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  • Published on: 7th September 2019
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OPERATION AND TECHNOLOGY COMPANY SAUDI ARABIA

Introduction and background

The Operation and Technology Company [OTC] was established in 2008 as a system integrator for supplying, Design, Installation & Commissioning contractor for Telecommunication Networks targeting the below activities & solutions that summarized as:-

Indoor/Outdoor Survey for Copper and Fiber Optic Networks. Network Design for Telecom Providers. GSM Network & Telecom Towers.

Transmission Equipment & Services Extensions. FTTH Technology & Infrastructure Replacement. Structured Cabling Systems for Buildings. Low voltage & Security Systems for Buildings.

OTC has excellent staff to execute OSP work fiber and copper cable technology. The work includes pulling, splicing, jointing and testing. OTC has brilliant engineer to perform its best implementing telecommunication OSP network.

OTC with its highly educated and expert engineer having years of experience and armed with all equipment can perform any survey for FTTH and Copper networks in professional way which can be articulated in the following.

Perform Site Survey for Civil works and Fiber Networks. Designing infrastructure using advanced designing software such as Network Engineer.

Performing detailed survey for existing ducts infrastructure. Provide Professional Technical consultancy for FTTH. Network Planning, Designing by preparing the design guideline to develop standard, Qualitative and optimize FTTH Network.

OTC one of the leading system integrators in Gulf Region in designing, supplying and installing Low voltage and Security Systems in both commercial and residential buildings.

Advanced Unified Communication. Designing Advanced Wireless LAN. LAN Design and Implementation. Unified Communication VOIP. Network Servers Installation and Configuration. Network Active Components Design and Implementation (Switches, Router).

OTC Vision and Goals:-

OTC Vision is to Provide excellence, consistence, secure and Cost Effective Telecom/Contracting Services in due course, and above Customer's Expectations.

To develop scalable Networks solution for Public and Governmental Domain.

OTC is tailoring its services for next gen networks landscape that is going to span the kingdom in coming Decades.

To create Sustainable competitive advantage while deploying new Emerging Network Technologies.

In a bid to become long term pioneer and integrators of various solution OTC is creating rigid partnership with vendors that innovate, Suppliers that Deliver and employing teams that builds forward.

OTC Mission Statement:-

OTC has a Mission to provide services pertaining to fiber optic Networks GSM lowers low voltage sys, terms, Structured Cabling Systems and much more.

We Integrate, Design, Supply and Implement Networks and Telecommunications System.

In Effects we will Revolution the Networks Industry in the Kingdom by Establishing ourselves as your Turn Key partner in Technology. You can Count on OTC for cutting Edge Solutions.

Aim Of The Study

To make a Research Report on OTC Operation and Technology Company Saudi Arabia Riyadh and Learn about the strategies, Requirements, Rules and Regulations, Terms and conditions being used by the Company.

Research Objectives:-

' To know about the Introduction of the Company

' To identify Mission And Vision Statement of the Company.

' To study about the Products and Services of OTC.

' To identify the marketing plans of the Company.

' To identify their Business Plans and Business Strategies.

' To identify the Operational Plan and Trainings.

' To identify the Financial Management and Plans.

' To identify their Budgeting System and Strategies.

' To identify the Marketing Management and Plans.

' To know about their Marketing Strategies.

' To identify the HR Strategies of the Company.

' To identify their Services and Facilities to Customers and Employees.

' To know about their employees Performance and Job Description.

' To identify the Organizational Chart.

' to provide Recommendation.

Significance of the Research:-

Through this Research Report, I will be able to take all the needed information on OTC Operation and Technology Company. I will be able to identify the Suggestions to the company and I will be able to know about these four Department Operational Plans, Marketing Plans, HR Plans and Financial Plans of the Company. While working on this Research Project I will be able to Increase and Develop My Knowledge Of Business.

SKILLS OF MANPOWER IN OTC:-

Project Management

OTC have a major contract with STC Saudi Telecommunication Company.

We are proposing a joint project organization between STC and OTC to facilitate the completion of the project. The roles of the project participants are defined in the Project Management Organization and Staffing Plan, which will be developed at the start of the project and will address the overall project management organization and staffing.

STC project manager and OTC project manager will meet on a regular basis and they will both report back to the management committee.

PROJECT PROCUREMENT PLANS:-

Describe, in specific terms, what items will be procured and under what conditions:

[include the following with as much details as available:

Product or Service Description

a. Functional and performance requirements

b. Quality requirements

c. Cost requirements

d. Other

1. OTC Responsibilities

' Assign a single point of contact or project manager with sufficient authority to take final decisions on behalf of OTC.

' Complete the proposed scope of work in a professional manner.

' Maintain   project   communication   and   administer   the   project   change   control procedure with STC project manager.

' Adhere to STC quality assurance standards where necessary and as agreed during the start of the project.

' Support STC with the coordination of the project.

' Support STC through participation in the management committee.

   RISK RATING AND SCORING IN PROJECT MANAGEMENT IN OTC:-

The project will rate each identified risk (e.g., Impact Score = High, Medium, Low) based on the likelihood that the risk event  will occur and the effect on the project's objectives if the risk event occurs.  This will be a subjective evaluation based on the    experience of those assigned to the project's ) :

    Default rating/scoring system is as follows:

Risk Score (in the Green, Yellow or Red boxes) is defined as 'Impact Score' x 'Probability' and is shown in the following chart.  Priority is          based on Risk Score.  

                                                 Impact Score

     1 3 5 7 9

     0.1 0.1 0.3 0.5 0.7 0.9

     0.3 0.3 0.9 1.5 2.1 2.7

    Probability    0.5 0.5 1.5 2.5 3.5 4.5

      0.7 0.7 2.1 3.5 4.9 6.3

     0.9 0.9 2.7 4.5 6.3 8.1

Green = Low Risk

Yellow = Medium Risk

Red = High Risk

' The Project Team develops a full response plan for each item rated as High risk.  These risks are watched closely.

' The Project Team should create a response plan for any Medium risk item where they deem it necessary.  However, in general no response plan is required for Medium risk items.  Medium risks are monitored on a regular basis.

' No action is required for Low risk items.

' All Risk items with a response plan are to be entered into the Risk Response Plan document.

LITERATURE REVIEW

RESEARCH METHODOLOGY

Marketing Management And Plans Of OTC:-

' PASSIVE IMPLEMENTATION PHASES

The basis phases for the Passive Implementation are as follows and can be subdivided into distinct categories as follows.

' Interim Data Centre Fiber Termination:

The Rack build was consist of R&M Single Circuit Management (SCM) ODFs providing independent termination for the ITCC diverse routes.

' Point to Point Fiber Installation:

Installation of Transport Fibers links from Data Centre ODF to changeover closures.

' Closure and Splicing:

The work included also splicing of the demarcation and changeover fiber closures for the Interim and Final Data Centre point to point fibers. Limited to ITCC buildings commissioned prior to the Final Data Centre completion.

' Building Main Telco Room Installation:

Fiber installed from the CMH/CHH demarcation point to each MTR, installation of Rack/shelf and termination of fiber. Program according to building commissioning dates.

' Final Data Centre Fiber Termination:

The Rack build will consist of R&M Single Circuit Management (SCM) ODFs providing independent termination for the ITCC diverse routes.

' Point to Point Fiber Installation:

Primary Fibers from the Data Centre ODF to Zone Rooms

Primary Fibers from the Data Centre ODF to Building Demarcation Customer MH/HH

Installation of Fiber Tie Cables between Data Centres.

' Final Data Centre Migration

On completion, Active Service migration to the Final Data Centre will be programmed, from the passive point of view this will involve physical changeover of existing patch cords.

' Passive Migration Interim Data Centre

Fiber Patch Cord changeover at the Building MTRs (Interim Data Centre fiber connected Buildings).

' Passive Migration Final Data Centre

For the buildings connected directly to the Final Data and active service provided by the Interim. A physical shift of patch cords will be required to re-route fibers from the tie patch panel linking to the Interim DC.

' Passive Decommissioning

On completion of the Active Migration of Services to the Final Data Centre, it will be necessary to re-route Passive Fibers from the Interim Data Centre to provide the 100% planned capacity to each MTR.

' Passive Route Re-Splicing

Fiber connectivity to the Interim DC will be re-routed to the Final Data Centre by accessing changeover fiber closures. This will involve the re-splicing of fibers and the removal of the Interim fiber cable end from the closure.

This will be completed in all change-over closures allowing recovery of redundant fiber cables and finally the Rack/ODF recovery from the Interim Data Centre.

Marketing Management generally consist of 4ps : Product Strategies, Product Pricing Strategies Promotional Strategies, Place Requirement or Placement.

Product Strategies of OTC:-

Product

Three things can be done with any product. It can be introduced to the marketplace, it can be modified or changed, or it can be withdrawn. These actions may include decisions related to product quality, branding, and packaging including new or existing product line or brand extensions.

