Fast Track Couriers is a courier company which serves from last 15 years. The purpose of this business plan is to propose a new business strategy for the company that can help the company to enhance their profit by providing extended services across the current business region Sydney. The business plan will also includes the stakeholder communication strategy and Performance measurement plan.
History:
Fast Track Couriers is a courier company which serves from last 15 years. The reputation of this company in delivery market has increased from last 12 years. The sales profit has increased throughout the business history with the steady growth of the client based and consumer satisfaction level.
Business objectives:
The mission of this business is satisfying the clients with quality and time efficient service while increasing the Net revenue by increasing market share, extended business operation, accessibility and high profit margin.
Keys of success
The product and service of Fast Track Courier is related to the pickup and delivery system within the NSW, mainly in Sydney. Apart from that the company has also online booking and payment facilities for their customer. Apart from that, online and telephone based consumer helpline is also available during the working hours. The major products and services are listed below:
Structure of market
The courier service market of NSW mainly operates the individual clients with lightweight goods, dealers and distributers with medium to high weight goods. The price range of the service is based on the weight of the product and the fragility. Because of the geographical advantage, the courier service of this region is land based traffic.
Competitors
The highly reputed courier service companies in New South Wales and corresponding areas are StarTrack, Australia Post, DHL, Fastway Couriers and Toll. All competitors are well experienced in this market and they are operating their business through New South Wales. Some of the competitors have very limited and start-up international courier service.
Market segment
The market is segmented through the order type. The order type is segmented into two types namely order within the Sydney and interregional orders. The orders within Sydney refers the orders that has both peak up and delivery destination within Sydney and the interregional order refers the order that deals with location out of the Sydney.
Trend
As per the report of the sales department it has been found that the recently increasing number of clients is requiring the service that would not be limited in the Sydney. Clients are trying to book the courier services for regional NSW towns, Newcastle, Wollongong and the Central West.
Price
|
Average price for Inter metro city service |
$7/Kg |
|
Average price for Interstate service |
$10/Kg |
|
Average price for International service |
$20/Kg |
|
Average price for Fragile Item courier within Australia |
$12/Kg |
|
Average price for Fragile Item courier internationally |
$27/Kg |
|
Tools |
Content or process |
|
Leaflets or flyers |
Company contacts, booking process, special offers |
|
Posters |
Company recognition, Special offers, Contact |
|
Internet |
Pay per click advertisement, Hyperlink to companies website |
|
Social media |
Social network pages, consumer forum, online booking offers |
Productivity and performance target
|
Performance |
Target measure |
Target time |
|
Increasing consumer retention |
15% |
Next 6 months |
|
Fully functional regional delivery |
100% |
Next 12 months |
|
Increase total sales |
40% |
Next 3 years |
|
New fully functional trucks |
10 trucks |
Next 3 months |
|
Automatic Gate in each truck |
100% installation |
Next 3 months |
|
Resource |
Cost |
|
Loan repayment |
$200,000 per annum |
|
Payroll for 5 head office employees |
$25000 per month |
|
Payroll for 20 Drivers |
$75,000 |
|
Purchasing 10 tuck |
$600,000 |
|
New automatic gate |
$200,000 |
|
PDA service installation |
$50,000 |
Human resource requirement
Physical resource requirement
Structure
The organisational structure follows a hierarchy based structure where the management team and owners are at the top most position and the Truck drivers and accounts Clark are at ground level. In the following figure the organisation structure is presented:
Roles and responsibilities
|
Roles |
Responsibilities |
|
Management Team and owners |
Making decisions in business operation, investing |
|
Managing Director |
Manage and control the entire business operation |
|
Logistics Manager |
Manage and control truck drivers and logistics service |
|
Administration Officer |
Taking care of the technical and non technical facilities |
|
Finance Manager |
Making budget plan, managing the accounts operation |
|
Human Resource Officer |
Recruiting employees, training and development, employee empowerment |
|
Sales Manager |
Managing marketing and promotions and sales |
|
Truck Drivers |
Operating pick up, transporting and Drop function with time efficiency |
|
Accounts Clark |
Making day to day financial update, payroll development |
In the following operational workflow round shapes represents the operating departments and responsible personnel for specific function. The rectangle shapes of this flow represent the various operations and their value exchange with other function. The thing arrow represents the flow of the procedure and the thin arrow refers the direction of output from different operational units.
