks affecting SKs decision to open a new company in Bolivia" essay for you Create order

Preparedness Of Students Through Education Systems

Preparedness of Students through Education Systems In the United States, education is unavoidable; it is against the law to not be educated. Teachers robotically teach the essentials just for their students to pass the many standardized tests the government creates in order to have a standard to hold students to. The problem this creates is how the student will provide for himself when they are through with their standard thirteen year education. American students are left to their own devices when preparing for tests that colleges look at when accepting them. The standard American education system is not getting students very far and no where near what top colleges are looking for on these tests. The European education system prepares students better for college and real world workplace experiences than the American education system. Students in the French education system are provided with classes that are characterized by a more balanced and rigorous curriculum. Students in France begin in a grade level that is identified as the â€Å"Toute Petite Section† in France, which is equivalent to pre-pre-pre Kindergarten here in the United States (Strauss). While our children are bickering over sharing toys in daycare and pre-school, French students are learning how to learn at age 3 (Strauss). In these developing years, the French education system starts the children on learning the French language as soon as possible. The equivalent grade level to Kindergarten, the â€Å"GrandeShow MoreRelatedThe For The Metropolitan Atlanta Red Cross Essay1610 Words   |  7 PagesThe Pillowcase Project was created in 2005 by the Southeast Louisiana Chapter of The American Red Cross after witnessing Loyola University students carrying their belongings in pillowcases upon evacuating the school dorms due to the massive flooding associated with Hurricane Katrina. 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Information Technology Of Knowledge Management - Myassignmenthelp.Com

Question: Discuss about Information technology for knowledge management. Answer: Introduction Strategic information systems are becoming an integral part of the organizational strategies. Currently, organizations are implementing SIS for aligning the business strategies with various organizational information systems. It helps in supporting the present strategies of the business and also helps in assisting the change in the business structure as well as strategies (Altaf and Khalil 2016). SIS facilitates the senior management group to make appropriate strategic decisions by accurately channelizing valuable information. Organizations have become aware of the benefits of SIS, and their current focus is on utilizing the functionalities of SIS to resolve the existing inefficiencies in the business processes (Altameem, Aldrees and Alsaeed 2014). SIS efficiently utilizes information for enhancing operational efficiencies of the strategic business units as well as departments. This literature review describes the services and products that are offered by the organization. It focuses on the structure of Woolworths. It discusses the existing processes of Woolworths and identifies the gap in the processes. This literature review discusses specific issues that can be resolved by the new system. It explains IS strategy and briefly outlines the various difficulties that Woolworths can face while implementing the IS strategy. It also provides suggestions for overcoming the difficulties. The following literature review critically analyses the main causes responsible for the IS project failures and recommends remedies for preventing project failures. Discussion Woolworths is known as the largest supermarket chains in Australia. It operates 995 stores in the country, and it has 11500 employees across its distribution centres, support offices and stores (Woolworthsgroup.com.au 2018). Its main focus is on giving superior range, value, convenience and services to the customers. It ensures best quality services and products to the consumers. Woolworths is one of the innovative retailers in Australia which allows customers to buy the products from the store as well as the online app. Woolworths- Structure, Services and Products a) Organizational Structure: The hierarchical structure of Woolworths has divided the entire organization into various levels such as operation or first level, tactical or second level and the strategic or the top management level. The informational needs of the various levels are different. Operation level requires daily operational information for executing regular activities. The tactical level of the organization needs information for achieving short-term objectives of the organization. The highest level of the organization needs information for making strategic decisions. b) Products and services: Woolworths mainly sells groceries. It provides fresh fruits and vegetables to the customers. It offers best quality dairy products to its customers. Woolworths offers various household products, products for infants as well as health products. It has different sections that also sell beauty products, clothes, pet supplies, stationery items and magazines. It is a supermarket chain that provides all kinds of products that are needed by the consumers. For improving customer experience, it has developed its app for facilitating the customers to buy online and save time. Functionality and Operations a) Woolworths- current processes: The various processes of Woolworths focus on