1

Topic name
“Factors that are affecting the productivity and improving productivity on the basis of MNC”
HRM411
Section 1

Submitted To
Rumana Afroze
Assistant Professor
Department of Business Administration

Submitted by

Name ID
Md. Kamrul hasan (aqash) 2015-2-10-054
Fahim Ali Khan 2015-2-10-219
Tasnim Tabassum 2015-2-10-047
Ayesha Ahmed Kashfea 2015-1-10-334

Date of Submission
24th july 2019
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Table of Content

Contents
Letter of Transmittal........................................................................................................................4
Acknowledgement...........................................................................................................................4
Executive Summary.........................................................................................................................5
1.0. Introduction...............................................................................................................................5
1.1. Background of the study.......................................................................................................5
1.2. Objectives of the study..........................................................................................................6
1.3. Methodologies.......................................................................................................................6
1.4. Data collections.....................................................................................................................6
1.5. Scope of the Study................................................................................................................7
1.6. Limitation of the study..........................................................................................................7
1.6.1. Limitation of time...........................................................................................................7
1.6.2. Lack of records...............................................................................................................7
2.0. Literature Review.....................................................................................................................7
2.1. Article 1:...............................................................................................................................7
2.2. Article 2:...............................................................................................................................8
2.3. Article 3:...............................................................................................................................8
2.4. Article 4:...............................................................................................................................9
2.5. Article 5:...............................................................................................................................9
3.0 Theoretical Background...........................................................................................................10
3.1. Definition............................................................................................................................10
3.1.1. productivity:.................................................................................................................10
3.1.2. Improving productivity:...............................................................................................10
3.2. Types of factors that can affect the productivity and improving productivity:..................11
3.3 Significance..........................................................................................................................12
3.3.1 productivity:..................................................................................................................12
3.3.2. Improving productivity:...............................................................................................13
3.4 Limitation.............................................................................................................................14
4.0. Company Overview................................................................................................................15
4.1. Historical Background:.......................................................................................................15
4.2. Mission of Transcom bevarage :.........................................................................................15
4.3. Vision of Transcom bevarage :...........................................................................................15
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4.4. Guiding Principles:.............................................................................................................16

4.4.1. Care for our customers, our consumers and the world we live in................................16
4.4.2. Sell only products we can be proud of.........................................................................16
4.4.3. Speak with truth and candor.........................................................................................16
4.4.4. Win with diversity and inclusion..................................................................................16
4.4.5. Balance short-term and long-term................................................................................16
4.4.6. Respect others and succeed together............................................................................17
5.0. Analysis..................................................................................................................................17
5.1. What is the business strategy of TRANSCOM BEVERAGE LTDto improve productivity?
....................................................................................................................................................17
5.2. What is the HR strategy of TRANSCOM BEVERAGE LTDto improve productivity?....17
5.3 Factors that are affecting the productivity and improving productivity:.............................17
. FINDING:..................................................................................................................................20
7.0 Conclusion and Recommendation...........................................................................................20
7.1 Conclusion:..........................................................................................................................21
7.2 Recommendation:................................................................................................................21
Reference.......................................................................................................................................22
Appendix........................................................................................................................................23
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Letter of Transmittal

24 July, 2019
Rumana Afroze
Assistant Professor
Department of Business Administration
East West University
Subject: Term paper on “Factors that are affecting the productivity and improving productivity
on the basis of MNC”
Dear Madam,
This is to inform you that we are submitting the term paper on “Factors that are affecting the
productivity and improving productivity on the basis of Transcom Beverage Ltd Bangladesh
Ltd” upon completion of our research program on Transcom Beverage Ltd Bangladesh Ltd
We have tried to discuss all the relevant points of a feasibility study while keeping consistency
with Transcom Beverage Ltd Bangladesh Ltd. Any short comes may arise as we are not much
experience in this aspect.
Therefore, we sincerely hope that you will appreciate our effort and we will be grateful if our
paper is accepted for the appropriate purpose.
Sincerely Yours,
Name Signature
Md. Kamrul hasan (aqash)
Fahim Ali Khan
Tasnim Tabassum
Ayesha Ahmed Kashfea

Acknowledgement

Firstly, we are grateful to the Almighty for giving us this opportunity and at the same time, we
want to express our utmost gratitude to my academic supervisor Rumana Afroze for giving us
proper guidance and directions while preparing this term paper, without her kind helps this
would have been a total failure.
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We are also grateful to sakib hasan , HR manager of Transcom Beverage Ltd Bangladesh Ltd
and Rumana Afroze Madam assistant professor of East west University Who provided us with all
the necessary information that we required. In every phase, from topic selection to data
collection and analysis they have helped me a lot.

