-75%
(Solution) CIPD Avado SECTION 2 1.4 Data Analysis
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Description
Solution
SECTION 2
1.4 Data Analysis
To calculate the percentage turnover for each department, I used the formula:
Turnover Percentage= (Total Employees/Leavers) ×100
2020
- Administration: 4/22×100=18.2%
- Maintenance: 5/9×100=55.6%
- Marketing: 0/4×100=0%
- Production: 70/231×100=30.3%
- People Team: 1/6×100=16.7%
- Research & Design: 1/4×100=25%
- Sales: 19/42×100=45.2%
- Packing & Dispatch: 21/36×100=58.3%
- Finance: 2/5×100=40%
2021
- Administration: 8/20×100=40%
- Maintenance: 3/8×100=37.5%
- Marketing: 0/4×100=0%
- Production: 3/2198×100=16.2%
- People Team: 0/6×100=0%
- Research & Design: 0/3×100=0%
- Sales: 3/35×100=8.6%
- Packing & Despatch: 6/15×100=40%
- Finance: 0/4×100=0%
2022
- Administration: 9/20×100=45%
- Maintenance: 3/8×100=37.5%
- Marketing: 1/4×100=25%
- Production: 3/8178×100=21.3%
- People Team: 3/6×100=50%
- Research & Design: 0/4×100=0%
- Sales: 0/40×100=0%
- Packing & Despatch: 8/16×100=50%
- Finance: 0/4×100=0%
2023
- Administration: 2/18×100=11.1%
- Maintenance: 1/7×100=14.3%
- Marketing: 0/4×100=0%
- Production: 29/181×100=16%
- People Team: 2/5×100=40%
- Research & Design: 1/4×100=25%
- Sales: 2/45×100=4.4%
- Packing & Despatch: 3/15×100=20%
- Finance: 0/3×100=0%
To calculate the overall turnover rate for the entire organization each year, we sum the total number of leavers and total employees, then apply the turnover formula:
Overall Turnover Percentage= (Total Employees/Total Leavers) ×100
2020:
- Total employees = 359
- Total leavers = 123
- Turnover: 123359×100=34.3%
2021:
- Total employees = 285
- Total leavers = 52
- Turnover: 52285×100=18.2%
2022:
- Total employees = 275
- Total leavers = 62
- Turnover: 62275×100=22.5%
2023:
- Total employees = 282
- Total leavers = 40
- Turnover: 40282×100=14.2%
Data Presentation
- Bar Graph-The following is the Bar Graph presenting the year-wise Turnover percentages of each department (2020-2023). It has a graphical display of the turnover rates by department making it less time consuming to determine departments with high or little turnover in the previous years.
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Executive Summary
In this first assessment covering modules “driving value through procurement and supply and managing expenditures with suppliers”, the focus is outlining the importance of a category of spend to organisation stakeholders. The selected category is logistic services as sourced by Saudi Arabia Maaden Petrochemical Company (SAMAPCO). In specific, the logistics services are handled by JAS Company in Saudi Arabia. Further, in this assessment, brief market analysis has been pursued with a detailed evaluation procisded on th scope of procurement and supply management (PS&M) department lead to development of value for money outcomes. At the end of this assessment, the current approaches in placxe for managing costs and prices for the logistics service spend area influencing markets in SAMAPCO has also been an area of focxus. The findings in this report are informed by various models and tools including Mendelow Matrix, STEEPLED analysis, SWOT and Porter’s 5 Forces all which evaluate PS&M functions in managing costs and operations in the highly competititve business environment.
The main findings in this assessment evidence that for the logistics service sourced by SAMAPCO, value for money outcomes is successful. In particular, by engaging JAS Company, the organisation has managed to be appropriately positioned to leverage on competitive advantage in the petrochemical industry in Saudi Arabia (KSA). Another key finding is that by setting a priority in considering their different stakeholders interest and pursuing the set Key Performnce Indicators (KPIs) and Service Level Agereements (SLAs), SAMAPCO business objecives would be sustained and successful (future oriented).
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- Expansion of the best strategy in embracing on modernised technology as part of stakeholders management
- Come up with customised strategies for improving value for money outcomes unique to logistics spend area
- To involve local and regional supploers to cut costs through gaining in terms of discounted costs
- Consider re-evaluating their financial capability for an effective logistics sourcing with all uncertainities eliminated
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