In addition to complete product or service details, include specifications, charts, sketches, photographs, etc.

Price Strategies of OTC:-

Price

Three basic pricing tactics may be utilized in introducing a new product:

' Penetration pricing involves entering the market with a low price that will capture the largest market share possible. The trade-off is lower profits, however, once established the price may be adjusted upward.

' Meet-the-Competition pricing introduces products or services at about the same level as the competition. There must be differential advantage in either quality or service.

' Skimming involves pricing a new product high. This is generally done when it is the first product in a new market. Lower sales volume is compensated by higher profit and as competitors enter the market prices can be adjusted downward.

Promotion Strategies Of OTC:-

Promotion

' Direct or personal selling (sales force or sales agent)

' Sales promotion involves coupons, samples, contests, refund offers, trade shows, and POP displays.

' Advertising is sending a message that will be received by your target market and hopefully stimulate them to purchase your product or service. Various media can convey the message including print, radio/ television, and direct or mass marketing campaigns. Reach and frequency are prime considerations.

ADD MEDIA PLAN ' Possibly in the Appendix

' Publicity is often referred to as free advertising, with the added advantage of greater credibility because it appears to come from a third party. However, there are usually some costs attached to press releases, charitable involvement, sponsorships, etc.

Placement Strategies Of OTC:-

Place

Place identifies which channel and distribution tactics to support.

' Direct or indirect channels

' Single or multiple channels

' Length of the channel

' Type of intermediaries

' Number of distributors at each level

' Which intermediaries should be used

' Logistics

TOTAL IMPLEMENT COSTS OF OTC

                 

Competitive Advantage In Marketing Plans:-

Describe the product or service has an advantage over the competition based on one or more of the following:

' Price

' Quality   (also attributes, features)

' Service (company , personnel, or policies)

' Value

Allocation of Time Across Business Activity Categories

Review/modify  how much time (as a portion % of total work time) users typically spend conducting the common business activities below.  Allocate time for the activity categories then the activity sub-categories.  This is done for both information workers and structured task workers.  The resulting hours per week is calculated.

Time Allocation Hrs / Wk

Info Wrkr Task Wrkr Info Wrkr Task Wrkr Comments

Activity Category Totals

Individual Computing 32% 30% 11.2 10.5

Collaborative Computing 21% 3% 7.4 1.1

PC Systems Management 4% 2% 1.4 0.7

Non-Computing-Related Activities 43% 65% 15.1 22.8

Total (Must sum to 100%) 100% 100% 35.1 35.1

Activity Sub-Categories

Individual Computing

Document Creation 25% 28% 2.8 2.9

Data & Information Access/Analysis 10% 5% 1.1 0.5

Email, Calendar, Contact, & Task Mgmt 24% 8% 2.7 0.8

LOB Application-Related Activities 31% 52% 3.5 5.5

Other 10% 7% 1.1 0.7

Total (Must sum to 100%) 100% 100% 11.2 10.5

Collaborative Computing

Document Collaboration 60% 47% 4.4 0.5

Workflow (routing) 15% 28% 1.1 0.3

Coordination / Project Mgmt 16% 15% 1.2 0.2

Other 9% 10% 0.7 0.1

Total (Must sum to 100%) 100% 100% 7.4 1.1

PC Systems Management

Support, Self-Help, & Learning 35% 40% 0.5 0.3

Performance 25% 25% 0.4 0.2

Mobility & Remote Connectivity 17% 6% 0.2 0.0

Security & Privacy 13% 15% 0.2 0.1

System UI Navigation 6% 8% 0.1 0.1

Availability & Reliability 4% 6% 0.1 0.0

Total (Must sum to 100%) 100% 100% 1.4 0.7

Non-Computing-Related Activities 15.1 22.8

Total 35.1 35.1

REVENUE INCREASE ENABLED BY THE SOLUTION

This worksheet estimates incremental revenue enabled by the solution.  Not all projects will have credibly quantifiable revenue impacts.  Revenue impacts can be difficult to accurately assess.  Research, analysis, and supplemental modeling is likely needed to credibly estimate true revenue impacts.  One key is to target (at a detailed level) precisely what portion of revenue is likely to be impacted (the segment) and how the solution is enabling the revenue increase (the driver).  This model assumes the initiative will enable a one-time revenue increase (the same annual revenue benefit throughout the life of the solution).

Note that the benefit is the marginal profit on the incremental revenue, not the revenue itself.  We recommend using net operating profit, not gross margin:  in the long run, on average, fixed costs tend to increase at the same rate as revenue growth.

HUMAN RESOURCE MANAGEMENT AND PLANS (HRM) :-

HRM POLICIES:-

1. Job Evaluation, job grading classification:

All work assignments are evaluated and assigned a classification consistent with the applicable job evaluation plan.

Job classification is a systemic method of assigning value to individual positions to develop a job worth hierarchy. Its purpose is to determine a position's relative size within the hierarchy.

2. Salary Structure:

Salary structures are designed to help managers determine and manage pay for staff members. Salary structures are relatively broad to account for differences in performance, knowledge, skills, abilities and experience.

Remuneration:

' Fulfill its obligation by paying staff accurately and in a timely manner.

' Ensure staff are fairly and equitably remunerated for their work.

' Encourage, recognize and reward high-performance.

' Value the contributions of its staff.

' manage staff leave entitlements in a way that benefits staff.

4. Housing allowance:

The objective of providing housing allowance is to help the expatriate. This type of allowance is paid on either assessed or actual basis.

HRM which comes up to 25% of the total salary.

5. Transportation allowance:

Transportation allowance comes up to 10% of the total salary.

6. Medical benefits:

Medical insurance is provided for the employee, and two kids.

Classes are defined below.

VIP Class, A Class, B Class

7. Ticket allowance:

Policy to provide expatriate employees with airline ticketing benefits for themselves and

Their eligible dependents. These airline ticketing benefits will be provided upon employment; upon

Taking annual leave.

Except for the exclusions shown below, each expatriate employee and eligible dependents will be entitled to the option of an annual ticket, to and from the employee's point of hire or equivalent destination, or fifty percent (50%) cash equivalent of the ticket(s) value. In both options will approve the ticket or fifty percent (50%) equivalent cash payment on the lowest available rate provided.

8. Business travel allowance:

When deemed necessary, any employee may be sent on business. Such an employee will be entitled to an airline ticket to and from the appropriate location of such business. This travel will be approved per the applicable administrative.

CEO- Business class

Directors - Business Class

All other positions including faculty and staff- Economy class

- Business inside of kingdom:

When traveling on business inside the kingdom, employees are eligible for a per diem allowance of up to a maximum of SR 750 per day for local travel.

-Business outside of kingdom:

When traveling on business, employees are eligible for a per diem allowance of up to a

Maximum of SR 1,500 per day for international travel.

9. Overtime:

Overtime will be paid at the rate of 1.5 times the employee's hourly rate for any hours worked over 40 hours per week.  Overtime pay will not exceed 1.5 times the hourly rate even when the employee works premium hours for a portion of the workweek (such as nights, weekends, or holidays).  

10. Other allowance:

Other allowance will be paid monthly as a part of the normal salary. The amount will be specified in the employee's Employment Contract. Such as Mobile allowance, recharge card, benzene. Etc. etc.

11. Compensation survey:

The Employee's total compensation will include the basic salary plus any applicable allowances as specified in the employment contract.

12. End of service benefits:

Staffs are entitled for full end of service award as per contract if he/she completes two full years of service.

However, the following will apply in the case described below:

Upon the end of the work relation (non-renewal/ resignation)of contracts.

The Employer shall pay the Employee an end of service award of a half-month basic salary for each of the first five years and a one-month basic salary for each of the following years. The end of service award shall be calculated based on the last basic salary and The Employee shall be entitled to an end of service award for the portions of the year in proportion to the time spend on the job.

13. Prioritization of training requirements:

Training consists of a range of programs and initiatives designed to optimize job performance for each employee for their current set of job responsibilities.

Organizes work, sets priorities, and determines resource requirements.

Implements or utilizes strategic plans on a daily basis.

14. Training planning and budgeting:

Budgeting and planning lay the foundation for continuous improvement of an organization's fiscal health. Nailing down the future state early on drives efficiency, improves planning and creates a shared vision for success.

15. Scope:

Project scope is the part of project planning that involves determining and documenting a list of specific project goals, deliverables, tasks, costs and deadlines.

16. Expectation from employees:

' Expected to draft and proof written correspondence, such that few errors are evident and few corrections are needed.

' Expected to work toward professional certification in your field/discipline.

' Expected to participate in 40 hours of job related professional development classes offered by the Human Resource Office.

' Expected to perform work in a professional manner and complete assignments on time.

' Recruitment process:

1. Motivation of the employees:

Trustworthy

Communicate Better

Be an Example

Empower Them

Offer Opportunities for Advancement

-Incentives:

Under this plan, employees are paid on the basis of results. Incentive pay in the form of cash or prizes. As per Grade candidate is eligible for (5) salary multiplier per year as proposed bonus.

