Three dishes will be produced in the given scenario. These dishes will be consumed in order to ensure that they are suitable to consumer in the given street festival. Hence, the caterings service has decided to produce pizza, Italian pasta and burgers for this purpose. It is believed that these dishes are easy to prepare and can be carried around easily when visiting the festival (Luo et al., 2015).
The catering process will be carried on by the experts of the catering company. The company will be following their original recipe for these given items, however the size of the items will be quite small and different from the ones that the company actually produces in general (Sarkis, 2017). All the ingredients will be kept in advance and the dish will be prepared as and when the need arises.
No third party will be involved in the given scenario and the catering company will just be employing its own members.
As discussed three items will be delivered to the consumers in simple packages so that it is easy for them to carry the given packages. There will be a few delivery executives assigned who will be helping to bring the items from the kitchen in a continuous manner. Furthermore, certain workers will also be placed near the stall so that the customers are able to get their products easily from the stall in the festival (Walker, 2013).
Protecting intellectual property
The logo of the company will be present in the packaging of the given food which will enable the customers to differentiate the given product
The suppliers for the given Street Fest Stall are the following
|
Description |
Estimated Purchase Price |
Running cost |
|
Vehicle |
$5000 |
$200 |
|
Forklift |
$4000 |
$200 |
|
Food processing unit |
$1000 |
$200 |
|
Utensils |
$1000 |
$200 |
|
Computer |
$500 |
$300 |
|
Telephone Line |
$300 |
$300 |
|
Microwave Oven |
$1000 |
$200 |
|
Grill |
$400 |
$300 |
The equipment’s in the given section will be used for the general purpose of the stall in preparation of the given food and other products.
|
Budget |
Amount |
|
Income |
$ 500,000.00 |
|
Expenses |
|
|
Staff |
$ 10,000.00 |
|
Technology |
$ 2,200.00 |
|
Plant and equipment |
$ 1,900.00 |
|
Suppliers |
$ 100,000.00 |
|
Rent |
$ 5,000.00 |
|
Kitchen |
$ 20,000.00 |
|
Marketing |
$ 10,000.00 |
|
Inventory |
$ 62,960.00 |
|
Quality Maintenance |
$ 10,000.00 |
|
Total expenses |
$ 222,060.00 |
|
Profit Estimated |
$ 277,940.00 |
The given budget has been prepared keeping in mind the various costs that will be incurred. Furthermore, the sales of the 3000 items has been assumed accordingly
|
Item description |
Cost |
Quantity |
Total Cost |
|
Chairs |
$50 |
50 |
$2500 |
|
Tables |
$20 |
20 |
$400 |
|
Wipes |
$40 |
500 |
$20000 |
|
Plates |
$3 |
3000 |
$15000 |
|
Bowls |
$100 |
30 |
$3000 |
|
Forks |
$20 |
2 |
$60 |
|
Packaging boxes |
$1000 |
20 |
$20000 |
|
Umbrella |
$200 |
10 |
$2000 |
These are the products which will be used efficiently for the general purpose of the organization and will ensure that there is no scarcity of any product or plates.
|
Purpose |
Off the shelf |
Development Cost |
|
In order to help the given stall to measure the sales which |
Light speed POS |
$1000 |
|
To help in computation of costs and the revenues earned (Zangiski et al., 2013). |
Accounting Software |
$500 |
|
To measure the social media effectiveness and measure the success of the social media tools being used in an organization. |
Social media software to manage online advertisement |
$700 |
Technologies can be used effectively in order to ensure that the organization is able to compete with the competitors present in the given business environment.
The trading hours for the given fest would be from 10 am in the morning till 6pm in the evening. Hence, the given stall will be functioning from noon till the evening. This is because the company wants to begin its operations after the majority of the people have come to the given place. The peak time is expected to be at around the lunch time and evening brunch. During the peak times, two additional employees will be appointed in order to ensure that they are successful in managing the crowd (Mok, Sparks & Kadampully, 2013). The trading hours have been selected after keeping in mind the maximum footfall which is likely to take place in the given place and scenario.
The customers will be contacted using the given techniques:
The given payment systems shall be in use for the given company:
Credit Policy with the suppliers:
The given suppliers have given a time frame of 3 months for payment. The collection procedure involves collecting the money through cash or cheque. If instant payments are made to the given suppliers, they tend to offer a discount of 20%. These suppliers include suppliers like that of dairy products, staples, vegetables and other products.