Executive Summary
This term paper is presented about the Factors that are affecting the productivity and improving
productivity on the basis of Transcom Beverage, Bangladesh Ltd. It also describes the
company’s overview about how the company performing in its business.
Transcom Beverage Ltd group is one of the biggest conglomerates in Bangladesh where a strong
& organized Human Resource Management internally called as ‘People & Organization’ is
always working for the formulation HR strategies for the betterment of the employees as well as
to achieve the ultimate organizational goal. Transcom Beverage Ltd takes its employees as
human capital. Here our objective of study is to discuss about the Factors that are affecting the
productivity and improving productivity on the basis of MNC
Human Resource strategy of Transcom Beverage Ltd is the process of getting the right number
of qualified and competent people into the right job at the right time. Putting another way, HR
planning is the system of matching the supply of people internally and externally with the
openings the company expects to have over a given time frame. The quality of the candidate and
his/her expertise are deciding factor how Transcom Beverage Ltd will succeed in achieving its
visions, objectives and tasks.
Transcom Beverage Ltd. training policy is to support employee training which is directly linked
to the individual’s specific jobs and his or her future development. The training program is
expected to enhance job-related knowledge as well as develop technical and/or managerial skills.
In addition to training program, employees are encouraged to search and utilize personal
developmental opportunities for his/her career progression. Career planning/development
identify a sequence of development activities, formal and informal, short-term or long term that
helps make an individual capable of assuming a higher position in future. Divisions are
responsible for selection employees to enhance their performance to take higher responsibility in
future. Management is responsible for providing leadership and ensures effective training
programs by investing in training. HR will pay facilitator’s role in career development.
Chapter 1

1.0. Introduction

1.1. Background of the study

Now-a-days Human Resource Management is very well practiced in our country. In Human
Resource Management there are some strategies which are followed by the organizations to
maintain their Human Resources. Strategic human resource management is the practice of
attracting, developing, rewarding, and retaining employees for the benefit of both the employees
as individuals and the organization as a whole. For businesses of any size, an increase in
productivity is almost always accompanied by an increase in profits. That's because you're
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getting more output from the same level of input resources. A key task of management is to keep
an eye on productivity and continuously improve it. Productivity in the workplace is not just a
topic that affects business owners, however. It also affects the workforce on a personal level.
Research tells us that productive people feel less stressed, achieve faster and better results, are
more successful in their job and have a more optimized work-life balance. These people are
happy, and happy people are likely to stay in their jobs rather than seek new opportunities
elsewhere. Strategic HRM utilizes the talent and making linkage of productivity with the
business strategy within the human resources department to make their productivity more
efficient stronger and more effective. So main focus is to find out the Factors that effects the
productivity and improving the productivity strategy in Transcom Beverage Ltd. Here this report
contains Factors that are affecting the productivity and improving productivity’s strategies of
Transcom Beverage Ltd Bangladesh.
1.2. Objectives of the study
 Examine Human resource Strategy
 Examine Recruitment and Recruitment Policies
 Examine the production strategy
 Find out the Factors that are affecting the productivity and improving productivity
1.3. Methodologies
The result of the study data and information have been collected from the both the sources
Primary and secondary sources in order to make the report more meaningful and presentable.
The study requires a systematic procedure from selection of the topic to preparation of the final
report. To perform the study, the data sources are to be identified and collected, to be classified,
analyzed, interpreted and presented in a systematic manner. The overall process of methodology
has been given as below-

1.4. Data collections

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1.5. Scope of the Study

The result of the study does not contain any confidential information as a result the scope of the
discussion is limited, apart from that, it is considered that the whole topic Factors that are
affecting the productivity and improving productivity strategy is related to the whole FMCG of
Transcom Beverage Ltd.
1.6. Limitation of the study
Here making the repot there are faced the following problems that may be terms as the limitation
of the study. They are-
1.6.1. Limitation of time
The first obstruct is time itself. Due to the time limit, the scope and dimension of the report has
been shortened. If more time would be taken to prepare this term paper then the outcome of this
research would be more accurate and reliable.
1.6.2. Lack of records
Insufficient books, publications, Facts and figures narrowed the scope of accurate analysis. It is
one kind of more difficult situation to find out article about this related topic. So, this one is
major limitation of this term paper

CHAPTER 2

2.0. Literature Review

2.1. Article 1:

Objective: To ensure product availability and productivity

Methodology: Internet based information
Findings: Both planning scenario and strategic business with cost leader strategy
Limitation: Proper distribution
Nestlé Business Level Strategy
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 The core principle of nestle is helping consumer to have a balanced healthier diet. Nestle uses
both planning scenario and strategic business models. An example of across the industry cost
leader strategy of nestle is its ability to make its entire product available and affordable to
consumers regardless of countries. Income disparities exist among countries, so nestle produce
and repackage products in line with consumers’ capacities.

