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Operations Management in Coca Cola Amatil Case Study - 2
Operations Management in Coca Cola Amatil Case Study - 2
Introduction
The firm has been in operation for a considerable duration and has developed an
adequate competitive advantage with regard to manufacturing, marketing, and
distribution of diverse non-alcoholic beverages. The firm’s operations entail the
production of diverse categories of beverage products such as sparkling
beverages, ready-to-drink non-alcoholic beverages, non-carbonated energy
drinks, and flavoured and carbonated waters.
The firm also offers different carbonated beverages, sports drinks, juices, ready-
to-drink coffee, and tea. The Coca Cola Amatil (CCA) also offers a wide range of
flavouring ingredients, powders, and sweeteners that widely applicable in
different water products.
The firm’s operational efficiency has significantly contributed to its efficient
growth both domestically and in the international market. In 2011, the firm’s net
income amounted to $9,262,000. A report released by Forbes revealed that soft
drink firms would continue to experience growth.
Consequently, the firm faces intense competition from other soft drink firms such
as Pepsi and other new entrants despite its optimal market position. In a bid to
deal with this challenge, the Coca Cola Amatil has continuously focused on
increasing its investment in the international market.
Since its inception, the Coca Cola Company has established itself as a global
leader with regard to operations and management outlook. One of the reasons
behind the firm’s success relates to its effectiveness in bottling facilities and
production systems.
This case study will illustrate how the Coca Cola Amatil has incorporated various
operations management concepts in order to create and sustain a high
competitive advantage. The core operations management concepts evaluated
include quality control.
Theoretical Framework
Quality Management
The Coca Cola Company focuses on ensuring that its customers attain a high
level of satisfaction by consuming the firm’s products. One of the aspects that the
firm’s management team takes seriously in the production process is quality
(Case Study 2010). According to Pfeifer (2002), quality covers diverse product or
service characteristics that create satisfaction amongst customers.
Achieving the desired product quality can only be realisable if firms incorporated
the requisite processes and factors. In a bid to achieve the desired quality, the
Coca Cola Company ensures that the firm is consistent in its operation, complies
with the formulated operational procedures, and attains speed and perfection in
the delivery of products and services.
Considering the numerous transformations within the soft drink industry, the
Coca Cola Company has incorporated the concept of total quality management
as one of its core corporate strategies. Consequently, the firm considers total
quality management as an organisational wide concept.
One of the components of total quality management that the Coca Cola
Company emphasises on in its quest to achieve organisational success is a
quality improvement. According to Chao (2007), quality improvement entails the
various processes that firms incorporate in an effort to ensure that they operate
efficiently. Through quality improvement, firms ensure their growth and
satisfaction of their customers.
Ultimately, satisfied customers become loyal to the company and thus the
company grows due to improved revenues. In their operations, firms can
enhance the attainment of sufficient level of quality improvement through various
ways such as ensuring effective control and setting sufficient quality standards. If
the set standards are achieved, new ones have to be formulated (Evans &
Lindsay 2008).
In addition to training and development, firms can also achieve quality control by
installing the necessary quality systems. McLaughlin and Kaluzny (2006) further
assert that the quality standards should align with the set international quality
standards such as ISO 9000.
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The cycle can consist of four main steps, which include plan, do, evaluate, and
act [PDEA] (Hartman 2002). In a bid to achieve the desired quality outcome, it is
important for the relevant bodies to allocate the required resources effectively.
Application: In its operation, the Coca Cola Amatil is committed at ensuring that
its customers consume high quality products and services. Consequently, the
firm has formulated quality control standards that its production department is
required to adhere to in the production process.
Considering the dynamic nature of the soft drink industry, the Coca Cola Amatil
has instituted a policy, which ensures continuous review of the set standards.
This move enables the firm to set new quality control standards in order to align
its products and services with the changes in the market.
