StatCo is a specialist retailer of high-quality office and stationery supplies in Australia.StatCo was established in 1990. It used to be a small business in its first two decades. However, after establishing an online store as an experiment ten years ago in 2010, StatCo has seen surging demand for its products and services. While its \"bricksandmortar\" store network continues to be lnodest with 20 stores across three states (NSW, QLD, and VIC), the online channel has driven growth with annual revenues now reaching almost $1 billion. The company is processing several hundredonline orders each day. StatCo has traditionally taken great pride in leading product quality and customer service, which has been a key way for it to distinguish itself from its competitors. However, it is finding that its decades' old business applications, originally built to support its much smaller-scale physical store operations, are increasingly hampering its efforts to please customers. As each store, has been free to choose their own applications, there is a proliferation of disparate applications that often fulfil similar business functions. The online orders are fulfilled by individual stores rather than a central warehouse and the orders are processed through a complex patchwork of home-grown systems and interfaces. In the words of Ali, StatCo's inaugural Chief Information Officer (CIO) who was hired just a year ago, this \"severely impedes StatCo's ability to provide our valued customers with reliable service and personaliseddigitally enabled experiences, our systems are clunky to use, inflexible to change, lackmeaningful integration, and cost us a fortune to run.\" Ali has championed a digital transformation program to replace these disparate systems at each physical store with a single StatCo-wide SAP 5/4 HANA ERP, with akey focuson supporting StatCo's growing online sales. Although StatCo's Founder andCEO Chris is a bit unsure about what the project will involve and is not particularly comfortable with digital technologies, he has always taken pride in high-quality customer service, which Ali has assured will improve because of the project. Chris has therefore agreed to approve Ali's proposed budget to commence the program. Chris is also very keen to discuss the journey ahead. Having recently attended an industry conference, Chris felt inspired by a presentation from a retail CEO on how thecompany had achieved a substantial increase in customer satisfaction by expanding the capability of their ERP system. This multinational retailer had just completed a fiveyear digital transformation program that involved the implementation of SCM, CRM and analytics platforms. Chris is keen to get Ali's thoughts on what StatCo should set their sights on next. In the context of the StatCo mini-case, please answer each part using 500 words or less. a ) There are many modules in SAP S/4 HANA ERP. Finance (FI) module is the firstmodule selected by the CEO to be implemented. Identify THREE other modulesfrom the SAP Hana that StatCo needs to implement. Explain why each of the three modules is particularly relevant considering StatCo's circumstances. b) Recommend the most appropriate conversion approach (phased, pilot, parallel or big bang) that StatCo should adopt for the proposed ERP implementation. Justify your recommendation by discussing why the potential benefits of your suggested approach outweigh its weaknesses considering StatCo's circumstances. C) Recommend ONE Extended Enterprise System (i.e., SCM, CRM or analytics) that StatCo should focus on first. Explain how and why your recommended extension should be the priority considering StatCo's circumstances, as compared to the other extensions they are considering