Management Question

Saudi Electronic University
College of Administrative and Financial Sciences
E-commerce Department

Student Name:

Student ID:

Course Title: Management Information Course Code: MIS201
System
Academic Year/ Semester:

CRN:

Instructor Name:
Student Grade:

Grade Level:
Low/ Middle / High

SAUDI ARAMCO INFORMATION SYSTEM
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Saudi Electronic University
College of Administrative and Financial Sciences
E-commerce Department

Student Name:

Student ID:

Course Title: Management Information
System

Course Code: MIS201

Academic Year/ Semester:

CRN:

Instructor Name:
Student Grade:

Grade Level:
Low/ Middle / High

SAUDI ARAMCO INFORMATION SYSTEM

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Table of Contents
5.0 Analysis of the existing system…………………………………………………………………………………………….. 2
5.1 Enterprise Resource Planning (ERP) System ………………………………………………………………………. 3
5.2 Business intelligence ………………………………………………………………………………………………………. 3
5.3 Transaction processing system (TPS)…………………………………………………………………………………. 4
5.4 Functional Area Information Systems …………………………………………………………………………………
4
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6.0 Possible solutions and suggestions for the company ………………………………………………………………….
4
——————————————-Table of Contents should be5in it’s own page.
7.0 Conclusion………………………………………………………………………………………………………………………..

References…………………………………………………………………………………………………………………………….. 5

5.0 Analysis of the existing system
Saudi Aramco company is yet to integrate information systems into most of its functional
areas. Most functional areas are not integrated into the company’s IT system. The company faces
key problems in areas such as integrating information systems from different refineries and plants.
The company’s current information system lowers efficiency, reliability, and scalability. The
company is yet to implement an enterprise-wide ERP system to integrate all its functional areas,
processes, and divisions. Moreover, the company’s existing system is vulnerable to cyber-attacks
and malware. The Aramco current system is frequently targeted by cybercriminals, hackers, and
terrorists. For example, in 2012, the company’s network was compromised by a self-replicating
virus that affected more than 30,000 workstation computers (Somepalli, Tangella & Yalamanchili,
2020). Most of the compromised computers were Windows-based machines. The Shamoon virus
attacked the network when one of the company’s employees intentionally opened a scam email
containing the virus. The attack affected most of the company’s business process as the virus
indiscriminately deleted data from workstation computer hard drives. The virus attack affected the
company’s business processes due to the loss of drilling and production data. The company’s ability
to supply oil was greatly affected due to the inaccessibility of its digital payment system. To date,
Aramco continues to experience attacks on its information systems by hackers and cyber terrorists.
The company suffered major financial losses when its systems were compromised in 2012
due to weak information security measures on its computer and network systems. The increased

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security risk on the company’s system was attributed to outdated hardware and software systems
that were vulnerable to security breaches (Somepalli, Tangella & Yalamanchili, 2020). Moreover,
some of its workstation computers use obsolete software applications that are vulnerable to attacks.
Besides, its hardware security is not properly maintained. The company has poor physical access
controls, vulnerable connectivity to internal networks, routers, switches, data links, and open ports
that increase the risk of breach.
The existing system doesn’t have efficient disaster recovery, and business continuity plans
to ensure the company’s operations
are not
affected by data breaches. For instance, during the 2012
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attack, all the data was stored in——————————————-workstation computers’ hard drives with no backups. This made it
unprofessional
difficult for the company to continue
its majorwriting
operations. Moreover, the existing systems lack an