inventory management, customer service management and financial accounting methods. Organizational change management process is considered to be one of its main processes. The purchasing process of the supermarket chain is centralized, and the inventory levels of the company are reported by the frontline managers. Based on the level of inventory the order placing is done by the managers to its suppliers. The inventory process monitors and manages the inventory based on the FIFO technique. The core focus of senior executive processes of Woolworths is on improving its customer experience by providing quality products and controlling business procedures (com.au 2018). The accounting or finance process of Woolworths constitutes the methods for handling sales data, financial data and payroll. The marketing and sales processes are part of the main processes of the supermarket chain. b) Gap Identification: The increase of competition in the market is responsible for slowing down the market growth of the Woolworths retail chain (com.au 2018). Lack of innovative marketing strategies has affected its productivity and sales. Woolworths offers products at a higher price as compared to its competitors. The traditional management techniques followed by the top management team of Woolworths led to the development of improper pricing strategy. The ineffective business models and strategies affected the business growth and caused a fall in its share price. The low morale of its employees has a negative impact on the organizational performance. Lack of strategic information systems has prevented the organization to align its business strategies with the IS and affected its present working procedure as well. c) Specific issues or problems that will be fixed by the new system: The gaps in the marketing strategies of Woolworths can be resolved by implementing the new system or SIS. It will help in solving issues related to fallen share price and low employee morale. Woolworths will be able to achieve competitive advantages and strategic goals by implementing the new system. The new system will help in improving business performance by lowering product price and satisfying the customers. Woolworths will be able to improve its market position by implementing the new system. d) Criteria for proving that the proposed or new system meets its requirements: One major criterion is the new system performance. Verification and validation of the system is essential for proving whether the new system meets the requirements or not. System verification and validation methods can be utilized for checking whether the system requirements are met or not. Software and hardware functioning of the proposed system are one of the main criteria for proving that the proposed system is meeting its requirements. The operational requirements of the customers need to be met and this is another main criterion (Bajdor and Grabara 2014). System testing and evaluation can be performed for understanding the performance of the system. System throughput along with system reliability forms the main criteria for proving whether the new system meets its requirements or not (Cassidy 2016). The other criteria include vendor support, documentation quality and system scalability. Information Systems Strategy Alignment of IS structure and organizational strategies are supported by IS strategies (Amrollahi, Ghapanchi and Talaei-Khoei 2014). Woolworths supermarket chains need this strategy for the purpose of supporting its current IS structure for making sure that the valuable information of the current systems is utilized accurately for achieving the business goals. IS strategies play a major role in synchronizing the existing technology platforms of Woolworths with its IS (Whittington 2014). Competitive advantages can be achieved by Woolworths by carrying out integration between IS and organizational strategies (Sakas, Vlachos and Nasiopoulos 2014). IS strategy helps in identifying informational needs at the different organizational levels and gives insight into the business issues (Pearlson, Saunders and Galletta 2016). Organizations get proper direction and new business development opportunities by implementing IS strategies . The above discussed benefits clarify why Woolworths requires IS strategy to be incorporated into its organizational strategy. Woolworths will be able to improve its operational efficiency and productivity by integrating the IS and organizational strategy (Argenziano, Severinov and Squintani 2016). IS strategy can help Woolworths to enhance its customer experience and relations. IS strategy will help in enhancing customer experience by improving the internal processes (Peppard and Ward 2016). The top management team will get access to the strategic information and make correct decisions regarding strategic approaches and procedures. Woolworths will be able to improve its products and strategies by implementing information system strategy that will facilitate in optimally utilizing strategic information. Difficulties in developing IS Strategy a) Human challenges: Employees of Woolworths might lack technical skills and competencies. Some of them might not be ready to support the implementation of IS strategy. Absence of employees belonging to technical domains can cause difficulty in IS strategy development. Problems in developing IS strategy can take place due to communication gap in the organization. b) Management challenges: The top management team might lack the understanding of the benefits of implementing IS strategy. They might not support the development of IS strategy. This can act as a barrier to