The Coca Cola Amatil has become cognisant of the importance of incorporating
quality standards, which has motivated the firm to rollout an all-around
management system that integrates various quality standards such as ISO 9001
quality, ISO 22000-food safety, and ISO 14001 environmental safety.
In addition to the above quality systems, the firm has also integrated various
safety and operational standards in an effort to develop a sustainable competitive
advantage with regard to quality. Social factors have also stimulated the firm to
consider the possibility of incorporating ISO 26000, which deals with ensuring
that firms operate in a social responsible manner.
Tapping, Luyster, and Shuker (2002, p.54) are of the opinion that it is critical for
management teams to ensure effective material and information flow in order to
achieve effective lean management. Information flow is paramount in ensuring
that a firm only undertakes those activities that are in line with the prevailing
market demands.
According to Cachon and Terweisch (2009), lean management contributes
towards the elimination of non-value added activities. Some of the techniques
that are incorporated in an effort to attain lean management include “Just in
Time” and continuous improvement (Winchell 2006).
In the course of their operations, most organisations acquire raw materials that
are utilisable in the production process. Therefore, it is important for the firms’
management teams to control such materials effectively in order to achieve the
desired operational efficiency and effectiveness (Callioni, De-Montgros,
Slagmulder, Wassenhove, & Wright 2005).
One of the factors that should motivate firms to undertake effective inventory
control is associated with the prevailing market uncertainty. Organisational
managers do not have control regarding the availability and cost of raw materials
from the market. However, market forces of demand and supply influence the
availability of raw materials. Ineffective inventory control can lead to a firm losing
its competitive advantage.
One of the ways through which this scenario may occur is associated with the
fact that the firm may run out of raw materials necessary for its production
processes. In the event of such an occurrence, its competitors benefit by
supplying customers with their products and services needs (Vonderembse &
White 2004).
This aspect may culminate in the creation of a negative image on the part of the
firm, and thus some customers may decide to shift to the competitors’ product
despite the associated switching cost in an effort to achieve the desired level of
reliability.
This move improves the effectiveness with which a firm replaces its inventory.
This system of inventory control enables an organisation to replenish its supply of
raw materials optimally. Additionally, continuous inventory control enables a
firm’s management team to ensure effectiveness in dealing with gaps between
the period of placing an order and the time of receiving the supply.
The just in time approach entails supplying raw materials in accordance with the
customers’ product and service needs (Krajewski & Ritzman, 2002; Hill, 2000).
This element means that a firm undertakes the procurement process when
customers need the goods. On the other hand, bin or periodic inventory control
method entails assessing the volume of inventory at a specific time.
This aspect leads to the creation of a variable inventory ordering system. The
firm’s management team ensures that the order placed is sufficient to sustain the
firm’s operations until the next ordering period. In a bid to ensure effectiveness in
utilising this system, it is paramount for a firm’s management team to incorporate
inefficiencies such as the delivery lead-time (Hill, 2000; Slack et al. 2004).
This aspect is critical in determining the strategies that the firm will incorporate in
order to deal with the risks. A firm may consider the incorporation of various risk
options in the course of its operation. Some of these risks include risk avoidance,
reduction, sharing, and retention. Risk avoidance entails ceasing from engaging
in activities that associate with a particular risk.
In a bid to ensure competitiveness in the business environment, it is not
advisable for firms to incorporate risk avoidance strategies. This aspect arises
from the fact that a firm’s ability to develop its competitive advantage may be
limited (O’Brien, & Marakas 2007).
Another strategy that firms are increasingly integrating in their risk reduction
efforts is outsourcing. In a bid to deal with economic risks, firms are increasingly
considering the possibility of outsourcing certain process from other firms. This
move has played a significant role in minimising the cost of such risks.
The firm has established a risk management policy, which aims at providing a
comprehensive strategy on how to analyse risk (Maidment 2011). The firm
reviews the various risks it faces in an effort to improve its performance.
Additionally, the firm has instituted a risk audit committee to aid in the
identification and minimisation of risks.