The credit which the business receives is with respect to the ingredients and the different technologies which the company tends to receive (Smith, Maull & CL Ng, 2014).
The products are perishable products and all quality aspects are maintained. The shelf life of the given product is a few hours and for this purpose, it is seen to it that the customers are informed about the shelf life and any products which are present in the product which may cause health hazards (Heizer, 2016). Apart from this, the company does not have any warranty aspect with respect to the given food.
The success or the failue of the given stall will be tied to the qulaity of the good which will be provided at the given fest. The customers expect fresh foof which is preapred tastefully. Along with it they want an impeccable service from the different staff members along with the knowledgeable service (Jay & Barry, 2016). Hence, the following quality control measures shall be employed in order to ensure that the service provided is irreplaceable.
Food
The customers wan the best quality food in the sense that the quality of the food which is to provided must be of the best quality and freshly prepared along with being served at the right temeperature (Drake & Spinler, 2013). The presentation of the good needs to be done in the right manner as well. Hence, the catering service needs to ensure that the food which is being provided by them has the best quality in terms of the price being paid and health benefits.
Back of the stall
Although the customers may not get a direct view of the community kithchen the caterig company needs to ensure that the freshness is maintained and that the condition of the raw materials and vegtables is at the optimum level (Galindo & Batta, 2013). Frthermore, the dishwasher, utensils used and the cutting surfaces nbeed to be rodent free and clean. The uniform which the kitchen staff will use needs to be upto the quality with proper footwear and hair restarants.
Front of the stall
Although the food being served is a fast food item, it needs to be ensured that the ambience inside the stall is arming and inviting along with being clean and fresh. Thye carpeted areas should be cleaned and the tables need to wiped essily alog with the linen being changged at regular levels. The glasses and silverware for the sauces and syrups also need to be kept spot free. Before the food is being served it needs to be ensured that the equipments are clean and they are kept arefully before serving (Stevenson & Sum, 2015). Then menu with the choice of dish needs to be kept wrinkle free and there needs to be no errors with respect to the spellings and the typographical errors.
The stall needs to be kept clean and streak free. The tables and chairs need to be kept clean and the rest rooms need to be clean as well at each shift.
The staff which will be present needs to be kept well trained and well aware of the needs of the different customers who tend to visit the given store. It is therefore important to ensure that the staff is polite and the consistence customer service is maintained (Slack, Brandon-Jones & Johnston, 2013). The manager of the stall needs to be aware of the shift of the different staff members who would go a long way in ensuring that the customers are well served and the waiters are provided with knowledge about the menu items.
The given company is not under any membership or affiliations with respect to the club (Gordon & Brezinski, 2016). However, when the company is taking part in the Street Fest it will also ensure that all the rules and regulations of the fest is abided by and that the company does not engage in any practice which may be harmful for its wellbeing in general or in the future.
|
Description |
quantity |
Hours |
Total hours |
|
Fork Lift driver |
2 |
24 |
48 |
|
Waiters |
20 |
20 |
400 |
|
Chefs |
5 |
20 |
100 |
|
Security guards |
2 |
20 |
40 |
|
Managers |
4 |
30 |
120 |
|
Helpers |
15 |
30 |
450 |
|
Cleaners |
4 |
20 |
80 |
The staff will be trained effectively to ensure quality and they will be present at all sections so that the customers are satisfied and well serviced.
