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Table of Contents
Introduction..........................................................................................................................3
Need verification providing a detailed business case..................................................3
Appropriate Project risks and Quantitative Risk assessment.......................................6
Business Specific Value Chain analysis...................................................................7
Primary Activities.........................................................................................................8
Support Activities.......................................................................................................10
Conclusion......................................................................................................................10
References.........................................................................................................................11
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Introduction
The company Bart Erry Ltd is a manufacturing organization that manufactures
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computers as primary product. The computers and it’s related accessories are
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2013, p. 420).In addition to this, this organization have been operating their
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factory is situated around industrial park from which river Pluwer passes across
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business case, quantitative risk assessment and value chain development for
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i assessing new details into business approach for Bart Erry Ltd.
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The market share for every product is important aspect which should be taken into
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consideration. The company’s factory is covered with river boundaries and new
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construction building should take value of place. Therefore, need verification will
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Business Case i
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Executive Summary: i
The Bart Erry Limited is a manufacturing company which create computer and accessories
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products for customers across Europe and UK. With ever increasing demand of
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computer product, the company will need to either expand or develop new production factory.
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The IT system and equipment will be required to increase operational expansion. Out of many
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options, feasibility was found by rebuilding factory thereby increasing length and width and
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Reasons:
As building is lacks these are following issues:
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• Large section of customers could be sold with computers and accessories earning
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Business Options: i
• The building reconstruction is prohibited which bring cost overhead, and debts for
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company.
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• Removal of fishing portion to expand dimension but will result in overrun of Euros i i i i i i i i i i i i i
250,000.
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• Demolishing of old factory and rebuilding new on same location will offer new changes i i i i i i i i i i i i i
• Around Puma’s Town location, building of new factory is not good due to flooding area. i i i i i i i i i i i i i i
Expected Benefits: i
• IT system architecture will be enhanced and updated rather than full transient of new system.
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countries. i
Timescale:
• Project timescale will be of 6 months in which construction and product development i i i i i i i i i i i i
• After 6 months, IT system networking designs, and other infrastructure supplies will be
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installed. i
Cost: The cost of construction will be needed in appointingproject manager, labourer, and civil
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engineer with each of them having per day charge Euro 60. The project hardware, software and
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new working equipment for IT technology, software, as well as manufacturing equipment will be
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around Euros 60. Lastly, construction materials and computer systems components will have
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separate base.
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isame location is very feasible approach. The new factory could be spacious and develop more
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computers and their accessories to sell around European countries. It is important that revenue is
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generated after first year of investment around 200,000 euros. Later on, second and third year will
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Project Constraint:One of the major project constraints is that cost budget, boundaries and
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ever- increasing scope creep should be halted. As well as residential area around village should
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a major issue to produce more computers and it’s related accessories. As per
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development of
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Banaitis and Norkus, 2011, p.62). Hence, a quantitative risk assessment is provided
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which showcase topmost risk priority and numerical rating with probability impacts
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of 1-10. In addition to this, following table will evaluate risk rank by using
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techniqueresponse plan.
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k
i Response
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Plan
001 Constructio A design
i Factory 5 5 25 Project To create a i i
n building
i error related i developmen manager, model for i
quality is i project
poor model like i
agile for i
customer
changing
requirement
s
005 Constructio Material Variance in i 9 5 45 Project Develop
n risks
i cost is i project cost i manager budget as i
overused, per
absence of i requirement
technology per head i
creep by i
accepting
changing
requirement
s
advantage (Fearne, Garcia Martinez and Dent, 2012, p. 1). In the figure above, value
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Primary Activities
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have some external logistics partners at United States which offers different
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because some logistics parts are not available when there is higher demand
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to accomplish respectively.
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solutions to customers, third party vendors and logistics providers are very
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i customer through i
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close location. The Europe have already implied network and require more
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i smoothly.
distribution process.
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distribution network which offer direct to customer sales channel. The focus i i i i i i i i i i
for marketing and promotions of its brand and products as well as usage of
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social media and more traditional and digital channels for marketing and
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customer satisfaction. The good sales services will be provide better word of
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guarantee.
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Support Activitiesi
• Technology: The Bart Company is a technology brand and have kept focus i i i i i i i i i i i
computer devices.
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The 30% employees are located in United Kingdom, and 60% employees
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manner.
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Conclusion
On a closing note, the computer and accessories product were in ever
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business case a suitable and feasible solution was proposed through rebuilding of
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i other hand, the extension of this proposal also developed new product risks
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chain analysis described that company could earn revenue through its in-synch
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References
Adenugba, A. and Ogechi, C., 2013. The Effect of Internal Revenue Generation on i i i i i i i i i i i i
Fearne, A., Garcia Martinez, M. and Dent, B., 2012. Dimensions of sustainable value
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Fearne, A., Garcia Martinez, M. and Dent, B., 2012. Dimensions of sustainable value
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Nadvi, K. and Raj‐Reichert, G., 2015. Governing health and safety at lower tiers of the
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i computer industry global value chain. Regulation & Governance, 9(3), pp.243-258.
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Noga, A., Jarzębowski, S. and Maciąg, P., 2020. Co-Productivity as a New Value Theory
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