Legislative and Regulatory Context

Discuss about the Operations Management And Resource Based.

The study aims to develop a simulated business documentation for BBQ fun which an e-commerce company. The main discourse of the study has outlined the legislative and regulatory requirements for the operational plan. In addition to this, it has determined relevant action plan for the implementation of e-commerce strategy. Some of the main discussions under this action plan includes “physical sourcing, human resourcing, timeline and milestone and conservation and communication”. The various discussions of the study have further identified the risk pertaining to the employee under performance, management of intellectual property and risk due to breach of health and safety compliance responsibilities.

The assignment aims to address the business activities associated to BBQ Fun which involves in the business of manufacturing products. The business offers wide range of products to its buyers via various stores. However, it needs to be discerned that at present the business is planning for progressing e-commerce system which will be able to facilitate the management for increasing the sales of the product. In addition to this, the organization needs to include the e-commerce activities in the website. The privacy of the customers needs to be integrated with the various types of the “legislative and regulatory” associated to the company (Heizer, 2016).

The performance management policy and procedure of the company relates to the performance management process which needs to be exercised by the present employees. The responsibility of managers in this regard is depicted with carrying out formal procedure for conducting review discussions twice a year. Additionally, the managers will monitor the performance of individual employees they are by recording the key events and performance using a performance management documentation for recording formal and informal reviews. Some of the most relevant legislations for communicating with the employees will adhere to regulations such as “Privacy Act 1988 (Cwlth)”, “Queensland antidiscrimination act 1991 (Qld)”, “Fair Work Act 2009 and (Cwlth)” “AS ISO 15489: 2002 Records management”.

The procedure to conduct performance review encompasses of an “annual formal review discussion”, a six-month follow-up discussion and continuous monitoring of performance of the employees. In addition to this, the performance review documentation will provide the individual development plans which are important for maintaining the integrity of the information. The reviewing of performance will be done in every 12 months which will follow up with a six-month review.

Name/position	Manager:	Review period
Reference from operational plan	KRA (key result area)	Indicator of success or performance	By when	Status report
Procedure for performance review	Financial	Significant achievement of financial goals and plans	Three months
Procurement policy and procedure	Human resources	Improvement in quality of present employment	Four months
Recruitment and induction policy and procedure	Human Resource	Ensuring the best induction as per the required job role	Two months
Performance appraisal procedure	Human resources	Alignment of system functionality for operations on discussing the factors of timed actions	Three months

The policy and procedure for underperforming employees will go through several process of coaching. In this process, the employees work would be accessed for specific aspect of performance measures. In addition to this, the coaching needs will be met by observing employees work and be alert for certain triggers such as changes in employed attitude or behaviour.

Policies and Procedures related to Operational Plan

The procurement policy of the company will cover the various aspects of purchasing and acquisition of resources by employees and contractors. The procurement planning will involve encouraging competition, recognising industry regulation and compliance with licensing requirements and ensuring that the employees do not operate outside the limit of certain suppliers. The company will follow preregistered list of preferred suppliers and avoid any conflict of interest. The recruitment and induction procedure will include various policies for induction of the employees and contractors. This procedure will consist of necessary information about new job vacancies, job description, persons this application, publicising the vacancy and processing applications. The company will also maintain the relevant record of recruitment and selection for a tenure of six months and after that it shall be destroyed.

The operational role has been identified with constructing success of development for activities which may be deployed for formation of the sequential benefits related to project operations. The implementation process of e-commerce websites for BBQfun been involved the success of operational planning by providing the users improved functional advantages (Matthias et al., 2017). The operational plan will be conducive in implementing the e-commerce strategy by considering the benefits such as “Proactive Operations, Directional Operations, Efficiency of Operations, Market Share and Proficiency, and Durable Business Development”. The development of the operational plan will further allow for effective improved processing. The implementation of the operations would lead to effective management procedure (Jacobs et al., 2014).

The main implementations for the e-commerce websites for BBQfun needs to be employed with effective implementation idea. The deployment and support of the activities would allow for profound system development. In addition to this, the e-commerce website development would require forming a new operational plan as the existing facility is not suitable for e-commerce website. The new strategy will also consider operational requirement. The application of “PDCA cycle or Plan-Do-Check-Act cycle” is ideal in this context as it would be conducive in forming a simplified and accurate plan for implementation of the operational plan. This cycle would also look for any issues and deployment of the processes listed with successive operational plan activities at BBQfun (Stevenson & Sum, 2015).

The main requirement for the human resource requirement for the project has been identified with “Operations General Manager, CEO, CFO, HR manager, Trainer, Brisbane Office Manager, Gold Coast Office Manager, Website Developer, and Marketing Manager”. Some of the main form of materialistic resource requirement is seen with “computer system, network connection, promotion means, delivery trucks, forklifts, office recruitment, and documentation”. The implementation of the various activities would integrate the overall management process (Jay & Barry, 2016).