The operational plan will be kept at bay and it will be seen that all the activities being conducted are done in accordance with the operational plan (Brown & Bessant, 2013). In order to ensure that the stall is a success. The Key Performance Indicators for the same will be as follows:
The items that shall remain unsold at the end of the stall shift at the Street Fest shall be donated. This means that all the burgers which have been prepared considerably
Key Result Area: Increase customer base
|
Strategies |
Time frame |
Person Responsibility |
Budget |
Other resources |
|
Conduct visits to clubs |
2 visits per month |
Manager Supervisor |
$1000 |
Trailer |
|
Advertise in Food magazines |
2 ads per month |
Marketing Lead Manager |
$2000 |
None |
|
Advertise in Newspapers |
1 ad every week |
Marketing Lead Manager |
$1500 |
None |
|
Conduct social events and give out samples |
Once every month |
Promotion Coordinator |
$300 |
Trailer |
Key Result Area: Earn Higher Revenues
|
Strategies |
Time frame |
Person Responsibility |
Budget |
Other resources |
|
Provide Quality Products |
All the time |
Quality Manager |
||
|
Attractive menu options |
Change menu once a month |
Marketing Lead |
$200 |
|
|
Advertising more often |
5 times a month |
Supervisor |
$1000 |
|
|
Effective feedback system with customers |
Once every month |
Quality Manager Supervisor |
$2000 |
Social media tools |
Contingency Plans
Workforce shortage
The company needs to have a tie up with an external Human Resource Agency who will be involved in the management of the workforce facility and also manage during peak seasons.
Missing equipment
The company needs to tie up with a service provider in case of an emergency (Schniederjans, Cao & Triche, 2013). This shall ensure that the company has resources during emergency.
Budget Blowout
A contingency fund account needs to be set up in order to meet during turbulent times.
References
Brown, S., & Bessant, J. (2013). Strategic operations management. Routledge.
Burns, J. W., Berenschot, C. E., Calabrese, G., Kasper III, C. D., & Lovell, R. (2013). U.S. Patent No. 8,620,753. Washington, DC: U.S. Patent and Trademark Office.
Drake, D. F., & Spinler, S. (2013). OM Forum—Sustainable Operations Management: An Enduring Stream or a Passing Fancy?. Manufacturing & Service Operations Management, 15(4), 689-700.
Galindo, G., & Batta, R. (2013). Review of recent developments in OR/MS research in disaster operations management. European Journal of Operational Research, 230(2), 201-211.
Gordon, R. T., & Brezinski, M. H. (2016). The complete restaurant management guide. Routledge.
Heizer, J. (2016). Operations Management, 11/e. Pearson Education India.
Jacobs, F. R., Chase, R. B., & Lummus, R. R. (2014). Operations and supply chain management (pp. 533-535). New York, NY: McGraw-Hill/Irwin.
Jay, H., & Barry, R. (2016). Operations Management. Pearson India.
Kato, T., Nakajima, T., Saito, T., Okitsu, J., Shiga, Y., & Miki, Y. (2015). U.S. Patent No. 9,128,704. Washington, DC: U.S. Patent and Trademark Office.
Kraiselburd, S., & Yadav, P. (2013). Supply chains and global health: an imperative for bringing operations management scholarship into action. Production and operations management, 22(2), 377-381.
Krajewski, L. J., Malhotra, M. K., & Ritzman, L. P. (2015). Operations management: processes and supply chains. Pearson.
Kvamme, A. P. F., Doig III, J. E., Bowling, Z. T., Mendelson, J. B., & Domm, D. R. (2013). U.S. Patent Application No. 13/647,173.
Luo, F., Meng, K., Dong, Z. Y., Zheng, Y., Chen, Y., & Wong, K. P. (2015). Coordinated operational planning for wind farm with battery energy storage system. IEEE Transactions on Sustainable Energy, 6(1), 253-262.
Mok, C., Sparks, B., & Kadampully, J. (2013). Service quality management in hospitality, tourism, and leisure. Routledge.
Sarkis, J. (Ed.). (2017). Greener manufacturing and operations: From design to delivery and back. Routledge.
Schniederjans, M. J., Cao, Q., & Triche, J. H. (2013). E-commerce operations management. World Scientific Publishing Company.
Slack, N., Brandon-Jones, A., & Johnston, R. (2013). Operations management. Pearson.
Smith, L., Maull, R., & CL Ng, I. (2014). Servitization and operations management: a service dominant-logic approach. International Journal of Operations & Production Management, 34(2), 242-269.
Stevenson, W. J., & Sum, C. C. (2015). Operations management. New York: McGraw-Hill Education.
Walker, J. R. (2013). The restaurant: from concept to operation. Wiley Global Education.
Walker, J. R., & Walker, J. T. (2016). Introduction to hospitality management. Prentice Hall.
Zangiski, M. A. D. S. G., de Lima, E. P., & da Costa, S. E. G. (2013). Organizational competence building and development: Contributions to operations management. International Journal of Production Economics, 144(1), 76-89.
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