Instructions review and compliance guidelines

¶ … Relocate to vendor facility.

This is so because Client being a leading edge service provider for E-Commerce Solutions has been described as offering more than 120 products and services to global e-business communities that include: E-Marketplace, E-Business Integration and E-Business Consulting solutions. With over 29,000 customers worldwide and operating in an extremely competitive atmosphere, it is crucial for Client to respond instantly and speedily. Client also has to cater to each and every one of its customers in an individualized manner, (it is this customization and complexity of its services that gives Client its edge), therefore, downtime, if occurring, would not just have to be explained to one collective entity but to more than 29,000 different individuals, and Client, consequently, has to do it its utmost to prevent disaster, or, in the case, of disaster, deal with it as speedily and as efficiently as possible.

Another factor that demands instant and continuous processing is the nature of the work itself: Customers rely on Client for the digital exchange that enable them to conduct commerce, facilitate collaboration and share content, therefore if Client is unable to operate for even a short amount of time, it is not just Client who is impeded in tracks but more than 29,000 companies who are also obstructed. This is, particularly, so when companies who rely on Client face problems when integrating their business processes internally or externally. Client's E-business Integration Solutions is supposed to exist for such business problems. If unavailable, Client may experience a significant loss of one or more - or even a chain of -valuable customers. The same situation potentially holds with its other product, E-business Consulting Services that is designed to analyze company's business problems and design solutions. A break in this work may set off a toppling effect, where other companies, experiencing loss too, set off a spiral of destructive events that may cause significant loss and negative reputation to Client.

Since Client's well-being and reputation are based entirely on technology, it is, therefore, important that all this technological apparatus that it is accustomed to using be set up for it in an alternative location in case of disruption.

It is not only customers that would be impacted. Client's employees would be impacted too, in that physical impact of such disruption could affect employees financially by loss of wages, loss of personal belongings, medical expenses and so forth. For this reason, the most preferable Recovery strategy has to be selected of Client so that it can minimize, and if possible prevent loses, and for this reason Option # 1 was chosen.

In this strategy, Client would have to implement a contract with vendor for which Client would have pay a monthly service of, for instance $25-$35 for the 'seat'. The vendor guarantees the location to be available in the case of the company during a disaster, and -- most ideal for the Client -- is that vendor provides a trailer at this alternative sire where the required laser printers, PCS and phones, fax machined, access to conference rooms (which Client needs for its training that it provides), copiers, switchboards, and LAN servers are available. Questionnaire # 6 shows that Client needs 35 telephones, 30-35 printers (depending on when client moves), 35 fax machines, and 35 copiers. Vendor would supply all of these.

Business recovery option # 2 (relocating to an internal alternate facility at company) does seem a more attractive alternative, if Client's alternative facility would have been not more than 35 miles distant from primary site. Here, Client would not have had to pay monthly payment; space would have been available; and alternate facility would have been fashioned prior to disaster so that all equipment would be ready for company to use in case of disaster. Unfortunately, each of the Client's offices is located further than the 35-mile limit, which renders this solution non-applicable.

Option # 3 (finding external alternate site at time of disaster) is similarly non-applicable and would, in fact, be ruinous to Client since precious time would have to be taken up in locating vacant facility and purchasing and setting up needed equipment. Long lead times on some of the digital equipment may accrue; and challenges include the fact that Client must recover systems with software that is (hopefully) backed up and stored offsite. Given the crucial need for Client to maintain continuous functioning, this option is unacceptable. Similarly, too is the last option (that employees work from home). Employees need more than PC laptops for them to function equitably. They need a complex system of technological devices. Furthermore, the competitive and complex nature of the Company necessitates that all work together and be in ready and constant contact one with the other. Employees' security certificates must be current, and their Internet connection must be assured to be highly efficient and working smoothly and rapidly.