The following proposals have been made for improving the total quality of the Fast Track courier services.
|
Performance |
Target measure |
Target time |
|
Increasing consumer retention |
2.5% |
In each month |
|
Progressing regional delivery process |
9.2% |
In each month |
|
Increase total sales |
13% |
In each year |
|
Automatic Gate installation |
33% progression |
In each month |
|
Minimum success rate of delivery |
95/100 |
Every 100 order |
|
Increasing brand recognition and consumer booking |
10% |
In each month |
|
Current Sales |
$17 million |
Estimated Sales |
$22 Million |
|
Current Profit |
$1.9million |
Estimated Net Profit |
$3.2Million |
|
Net Asset |
2.3 million |
||
|
Loan Repayment |
+$200,000 per annum |
||
|
Operating cost |
+$2.2 million |
||
|
Administrative cost |
+100,000 per annum |
||
|
Workforce Cost |
&1200000 per annum |
|
Risk |
Likelihood |
Impact |
Mitigation plan |
|
Mechanical failure of trucks |
Medium |
Medium |
Regular maintenance of upgrading equipments can prevent sudden system failure |
|
Lack of funds |
Low |
High |
Maintaining profit and assets, taking loans from banks, minimising errors in expenses |
|
Employee Resistance |
Low |
Medium |
Regular communication, Employee encouragement and empowerment will help to reduce the employee turnover |
|
Supplier unavailability |
Medium |
High |
In depth market research, effective negotiation, strengthening vendor relation and improve the price quality equilibrium |
|
Consumer dissatisfaction |
High |
Low |
Effective communication, improving service quality, enhancing delivery speed will satisfy the customer needs and expectation |
The following licences and legislative registrations are required to continue the business operation of Fast Track with new changes in physical accessibility and business operation.
|
Who |
Why |
When |
How |
|
Management team |
Operating and managing the operation and planning |
Initial and secondary phase of the project |
Face to face communication, meeting, Telephone, E-mail |
|
Office Employees |
Executing back office operations |
From the secondary phase to ending |
meeting, Telephone, E-mail |
|
Truck drivers |
Having the training of new Automatic Gate system |
After installation of the new equipments |
Face to face communication, meeting |
|
HRM |
Proving training of new equipments and recruiting employees |
After the final presentation of the operational plan |
Face to face communication, meeting, E-mail |
|
Suppliers |
Delivering goods and negotiating |
Before and after purchasing trucks, before and after installation of automatic equipment |
Face to face communication, Telephone, meeting |
Assessment 3- Research Project
Q1.
Corrective performance improvement will be required to improve the average order processing time. In orders to implement the Corrective performance improvement management, the step by step operational plan has to be mapped with the required timeline. After complete documentation the essential requirement have to be identified. As per the findings each and individual operational unit have to be facilitated.
Decreasing average cost per process will require interim performance improvement there the step by step operational plan and required resources have to be mapped with the required cost. After complete documentation the essential adjustment, budget planning and required changes in inbound goods have to be identified (Van Der Aalst 2013). As per the findings each and individual operational cost the new cost planning have to be implemented.
To reduce quality error rate the preventive performance improvement will be required. In orders to implement the preventive performance improvement management, the step by step operational plan has to be mapped with potential error assessment. After complete documentation of the error the loopholes in the system can be identified (Saunders and Lewis 2012). As per the findings the management has to ensure that in next phase the process will prevent all the potential corrupted operations.
Adoptive performance improvement will be required to improve the average order processing time. In orders to implement the Adoptive performance improvement management, the workforce have to be assessed though identifying their skills and weakness. As per this report the adaptation plan including train and development will be required for the existing workforce.
Q2
The absent rate is very high from the expectation ratio in the initial business plan
The percentage of absence is not stable, within June to August the employee presence is extremely low
The productivity or number of process order decreased within the timeline of April to July because of the lack of employees and proficiency
Lack of employee expertise reduces the total workforce affiance and delayed process
Inappropriate leadership and supervising plan reduced the operational integrity within the workforce Poor communication and information integration within the coordinating management and execution teams Lack of employee training and development caused poor performance improvement within the workforce Lack of performance recognition and encouragement system reduce the employee retention and increased employee turnover.
Along with the graphical analysis of the total number of processed order the keeping record of the quality issues of the orders are essential (Rosemann and vom Brocke 2015). Apart from that, the operational errors have to be also documented in the performance measurement system. It will allow the management to measure the controllable and uncontrollable faults associated with the workforce.
Q3
As per the score card and the attributed scoring system the management can identify the performance deficiency of each of the employees. As per the performance issue the management can make different groups of employees. In every group the employees would have similar deficiencies in performance
After initiating the training and development plan the employees will be interviewed regularly in order to keep the progress report updated (Jeston 2014). As per the preference and ambiguities of the employees the management has to request the Human Resource Officer to make necessary changes in the training and development program.
The well performing employees will be reworded with incentives, compensations and special bonus. It will allow the workforce to keep themselves motivated under a healthy competitive environment
Q4:
References:
Hammer, M., 2015. What is business process management?. In Handbook on business process management 1 (pp. 3-16). Springer, Berlin, Heidelberg.
Jeston, J., 2014. Business process management. Routledge.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg.
Saunders, M.N. and Lewis, P., 2012. Doing research in business & management: An essential guide to planning your project. Pearson.
Van Der Aalst, W.M., 2013. Business process management: a comprehensive survey. ISRN Software Engineering, 2013.
Weske, M., 2012. Business process management architectures. In Business Process Management (pp. 333-371). Springer, Berlin, Heidelberg.
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