-Employee training process:

' Provide a well-crafted job description - it is the foundation upon which employee training and development activities are built

' Provide training required by employees to meet the basic competencies for the job. This is usually the supervisor's responsibility

' Develop a good understanding of the knowledge, skills and abilities that the organization will need in the future. What are the long-term goals of the organization and what are the implications of these goals for employee development.

' Explain the employee development process and encourage staff to develop individual development plans

' Support staff when they identify learning activities that make them an asset to your organization both now and in the future

2. Employee's performance:

Employee Performance Management is a process for establishing a shared workforce understanding about what is to be achieved at an organization level. It is about aligning the organizational objectives with the employees' agreed measures, skills, competency requirements, development plans and the delivery of results.

3. Job evaluation process:

The systematic process for assessing the relative worth of jobs within an organization. A comprehensive analysis of each position's tasks, responsibilities, knowledge, and skill requirements is used to assess the value to the employer of the job's content and provide an internal ranking of the jobs.

4. Promotion:

A promotion is the advancement of an employee's rank or position in an organizational hierarchy system. Promotion may be an employee's reward for good performance, i.e. positive appraisal.

5. Employee issues:

Employees are encouraged to contact their immediate supervisor for any problem, issue or concern of a departmental nature. Ideally, problems will be resolved at this level on an informal basis. The employee may contact the Human Resources Department for advice and assistance.

Manpower Growth For Last Four Years In OTC.

Job Description:

Job Title: Internal Support Department/Sub-Department: HR

Seniority Level: Employee

Direct supervisor's job title: Reports to Operation Manager

Subordinate's job title(s): ' Technical Support.

Location in the Organization Chart: Level4:

Qualifications

Educational qualifications Bachelor Degree or College Diploma in a relevant field preferred Extensive experience in a leadership or management role, preferably in the Internet sector.

Professional  Certificates MCSA/ CCNA

Training Courses A+

Years of experience ' Strong technical background.

' Previous experience with process improvement.

' 3 years of Technical Support management experience.

Job Summary

' Monitor and maintain the computer systems and networks of an organization. They may install and configure computer systems, diagnose hardware and software faults and solve technical and applications problems, either over the phone or in person. Depending on the size of the organization, a technical support officer's role may span one or more areas of expertise.

Key and Main Responsibilities

' installing and configuring computer hardware operating systems and applications;

' monitoring and maintaining computer systems and networks;

' talking staff or clients through a series of actions, either face to face or over the telephone to help set up systems or resolve issues;

' troubleshooting system and network problems and diagnosing and solving hardware or software faults;

' replacing parts as required;

' providing support, including procedural documentation and relevant reports;

' following diagrams and written instructions to repair a fault or set up a system;

' supporting the roll-out of new applications;

' setting up new users' accounts and profiles and dealing with password issues;

' responding within agreed time limits to call-outs;

' working continuously on a task until completion (or referral to third parties, if appropriate);

' prioritizing and managing many open cases at one time;

' rapidly establishing a good working relationship with customers and other professionals, e.g., software developers;

' testing and evaluating new technology;

' Conducting electrical safety checks on computer equipment.

Internal Communications:

' Administration Unit

' Training unit

' Quality management unit

Personal and Behavioral Competencies:

' English language skill

' Excellent written and oral communication skills

' Problems solving skills

' Decision maker

' Leadership

' creative thinking and analytical skills

Technical Competencies:

' Excellent written and oral communication skills.

' Knowledge of business domains.

' Maintain professional internal relationships.

Job Description:

Job Title: Technical Support Manager Department/Sub-Department: HR

Seniority Level: Senior Manager

Direct supervisor's job title: Reports to Operation Manager

Subordinate's job title(s): ' Technical Support.

Location in the Organization Chart: Level4:

Qualifications

Educational qualifications Bachelor Degree or College Diploma in a relevant field preferred Extensive experience in a leadership or management role, preferably in the Internet sector.

Professional  Certificates MCSA/ CCNA

Training Courses A+

Years of experience ' Strong technical background.

' Previous experience with process improvement.

' 7 years of Technical Support management experience.

' 3-5 years of equivalent leadership experience.

Job Summary

' Complete understanding of the company's technical Infrastructure. In addition, managers must have exceptional leadership and problem-solving skills. Due to the heavy reliance on various forms of communication, such as e-mailing, phoning, or in-person interactions with vendors, customers, personnel, and management, these managers must possess outstanding written and verbal abilities. They should also be self-starters who are flexible and work well with everyone from entry-level employees to upper management.

Key and Main Responsibilities

' Developing and achieving Technical Support objectives and goals to support the organizational vision.

' Managing and directing a team of Technical Support, Business Services and Service Resolution and Technical Processing Leaders while leading the development of the vision and strategy for the Sales & Service team.

' Assisting in developing an annual business plan to incorporate best call center practices to meet market and company needs.

' Ensuring targeted service and performance standards are achieved or exceeded.

' Executing tactical plans and initiatives that exceed customer expectations via phone, email and web' resulting in increased customer satisfaction and sales and Associate satisfaction that will be realized in lower attrition and higher productivity.

' Executing additional projects such as synergy initiatives with sister companies, succession planning, hiring and training practices, best sales and coaching practices, cross-functional corporate initiatives. Establishing and managing communication channels within and among departments'being the liaison to provide customer feedback to the Senior Management Team.

Internal Communications:

' Administration Unit

' Training unit

' Quality management unit

Personal and Behavioral Competencies:

' Supervisory skills

' Team building

' The ability to manage personnel

' English language skill

' Excellent written and oral communication skills

' Problems solving skills

' Decision maker

' Leadership

' creative thinking and analytical skills

Technical Competencies:

' Excellent written and oral communication skills.

' Knowledge of business domains.

' Maintain professional internal relationships.

Job Description:

Job Title: Sales Supervisor Department/Sub-Department: HR

Seniority Level: Supervisor

Direct supervisor's job title: Marketing Manager

Subordinate's job title(s):

Location in the Organization Chart: Level 4:

Qualifications

Educational qualifications Bachelor of business or marketing-related degree.

Professional  Certificates Professional sales certificate

Training Courses

Years of experience

Job Summary

' Responsible for overseeing the sales department within a company or organization. Sets local and regional sales quotas, manages sales support staff and representatives, and advises company about sales performance.

Key and Main Responsibilities

' develop a sales strategy to achieve organizational sales goals and revenues

' set individual sales targets with sales team

' delegate responsibility for customer accounts to sales personnel

' co-ordinate sales action plans for individual salespeople

' oversee the activities and performance of the sales team

' ensure sales team have the necessary resources to perform properly

' monitor the achievement of sales objectives by the sales team

' liaise with other company functions to ensure achievement of sales objectives

' evaluate performance of sales staff

' provide feedback, support and coaching to the sales team

' plan and direct sales team training

' assist with the development of sales presentations and proposals

' co-ordinate and monitor online sales activity

' investigate lost sales and customer accounts

' track, collate and interpret sales figures

' forecast annual, quarterly and monthly sales revenue

' generate timely sales reports

' develop pricing schedules and rates

' formulate sales policies and procedures

' help prepare budgets

' control expenses and monitor budgets

' maintain inventory control

' conduct market research and competitor and customer analysis

' analyze data to identify sales opportunities.

' attend trade meetings and industry conventions

' cultivate effective business relationships with executive decision makers in key accounts.

' Perform related duties as assigned by supervisor

' Maintain compliance with all company policies and procedures

Internal Communications:

' Administration Unit

' Training unit

' Quality management unit

External Communications:

' Vendors.

' Local Market Sellers.

Personal and Behavioral Competencies:

' Supervisory skills

' Team building

' The ability to manage personnel

' English language skill

' Excellent written and oral communication skills

' Problems solving skills

' Decision maker

' Leadership

' creative thinking and analytical skills

Technical Competencies:

' Excellent written and oral communication skills.

' Knowledge of business domains.

' Maintain professional internal relationships.

Job Description:

Job Title: Presales Engineer Department/Sub-Department: HR

Seniority Level: Employee

Direct supervisor's job title: Sales Supervisor

Subordinate's job title(s):

Location in the Organization Chart: Level 5:

Qualifications

Educational qualifications ' Bachelor's Degree in Telecommunication Engineering with 4 to 6 years of experience.

Professional  Certificates Technical Certificates with Sales.

Training Courses

Years of experience ' Seven years' experience in pre-sales as a solutions provider [Pre-Sales Support Consultant] supported all aspects of sales activities and sales channels development for the company services.

Possesses the ability to build and maintain business relationships with decision makers and influencers.

Job Summary

' Pre-sales involves giving detailed information about technical specifications and the ways in which they could meet a customer's needs. This often includes demonstrating those features before a sale.

Key and Main Responsibilities

' Perform related duties as assigned by supervisor

' Ability to understand telecom requirements & conceptualize end to end solution.