2.2. Article 2:

Objective: Pursuing both a low cost and a differentiated business level strategy
Methodology: Internet based information
Findings: combination of cost leader and differentiation strategy
Limitation: The struggle with their global competitors
Toyota Business level strategy
Toyota Motor Corporation primarily conducts business in the automotive industry. Toyota also
conducts business in the finance and other industries. Its business segments are automotive
operations, financial services operations and all other operations. Its automotive operations
include the design, manufacture, assembly and sale of passenger cars, recreational and sport
utility vehicles, minivans and trucks and related parts and accessories. Toyota pursues a
combined cost leadership and differentiation strategy that is economies of scopes are relevant. A
dual focus on both cost leadership and differentiation is often required across the various
segments of the value chain. Toyota’s production system is reportedly the most efficient in the
world. This efficiency gives Toyota a low-cost strategy in the global car industry. At the same
time Toyota has differentiated its cars from those of rivals on the basis of superior design and
quality. This superiority allows the company to charge a premium price for many of its popular
models. Thus, Toyota seems to be simultaneously pursuing both a low cost and a differentiated
business level strategy, which is called stuck in the middle.

2.3. Article 3:

Objective: superior products and high standers of performance

Methodology: Internet based information
Findings: Differentiation strategy
Limitation: The struggle with their global competitors
Transcom Beverage Ltd Business level strategy
Transcom beverage, Inc. is one of the world's largest food and beverage companies. The
company's principal businesses include Frito-Lay snacks Pepsi-Cola beverages Gatorade sports
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drinks Tropicana juices, Quaker oats, Pepsi Co merged with the Quaker Oats Company, creating
the world’s fifth-largest food and beverage company, with 15 brands – each generating more
than $1 billion in annual retail sales. Transcom beverage ’s success is the result of superior
products, high standards of performance, distinctive competitive strategies and the high level of
integrity of people. Pepsi Co follows the differentiation strategy. Their ability to innovate is their
competitive advantage. They look for opportunities to capitalize on the value of their brands by
creating new products and varieties. By innovating to meet consumer needs and preferences,
they fill consumption gaps and contribute to create both healthier and indulgent choices for
consumers, and bringing more enjoyment to their lives.

2.4. Article 4:

Objective: Implement and solutions develop

Methodology: Internet based information
Findings: Develop and implement strategies and programs
Limitation: The struggle with their global competitors
Samsung HR strategy
Miguel Payán is Chief Global Strategist at the Global Strategy Group (GSG) at Samsung
Headquarters in Seoul, Korea, where he is responsible for engaging and partnering with
Samsung Group's global business leaders to develop strategic initiatives that enhance business
performance.  Miguel oversees Samsung's 110 consultant strong internal consulting organization
(GSG), which also serves as the Group's talent pipeline for its affiliates' global operations.
Kimberly Schultz is a business-driven Human Capital Strategist who develops and implements
solutions to enhance an organization’s value through its people. Currently, Kimberly is
Globalization Manager in Samsung Group’s HRD Center working to develop and implement
strategies and programs to ensure shared values and culture among Samsung’s ~270,000
overseas employees and executives.

2.5. Article 5:

Objective: Tata’s business spans across a multitude of industries

Methodology: Internet based information
Findings: HR developments that are need to be aware of
Limitation: Improvement of HR strategy
Tata's HR strategy
Tata, which started out as a cotton trader in 1868, is now India's largest and most diversified
conglomerate. Within its domestic base, Tata’s business spans across a multitude of industries,
including information technology services, engineering, power, property development, hotels,
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travel, consumer products, and just about anything that might touch the everyday lives of India's
millions. "What’s new in today’s market, and what human resource departments need to be
aware of, is how visible the job is, within and outside the organization,” Pradhan noted. Some 66
per cent of Tata Sons equity is held by philanthropic trusts endowed by members of the Tata
family, “putting teeth to claims” of a strong commitment to corporate social responsibility
(CSR).