In addition to reviewing risks internally, the CCA has also incorporated external
auditors to assist in providing a fair opinion with regard to the risks facing the
firm. The auditors assess various aspects of the firm’s operations such as its
internal control systems (Coca Cola Amatil Limited 2011).
Additionally, an organisation can use the TPS to record data pertaining to the
firm’s internal operations. With regard to manufacturing firms, the TPS may be
used to record data regarding the movement of products from one stage to
another for example from raw materials to the finished product.
An example of TPS includes a firm’s point of sale machines, which are applicable
in recording information regarding firms’ sales, purchase orders systems used in
recording sales, and automatic teller machines used in making withdrawals.
The supply-chain management system entails information systems that are used
in the process of ensuring that the various activities, with regard to production
and selling of products and services, are undertaken effectively. Examples of
such systems in firms that deal with the production of goods and services relate
to activities such as the acquisition of raw materials, manufacturing process, and
marketing.
On the other hand, supply chain management systems in service industries may
entails activities such as document management and marketing. Supply chain
management systems are paramount for they enable firms to undertake
comprehensive production and marketing of their products and services.
Additionally, the SCM are important because they prevent firms from re-entering
data that an organisation may already possess.
An organisation that has incorporated effective SCM can achieve synergy in the
course of its operation, which arises from the fact that the various departments in
the organisation can access the system, hence gaining knowledge regarding the
firms supply chain. Ultimately, the firm can execute its operations more cost
effectively and efficiently.
However, this can only be realisable if firms possess sufficient and accurate
information regarding customers’ products and services needs. One of the ways
through which organisations can achieve this goal is by establishing a
relationship with their customers. According to Curtis and Cobham (2008), the
incorporation of CRM systems can enable a firm’s management team to develop
a strong relationship with their customers.
The CRM system provides firms with an opportunity to interact with their
customers, hence developing a strong relationship. Consequently, a firm can
access market information regarding consumers’ tastes and preferences.
Additionally, the firm can access information with regard to consumers’
complaints, which presents an opportunity for the firm to improve its products and
services.
One of the ways through which firms can develop an effective CRM system is by
establishing a call centre through which customers can interact with the firm
(Laudon & Laudon 2006).
In addition to this aspect, there are sophisticated CRM systems that enable
organisations to access information regarding a customer’s behaviour, for
example, if the customer intends to shift to another supplier. Such information
systems are paramount in developing strategies to nurture a strong level of
customer loyalty.
Due to time and resource constraints, managers may not have the opportunity to
review all the information that is build within the organisation’s information
systems. Consequently, decisions support systems (DSS) seek to assist firms’
management teams to make optimal decisions. DSSs rely on effectively
designed formulas and models. By incorporating the DSSs, organisations can
formulate alternative courses of action, which ultimately leads to the
improvement in a firm’s performance (Laudon & Laudon 2006).
Employee turnover is another challenge that the firm’s management teams have
to deal with. Due to employee turnover, organisations may lose key human
capital, which may adversely affect the firm’s operations. Therefore, to prevent
such effects, firms devise expert systems that enable them to preserve expert
knowledge. Such knowledge can then be used in the firm’s course of operation.
With regard to the CRM system, Coca Cola Amatil has incorporated effective
CRM software in an effort to develop a strong relationship with its customers.
The software ensures real time interaction between the firm’s management and
its customers. In a quest to prevent its competitors from utilising the information
generated through the CRM software, the firm has incorporated the CRM
software within its intranet system.
As a result, only the firm and its clients can access the system. Additionally, the
firm has incorporated emerging social networks as one of its CRM strategies in
an effort to interact and develop a strong relationship with its customers. Some of
the social networking tools that the firm has incorporated in its operation include
the use of Facebook and Twitter.
In the contemporary times, social media plays a key role in creating awareness
of different companies coupled with providing a platform through which
organisations can interact with their customers efficiently. Coca Cola Amatil is not
ignorant of such modern market realities and this it has incorporated Facebook
and Twitter as aforementioned.