efficient vulnerability assessment and management program to identify vulnerabilities and initiate
mitigation measures. The existing system does not have comprehensive intrusion detection tools to
detect attempted data breaches before they happen. Complex intrusion detection systems would
have detected the virus attack early, and mitigation measures would have been taken before the
situation got out of control.
5.1 Enterprise Resource Planning (ERP) System
The company has invested heavily in ERP systems. Aramco uses ERP systems to integrate
key business areas and functional departments for efficient management. ERP system has enabled
the company to integrate its processes into a single system. The system has enabled the company to
improve efficiency through the automation of key functional areas and processes. It has enabled
Aramco to unify its financial reporting through the integration of financial information. Besides,
the company has integrated its inventory, accounting, production, and order tracking. Aramco’s
ERP system has enhanced decision-making through collaborative data sharing in key business
areas.
5.2 Business intelligence
Saudi Aramco uses business intelligence to improve its decision-making process. Business
intelligence enables Aramco to harness the power of its massive data. It provides the organization
with better ways of sorting, comparing, and reviewing data to enhance decision-making. Aramco
uses business intelligence to analyze complex data sets to gain vital insights such as customer
behavior to improve the company’s strategic plans. Business intelligence has enabled Aramco to

SAUDI ARAMCO INFORMATION SYSTEM

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improve its productivity through the improvement of business processes. Business intelligence has
enabled the company to develop and implement new strategic technologies to enhance productivity
and efficiency (Kosmbayeva et al., 2020). For example, through Business Intelligence, Aramco has
implemented its first digital plant integration. The company implemented integrated manufacturing
operations management system (IMOMS) at its Jazan Refinery Complex. IMOMS has enabled the
company to solve information and automation gaps encountered in manufacturing operations
management. Besides, Aramco uses Business Intelligence for efficiency, reliability, profitability,
and safety.
5.3 Transaction processing system (TPS)
Saudi Aramco uses TPS to process the information on its business transactions. The
company uses the TPS system to collect, modify and retrieve all transaction data in its systems.
TPS has enabled Aramco to improve its performance and reliability by rapidly processing data
held in its warehouses. TPS has also helped the company increase transaction speeds when
processing customer requests. Improved transaction speeds have enabled the company to reduce
wait time for its customers (Kim, 2020). TPS has also helped the company automate most of its
internal processes and revenue management, thus reducing the time taken by employees to review
transactions.
5.4 Functional Area Information Systems
The company uses several functional areas information systems to support critical
processes such as manufacturing. Aramco uses systems such as Engineering Data Management,
laboratory information management systems, and manufacturing operations management to
improve efficiency, reliability, and better decision-making processes in various functional areas
(Desai, Pandian & Vij, 2021).
6.0 Possible solutions and suggestions for the company
The company should implement an enterprise-wide ERP system that will integrate all
functional areas and processes to enable efficient data management. An Enterprise-wide ERP
system will allow the company to automate and manage data from all business areas using a single
system. Enterprise-wide ERP will enable the company to improve efficiency, reliability, and
scalability. ERP system will also enable the company to have a centralized database making it
easier to back up data and implement an efficient disaster recovery plan.

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Aramco should implement a comprehensive business continuity and disaster recovery to
enable its operations to continue in the event of an attack or a natural disaster. The company needs
essential backup data in remote backup servers to enable business continuity if an attack on the
computer system occurs. The company also needs to implement complex security vulnerability
assessment plans and systems to analyze its vulnerabilities and risk mitigation continuously. The
company also needs to update its software and hardware systems to minimize vulnerabilities
associated with outdated systems. All antivirus and antimalware applications should be regularly
updated to detect malicious codes. The company also needs to roll out comprehensive cyber
security training for its employees to create awareness of security threats.
7.0 Conclusion
Saudi Aramco IT infrastructure has some areas that need improvement to enhance
efficiency, productivity, and security. The company process and functional areas are not fully
integrated into a single ERP system. The company can implement a robust information system that
automates all its processes and manage data in a single system. The company has faced several
security challenges, such as virus attacks that paralyzed the company’s operations in 2012. The
company continues to face security threats to its current systems from hackers and cyber terrorists.
The current system needs an overhaul to eliminate outdated software and hardware systems to
enhance security. The application of information technology has helped the company improve its
performance and competitiveness through innovative new technologies, processing speeds, and
efficiency in its business processes.

