BSBOPS601

Assessment 2
Phattranit Chuakamphut ID : 180265

Report to capture and test performance measure

Key Performance Objective

Non-financial Objective

 Customer satisfaction
 Number of employees’ turnover
Financial Objectives

 The target of productivities

 Process of the data from device
 The target of strategic plan goals

Develop Performance measurement systems

 Non-financial performance measure

 Customer satisfaction – measure that management uses to
evaluate whether the organisation is meeting customer
expectation, e.g. customer survey or questionnaire.
 Employees satisfaction - measure the employee satisfaction rate
will help to reduce the number of staff turnover by voice of
employees forms or internet survey.
 Employee training – measure that management uses to evaluate
effectiveness of employee training. To see which skill, need to be
improve.

 Financial performance measure

 The target productivities is that all truckers are using GPS for
record the data about the details of each pick up an drop off and
record when a job starts and finishes.
 Process of the data from device is sent back to head office to
monitor job process.
  Compare with the familiar company and competitors profit.
 Training revenue per trainee.

Develop time frames

Time allotment will show how far out into the future that the organization
need to get ready for business. As the organization build up time
allotment, don't stress over throwing it in concrete, rather, think about the
calendar as something resolve to take after excepting if and until the
point that situation change and settle on a cognizant choice to update it.

Consult with key stakeholder

Stakeholder must discuss the suitability of performance measure before
implementing. Key stakeholders include.

 Employees: All trucker or staff that working as Fast Track Courier.

 Manager: Logistic Manager, Human Resource Manager, Finance
Manager, Sales Manager.
 Business Owner: Management Team.

Benchmarking used to determine suitable performance measures

The objective of seat checking is to distinguish the shortcoming inside an
association and enhance up on them. To decide if the execution
measure is appropriate for QT, various strategies can be utilized;

1. Quality program- compare the number of complains or levels of

customer satisfaction by feedbacks, questionnaires and online
surveys.
2. Competitive assaults- to create early awareness of competitive
disadvantage.
3. Cost reduction/budget process- compare the cost and overhead
between departments within the organization.
4. Operation improvement efforts- in case of system failure should be
reported to management team.
5. Compare the similar training- organization with other training
company.
Report on how you would test the performance measurement
systems

Key Performance Objective Analysis 1

Performance Capturing Data Ways of Measurement
Objective

Increase sales by 1. Operation expense 1. Department budgets

40% in the next three reports 2. Sales 2. Sales targets
years and deliver a Reports 3. Profit and 3. Variance analysis
net profit of $3.2 loss statements
million per annum

Testing

Benchmarks
1. Increase commercial delivery service area to regional NSW
2. Purchase and implement ten new trucks for various courier delivery
services.

Acceptable Levels of tolerance

1. Sales growth rate tolerance level will be between 11 to 15%. Below
10% appropriate performance management initiatives will be
implemented.
2. Net profit percentage tolerance level will be between 11% to 18%
excluding capital expenditure.

Adjustments if applicable

Reporting Timeframe
1. Financial reports will be generated and reviewed on a weekly basis
for the first four months and then monthly.
2. Financial Management plan will compare actual expenses to
projection weekly
3. Financial Management plan will compare actual income to projection
weekly
Key Stakeholders
1. Management team
2. Managing director
3. All 5 department heads

Corrective Actions Plan

Failure/Variance Way of To whom when

reporting
Administrative Financial Team weekly
Costs Reports management

Net profit below Profit and loss Management Within one week
the tolerance report Team
levels Managing
Director
Key Performance Objective Analysis 2
Performance Capturing Data Ways of Measurement
Objective

Increase commercial 1. Logistcs Reports Follow up survey

delivery service area Documentaton
to regional NSW with 2. Market Analysis Analysis Service
next 12 months. Metrics

Testing

Benchmarks
1. Converting at least 50% leads into sales for all popular regional
destinations
2. Achieving a target of $1 million sales through NSW regional courier
services within first six months of implementation.
3. Opening at least 5 new regional destinations on a monthly basis with
required minimum sales targets

Acceptable Levels of tolerance

1. Longer than 100km from these areas will not be considered.
2. Regional areas will include Newcastle, Wollongong and the Central
West.
3. Distances between 500km an 1000km from these areas will be
considered as well.

Adjustments if applicable

Reporting Timeframe
1. Number of new delivery destinations offered will be generated and
reviewed on a monthly basis.
2. Sales reports will be generated and reviewed on a weekly basis for
the first three months and then monthly.
3. % of leads converted report will be generated and reviewed on a
monthly basis

Key Stakeholders
1. Management team
2. driver
3. Logistic manager

Corrective Actions Plan

Failure/Variance Way of To whom when

reporting
% of leads Market Analysis Logistics Within one week
converted below Manager
the tolerance
levels
Sales target Logistic Management Within one week
below the Reports team
tolerance levels

Key Performance Objective Analysis 3

Performance Capturing Data Ways of Measurement
Objective

Implement one truck 1. Logistics Reports 1. Performance

driver per truck in all Management 2. Data
courier services within analysis
next 3 months

Testing

Benchmarks
1. Implement the new policy ASAP with affective change management
and implementation action plan.
Acceptable Levels of tolerance
1. There will be Zero tolerance levels for non-implementation of policy
within 3 months

Adjustments if applicable

Reporting Timeframe
1. Couriers deliveries report will be generated and reviewed on a
monthly basis.

Key Stakeholders
1. Management Team
2. Managing Director
3. Logistics Manager
4. Drivers
5. Human Resources

Corrective Actions Plan

Failure/Variance Way of To whom when

reporting
Non- Couriers Managing Within one week
implementation of deliveries report director
new policy within Logistics
3 months Manager

Key Performance Objective Analysis 4

Performance Capturing Data Ways of Measurement
Objective
Implement automatic 1. Operation Reports 1. Implementaton
lift gates within one 2. Financial/ budget report
month on all current Analysis 2. Department budget
trucks within a budget and variance analysis
of $10,000 per truck report

Testing

Benchmarks
1. Implementation of action plan along with budget analysis

Acceptable Levels of tolerance

1. Automatic lift gates will be inspected every week within first 6 months

Adjustments if applicable

Reporting Timeframe
1. Implementation and Department budget and variance analysis reports
to be reviewed on a monthly basis.

Key Stakeholders
1. Managing Director
2. Logistics Manager
3. Human Resources officer
4. Financial Manager

Corrective Actions Plan

Failure/Variance Way of To whom when

reporting
Operating Costs Implementation Financial Within one week
report Manager
Managing
 Director
Logistics
Manager

Implementation Budget and Managing Within one week

budget per truck variance Director
is over $12000 analysis report Logistics
Manager
Financial
Manager