CHAPTER 3

3.0 Theoretical Background

3.1. Definition

3.1.1. productivity:

A measure of the efficiency of a person, machine, factory, system, etc., in converting inputs into
useful outputs.

Productivity is computed by dividing average output per period by the total costs incurred or
resources (capital, energy, material, personnel) consumed in that period. Productivity is a critical
determinant of cost efficiency.

3.1.2. Improving productivity:

Most simply, increased productivity means that your workers are putting out products more
quickly or completing services at a more rapid rate than before. In most businesses, the more
products that workers produce or services they complete, the more money comes in to the
business, making increased productivity a high priority for many business owners. By translating
the potentially amorphous concept of productivity into numerical terms, business owners can
more effectively designate specific goals relating to productivity and determine whether the
employees are meeting these goals.

3.2. Types of factors that can affect the productivity and improving productivity:

Because all organizations are different, all HR strategies are different. According to Armstrong
and Long (1994) and Armstrong and Baron (2002) revealed many variations. Some strategies are
simply very general declarations of intent; others go into much more detail. But two basic types
of HR strategies can be identified: 1) overarching strategies and 2) specific strategies relating to
the different aspects of human resource management.
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Technical factors: Productivity largely depends on technology. Technical factors are the most
important ones. These include proper location, layout and size of the plant and machinery,
correct design of machines and equipment, research and development, automation and
computerization, etc. If the organization uses the latest technology, then its productiveness will
be high.

Production factors: Productivity is related to the production-factors. The production of all

departments should be properly planned, coordinated and controlled. The right quality of raw-
materials should be used for production. The production process should be simplified and
standardized. If everything is well it will increase the productiveness.

Organizational factor: Productivity is directly proportional to the organizational factors. A

simple type of organization should be used. Authority and Responsibility of every individual and
department should be defined properly. The line and staff relationships should also be clearly
defined. So, conflicts between line and staff should be avoided. There should be a division of
labor and specialization as far as possible. This will increase organization's productiveness.

Personnel factors: Productivity of organization is directly related to personnel factors. The right
individual should be selected for suitable posts. After selection, they should be given proper
training and development. They should be given better working conditions and work-
environment. They should be properly motivated; financially, non-financially and with positive
incentives. Incentive wage policies should be introduced. Job security should also be given.
Opinion or suggestions of workers should be given importance. There should be proper transfer,
promotion and other personnel policies. All this will increase the productiveness of the
organization.

Finance factors: Productivity relies on the finance factors. Finance is the life-blood of modem
business. There should be a better control over both fixed capital and working capital. There
should be proper Financial Planning. Capital expenditure should be properly controlled. Both
over and underutilization of capital should be avoided. The management should see that they get
proper returns on the capital which is invested in the business. If the finance is managed properly
the productiveness of the organization will increase.

Management factors: Productivity of organization rests on the management factors. The

management of organization should be scientific, professional, future-oriented, sincere and
competent. Managers should possess imagination, judgement skills and willingness to take risks.
They should make optimum use of the available resources to get maximum output at the lowest
cost. They should use the recent techniques of production. They should develop better relations
with employees and trade unions. They should encourage the employees to give suggestions.
They should provide a good working environment, and should motivate employees to increase
their output. Efficient management is the most significant factor for increasing productiveness
and decreasing cost.

Government factors: Productivity depends on government factors. The management should

have a proper knowledge about the government rules and regulations. They should also maintain
good relations with the government.
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Location factors: Productivity also depends on location factors such as Law and order situation,
infrastructure facilities, nearness to market, nearness to sources of raw-materials, skilled
workforce, etc

3.3 Significance

3.3.1 productivity:

Any effective and successful business understands the importance of productivity in the
workplace. Being productive can help the firm increase and utilize the capacity of the human
resources it has. Most productive companies have happy and healthy employees, which are the
basis of a successful organization. In the video and outline below, I’ve listed the reasons why
productivity is important to the employees, employer and the customers. In the video I also share
three ideas that I present in my productivity Keynote presentations and workshops that will
increase motivation, also known as “proactive behavior.”

Customer Benefit

Productivity in the workplace will often translate into good customer service and interaction.
This total client experience is the key to satisfying customers and clients, and almost all highly
productive companies use this to gain customer loyalty. When a customer is loyal to your
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business, they will share their experience with others, which is a marketing advantage coming
out of high levels of productivity.

