The object of the study is the company’s sales department engaged in attracting, advising, the process of making sales, monitoring the transaction process and coordinating the work of the purchasing department and warehouse complexes. The proposed project activities will improve the efficiency of the organization – in the long term in terms of financial results (increase in company profits), which will be justified by calculations of the economic efficiency of implementations (Christopher, 2016).
The company “Dezsnab-Trade” was founded in May 1996 (Dezsnab-trade. Ru) . The main activities of the company are the development, production and sale of disinfection, deracination, and disinfection. The company “Dezsnab-Trade” closely cooperates with the Research Institute of Disinfectology of Russia and annually develops, registers and introduces into serial production new products for disinfection, disinsection, deratization. Consider the functions of the department in more detail:
Suitable operation objectives for the sales department
There are various operational objectives for the company sales department, they include;
Full control of all functions performed, the resolution of issues on products, on the systems of discounts provided, the provision of a report on the work done. Accounting – verification of the state of non-cash payments, after which the shipping process starts, receipt of bank statements, etc. 3. Interaction with third parties – shipping.4. Warehouse – making shipments, accounting for goods in stock.1.4 Analysis of the existing system (process) of operations management the organization faced two problems: customer leakage to competitors, no influx of new customers. We can highlight the following management system weaknesses (Epstein, 2018). Insufficiently developed advertising strategy, t. to. the goods are specific and often aimed at specialized services (destructions, processing enterprises), advertising campaigns are conducted only through mailings and exhibitions. Bad personnel policy – no personnel training takes place, which leads to unqualified advice, one employee performs a large number of functions and duplication of work by sales managers. There is no customer distribution system in the sales department (Flammer, 2015)
The main goal of operations management is to ensure that operations are executed in the right amount, at the right time, and of the required quality. That is the main goal in ensuring the provision of basic and related sales services in the amount that is required for the order in due time. In the course project is considered the company’s sales department.
All control in operating systems can be divided into strategic, tactical and operational. Strategic management of operations includes the following processes: management of the development of product and service strategies; operations management in developing a process strategy; management of operations when choosing the location of the organization; operations management in the development of equipment layout strategy; operations management in the placement of industrial and office premises; management of operations in the complex preparation of the production of goods and services (Haksever, and Render, 2018). The strategy of products (services) or the design of products (services) – there is a choice or development of products (services), the development and documentation of products and services. The goal of a product (service) strategy is to provide a competitive advantage.
The Product
Designing products (services) includes the following stages: studying the needs of the market, the development of technical specifications (specifications); development of project documentation; development of working documentation; transfer to production (Heizer, Render, Munson, and Sachan, 2017). At the stage of studying the needs of the market (this process should be continuous), the need to produce a particular product (service) is assessed, a positive decision identifies which characteristics are necessary for the consumer (this leads to the need to choose either a new product (service) or to upgrade the existing one).
An impetus to the modernization of products (services) can be internal transformations in production (for example, the development of new equipment or technology) (Hitt, Xu, and Carnes, 2016). There are a number of factors that can objectively lead to the need to produce new products (services): economic (increasing incomes of the population leads to an increase in purchasing power) abilities); social (reducing the average family size leads to an increase in the purchase of houses); scientific and technical (inventions, patents, etc., determine the need for the emergence of new products and services); political (new laws determine the need to modernize goods and services).
The life cycle of products (services) should also be taken into account: implementation, growth, maturity, and decline.At the stage of implementation, it is necessary to take into account the additional costs associated with the development of products (services). At the growth stage, the main task is to increase production capacity. At the stage of maturity it is necessary to carry out activities to increase competitiveness. At the stage of recession, it is necessary to switch to the production of new or modernized products (services) in time (Kortmann, Gelhard, Zimmermann, and Piller, 2014). At the development stage of the technical specification (specification); defines the main characteristics of the product (service); composition of products (services) and equipment; design; life time; key economic indicators; estimated volume of release; characteristics of quality, reliability, safety, manufacturability, probable production technology; the main deadlines and performers of the project, etc .At the stage of development of project documentation the following documents are developed: technical proposal; draft design and technical design (Laudon, and Laudon, 2016). Technical proposal – a set of design documents containing a feasibility study for the development and selection of a possible design solution. Draft design – fundamental design solutions that give an idea about the device and the principle of operation of the product or service content, the main parameters and dimensions. At this stage engineering drawings and specifications of materials, parts and assemblies are developed. The question of what components to do and what to buy. Technical project – the final technical solutions that give a complete picture of the device of the goods or the content of the service.
Designing the production process of services (service process) Recently, the most effective tool used during the drafting of a maintenance process is a service plan use of special flowcharts. A unique feature of the service plan is the so-called “visibility trait”, which shares operations that the customer does not oversee and operations that take place before the customer’s eyes. The service plan is compiled by levels: On the first – the operations performed by the client are shown (Liou, Tamošaitien?, Zavadskas,. and Tzeng, 2016). The following are the operations that are performed by the manager, but controlled by the client. In the third operation, performed without the participation of the client. In the fourth – intra-company accounting and accounting operations.