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References
Alghamdi, F. (2018). Total quality management and organizational performance: A possible role
of organizational culture. International Journal of Business Administration, 9(4), 186-200.
Desai, J. N., Pandian, S., & Vij, R. K. (2021). Big data analytics in upstream oil and gas industries
for sustainable exploration and development: a review. Environmental Technology &
Innovation, 21, 101186.
Islami, X., Mustafa, N., & Latkovikj, M. T. (2020). Linking Porter’s generic strategies to firm
performance. Future Business Journal, 6(1), 1-15.
Kim, S. K. S. (2020). Affective Computing Among Individuals in Deep Learning. Journal of
Multimedia Information System, 7(2), 115-124.
Kosmbayeva, G.et al. (2020). IT solutions for the oil and gas industry. In Proceedings of the 6th
International Conference on Engineering & MIS 2020 (pp. 1-4).
Prasetyo, P., & Dzaki, F. (2020). Institutional performance and new product development value
chain for entrepreneurial competitive advantage. Uncertain Supply Chain Management, 8(4), 753760.
Somepalli, S. H., Tangella, S. K. R., & Yalamanchili, S. (2020). Information Security
Management. HOLISTIC–Journal of Business and Public Administration, 11(2), 1-16.
Wanasinghe, T. et al. (2020). Digital twin for the oil and gas industry: Overview, research trends,
opportunities, and challenges. IEEE Access, 8, 104175-104197.
Yousef, M. A. E. (2021). ERP Implementation in the Oil Sector of Middle-East: A Case Study in
Sultanate of Oman and Saudi Arabia. In Future of Information and Communication
Conference (pp. 274-282). Springer, Cham.

The College of Administrative and Finance Sciences
E-commerce Department
Marking policy for assignments

General marking policy
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Students should be given three attempts for submitting their assignments
(before the deadline). First attempt must provide the student with SafeAssign
match report for plagiarism level. So, the student gets the chance to revise their
assignments by using the additional attempts.
Mark will be awarded for the last submission attempt. This must be clarified to
the students.
No more attempts or marks for resubmitting the assignment should be given to
the students after the marks are shown on BB.
If the instructor requested additional requirements for the course’ assignments,
these requirements must be clearly clarified verbally to the students during a
course’s session and posted on BB.
One mark will be deducted for not including the cover page with all required
information. In case the student included the cover page with some missing
information, (0.5) mark will be deducted.
20% of the total grade will be deducted for providing a poor structure of the
assignment. For example, if the assignment is marked out of 15, the student
provided an excellent content and answer that met all the requirements of the
assignment’s question with poor writing structure. Then the student will get 15
based on the content and you will deduct up to 20% (3 marks) from the total
grade (5% for paper style, 5% spelling and grammar errors, 5% for referencing
and 5% for word count).
No email submission is accepted.
ONLY WORD file format is accepted. Other file formats (PDF, JPG…etc.), the
assignment will award ZERO mark.
Marks will be available on BB after one week of due dates.

Plagiarism marking policy:
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If the SafeAssign match report equals 20% and above, the assignment must be
reviewed by the instructor.
The cover page and assignment’ questions match percentage must be
excluded from the overall match percentage of SafeAssign report.
80% and above of the answer is plagiarised, the assignment will award ZERO
mark. (including identical assignments, both students award ZERO mark)
20-79% of the answer is plagiarised, these plagiarised parts should be
highlighted, and only non-plagiarised parts must be marked.

Late submission policy
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It aims to ensure that all students are treated equitably and do not gain an unfair
advantage by choosing to submit their work late.
Penalties for late submission shall be 10% of the total mark of the assignment
for each day of late submission up to six calendar days after the due date.
Assignments will not be accepted after the sixth day and the student will award
ZERO mark.
All late submissions must be made electronically through BB.
Example if the assignment is marked out of 20, deduction of 10% means a
deduction of 2 marks per day.
This policy does not cover “Extenuating Circumstances”. Examples;
circumstances outside of the control of a student.

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