' Presales, Proposal Management & Bid Management.

' Own proposals & bids in BSS space (Telecom Mediation, Billing & Customer Care, Interconnect solution, Revenue assurance, Business Intelligence & Partner Products, Migrations, Professional Services, Managed Service Operations etc.);

' Manage contract related and commercial negotiations with prospective client/s and partners. Manage, prepare, recommend and oversee contractual and legal aspects of the business thereby protecting contractual and legal interests of the organization.

' Meeting clients so as to understand their needs and anticipated requirements and servicing them with best possible solutions. Managing & delivering product specific presentations and demonstrations to prospects and partners.

' Ability to work under short deadlines

' Maintain compliance with all company policies and procedures

Internal Communications:

' Administration Unit

' Training unit

' Quality management unit

External Communications:

' Customers

' Partner

Personal and Behavioral Competencies:

' Supervisory skills

' Team building

' The ability to manage personnel

' English language skill

' Excellent written and oral communication skills

' Problems solving skills

' Decision maker

' Leadership

' creative thinking and analytical skills

Technical Competencies:

' Excellent written and oral communication skills.

' Knowledge of business domains.

' Maintain professional internal relationships.

Job Description:

Job Title: Sales Person Department/Sub-Department: HR

Seniority Level: Employee

Direct supervisor's job title: Sales Supervisor

Subordinate's job title(s):

Location in the Organization Chart: Level 5:

Qualifications

Educational qualifications Business or marketing-related degree or equivalent professional qualification

Professional  Certificates Certified Sales Professional

Training Courses

Years of experience 3 ' 5 Years of Experience in selling services and telecommunication projects.

Job Summary

' To plan and carry out all sales activities on assigned accounts or areas. Responsible for ensuring customer satisfaction and managing quality of product and service delivery.

Key and Main Responsibilities

' Generate and qualify leads.

' Source and develop client referrals.

' Prepare sales action plans, strategies and schedule sales activity.

' Develop and maintain a customer database, sales and promotional materials.

' Plan and conduct direct marketing activities.

' Make sales calls to new and existing clients.

' Develop and make presentations of company products and services to current and potential clients.

' Develop sales proposals.

' Prepare and present sales contracts.

' Maintain sales activity records and prepare sales reports.

' Respond to sales inquiries and concerns by phone, electronically or in person.

' Ensure customer service satisfaction and good client relationships

follow up on sales activity.

' Perform quality checks on product and service delivery.

' Monitor and report on sales activities and follow up for management.

' Carry out market research and surveys.

' Participate in sales events.

' Monitor competitors, market conditions and product development.

' Perform related duties as assigned by supervisor.

' Maintain Compliance with all company policies and procedures.

Internal Communications:

' Administration Unit

' Training unit

' Quality management unit

External Communications:

' Vendors

' Local Market Seller

Personal and Behavioral Competencies:

' Supervisory skills

' Team building

' The ability to manage personnel

' English language skill

' Excellent written and oral communication skills

' Problems solving skills

' Decision maker

' Leadership

' creative thinking and analytical skills

Technical Competencies:

' Excellent written and oral communication skills.

' Knowledge of business domains.

' Maintain professional internal relationships.

Job Description:

Job Title: Procurement & Supply Manager

Department/Sub-Department: HR

Seniority Level: Senior Manager

Direct supervisor's job title: Operation Manager

Subordinate's job title(s):

Location in the Organization Chart: Level 4:

Qualifications

Educational qualifications BScs Degree in Engineering or management or equivalent field.

Professional  Certificates

Training Courses

Years of experience 4 to 10 years' experience in Procurementand Supply management

Job Summary

The primary responsibility of the Procurement Administrator is purchasing of goods and services, procurement, contracts administration and related legal issues.

The Procurement Administrator performs administrative and clerical support for acquisition of goods and services

Key and Main Responsibilities

' Manage the entire process in the planning of procurement and supply chain activities, inventory control, logistics and distribution, ensuring effectively-functioning processes to avoid costly delays and lost opportunities

' Ensure effective lines of communication between the PMO, Project/PMs and the procurement team to ensure priority requirements, timely delivery of goods, works and services using the most appropriate procurement procedures.

' Be responsible for introducing process improvements in the supply chain and identify new vendors/suppliers without jeopardizing quality and service delivery

' Manage relationships with vendors, suppliers and contractors that facilitate smooth flow of services and projects/ Company.

' Ensure full compliance of procurement activities with the UNOPS Procurement Manual, Financial Rules and Regulations (FRR), relevant Organizational Directives and Administrative Instructions

' Implement effective internal control, proper design and functioning of a client-oriented procurement management system for projects and related reporting requirements

' Ensure effective use of internal Standard Operating Procedures in Procurement, control of workflows, continuous business processes monitoring and elaboration of improvements in systems and processes

' Manage and monitor all transactional procurement including tendering processes, evaluation, contracting, contract management, legal considerations and payment conditions, contractors, performance evaluation and risk assessment

' Implement strategic procurement including sourcing strategy, supplier selection and evaluation, quality management, customer relationship management and performance measurement

' Ensure timely preparation of procurement plans for projects and monitor their implementation by controlling processes including receipt of requisitions, organization of RFQ, ITB and RFP, receipt of quotations, bids and proposals, evaluation and negotiation of certain conditions of contracts in full compliance with Procurement Manual and Financial Rules and Regulations (FRR), relevant Organizational Directives and Administrative Instructions.

' Review and pre-clear submissions Contracts and Property.

' Develop and manage the rosters of suppliers, elaborate supplier selection and evaluation, quality and performance measurement mechanisms

' Prepare monthly, quarterly and annual procurement plans and progress reports as required

' Lead the establishment and management of professional procurement services through Long Term Agreements with other agencies.

' Promote a zero-tolerance for violations of procurement policies and procedures.

Internal Communications:

' General Manager.

' Operation Manager

External Communications:

' Clients.

' Suppliers.

Personal and Behavioral Competencies:

' Supervisory skills

' Team building

' The ability to manage personnel

' English language skill

' Excellent written and oral communication skills

' Problems solving skills

' Decision maker

' Leadership

' creative thinking and analytical skills

Technical Competencies:

' Excellent written and oral communication skills.

' Knowledge of business domains.

' Maintain professional internal relationships.

Job Description:

Job Title: Warehouse manager Department/Sub-Department: HR

Seniority Level: Technician

Direct supervisor's job title: Procurement & Supply Manager

Subordinate's job title(s):

Location in the Organization Chart: Level 4:

Qualifications

Educational qualifications Diploma Degree in Engineering or management or equivalent field.

Professional  Certificates

Training Courses

Years of experience 4 to 10 years' experience in Warehouse management

Job Summary

Supervision, Developing Budgets, Safety Management, Developing Standards, Managing Processes, Surveillance Skills, Inventory Control, Reporting Skills, Analyzing Information, Equipment Maintenance, Judgment.

Key and Main Responsibilities

' Maintains receiving, warehousing, and distribution operations by initiating, coordinating, and enforcing program, operational, and personnel policies and procedures.

' Complies with federal, state, and local warehousing, material handling, and shipping requirements by studying existing and new legislation; enforcing adherence to requirements; advising management on needed actions.

' Safeguards warehouse operations and contents by establishing and monitoring security procedures and protocols.

' Controls inventory levels by conducting physical counts; reconciling with data storage system.

' Maintains physical condition of warehouse by planning and implementing new design layouts; inspecting equipment; issuing work orders for repair and requisitions for replacement.

' Achieves financial objectives by preparing an annual budget; scheduling expenditures; analyzing variances; initiating corrective actions.

' Completes warehouse operational requirements by scheduling and assigning employees; following up on work results.

' Maintains warehouse staff by recruiting, selecting, orienting, and training employees.

' Maintains warehouse staff job results by coaching, counseling, and disciplining employees; planning, monitoring, and appraising job results.

' Maintains professional and technical knowledge by attending educational workshops; reviewing professional publications; establishing personal networks; participating in professional societies.

Internal Communications:

' Procurement & Supply Manager

' Procurement Manager.

External Communications:

' Clients.

' Suppliers.

Personal and Behavioral Competencies:

' Supervisory skills

' Team building

' The ability to manage personnel

' English language skill

' Excellent written and oral communication skills

' Problems solving skills

' Decision maker

' Leadership

' creative thinking and analytical skills

Technical Competencies:

' Excellent written and oral communication skills.

' Knowledge of business domains.

' Maintain professional internal relationships.

Job Description:

Job Title: Sourcing Specialist Department/Sub-Department: HR

Seniority Level: Specialist

Direct supervisor's job title: Procurement & Supply Manager

Subordinate's job title(s):

Location in the Organization Chart: Level 4:

aqQualifications

Educational qualifications Master's or bachelor's degree in fields of supply chain, engineering, or manufacturing.