At the stage of development of working documentation, a working draft is formed of the design documentation intended for the manufacture or modernization of a product or service. At this stage, the following is developed: assembly drawing, assembly diagram, route sheet, work instructions. At the stage of transferring to pilot or pilot production, the decision is made to transfer production and create a support group. When designing a service, it is necessary to take into account the factors that distinguish the service design process from product design : the design of the service and its development are combined; the service cannot be stored; high degree of service flexibility; the package of services cannot be accurately determined; Many elements of the package are determined by the level of staff training in the process of service there is no legal protection.
These factors determine the features of the strategy (design) of the service, which is determined by the chosen priorities. Here are the most common: attentive and courteous attitude to customers, high speed and convenience of providing services, flexible discount system and a wide variety of services, unique staff skills, high quality of materials used in the presentation of services.
Horizontally, the service plan includes four stages: preliminary actions; problem diagnosis; performance of work; the final stage. In drawing up a service plan, the complex “avoid errors” method is used to solve problems that arise during the maintenance process, which is aimed at blocking errors in this process. The method consists of preventive methods and methods of physical or virtual contact. When designing the process of production of services, the following basic approaches are used: office-workshop; self-service; individual approach (Richards, 2017). When using the office-workshop approach, the main attention is focused on the maximum distance of the customer from the service provision process while implementing this opportunity, the traditional principles “rules of production organization, i.e. The process of providing services in this case can be viewed as a production process using appropriate strategies (in particular, product-oriented strategies).
At the same time, where participation of the client is necessary, “office” activity is organized, everything else is hidden from the client’s eyes in the “workshop”. This approach reduces the overall costs of a service, but its quality may suffer. As an example, we can give different levels of quality of service when cutting meat in a store, where the buyer chooses from pre-chopped products, and in a specialized butcher’s shop, where the buyer has the opportunity to choose a particular piece of meat. Naturally, the cost of providing services in the first case will be less (Saeidi, and Saaeidi, 2015).
Features of strategic capacity planning in the production of services Strategic capacity planning in the production of services (capacity planning of a service organization) is largely carried out according to principles that coincide with capacity planning in the production of goods, however, there are a number of features. Service capacities are more dependent on location, their degree of use affects the quality of service, they are much more susceptible to fluctuations in demand; service capacity is needed at the time of service (Stevenson, 2014). The main issue that needs to be addressed in the process of strategic capacity planning in the production of services is to determine how much power is optimal. The service organization loses most of its unique characteristics due to the obsolescence of equipment, premises, etc. At this stage, the main tasks of strategic capacity planning are the modernization and replacement of existing premises and equipment, as well as the ability to update the overall service concept.
Conclusion
The sales department of Dezsnab- trade LLc has to operate efficiently according to the set operational management needs. After the analysis, weaknesses in the functioning of the operations management system were identified and measures for its improvement were proposed. The economic efficiency of the planned costs necessary for the implementation of the implementation plan was also substantiated. It was concluded about the feasibility of the project, which was expressed in increasing the company’s profits, reducing the complexity of providing services, improving the working conditions of staff and the climate in the team.
References
Carnes, C.M., Hitt, M.A. and Xu, K., 2015. A current view of resource based theory in operations management: A response to Bromiley and Rau.
Christopher, M., 2016. Logistics & supply chain management. Pearson UK.
Epstein, M.J., 2018. Making sustainability work: Best practices in managing and measuring corporate social, environmental and economic impacts. Routledge.
Flammer, C., 2015. Does corporate social responsibility lead to superior financial performance? A regression discontinuity approach. Management Science, 61(11), pp.2549-2568.
Haksever, C. and Render, B., 2018. Service and Operations Management. World Scientific Books.
Heizer, J., Render, B., Munson, C. and Sachan, A., 2017. Operations management: sustainability and supply chain management, 12/e.
Hitt, M.A., Xu, K. and Carnes, C.M., 2016. Resource based theory in operations management research. Journal of Operations Management, 41, pp.77-94.
Kortmann, S., Gelhard, C., Zimmermann, C. and Piller, F.T., 2014. Linking strategic flexibility and operational efficiency: The mediating role of ambidextrous operational capabilities. Journal of Operations Management, 32(7-8), pp.475-490.
Laudon, K.C. and Laudon, J.P., 2016. Management information system. Pearson Education India.
Liou, J.J., Tamošaitien?, J., Zavadskas, E.K. and Tzeng, G.H., 2016. New hybrid COPRAS-G MADM Model for improving and selecting suppliers in green supply chain management. International Journal of Production Research, 54(1), pp.114-134.
Richards, G., 2017. Warehouse management: a complete guide to improving efficiency and minimizing costs in the modern warehouse. Kogan Page Publishers.
Saeidi, S.P., Sofian, S., Saeidi, P., Saeidi, S.P. and Saaeidi, S.A., 2015. How does corporate social responsibility contribute to firm financial performance? The mediating role of competitive advantage, reputation, and customer satisfaction. Journal of business research, 68(2), pp.341-350.
Stevenson, W., 2014. Operations management. McGraw-Hill Higher Education.
Websites
(Dezsnab-trade. Ru)
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