The Company

The employees themselves are an investment, and like any investment, they should yield a
healthy or worthwhile return to the company. Therefore, when employees are highly productive
the company achieves its goals of investing in them in the first place. Productivity also helps to
motivate the workplace culture and boost morale, producing an even better company
environment.

The Work Force

More often than not, when a firm is highly productive, it eventually becomes successful, and
because of this, incentives are bound to be made available to the employees. These include pay
raises, bonuses, medical insurance and so on. This will also motivate employees and gives them
more job opportunities as the company grows. Productivity in the workplace is an important
aspect of every company and when top management understands this concept, success is just
around the corner. However, if your company doesn’t give you the incentive to increase
productivity, you may want to start looking for another job because the lifeblood of your
company is running out.

3.3.2. Improving productivity:

Attainment of higher productivity is one of the main aims of any business enterprise. Higher
productivity ensures lesser cost of production, higher production and most effective utilization of
available resources. The concept of productivity is gaining immense popularity among
producers, employees, and consumers. It is being applied with utmost success in Government,
private and every other type of undertakings as has already been pointed out that increased
productivity ensures higher profits which can be further utilized for installing latest technology
and know-how effecting further improvements in the enterprise. Increased productivity is a
potent instrument in ensuring greater social and economic development of an economy.

3.4 Limitation

Strong self-discipline
Unfortunately, productivity doesn’t come naturally to some people because others are innately
lacking in self-discipline. Without this trait, it will be challenging to create quality output in the
space of time that makes it desirable. For example, a procrastinator may produce good results,
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but if the output can’t be produced within the required timeframe, it can seriously hamper
productivity.

Distractions
Being in a productive environment comes with its own challenges, such as the exposure to
numerous distractions. Some of these include the constant influx of messages and emails, which
will then tempt you to answer them even if it isn’t necessary. Doing so can inhibit your
productivity. In these cases, it’s necessary to make your environment conducive to productivity
but this can’t always be the solution if your working environment is not in your own control.

Resisting the fear of missing out

As mentioned earlier, a productive person is one who is clear and focused. These characteristics
make a person productive because they are able to resist temptations and distractions that will
derail them from achieving their objectives. On the other hand, falling prey to signifies the lack
of clarity and focus, which then leads to an absence in productivity.

CHAPTER 4

4.0. Company Overview

4.1. Historical Background:

Originated with tea plantations in 1885, TRANSCOM today is one of the leading and fastest
growing diversified business houses in the country employing over 10000 people. Not many
industrial groups in Bangladesh can claim a history of continuous business pursuits stretching
back over 125 years! Initially tea and later jute formed the backbone of the family business.

Transcom Beverage Ltd (TBL) is the exclusive franchise. TBL owns and operates modern plants
in Dhaka and Chittagong for bottling the renowned soft drink brands such as, Pepsi, 7UP,
Mirinda, Slice, Mountain Dew, Pepsi Diet and 7UP Light. The company is emerging with the
motto to deliver sustained growth in Bangladesh and move towards dominant Beverage
Company, delighting & nourishing every Bangladeshi, by best meeting their everyday beverages
needs & stakeholders by delivering performance with purpose, through talented people. 2009 has
been an amazing year for TBL, winning several spectacular awards as Transcom beverage 's
exclusive bottling partner in Bangladesh. For its' extraordinary and outstanding venture through
excellence TBL has been rewarded with several prestigious national and international
recognitions.
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4.2. Mission of Transcom beverage:

our mission is to provide consumers around the world with delicious, affordable, convenient and
complementary foods and beverages from wholesome breakfasts to healthy and fun daytime
snacks and beverages to evening treats. We are committed to investing in our people, our
company and the communities where we operate to help position the company for long-term,
sustainable and growth.

4.3. Vision of Transcom beverage:

At Transcom beverage , we're committed to achieving business and financial success while
leaving a positive imprint on society and the environment and we call Performance with
Purpose. This vision means creating products that our consumers are eager to buy and our
employees are proud to sell.

4.4. Guiding Principles:

To advance our mission and vision with honesty, fairness and integrity, we are committed to six
guiding principles. When conducting business around the world, we must always strive to:
4.4.1. Care for our customers, our consumers and the world we live in.
We are driven by the intense, competitive spirit of the marketplace, but we direct this spirit
toward solutions that benefit both our company and our constituents. We see our success as
inextricably linked to that of our customers, consumers and communities.
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4.4.2. Sell only products we can be proud of.