Projects are designed with the objective of achieving technical, economic, and
operational efficiency. Considering the fact that opportunities have a short
window, it is paramount for a firm’s management team to ensure that the initiated
projects are completed within the stipulated period.
The importance of timely completion does not only hinge on the need to achieve
the desired goal, but also on the fact that, firms experience resource and time
constraints. Consequently, it is paramount for a firm’s management team to
ensure that cost, time, and quality of a particular project are balanced.
Application: In the course of its operation, Coca Cola Amatil has implemented a
strong project management team. The team is charged with the responsibility of
setting the time frame within a particular project should be completed, the budget
and the desired outcome. Additionally, the team is charged with the responsibility
of setting a criterion to determine the success or failure of every project
implemented.
One of these roles relates to operations manager (Hill 2000). The operation
manager assumes the responsibility of ensuring that the firm’s objectives, goals,
and visions are attained. Conventionally, firms have set objectives that should be
achieved for meaningful existence and productivity of the firm.
Some of the issues that firms operations manager should focus on entails
dealing with technological, economic, social, political, and environmental
changes. With regard to economic changes, the operations managers should
ensure that their organisations align with the prevailing technological changes.
For example, they should incorporate strategies aimed at improving the firm’s
operational efficiency and effectiveness. Additionally, taking into account the
prevailing technological aspects will ensure that the firm is in a position to attain a
relatively high level of competitive advantage.
In their operations, an organisation focuses at ensuring that customers achieve a
high level of satisfaction by consuming its products and services. Consequently,
the operations manager should ensure that the products and services produced
by the firm contribute towards a high level of customer satisfaction.
In addition to attaining their profitability objectives, firms are also charged with the
responsibility of ensuring that they operate in a social responsible manner.
Consequently, the operations manager should formulate strategies to ensure that
the firm operates in a social responsible manner.
One of the aspects that a firm’s operations managers should focus on entails
desisting from operations that adversely affect the climate. The issue of global
warming has become a central point of debate in the 21st century and thus
organisations cannot overlook how they affect the environment in their
operations.
Conclusion
Coca Cola Amatil cannot safeguard itself from risks. Therefore, effective
implementation of risk management strategies will provide the firm will an
opportunity to deal with threats and opportunities presented by the risk. Being
effective in addressing the market demand is also another challenge that the
firm’s management team faces, and thus the firm should incorporate effective
inventory control strategies.
Recommendations
The soft drink market in Australia has become very competitive due to the entry
of other firms such as PepsiCo and Redbull into the market. Consequently, it is
paramount for Coca Cola Amatil to develop a sufficient competitive advantage
that will oversee its success.
A. Coca Cola Amatil should ensure that its operations department is effective
in undertaking continuous quality improvement. In its improvement
process, the firm should conduct sufficient market research in order to
obtain sufficient market intelligence.
B. The firm should develop and implement effective management information
systems. The systems should include business intelligence, customer-
relationship management systems, transaction process systems, and
supply chain management systems. This move will ensure the firm’s
effectiveness in its production and marketing processes.
C. CCA should ensure that it undertakes market research to determine the
prevailing risks. This aspect will safeguard the firm against evitable losses.
Additionally, the firm should incorporate various methods of risk mitigation
and avoidance in its risk management practices.
D. Finally, the firm should ensure the efficient production of beverage
products through optimal inventory management.
Reference List
Basu, R & Wright, J 2007, Total supply chain management, Butter worth
Heinnemann, New Jersey.
Evans, J & Lindsay, W 2008, The management and control of quality, Thompson
South Western, New York.
Goldsby, T, Griffis, S, & Roath, A 2011, ‘Modeling lean, agile and lean supply
chain strategies’, Journal of business logistics, vol. 3 no. 5, pp. 1-12.
Maidment, N 2011, Risk Management: A case study of Coca Cola Amatil and
Aon. Web.