implementing IS strategy (Boonstra 2013). Internal communication gaps can also cause difficulty in implementing IS strategy. c) Technical and time-related issues: Technical issues such as system failure can affect the IS strategy implementation process (Liu and Wang 2014). Woolworths might face serious problems in migrating to the new system from its existing system. Extension of the intermediate processes and plans can stop the IS implementation. Solutions provided for the above discussed difficulties: a) Solution for overcoming human challenges: Technical training sessions can be held for enhancing the technical skills and knowledge of the existing employees. Hiring staffs with technical experience can help in the successful implementation of IS strategy in Woolworths. Regular group discussions must be held for improving employee coordination. b) Solution for overcoming management challenges: The advantages of implementing IS strategy must be explained to the top management team for getting their approval and support. Attractive presentation must be prepared for demonstrating the role and need of IS strategy in the organization and removing the internal communication gaps. c) Solution for overcoming technical issues: Regular maintenance of the current IS and appropriate determination of the technical specifications can help in resolving the technical difficulties. Effective plans can be scheduled for accomplishing the tasks of implementing IS strategy without delay or failure. Information System Failures a) Problems or issues that might arise within the IS projects: System failures are considered to be the main problem that might arise within IS projects. If the top management is unable to define the project goals and support the implementation of IS strategy then it can lead to the failure of IS projects (Cecez-Kecmanovic, Kautz and Abrahall 2014). Unclear responsibilities and communication gaps can lead to the failure of IS projects. Improper determination of technical specifications is also responsible for the IS project failure (Rainer et al. 2013). Software crisis due to irregular maintenance of the system can lead to low productivity and harm IS projects (Petter, DeLone and McLean 2013). Sometimes the management team is unaware of the need of IS projects that can act as a barrier in the success of the IS projects. When the project budget and schedule are not properly designed then it can harm the IS projects (Mir and Pinnington 2014). Improper alignment of business strategies w ith the IS of the organization, and the changing dynamic environment of the business can also create problems within IS project. b) Recommendations for solving the above mentioned problems i) System failures can be prevented by properly defining the IS project objectives. Regular group discussions and meetings can be held before starting with the project work for clarifying the need of the IS project and gaining the support of the management team. Decision making process must be participative for clarifying the responsibilities of the staffs. ii) The system can be regularly maintained by IT specialists and technical staffs for avoiding the issue of software crisis. iii) Technical competencies of the employees can be enhanced through training programs. Competent staffs will be able to prepare accurate project schedule, project budget and properly align the business needs with the IS of the organization. Dynamic staffs can be hired for adjusting with the changing needs of the market. Conclusion It can be seen from the above literature review that strategic information systems can help Woolworths to achieve competitive advantages and enhance its operational efficiency. This supermarket chain can enhance its productivity by implementing IS strategy. The above discussion has shown that IS strategy will enable Woolworths to align the business strategies with the current IS structure. The current processes of Woolworths include customer service, marketing, inventory, sales and accounting process. It has been found out that the gap in the current processes of Woolworths has decreased its market growth. Lack of innovative marketing strategies can be overcome by the new system. According to this literature review, system performance is one of the main criteria for proving that the new system has met the requirements. Woolworths can face certain challenges such as lack of technical staffs, lack of top management support and technical issues while implementing IS strategy. Technical training, effective communication and proper identification of technical specifications are suggested for overcoming these problems. This literature review suggested that the software crisis issue can be resolved by regular system maintenance and gaining top executive support. This literature review concludes that Woolworths will be able to overcome its current limitations and achieve market growth by developing and implementing SIS. References Altaf, M. and Khalil, M., 2016. Strategic Information System: A source of Competitive Advantage. Altameem, A.A., Aldrees, A.I. and Alsaeed, N.A., 2014, October. Strategic information systems planning (SISP). InProceedings of the World Congress on Engineering and Computer Science(Vol. 1). Amrollahi, A., Ghapanchi, A.H. and Talaei-Khoei, A., 2014. Three Decades of Research on Strategic Information System Plan Development.CAIS,34, p.84. Argenziano, R., Severinov, S. and Squintani, F., 2016. Strategic information acquisition and transmission.American Economic Journal: Microeconomics,8(3), pp.119-155. Bajdor, P. and Grabara, I., 2014. 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