Professional  Certificates

Training Courses

Years of experience 4 to 10 years' experience in Sourcing

Job Summary

The Sourcing Specialist implements sourcing plans and tactics to effectively manage the assigned portfolio and associated activities. An important aspect of this role is maximizing supplier performance and supporting the Procurement & supply DP

Key and Main Responsibilities

' Implements plans to assure orders meet specified quality and delivery times and to minimize the total cost of purchases.

' Documents performance to action plans and timelines for assigned sourcing projects.

' Establishes supplier base in conformance with guidance from Managers.

' Handles requests for information, quotations, proposals, and bidding processes.

' Evaluates current and potential suppliers in coordination with Supplier Quality Teams.

' Negotiates with suppliers to meet quality, delivery, and cost objectives.

' Executes contract negotiation and development in coordination with Sourcing Manager and Contract Specialists.

' Drives the parts and process qualification in coordination with Supplier Quality Teams.

' Works with Procurement Manager to guarantee supply for all portfolios.

' Establishes and maintains rapport with all levels of supplier personnel and internal customers.

' Identifies opportunities and implements actions to achieve efficiencies.

Internal Communications:

' Procurement & Supply Manager

External Communications:

' Clients.

' Suppliers.

Personal and Behavioral Competencies:

' Supervisory skills

' Team building

' The ability to manage personnel

' English language skill

' Excellent written and oral communication skills

' Problems solving skills

' Decision maker

' Leadership

' creative thinking and analytical skills

Technical Competencies:

' Excellent written and oral communication skills.

' Knowledge of business domains.

' Maintain professional internal relationships.

Job Description:

Job Title: Procurement Administrator

Department/Sub-Department: HR

Seniority Level: Administrator

Direct supervisor's job title: Procurement & Supply Manager

Subordinate's job title(s):

Location in the Organization Chart: Level 4:

Qualifications

Educational qualifications BScs Degree in Engineering or management or equivalent field.

Professional  Certificates

Training Courses

Years of experience 4 to 10 years' experience in Procurement management

Job Summary

The primary responsibility of the Procurement Administrator is purchasing of goods and services, procurement, contracts administration and related legal issues.

The Procurement Administrator performs administrative and clerical support for acquisition of goods and services

Key and Main Responsibilities

' Creates purchase orders for the acquisition of materials.

' Researches, interviews, and negotiates with suppliers to obtain prices and specifications.

' Receiving bids over fax or through the mail. Entering and recording vendor submissions. Preparing bid responses.

' Contacting vendors or using catalogs to conduct pricing comparisons for materials.

' Performing record keeping, follow-up and reporting activities on organizational purchases.

' Maintaining current inventory of catalogs and vendors.

' Provides routine administrative support.

' Has knowledge of commonly-used concepts, practices, and procedures within a particular field.

' Relies on instructions and pre-established guidelines to perform the functions of the job.

' Primary job functions do not typically require exercising independent judgment.

' Typically reports to a supervisor or manager.

Internal Communications:

' Procurement & Supply Manager

External Communications:

' Clients.

' Suppliers.

Personal and Behavioral Competencies:

' Supervisory skills

' Team building

' The ability to manage personnel

' English language skill

' Excellent written and oral communication skills

' Problems solving skills

' Decision maker

' Leadership

' creative thinking and analytical skills

Technical Competencies:

' Excellent written and oral communication skills.

' Knowledge of business domains.

' Maintain professional internal relationships.

Job Description:

Job Title: Technical Support Manager Department/Sub-Department: Technical Support

HR

Seniority Level: Senior Manager

Direct supervisor's job title: Reports to Operation Manager

Subordinate's job title(s): ' Technical Support team.

Location in the Organization Chart: Level4:

Qualifications

Educational qualifications Bachelor Degree in Telecommunication Engineering or relevant field preferred Extensive experience in a leadership or management role, preferably in the Telecommunication Projects.

Professional  Certificates - iNARTE Telecommunications Engineer certification.

- Registered Communications Distribution Designer (RCDD).

- Broadband Premises Expert and Internet Protocol Engineering Professional.

Training Courses - GSM Technology.

- Converged Solutions

Years of experience ' Strong technical background.

' Previous experience with process improvement.

' 10 years of Technical Support management experience.

' 3-5 years of equivalent leadership experience.

Job Summary

The Technical Support Manager has the daily responsibility for the technical operations of a Telecommunication, including Supporting Projects and coordinating necessary maintenance.

Key and Main Responsibilities

' Proven Strong expertise in managing Technical support for cupper, GSM, UMAX and Collaboration technologies.

' To plan and manage all aspects technical operation within the Company technical operations budget.

' Development of a company's telecommunications policies

' To ensure that the technical operation of the Projects is always safe and complies with current legislation and industry standards.

' To ensure a consistently high standard of technical support.

' Maintenance of records on installation, repair, and replacement of parts and equipment

' Identification of companies' telecommunication needs

' Research on the latest advances in telecommunication technology

' Consultation with vendors and salespeople to discuss new products and upgrades

Internal Communications:

' Operation Manager.

' Training unit.

' Quality management unit.

Personal and Behavioral Competencies:

' Supervisory skills

' Team building

' The ability to manage personnel

' English language skill

' Excellent written and oral communication skills

' Problems solving skills

' Decision maker

' Leadership

' creative thinking and analytical skills

Technical Competencies:

' Excellent written and oral communication skills.

' Knowledge of business domains.

' Maintain professional internal relationships.

OPERATIONAL MANAGEMENT AND PLANS:-

The Operations Manager heads the Operation section consulting Projects  and Procurements and Logistic Departments. The Project Manager is in charge of the Projects with Logistic supports provided by the Procurement and Logistic Manager.

Project Manager coordinates and controls all projects in the establishment including the subcontractor activities, and also controls all staff productivity and material costs, keeping in view the time, scope and quality to be in line with the prescribed procedure  and standards to the best satisfaction of the customers.

OTC ensures the best available project management skills, techniques and tools to successfully complete all phases of a project namely site Survey, Design, and Planning, Manpower utilization, Logistic support, Budgeting, Quality and Safety checks, In-progress inspection, Final Testing, Inspection and Commissioning.

The Operation section is well supported by the Administration section, which is managed by the Administration Manager who is also managing the Marketing side.

This Section engulfs Human Resources, Finance, Sales & Marketing, and Contracts sections.  Apart from its normal functions, this section ensures that efficient after sales services are provided to the customers and all contractual matters are resolved amicably.

The General Manager is responsible for all the business entities of the Establishment.

ROLE OF OPERATIONS DEPARTMENT:-

' Main function of the Operations Department is facilitating Marketing Department for identification of suitable works for the dredging fleet under its control for continued deployment of dredgers in India and abroad.

' Based on the details received from the Marketing Department, Operations Department will study the tender and other documents to assess the feasibility of the proposed Projects to identify most suitable dredger(s), dredging methodology, etc., if necessary, after carrying out site visits, soil investigation, surveys, etc.

' Operations Department carries out study of the following site conditions for assessing the flexibility of the project.

' Site conditions by collecting data such as the nature and type of dredging, purpose of dredging, quantity to be dredged/reclaimed, method of disposal, nature and characteristics of the material to be dredged, approaches to the dredging site, physical facilities available at/in and around dredging areas such as electricity, water supply, stack yard facilities, space for assembly and launching of floating pipeline equipment, availability of cranes, bull-dozers, pay-loaders, back-hoe, bunkers, lube oils, transport facilities etc.

' Availability of floatation for the dredgers and other floating crafts, sea and hydrological conditions such as waves, tides, floods, tsunamis, currents, hydrographic information such as soundings, high water and low water lines, marshy areas, coral reefs, details of the sediment, siltation, and other factors affecting the maintenance of the depths in the dredging area, subsoil information regarding its dredge ability.

' Meteorological conditions such as weather, climate, temperature, rainfall, humidity, cyclones, typhoons, seismological conditions such as volcanic zones, earthquakes etc.

ORGANIZATIONAL SUTRUCTURE:-

Equipment Request:

The request form should send to PMO.

PMO should sign the request form from The GM

Request Form will send to store keeper.

Store keeper will deliver the equipment listed in request form.

Store keeper should add the equipment delivered to delivered form.

Storing Equipment:

Store Keeper should Prepare Safe and equipped Place to Receive the Equipment.

Store keeper should sign the receiving Form.

The equipment received should add to the Material List.

The Equipment safety and Quantity will be the Store keeper responsibility.

OPERATINAL STRATEGIES OF OTC:-

' Define the Technical Specifications required for input and out but of product.

' The adoption and classification of suppliers.

' MINIMUM QUALITY REQUIREMENTS.

Supplier's shall develop, document, implement and maintain a quality providing a high

degree of confidence that material and services will conform to contract requirements.

' SUPLIER RATING

Suppliers are expected to make the necessary commitments to achieve and maintain a 100% Quality and Delivery Rating.