The true test of our standards is our own consumption and endorsement of the products we sell.
Without reservation. Our confidence helps ensure the quality of our products; from the moment
we purchase ingredients to the moment it reaches the consumer's hand.

4.4.3. Speak with truth and candor.

We tell the whole story, not just what's convenient to our individual goals. In addition to being
clear, honest and accurate, we are responsible for ensuring our communications are understood.
4.4.4. Win with diversity and inclusion.
We embrace people with diverse backgrounds, traits and ways of thinking. Our diversity brings
new perspectives into the workplace and encourages innovation, as well as the ability to identify
new market opportunities.
4.4.5. Balance short-term and long-term.
In every decision, we weigh both short-term and long-term risks and benefits. Maintaining this
balance helps sustain our growth and ensures our ideas and solutions are relevant both now and
in the future.
4.4.6. Respect others and succeed together.
Our mutual success depends on mutual respect, inside and outside the company. It requires
people who are capable of working together as part of a team or informal collaboration. While
our company is built on individual excellence, we also recognize the importance and value of
teamwork in turning our goals into accomplishments.

CHAPTER 5

5.0. Analysis

5.1. What is the business strategy of TRANSCOM BEVERAGE LTD to improve

productivity?

Ans: To be successful, it is required that all departments work hard to achieve business goals. To
achieve business goals, organization devises business strategy. Thus, business strategy is the set
of methods or plans to achieve business goals. Transcom Beverage Ltd has been focusing on the
development of effective business strategy for ensuring the market penetration in the different
areas of the global. They are hiring best employee from the market from filtering. They always
try to capture the first position of carbonate beverage industry and maximize the profit. For that
they build up their business strategy according to their mission and vision of the company.
5.2. What is the HR strategy of TRANSCOM BEVERAGE LTD to improve productivity?
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HR department follows the policies by the HR department of TRANSCOM BEVARAGE. At

TRANSCOM BEVARAGE, their belief is that "their people are their greatest asset”. They take
great pride in acknowledging the contribution each one of them makes. They focus on people
development and for that they ensure
 Staff Transcom Beverage Ltd with world class professionals and ensure that the right
system is in place to encourage them to develop to their potentials
 Create a collaborative and mutually supportive work environment that encourages people
to grow.
 Build a team of professionals who deliver expertise by participating in business
decisions.
 Develop Performance Management and reward systems underlying our Business strategy.

5.3 Factors that are affecting the productivity and improving productivity:

HR dept. of Transcom Beverage Ltd do proper manpower practice in Bangladesh as they are
business concern.HR dept. evaluates their human resource properly to get the best outcome.
Through research and developments, the whole hr dept. is more reliable on their HR head, as
they consider their hr head as their guardian. We know that recruitment and selection process of
human resources department is paramount in building a productive workforce. As a result,
TRANSCOM BEVERAGE LTD HR department always try to recruit fresh graduate and train
them according the hr dept. Moreover, they recruit experience one and give the on-job training.
For the fresher their recruitment criteria are their education, presentation and communication
skills, their personality, their way of answering questions. For higher position and experienced
person, they recruit from the beverage and first mover consuming companies like RB, Unilever,
and Nestle Bangladesh etc. As it is seen that TRANSCOM BEVERAGE LTD recruitment and
selection process is very much strong to capture the best employee as a result it impacts in their
productivity. They also try the simplification and improvement of the product and production of
varieties is considered as an intermediate one. The other factors they choose is they mainly
focused on the operational fields and doing research by their analytical and intensive study of the
details of operations. While launching new variety or the new product through HRD has now
become more important for manpower obsolescence
Here’s some of factors which is identified for this organization for their continuous improvement
for productivity
1. Design of Goods and Services. The objective in this strategic decision area of operations
management is to match goods and services, organizational capacity and market demand and
preferences. Transcom beverage ’s operations management does so through market-based
research and development and product innovation. For example, Transcom Beverage Ltd
conducts market research about current trends, such as consumer lifestyles. The results of such
research are used to determine future directions of Transcom beverage ’s products, such as future
variants of Pepsi.
 18

2. Quality Management. This strategic decision area has the objective of optimizing quality
based on business and consumer expectations. Transcom beverage ’s operations management
aims to provide the highest quality products under the company’s “Human Sustainability” goals.
For example, new Transcom Beverage Ltd products are usually improved variants, such as low-
calorie Pepsi products and less-salt Frito-Lay products.