Role of Operational Plan

The sales and marketing manager needs to be communicated about the various types of HR requirements which is required for the development of operations. The common aggression and consultations process have resulted in the implementation of e-commerce websites for development and improvement of the operations along with ensuring simple motivation for formation of improved functions (Smith, Maull & CL Ng, 2014).

Interview planning for the candidate of online service department

Planning aspect	Description	Time
Type of interview	Interview for selection
Objectives	Ø For ensuring whether the candidates are having fundamental knowledge of online websites Ø For recruiting individuals were having the ability to face every situation and confront any challenges
Approach and style	It has been further seen that the management will implement conversation approach so that the communication skills may be judged
Schedule	Ø Setting agenda for the business Ø Establishing good terms with the employee Ø Discussion of job description and company profile Ø Collection of information about the applicant Ø Inviting the applicant’s questions	20 mins 5 mins 10 mins 10 mins 15 mins
Topics and questions	Ø Knowing about the previous work experience and job sector Ø Previously attended training and education Ø Getting the hints of career plans and interest Ø Explanation of the job provide of the company along with the perks

Assessment and evaluation of the candidates

Candidate:
Question	Ideal answer contains:	Number of possible points	Score
1.  What are the main goals of the employee in the company?	To contribute to overall operational performance thereby ensuring quick response, minimization of cost and maximum customer satisfaction	10
2. What are the specific set of standards which the employee possesses	Relevant academic background, experience and enthusiasm to work for the required positions	5
3. What are the main qualities possessed by the employees to close the gap	The main qualities to bridge the gap should include consistent initiatives taken in previous work areas which has been able to deal with similar problems	5
4. What are the main factors which motivates the employee	A good working environment along with approachable supervisors	10
5. What are the choices made by the employees to close the gap	Adopting relevant operational plan along with implementation of appropriate strategic management tools to minimize the time of problem redressal process	10
6. The actual performance achieved by the employee in the previous workplace	Ensuring the best performance in all the duties assigned and getting recognized in multiple occasions	10
Total	50
Recommendation: Along with the aforementioned questions it should be ensured that the employees are not having any past record of criminal cases. It needs to be also ensured that the employees are free from any defaults in the bank loans.

The various nature of physical resource requirements is deployed with functional and operational modifications brought in the operation plan. The independent operations system will result in improved activities along with physical resourcing requirements which must be shared with systems integration and operations. The casual approach for the modification process will be also effective in nature (Walker et al., 2015)

Milestone: Action and/or objective	Date	Person responsible	Budget or resources
Project approval	1 May 2018	Manager	Charter and PID “Principles of project management for documentation, Documenter”
Approval and development of plans	2nd June 2018	Project planner	Planner, plan methodology, project management
Development of feasible design	15th June 2018	Project designer	Designing tools, planning of the design, approach for design and designer
Formation of required website	22nd June 2018	Website development	Website developer website development process
Composition of the promoted website developed	30th June 2018	Marketing department	“Marketing team manager”
Launch of Website	2nd July 2018	Technical department	“Website IP, Static configuration, website developing technical team, and network connection”
Competition of the project	12 July 2018	Project manager	“Documentation, project manager”

the important performance indicators for the condition of e-commerce strategy is conducive for improving functional and operational activities. The main indicators of the project are aligned with activities such as “Cost Benefit Estimation, Turnover Calculation, and Improved Functions”. The main technique for the turnover computations have been carried out in the listing of sales of an organization.

KRA (key result area)	Target	KPI (key performance indicator)	Result
Financial	Earning profit as a result of development of e-commerce strategy	“Cost-Benefit”	Massive increase in profit
Sales	Increasing nature of annual turnover for the company	Sales Turnover	Generating sales revenue is depicted to be on the higher side
Human Resource	Consideration of staff for getting benefit of appropriate alignment of the activities of the e-commerce	Competent Staff	Successful operation of the system
Operational	Alignment of system functionality for operations on discussing the factors of timed actions	Time Evaluation	“Operations of the project are aligned successfully and timely”
Technical	Developing the functionality of the system for forming a coercive deployment of operations	System Functionality	The largely responsible participants have the scope of attaining technical feasibility which is largely responsible for correct project activities

Contingency Plan Company name: BBQfun Name of person developing the plan: <> Who was consulted as part of this plan? Name Position                                                             Human Resources (HR) Manager
Risk identified: Delay in Operations
Strategies/activities to minimise the risk	By when	By whom
Management of time for the implementation plan	“After planning Stage”	“Planner”
“Alignment of the improved methodology “	“Initial Stage”	“Analyst”
Implementation of the project management plan	Prior to planning phase	Project Manager

Contingency Plan Company name: BBQfun Name of person developing the plan: << student name>> Who was consulted as part of this plan? Name                                        Position: Marketing manager
Risk identified The main identification of the risk is considered network infiltration
Strategies/activities to minimise the risk	By when	By whom
Application of data encryption needs to be included with the following technology advancements	“During Database integration phase”	“Database developer”
System Integration are identified as the cost during the development of data.	“During Data development”	“System Developer”
Data modification and activities formation	“During Data development”	“System/Database Developer”

