Hi I am taking MIS class and i need help with the EER diagram and i tried making it myself but teacher told me that it is a process diagram not an ER diagram please help me here is what i have tried: please click on this link http://yfrog.com/j2mytryj

and here is what another try here is the link http://yfrog.com/2s2ndxj

please let me know which one is correct i am having trouble defining the entities...and i also need to create table with attributes and normalize it...please help!

Here is the scenario:
MIS Corporation owns and operates nine large hardware stores and one centralized warehouse in major metropolitan areas of the west United States. The stores carry a wide variety of hardware merchandise for sale to the individual and business. The stock is stored in bins and is located by an inventory number in the warehouse.

Whenever a retail store needs merchandise, a four-part merchandise request form is completed. One copy is kept by the store, and three copies are mailed to the warehouse the next day. If the merchandise requested is on hand, the goods are delivered to the store, accompanied by the third copy of the request. The second copy is filed at the warehouse. The fourth copy is forward to accounts receivable for cost and revenue calculation.

If the quantity of goods on hand is not sufficient to fill the order, the warehouse sends the quantity available and notes the quantity shipped on the request form. A purchase memorandum for the shortage is then prepared by the warehouse. At the end of each day, all the memos are sent to the purchasing department.

When ordered goods are received, they are checked at the receiving area of the warehouse, and a receiving report is prepared. One copy of the receiving report is retained at the receiving area, one is forwarded to accounts payable, and one is filed at the warehouse with the purchase memorandum.

When the purchase memoranda are received from the warehouse, purchase orders are prepared. Vendor catalogs are used to select the best source for the requested goods, and the purchase order is prepared and mailed. Copies of the order are sent to account payable and the receiving area. One copy is retained in the purchasing department.

When receiving report arrives in the purchasing department, it is compared with the purchase order on file. It is also checked with the invoice before the invoice is forwarded to accounts payable for payment.

Each week a report of the open purchase orders is prepared to determine if any action should be taken on overdue deliveries. This report is prepared manually after scanning the file of outstanding purchase orders.

The company has been successful in this field. Each retail store acquires its merchandise from the company's centrally located warehouse. Consequently, the warehouse must maintain an up-to-date and well-stocked inventory ready to meet the demand of the individual stores.

The company wishes to hold its competitive position with similar stores of other companies in its market area. Therefore, MIS Company must improve its purchasing, inventory, and selling procedures. The number of company's store, the number of inventory items carried, and the volume of business has been providing pressures to change from basically manual data processing routines to a computerized processing system.

After several discussions with the company's executive board, Nancy Tsai, the chief executive office of MIS Company, has decided to install several minicomputers in stores and warehouse in the late 1990s. Most of the applications that have been installed on the computer are in the accounting and financial areas. Most of these application programs are purchased from a software vendor company that has modified the programs to meet the requirements of the MIS Company.

The computer applications at MIS Company have generally been successful. The software has enabled the company to reduce its paper work burden and improve its response to individual stores. In addition management is able to obtain better information concerning costs, sales, and profit.

Nevertheless, managers at MIS Company are dissatisfied with several aspects of the computer systems. While the applications have helped improved the operations management function, there has been little impact on middle management and still less on top management. Nancy Tsai and the other managers at MIS Company have come to realize that there are basic limitations to traditional file processing systems. Some of these limitations are (1) uncontrolled redundancy, (2) inconsistent data, (3) inflexibility, (4) limited data sharing, (5) poor enforcement of standards, and (6) excessive program maintenance.

Now the competition in hardware retailing has intensified. Competitors such as Home Base and Home Depot seem to response more rapidly than MIS Company to new business opportunities. Therefore, after analyzing the current individual file processing systems, the company's data processing consulting firm – the Oaks Associates has suggested replacing the existing systems with an integrated database management systems using Oracle.

The recommendation of the Oaks Associates stated that the new database management systems should have the following characteristics: (1) minimal data redundancy, (2) consistency of data, (3) integration of data, (4) sharing of data, (5) ease of application development, (6) uniform, security, privacy, and integrity controls, (7) data accessibility and responsiveness, (8) data independence, and (9) reduced program maintenance.

Nancy Tsai has accepted the excellent advice given by the Oaks Associates. She is intended to purchase Oracle as the MIS Company's database management systems. She has just hired your team for the data processing department. Your responsibility is to design a database oriented merchandise distribution systems to collect the information about inventory levels for the warehouse and individual stores, vendor, accounts payable, and accounts receivable. Nancy Tsai expects that your database design is flexible to handle both large volume transactional processing reports for the operation management and ad hoc reports for the top management.