In the event a Supplier fails to maintain the minimum of 98% for either Quality or Delivery Ratings pursuant to any award issued as a result of the Purchase Order, OTC may elect to begin termination for default proceedings in accordance with the Purchase Order Terms and Conditions.

In addition, Supplier may be subject to permanent elimination from the OTC Supply Base.

' SPEED OF DELIVERY

OTC will evaluate the suppliers regarding the fast of delivering Items needed if there is any urgent case.

' Test items purchased in terms of compliance with the standards of quality, performance, safety and reliability.

' Receive, storage and ordering materials correctly.

' Quality audit process.

' Evaluate the Operations and take the necessary corrective actions.

' Check the final product to ensure its compliance with the requirements of:

1. Technology

2. Reliability

3. Maintenance

4. Performativity

Regarding to the flow chart the purchasing process will follow the instruction of Quality Standard as below:

When the purchasing process, the team should starts define the Technical Specifications required for input and out but of product and be clear with every specification needed before start looking for suppliers.

Then start adoption and classification of suppliers.

Supplier's shall develop, document, implement and maintain a quality providing a high degree of confidence that material and services will conform to contract requirements.

At this Process start the rating of supplier regarding the delivery speed and quality of equipment.

In the event a Supplier fails to maintain the minimum of 98% for either Quality or Delivery Ratings pursuant to any award issued as a result of the Purchase Order, OTC may elect to begin termination for default proceedings in accordance with the Purchase Order Terms and Conditions.

Then start the Test of items purchased in terms of compliance with the standards of quality, performance, safety and reliability.

When the equipment passed the accordance test procurement department stat Receiving, storing and ordering materials correctly.

The QA department start evaluates the operations and takes the necessary corrective actions.

Sample Of Operational Plan Strategy:-

An operational or business plan is derived from the strategic plan. This business plan is a detailed action plan to accomplish the objectives of the club. It outlines who is responsible to carry out the tasks, time frames, costs for each year of the plan's duration and performance indicators.

Strategic Intent Objective Strategy Performance Indicator Bud-get Time-line Respons-ibility Progre-ss

Participation/Member-ship To increase by 25 players the number of registered junior players by the start of competition. Place information about junior registrations in local primary schools newsletter. Promotional brochure produced Junior players increased by 25 players.

$1,000 8 weeks before start of season Marketing Officer Completed

1. Basic Operational Plan Requirements

1.1 Risk analysis techniques

Management of operational risk is usually the direct responsibility of a senior or middle manager (Operations Manager, PMO manager and project manager) whom will be:

Measurement of risk is necessary in order to compare and rate risks across the organization in terms of agreed risk criteria such as potential consequences and probability of each risk happening.

There are a variety of techniques available for analysing risk, including:

' Risk probability and impact assessment

' Probability and impact matrix

' Expert judgment

' etc

Most organizations define scales for rating risk in terms of an agreed risk criteria in order to ensure consistency across the organization and to allow ranking and prioritization of risks, and a Risk Log that defines each risk and the action to be taken should the risk materialize will be incorporated in the operational plan

1.2 Analyse the relationship between strategic and operational plans

In general terms, a strategic plan is an overview of an organization's objectives and the methods of achieving those objectives, whilst operational plans are the means by which different parts of the organization will use their resources to achieve the strategic objectives.

The relationship between strategic and operational plans is sometimes referred to as 'alignment', and one of the most important criteria for success in implementing operational plans is the degree of alignment with strategy.

2. Develop an operational plan

2.1 Identify specific, measurable, achievable, realistic and time-bound (SMART) objectives and key performance indicators (KPIs)

An operational plan must have clear SMART objectives to provide focus and direction:

Specific: Clear, unambiguous, straightforward, and understandable

Measurable: Related to quantified or qualitative performance measures

Achievable: With known resources

Realistic: Linked to business needs

Time-bound: Building-in completion date and review dates

Key Performance Indicators (KPIs) are a set of values that measure the effectiveness of an operational plan or business process, and selecting and monitoring the right KPIs is essential for effective business performance and decision-making.

There are a number of sub-categories of KPIs, including:

' Quantitative indicators

' Qualitative indicators

' Leading indicators

' Lagging indicators

' Input indicators

' Process indicators

' Output indicators

' etc.

In short, SMART objectives are what the operational plan needs to achieve, whilst KPIs are the measures that that indicate the degree of progress to those objectives.

2.2 Identify evaluation mechanisms appropriate to the plan

Monitoring and evaluation is integral to the operational planning process, and is necessary to ensure effective implementation and attainment of objectives.

Systems and processes should be put in place to ensure that potential problems can be quickly identified and dealt with, and these systems and processes must be clearly communicated and understood.

KPIs are used to monitor and evaluate progress against objectives, and other methods such as periodic review, questionnaires, interviews and focus groups may also be useful as evaluation mechanisms.

2.3 Actions to ensure that plans are consistent with organisational strategy, objectives, values, policies and procedures

Operational plans are the means by which different parts of the organization will use their resources to achieve strategic objectives.

Operational plans should not therefore be developed in isolation, and must also take into account other aspects of the organization, such as organizational values, policies and procedures, when being developed.

2.4 Proportionate and targeted plans to manage identified risks

Risk Management is the process of identifying, assessing and controlling the level of those risks that present a threat to the operational plan.

There are a number of ways to respond to risk, depending upon factors such as cost, available resources, the likelihood of it occurring and the potential consequences of the risk:

Ignore the risk ' if the organization can live with the impact of the risk event or the cost to remove the risk is prohibitive

monitor the risk ' if the risk event is unlikely

avoid the risk ' if the condition causing the risk can be isolated

outsource the risk ' assign the responsibility for the risk to a third party

mitigate the risk ' eliminate or minimize the risk

The development, implementation and maintenance of risk management processes can be time consuming and costly, and the time and cost involved must be in proportion to the potential impact of the risk.

2.5 Actions to ensure that plans complement and maximise synergy with other business areas

Operational plans must be consistent with organizational strategy, objectives, values, policies and procedures and not be developed in isolation: operational plans in an organisation should complement each other and maximise synergy across the business since they are all using their resources to achieve the same strategic objectives.

2.6 Organisational policies and procedures, legal and ethical requirements

In addition to ensuring that plans are consistent with organisational strategy, objectives, values, policies and procedures (AC 2.3), care must also be taken to ensure that operational plans, and the preparation and implementation of operational plans, adhere to any relevant legal and ethical requirements

3. Implement an operational plans

3.1 Budgets and timescales

The main components of an operational plan, include budgets and timescales.

3.2 Communicate the requirements of the plans to those who will be affects

In order to ensure effective implementation of the operational plan, it is necessary to communicate the requirements of the plan to those involved or affected by the implementation, i.e. the 'stakeholders'.

Communication strategies might include:

' team meetings

' toolbox talks

' a formal communications plan that includes:

o description of the operational plan

o communication objectives

o key messages

o target groups

o communication tools for each target group

o allocated responsibilities for communication to named individuals

o communication timelines

o communications budget

' use of intranet or bulletin boards

' etc

3.3 Revise plans in the light of changing circumstances in accordance with strategic objectives and identified risks

The importance of operational plans taking full account of risk and strategic objectives, and, if operational plans are to remain current and viable, they may need to be reviewed and revised if there are any changes in circumstances that might prevent the plan effectively managing risk or attaining strategic objectives.

It will, of course, be necessary to inform all stakeholders of any adjustments to the plan so that they are then able to make any necessary changes to their own associated sub-sets or sub-plans

4. Evaluate the effectiveness of an operational plan

4.1 Conduct periodic reviews of the progress and effectiveness of the plans, using information from a range of sources

The importance of monitoring and evaluation, and part of this process will be periodic reviews of the progress and effectiveness of the plan to date.

In some organizations, and depending upon the complexity of the operational plan, the periodic review will be a formal report to senior management.

Information should be gathered from a range of sources, preferably including all stakeholders.

4.2 Report on the effectiveness of operational plans in the appropriate format

The Report on the effectiveness of the operational plan and its associated sub-sets or sub-plans should record, for example, how the plan has been put into practice and how it has been evaluated and adjusted, and it should also identify good practice and areas for improvement to help and inform future planning.

The Report should be communicated to all stakeholders in an appropriate business format.

Issues of Concern to Operations Manager

Operations Management (Om):

Operation Management is concerned with the management of the physical reserves (including labor), systems or processes required for production whether the product is a manufactured item or service. In other words, OM is about the production of goods and services.

Transforming inputs into outputs:-

Operations are classified into manufacturing or service based on their eventual outputs. Manufacturing is tangible and product oriented, while service is act oriented.'

Manufacturing Service

Output Tangible Intangible

Customer Contact Low High

Uniformity of input/output High Low

Labor Content Low High

Measurability Easy Difficult

Inventory Yes No

Other Functions:-

OM is considered a prerequisite to and therefore more important than the financial management and marketing management.