3. Process and Capacity Design. Capacity utilization and process efficiency are the emphases in
this strategic decision area of operations management. Transcom Beverage Ltd aims to maximize
its productivity-cost ratio in this area. For example, the company’s manufacturing facilities are
designed with high-output assembly lines. Also, many of Transcom beverages ’s production
processes are automated for optimal efficiency.

4. Location Strategy. Transcom Beverage Ltd has many company-owned facilities and partner-
owned facilities in strategic locations. Such an operations management approach is based on this
strategic decision area’s objective of maximal reach to target markets. In Transcom beverages ’s
case, such facilities are located in key areas near most retailers. Transcom Beverage Ltd is
especially interested in large retail outlets and food service establishments with high sales
volume.

5. Layout Design and Strategy. Efficient movement of people, materials and information is the
operations management concern in this strategic decision area. In Transcom beverages ’s case,
spaces are designed with efficiency and productivity in mind. For example, layout design in
Transcom Beverage Ltd production facilities is centered on the principles of assembly line
production and total quality management (TQM).

6. Job Design and Human Resources. Transcom beverages human resource management
addresses this strategic decision area through a combination of global corporate HR practices and
divisional HR practices. The main operations management objective in this area is to ensure the
adequacy of Transcom beverages ’s workforce. For example, Transcom Beverage Ltd has an HR
policy and job design process for Frito-Lay, and separate HR policy and job design process for
Quaker Foods. However, all of these policies and processes comply with Transcom beverages ’s
corporate standards and “Talent Sustainability” policy.

7. Supply Chain Management. This strategic decision area focuses on operations management
practices that optimize the supply chain to match demand for materials and intermediary
products. Transcom beverages ’s approach is to diversify and distribute its supply chain hubs.
For example, the company operates supply chain hubs for each regional market. In this way,
Transcom Beverage Ltd optimizes response times to fluctuations in demand.
 19

8. Inventory Management. Transcom beverages inventory management emphasizes

automation. Adequacy, scheduling, and cost minimization are the key objectives in this strategic
area of operations management. Transcom Beverage Ltd does so through computerized
monitoring of inventory. Inventory managers can access real-time data to help them make
decisions.

9. Scheduling. Facility and human resource schedules are the primary concern in this strategic
decision area of operations management. Transcom Beverage Ltd facility managers implement
human resource schedules based on local data. However, automated scheduling is also used for
some of Transcom beverages production space schedules.

10. Maintenance. Transcom beverages’ maintenance concerns are widely varied, considering
the company’s wide array of products and markets. This strategic decision area of operations
management focuses on adequate workforce and other resources that grow with the business.
Transcom Beverage Ltd continues to hire individuals and promotes from within the organization
to grow its workforce. Facilities are expanded, constructed or acquired to support Transcom
beverages ’s growth.

Productivity at Transcom beverages

Transcom beverages ’s operations management practices ensure high performance and
productivity. The company uses different measures or criteria to evaluate actual productivity.
The following are some of the productivity measures used at Transcom beverages:

Batches per facility per day (Transcom Beverage Ltd production facility productivity)
New product ideas per year (product R&D productivity, such as for Pepsi)
New accounts per year (marketing productivity)
CHAPTER 6

. FINDING:
 TRANSCOM BEVERAGE LTD always hire the best talent employees from the market
through recruitment and selection
 Maintain their raw material by forecasting sales
 Always maintain their plants and equipment
 Gathering better plants and equipment for their production
 Try to recruit fresh graduate on basis of their education, communication skill and skillful
employee experienced level job
 Hr department give training the new employees so that they can aware and work to
increase their productivity
 Always tries to maintain the plants and equipment of the company
 20

 TRANSCOM BEVERAGE LTD Selection and recruitment process is very strong to

capture the best talented people
 Maintain a workforce in their working place so that employees can enjoy high levels of
job satisfaction to improve productivity

CHAPTER 7

7.0 Conclusion and Recommendation

7.1 Conclusion:

Transcom Beverage Ltd is a name of standard and quality product. Use of standardized
instrument transfer techniques can yield significant benefits for the operating team. Like most
psychomotor skills practice is required before proficiency can be achieved. The effort required is
worthwhile if the team wants to maximize efficiency, safety, and reduce stress throughout the
workday. To be successful in instrument transfer the dental team must practice and establish
consistent procedural steps for common procedures. In addition, the dental team must develop a
communication system that ensures understanding between the individuals to recognize when an
instrument is needed or in what location some type of action must take place.
7.2 Recommendation:
After completion the study we have gathered some practical knowledge about improving
productivity of Transcom beverage. Moreover, we would like to provide some recommendations,
which might be helpful to handle Changing Circumstances of Transcom beverages
 Try to Delegate
 Reduce Distractions.
 Improve workplace conditions.
 Offer Support and Set Realistic Goals.
 Practice Positive Reinforcement.
 Ensure Employees Are Happy. They should hold meetings of the HR employees more
frequently for eliminating any misunderstanding.
 Employee should participate all the activities
 Take exercise breaks.
 21