Contingency Plan Company name: BBQfun Name of person developing the plan: << student name >> Who was consulted as part of this plan? Name Position                                                              Chief Financial Officer
Risk identified Possible threats associated to network infiltration
Strategies/activities to minimise the risk	By when	By whom
“Network Security using IDS/IPS”	“Network Configuration process”	“Network Administrator”
“Network security with firewall”	“Implementation phase”	“Network Administrator”
“Authentication and prevention of unauthorised access”	“System Implementation phase”	“Network Administrator”

The results implementation for the e-commerce website is listed below as follows:

• Office infrastructure supported with implied operations
• Four additional warehouses for system activities
• Three forklifts on six delivery trucks needs to be implemented
• In total eight employees would be employed for handling of online sales and customer services
• Six drivers would be needed

The breakdown of the costs needs to be performed in three phases namely “initial investment, additional expenses, and operational costs”. These depictions are shown below as follows:

Initial Investment
Plant and equipment (Six Delivery Trucks Three Forklifts)	$330,000
Promotional costs	$300,000
Website developers	$100,000
Staff training	$24,000
Recruitment costs	$30,000
Management change leadership training for store managers and team leaders	$27,000
Warehouse and office reconfiguration	$50,000
Total	$861,000

Additional Expenses
Requirement of Additional staff	$400,000
Requirement of Additional marketing	$300,000
Additional training	$51,000
Recruitment	$30,000
Total	$781,000

Operational Cost
Income
Sales	$11,000,000
Investment income	$1,567,000
Cost of goods sold (COGS)	-$5,890,000
Gross profit	$6,677,000
Outcomes
Wages, salaries and on costs	$2,567,890
Consultancy fees	$50,000
Communication expenses	$42,000
Marketing	$920,000
Premises expenses	$1,000,000
Insurance	$120,000
Depreciation and amortisation	$177,569
Office supplies	$65,068
Training	$62,187
Total expenses	$5,004,714
Net Profit	$1,672,286

The developmental activities for the e-commerce strategy for BBQfun will ensure the formation of profit generation benefits, improved functionalities and sales incremental benefits for the company.

The operational key performance indicators and the financial key performance indicators will be implemented as depicted in “PMBOK and Prince2 documentations”.

The risk outline for the development analysis is considered with the financial and technical risks associated to e-commerce system development (Hübner et al., 2015).

The identification of the risks was discerned with “Network Infiltration, Misuse of trade data, and Delay in Operations”. In addition to this, contingency planning and mitigation strategies were observed with strategies such as data encryption, project management, project plan implementation and systems integration (Bromiley & Rau, 2016).

Conclusion

The main findings of the study have revealed the main requirement for the human resource requirement for the project has been identified with “Operations General Manager, CEO, CFO, HR manager, Trainer, Brisbane Office Manager, Gold Coast Office Manager, Website Developer, and Marketing Manager”. The sales and marketing manager needs to be communicated about the various types of HR requirements which is required for the development of operations. The policies will be implemented with the operational plan which relates to better delivery of the services to the customers, providing online feedback services to the customers, better shipping of the products and refund policies. The privacy of the customer’s needs to be integrated with the various types of the “legislative and regulatory” associated to the company. The new strategy will also consider operational requirement. The application of “PDCA cycle or Plan-Do-Check-Act cycle” is ideal in this context as it would be conducive in forming a simplified and accurate plan for implementation of the operational plan.

References

Bromiley, P., & Rau, D. (2016). Operations management and the resource based view: Another view. Journal of Operations Management, 41, 95-106.

Heizer, J. (2016). Operations Management, 11/e. Pearson Education India.

Hübner, A., Holzapfel, A., & Kuhn, H. (2015). Operations management in multi-channel retailing: an exploratory study. Operations Management Research, 8(3-4), 84-100.

Jacobs, F. R., Chase, R. B., & Lummus, R. R. (2014). Operations and supply chain management (pp. 533-535). New York, NY: McGraw-Hill/Irwin.

Jay, H., & Barry, R. (2016). Operations Management. Pearson India.

Matthias, O., Fouweather, I., Gregory, I., & Vernon, A. (2017). Making sense of Big Data–can it transform operations management?. International Journal of Operations & Production Management, 37(1), 37-55.

Slack, N. (2015). Operations strategy. John Wiley & Sons, Ltd. Slack, N. (2015). Operations strategy. John Wiley & Sons, Ltd.

Smith, L., Maull, R., & CL Ng, I. (2014). Servitization and operations management: a service dominant-logic approach. International Journal of Operations & Production Management, 34(2), 242-269.

Stevenson, W. J., & Sum, C. C. (2015). Operations management. New York: McGraw-Hill Education.

Walker, H., Chicksand, D., Radnor, Z., & Watson, G. (2015). Theoretical perspectives in operations management: an analysis of the literature. International Journal of Operations & Production Management, 35(8), 1182-1206.