Particular Concern of Operation Management:-

Inventory Levels, schedules, deliveries, coordination, manufacturing processes, training, transportation, and quality control. Within manufacturing processes is included  Production Technology  which  includes automation, factory layout, job design, product design.  OM needs to consider what are the limitations of economics and technology on operations.

Process Selection for OM functions:-

These are based on forecasts of demand and product design. Om needs to consider the impacts on physical plant layout and the required labor.

Types of Production

Job Shop or small lots-unit costs and flexibility are high

Batch production:-

variety in larger lots, i.e food processing, cans of soup. All products are washed etc. Standardized job shop where products follow flow

Assembly line:-

large volumes of standardized output. Discrete units of products. Variety is low, processes are standard, unit costs low, flexibility is

low and machine utilization is high. Car assembly.

Continuous processing:-

This is for large volumes of standardized outputs. Products are measured on a continuous basis such as oil and liquid chemicals. Effectively turning on a spigot.

Single Project           Batch Production         Assembly Line           Continuous Process

Efficiency-versus flexibility- As one moves from Job shop to continuous type of processing, one gains efficiencies of large output but loses ability to be flexible. There is little room for customization of the process.

Productivity measures effectiveness of use of resources in production of goods and services:

Productivity =                    Production Output

Input

Total productivity= Quantity of production at Standard Price

Cost of labor, facilities and raw materials

Production Line:-

What one has to watch for in any production line are Bottlenecks and keeping a Balanced Line. A balanced line is one where assigned tasks are as evenly distributed along the line as possible so as to spread the workload evenly among stations. Bottlenecks occur when the capacity of a one stage holds up the production in another stage. For example if it takes 60 seconds to make a product in stage one, but only 40 seconds to make a product in stage 2, then stage 2 will wait 20 seconds for it to receive a product from stage 1. Make or buy, relationships with supplier  See attached Charts

Inventory:-

When considering inventory amounts one considers trade offs of having a large inventory or small inventory such as ordering costs (fixed costs including clerical work, handling of goods), replenishing lead times vs. capital costs (this includes carrying costs or loss of opportunity for the capital employed in inventory), shortage costs (miscalculating stock requirements), Risk costs (including obsolescence of items held in inventory, monitoring of levels, proper storage, theft, insurance and taxes-the higher the inventory levels the higher the risk costs- which are approximated at 20-30% of value)

ABC inventory:-

classifies according to importance.

A (very important)= 10-20% of the number of units and 60-80% of value.

B moderate 30% of number and 25%-35%  of value.

C  50-60% of items and 5-15% of value. These are guideline percentages and are not absolute. This affords the opportunity to tightly control A since it's the highest value; normally control B and use a simple control on C to be most efficient.

Just-in-Time:-

The right quantity at the right place in the right amount of time. Inventory is considered waste. A philosophy of the elimination of waste, simplicity, continuous improvement and flexibility.  This is a pull system, where the customer's purchase pulls output from final stage which in turn pulls from prior stages. Requires high quality as time is short. Use of small lots, quick set ups and continuous coordination of activities. Suppliers have to be reliable. Low inventory levels now respected, risky for managers Traditional s stem is a push s stem with ample inventor.

JIT Traditional

Movement of Work Pull Push

Quality Zero Defects Some Scrap

Lot Size Small Trade off between inventory and set up

Set up Quick and frequent Not a factor

Inventory Minimal Higher

Work Systems:

Job Design:-

which is employed to maximize efficiency and productivity.

Job measurement:-

sets standards and efficiency for task performance

Labor 'job design, training, responsibility

Scheduling sequencing, priorities

Work Measurement- helps schedule operations; capacity planning; performance evaluation

Project Scheduling ' sequence or path, including time. Total of all activity times is Path Time. Critical Path is a path with the longest time sequence. These are items critical to the completion of the job. Job is delayed if activities on the path are delayed.

Project completion time is sum of times on path. Items used are earliest start, latest start, earliest finish, latest finish.

Operations Quality

Quality is important:

Malcolm Baldridge National Quality Awards:-

for example, US National Institute for Standards and Technology- customer satisfaction based; Given to companies to recognize excellence in quality management.

ISO 9000 Standard- International Standard Organization from m9000-

9004 for design and development to procurement, production, installation and servicing. Helps to compete and deal in a global market.

Deming Prize 'Japanese for successful efforts, companywide to institute statistical quality control principles

Total Quality Management (TQM):-

An integrated effort designed to improve quality performance at every level of the organization. Quality monitoring, Use of statistical quality control- acceptance sampling accepting or rejecting production of a lot based on sample items. Used for large lots and quick production, similar items, low consequences for poor quality (Single, double, multiple sampling) inspection. Its focus is on serving customers, identifying the causes of quality problems and building quality into the production process.

Quality Costs:-

Internal Failure costs: Production process defects, bad equipment, settings and procedure, reworking, repairs, inspection costs

External Failure Costs: After delivery of product, warranty, customer service, returns. Company seeks to prevent these.

Appraisal Costs: Costs of detecting defects in products- inspection, testing, laboratory costs, equipment and costs of audits

Prevention Costs: activity costs incurred in advance of problems, including planning, training and designing, Generic Approach to Improving Quality Good design helps:

     Quicker production Quality

Customer Satisfaction

Conforms to regulations

I. Be alert to deficiencies

2. Find Specific problems

3. Diagnose cause or causes

4. Determine remedies ' both systems and attitudes.

5. Implement remedies, including controls to hold gains.

FINANCIAL MANAGEMENT AND PLANS:-

Finance is the part of an organization that manage its money. The business functions of a finance department typically include planning, organizing, auditing, accounting  and controlling its company's finances. The finance department also usually produces the company's financial statements.

The department of Finance provides skills required in a wide range of finance-related fields such as; corporate or business finance, financial management in government and not-for-profit organizations, financial planning, investments, banking, insurance, real estate, public accounting, and health systems. A concentration in finance offers a strong foundation, an understanding of global issues , and skills in Financial Management of Operation and Technology Company.

Financial Plan:-

The financial section formulates a comprehensive set of credible projections outlining the company's anticipated financial performance. This section addresses bottom-line concerns, therefore, it must provide the viewer with accurate and acceptable projections. The reliability of supporting data must be emphasized, as the viewer will have no reason to doubt the projections when the source is verified. The following information is generally included in this section:

' A set of assumptions on which the projections are based.

' Projected income statements for 3 to 5 years. (The first year is presented in a monthly format, the next two years in a quarterly format, and the next two years in an annual format.)

' Projected cash flow statements for the first two years in as much detail as possible.

' Current and projected balance sheets reflecting the financial position of the business at its inception or present condition and projected year-end balance sheets for each year presented. (A new start-up will have no history.)

' Break-even analysis that demonstrates when the business (new start-up) or new operating division will become profitable.

Budget Details

Resouces Salaries

Resouces Daily Rate # Days # Resources Utilization Total Cost

'''' '''''' Project Manager 300.00 30.0 1.0 100% SAR 9,000.00

'''' '''''' Project Engineer 200.00 30.0 3.0 100% SAR 18,000.00

Surveyor '''' 100.00 30.0 2.0 100% SAR 6,000.00

'''' '''' Project Supervisor 150.00 30.0 3.0 100% SAR 13,500.00

'''' '''''' Documents Controler 167.00 30.0 2.0 100% SAR 10,020.00

''  Technician 110.00 30.0 12.0 100% SAR 39,600.00

'''' '' Helper Technician 67.00 30.0 8.0 100% SAR 16,080.00

Total Salaries ( Overhead Included) SAR 112,200.00

Company  Vehicles Cost

'''' '''''' ''''''

Vehicles Daily Rate # Days # Vehicles Total Cost

Company Car 66 30 15 29700

Total Vehicles Cost SAR 29,700.00

Materials Cost

'''' ''''

'''''' Items '''' Unit '''' Qty '' '''' U. Price '''''' Total Price

Rack 9U with 1 shelf & 1 PDU 6Way & 1 Fan Each 50.0 295.00 14750.00

Rack 15U with 1 shelf & 1 PDU 6Way & 2 Fan Each 50.0 400.00 20000.00

Modem High speed Elecon Each 20.0 1850.00 37000.00

Cat6 Cable  (Roll 305m) Roll 20.0 385.00 7700.00

RJ45 Connector Each 400.0 0.50 200.00

Face Plate Single port Each 100.0 5.00 500.00

Jack Module Each 100.0 12.00 1200.00

Junber cable 1 pair Roll 500.0 0.50 250.00

RJ11 Connector Each 400.0 0.20 80.00

Flexible Pipe 30meter meter 200.0 40.00 8000.00

white Trunke 16*16 mm Each 1000.0 1.00 1000.00

white Clambe Box 50.0 10.00 500.00

White Concrete Box 10.0 17.00 170.00

Cable Tie - '''' '''''' Box 20.0 10.00 200.00

Scrow Box 20.0 10.00 200.00

Fisher Box 20.0 10.00 200.00

Total Material cost SAR 91,950.00

Miscellaneous Cost

'''' ''''