Reference

https://smallbusiness.chron.com/factors-improve-productivity-1229.html

http://www.managementparadise.com/forums/human-resources-management-h-r/214313-
human-resource-management-transcom bevarage .html

https://www.slideshare.net/anibamunir/report-on-hrm-function-related-to-transcom bevarage

https://kalyan-city.blogspot.com/2013/03/factors-that-affect-productivity.html
https://www.thedailystar.net/business/news/transcom bevarage -sees-massive-potential-
bangladesh-1656349

https://www.wsj.com/news/types/business

https://www.scribd.com/doc/28271798/Beverage-Market-in-Bangladesh

https://hbswk.hbs.edu/Pages/browse.aspx?HBSTopic=Business%20Strategy
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Appendix

1.What is the HR strategy?

They mainly establish their HR strategy on employees Job Description. They divided the JD in
two ways those are:
 For existing employee
 For new employee
2.What are the HR function of Transcom beverages.?
Ans: In Transcom beverages., Hr. department has four main functions. Those are:

 Acquisitions: Collect the best people from the market.

 Training: Give the employees training for the best outcome
 Motivation: Give motivation to the employees to do their performance better
 Retention: To retain, continue the whole process.

3.Which qualities this company wants from an employee?

Ans: They are more concern about the personality, their presentation, communication skill. HR
dept. wants more potential employees.
4.What are the recruitment processes here?
Ans: The HR dept. give the advertisement to the Bdjobs, Linked in for the post of sales
executive, senior executive etc. They do the recruitment from institute also by giving circular,
doing job fair etc.
5.What are the selection processes here?
Ans: There are 3 steps of selection process:
 Preliminary interview
 Written test. It conducted 30 minutes covered mathematics, general knowledge, terms
and conditions of sales etc.
 After written test they conduct a final interview with the GM of HR, HR Head and Md of
the company.
6.How do your dept. provides training?
Ans: They do TNA (Training Need Assessment) to find in which sector the employees need
training. OTG gives the training according to the KPI.

7.How they give compensation to link up with productivity?

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Ans: In Transcom beverages, they give insurance, provided fund, etc. to the employees or bear
the expense if any employ injured in the factory. Those are mainly compensation.

8.How they evaluate performance?

Ans: They evaluate employees’ performance though PMS (performance management system)
And PA (Performance Appraisal). There are two types of performance appraisal. Those are:
 For management employees
 For non-management employees
9.How HR maintains worker?
Ans: Hr. manage the employees by giving them the KPI from daily or a particular time basis. In
KPI there are included every task. Mainly in Transcom beverages., KPI is main.

10. How HR gives Punishment and rewards?

Ans: Hr manager study the employees’ motion every day. The observe that how an employ do
the work, how they utilize the time properly. On the basis of that reward or punishment is given.

11.what are the main thing focused at first for improving productivity for the company?
Ans: they look after their demand if they have more demand first, they check they whether they
can perform according to their demand. plant and equipment are the most important factors as it
is mostly automation different season different types of product needed to produce so they look
after that
12.What are the factor they look after while increasing productivity?
Ans: they make sure they have sufficient numbers of employee and raw material to support their
production facility. as it is mostly automation they try to look after well maintaining their
equipment well they also focused on the what kind of better equipment facility location or
inventory management, supply chain management they can provide to improve productivity. also
looking after the method for seasonality for different variety of the product
13. Does these factors always works or sometimes can it make any failure?
Ans: this doing always doing these stuffs for so long time. they vary rarely fail when there is so
pressure of working and employee distract from the work but its long time ago company right
now go for research before any kind of decision that improves productivity
14.is there any misconception about productivity? what do u think?
Ans: sometimes employee thought or the or the people thought is all about more production
when they heard anything about productivity but it always about functional optimization and we
try to ensure it how well we can manage it .it does not always means working all time
 24

15. What is the future thought on improving productivity?

Ans: if we need to improve productivity the decision will come from the top-level management
then we go for research and development maybe better equipment is one of the choices but it is
always costly. these kinds of decision always made by the top-level management