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
For this project, the purpose was to access the overarching process and approach to SRM within Oxy organisation and coming up with appropriate implementation plan. The relevance of this project was informed by the fact that with the organisation having a large scale of operations with multiple end users, SRM is a significant issue. Also, the organisation operating in both local and international operations with multiple suppliers and spend areas to be coordinated. The outcome of this would be to promote and improve SRM for aligning with Oxy organisation strategic objectifies, supply chain function being strategic integral partner as opposed to just transactional player. Owing to the importance of SRM improvement, the different outcomes would entail;
- Enhanced Suppliers Performance- With an upward of 50,000 orders annually with 40% valued more than 5 million Omanis and 50% 20 Million Omanis, failure to timely settle invoices, demand for high quality materials and minimising effects would be considered.
- Cost savings- With improved SRM, it is possible for Oxy to negotiate appropriate terms, lower procurement costs (5 Rights not currently achieved) hence working below targets and lead times delivery reduced and achieving economies of scale.
- Increased efficiency- improved and streamlined SRM improve operational efficiency, reducing wastes in administration process for SRM (25% of entire suppliers pay delayed)
- Risk mitigation- this include identification of risks linked with suppliers such as dissatisfaction, financial instability and geopolitical challenges
- Oxy organisation PS&M is supposed to come up with appropriate systems and techniques for improvement of SRM
- Oxy organisation need to make sure they use various automations including AI and robotics for improving collaboration and SRM efficiency.
- Facilitate policies management for improving their operations in onshore and offshore operations with an improved SRM
- Short courses on SRM need to be provided starting with PS&M leadership to achieve 50% increase in awareness of SRM improvements areas.
- Stakeholders relations improved by leveraging on available technologies of communication and interaction.
- Ensure there is 70% increase in budget on SRM improvements
(Solution) University of Northampton FINM036Assignment 2 Briefing
(Solution) Sources for Proximie’s Competitive Advantage
(Solution) CIPS ROSHN Sourcing Essentials- PSE
- In this report, the area of focus is on different sourcing approaches which can be used in procurement and supply management (PS&M) in contemporary business environment. This is through the focus of ROSHN organisation in Design Building category of spend.
- To achieve the intended aim of this report, data has been sourced from the organisation internal documents, different CIPS modules and models (Mendelow, STEEPLE and Kraljic). The key findings include ROSHN prefeed approach being multiple sourcing owing to the high-level of market competitiveness. This is with sole and single approaches preferred when only one supplier is being engaged owing to differences in organisation needs.
- Also, the findings evidence that single sourcing prevail in an event many suppliers are available, but an organisation decides to go for one. Another finding in this report is that dual sourcing is used when different methods/options for sourcing are embraced and put in place.
- Finally, through the application of supplier appraisal tool, focusing on the Design Building spend area, an evaluation has been put into account. The result from the appraisal using Carter’s 10C’s evidence organisation success to achieve value for money outcomes and improved market development.
- Internal and external analysis to identify most appropriate sourcing strategy
- Broad sourcing appraisal strategy need to be introduced
- Focus on managing successful sourcing strategy as part of organisation policy and practices
- Involve more stakeholders as part of their operations for success in sourcing strategy
- Pursuing capacity development initiatives for PS&M understanding of relevance of different PS&M