Items Daily Rate Qty #  Day Total Cost

'''''''''''' Water SAR 10.00 1.0 30.0 SAR 300.00

'''''''''' Fuel SAR 0.45 300.0 9.0 SAR 1,215.00

''''''''  Hail Accommodation SAR 100.00 1.0 30.0 SAR 3,000.00

''''''''  Alahsa Accommodation SAR 75.00 1.0 30.0 SAR 2,250.00

''''''''  Dammam Accommodation SAR 60.00 1.0 30.0 SAR 1,800.00

''''''''  Hafr albatin Accommodation SAR 75.00 1.0 30.0 SAR 2,250.00

Internet and Telecom - '''' '' '''''' SAR 60.00 1.0 30.0 SAR 1,800.00

Stationary and printing SAR 100.00 1.0 2.0 SAR 200.00

Total Miscellaneous Cost SAR 12,815.00

Total  cost / Month SAR 246,665.00

OTC Corporation Five Year Financial Plan

Model Inputs and Investor Scenario

Year One Model Inputs

1. Year One Revenue Expectancy

Product 1 Product 2 Product 3 Product 4

Annual revenue per financial product $300,000 $600,000 $750,000 $150,000

Total year one product (noninterest) revenue $1,800,000

2. Credit Loss Provision Factor 3%

3. Annual Tax Rate 30%

General Notes and Assumptions

Profit and Loss Projections

Year-by-Year Profit and Loss Assumptions

Year 1 Year 2 Year 3 Year 4 Year 5

Annual cumulative price (revenue) increase - 2.00% 4.00% 6.00% 8.00%

Annual cumulative inflation (expense) increase - 2.00% 4.00% 6.00% 8.00%

Interest rate on ending cash balance 0.50% 0.50% 0.50% 0.50% 0.50%

Year 1 Year 2 Year 3 Year 4 Year 5

Interest Income

Loans, including fees $0 $0 $0 $0 $0

Interest on federal funds sold $0 $0 $0 $0 $0

Interest and dividends on investment securities $100,000 $102,000 $106,080 $112,445 $121,440

Taxable $0 $0 $0 $0 $0

Nontaxable $0 $0 $0 $0 $0

Other $0 $0 $0 $0 $0

Total Interest Income $100,000 $102,000 $106,080 $112,445 $121,440

Interest Expense

Interest on deposits $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000

Interest on other borrowings $0 $0 $0 $0 $0

Other $0 $0 $0 $0 $0

Total Interest Expense $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000

Net Interest Income Before Provision for Credit Losses ($1,400,000) ($1,398,000) ($1,393,920) ($1,387,555) ($1,378,560)

Provision for credit losses $3,000 $3,060 $3,182 $3,373 $3,643

Net Interest Income ($1,403,000) ($1,401,060) ($1,397,102) ($1,390,929) ($1,382,203)

Noninterest Income

Service charges $40,000 $40,800 $42,432 $44,978 $48,576

Product revenue (not fee-related) $1,800,000 $1,836,000 $1,872,000 $1,908,000 $1,944,000

Loan placement fees $60,000 $60,300 $60,602 $60,905 $61,209

Gain on sale of securities $0 $0 $0 $0 $0

Gain on sale of other real estate owned $0 $0 $0 $0 $0

Gain on sale of fixed assets $0 $0 $0 $0 $0

Other $0 $0 $0 $0 $0

Total Noninterest Income $1,900,000 $1,937,100 $1,975,034 $2,013,882 $2,053,785

Noninterest Expense

Salaries and employee benefits $600,000 $612,000 $636,480 $674,669 $728,642

Occupancy fees $65,000 $66,300 $68,952 $73,089 $78,936

Equipment $25,000 $25,500 $26,520 $28,111 $30,360

Data processing $80,000 $81,600 $84,864 $89,956 $97,152

Professional fees $50,000 $51,000 $53,040 $56,222 $60,720

Director fees $40,000 $40,800 $42,432 $44,978 $48,576

Amortization $0 $0 $0 $0 $0

Litigation $50,000 $51,000 $53,040 $56,222 $60,720

Other $5,000 $5,100 $5,304 $5,622 $6,072

Total Noninterest Expense $915,000 $933,300 $970,632 $1,028,870 $1,111,180

Income before taxes on income ($418,000) ($397,260) ($392,701) ($405,916) ($439,597)

Taxes on income ($125,400) ($119,178) ($117,810) ($121,775) ($131,879)

Net Income or Loss ($292,600) ($278,082) ($274,891) ($284,141) ($307,718)

BUDGETING TEMPELETS OTC:-

1) The Project Budget Template is required.  The Organizational Budget Template is not.  You may submit your organizational budget in your own format if you so choose.

2) You may insert additional rows as needed on the templates.

3) The Project Budget must be explained in the Budget Narrative Justification part  of the application.  It is where you explain how you get to the numbers listed on the budget.  It is also where you explain the reasoning behind any items on the budget that are not self explanatory.  If you are lumping costs together on the budget template, then please explain in the narrative.

4) The Project Budget should be for the period that you are requesting funding (the same  period as listed on the cover page of the application).

5) On the revenues section of the templates, please only list out foundation, corporation, and federation revenues of $1,000 or greater.  Include all others in "other".

6) On the templates, pending revenues means revenue that has already been requested but not yet granted.  This might also include grants not yet submitted but that plan to be submitted in the very near future.

7) If a line item on the budget is not applicable, then you may leave it blank.

See the User Guide for more information about completing the budget templates.

8)

CAPITAL BUDGETING SYSTEM:-

Planning

Includes real estate and design consultants, feasibility studies, staff time dedicated to project management.

Capital Campaign Expense

Consulting fees, feasibility study, donor recognition, special events, collateral material, campaign software, etc.

Project Financing Costs

Appraisals, interest, environmental audits, application fees, points, legal fees, bond fees, mortgage recording taxes, title insurance.

Project Acquisition and Constructions

Includes taxes, assessments, fees and permits, legal fees, appraisal.

Design

Project management, architects and engineer fees, permits, filing fees.

Construction

Project management.

Other

Swing or interim space; moving costs, foregone revenue during "down" time, FF&E.

HARD COSTS:-

Site Acquisition

This list is typical of the categories specified by the architect when developing the construction cost estimate. The term "hard costs" often is referred to as the "bricks and mortar"; and excludes technical assistance, consulting fees, etc, those are all classified as "soft costs".

BUDGETS:-

' Variable cost analysis

' Fixed cost analysis

' Break-even analysis

' Projected Profit and Loss information, Cash-Flow projections.

Ignore these unless this is a standalone plan as they will be included with the Business Plan.

INITIATIVE MAPPING AND BUDGETING:-

' Extend Initiative and Projects that are part of Scorecard Model into Action Plans or document with existing plans.

' Link the Initiative / Projects within the Scorecard Model to the Budgeting Process.

' Identify gaps and short coming with linking and make recommendations to improve.

' Cross walk all major initiatives against the Strategic Objectives - Pareto Chart the initiatives / projects.

' Work back upstream from initiatives / projects not linked and document any missing lower level objectives in strategic plan and / or strategy map.

RESOURCE SALARIES OF OTC:-

Resource Salaries

Resource Monthly Salary Hourly Rate Optimzation Hours # Resources Monthly Yearly

PM Salary (Overhead included) SAR 15,400 SAR 60 4.00 10 SAR 72,000 SAR 864,000

Tech Salary (Overhead included) SAR 6,600 SAR 25 3.00 100 SAR 225,000 SAR 2,700,000

Non Tech User Salary(Overhead Inclided ) SAR 7,700 SAR 29 2.00 55 SAR 95,700 SAR 1,148,400

Total Cost SAR 392,700 SAR 4,712,400

Resource Salaries Saving / Software

Resource Monthly Salary Hourly Rate Optimization Hours # Resources Monthly Yearly

PM Salary (Overhead included) SAR 15,400 SAR 60 4.00 10 SAR 72,000 SAR 864,000

Tech Salary (Overhead included) SAR 6,600 SAR 25 6.00 100 SAR 450,000 ###########

Non Tech User Salary(Overhead Included ) SAR 7,700 SAR 29 4.00 55 SAR 191,400 ###########

Total Cost SAR 713,400 ###########

Resource Salaries Saving / Hardware

Resource Monthly Salary Hourly Rate Optimization Hours # Resources Monthly Yearly

PM Salary (Overhead included) SAR 15,400 SAR 60 2.00 10 SAR 36,000 SAR 432,000

Tech Salary (Overhead included) SAR 6,600 SAR 25 3.00 80 SAR 180,000 ###########

Tech Salary (Overhead included) SAR 8,800 SAR 33 2.00 20 SAR 39,600 SAR 475,200

Non Tech User Salary(Overhead Included ) SAR 7,700 SAR 29 4.00 55 SAR 191,400 ###########

Total Cost SAR 447,000 ###########

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