[Business and Management] -> [Computing]: Business Process Reengineering-Cargills' Food City Supermarkets
Submit date:24/12/2005
Document level:Bachelor
Language: English
Username:100067 (View other documents by this user)
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Words:5044 / Pages:25
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Keywords:supermarket,computing

 

 
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Abstract:
Purpose

The study is on the working of the Cargills supermarket in Staple
street, Union Place. The objective is to study the goals of the
supermarket and the current processes and propose a new technology to
help redesign the processes. The aim is to meet the goals of the
company by increasing profitability and reducing costs and
inefficiencies in the processes.

The starting point of any BPR project is the customer focused
processes within the company. This is due to the fact that customer is
king and the firm should adopt to meet the needs and aspirations of
the customer. By increasing the efficiency of serving the customer and
reducing costs the firm will increase its organizational force and
speed. To this end the customer focused processes should be looked at.
The working and outputs of these processes can be examined and
inefficiencies and non value added work will be removed. Hence the
project will look at the sales process and of the supermarket as our
major BPR initiative. We propose a radically new approach to sales
which is a phone ordering/ home delivery service.

Cargills Ceylon Ltd.

Cargills was first set up by William Milne and David Sime Cargill over
150 years ago. It became a public limited liability company in 1946
named Cargills (Ceylon) limited. In 1981 it came under the controlling
interest of Ceylon Theatres group. Today, in keeping with the vision
of Ceylon Theatres' founder, Sir Chittampalam A. Gardiner, Cargills
has a broken new ground in retailing, manufacturing and restaurants.
Today it serves over a million satisfied and loyal customers with
products ranging from choice cuts of fresh and frozen meats, to fresh
fruit, vegetables, dairy products, groceries, house hold products and
pharmaceuticals. Today Cargills generates a rupees 4 billion turnover
per annum.

However Cargills in synonymous with its "Food City" super markets.
Currently it has 25 branches. The staples Street supermarket is one
such supermarket. It was the first branch of Cargills and was
established in 1983. It is currently the largest branch of Cargills
and has a sales volume of over rupees 1.2 million a day.

With the increase of customers, the Staple Street Cargills had to face
a problem with increased inefficiency in the point of sale process.
The keying in of the products was done manually, taking time. This led
to long queues and increased customer dissatisfaction. Also cashiers
made mistakes in the data entry which caused them to complain.
Redesigning this process is an urgent need of the company.


Organizational Hierarchy

The manager is the head of the supermarket, which has a flat
organizational structure. Below him are the cashiers, sales people and
workers.

The manager plays a key role in the running of the supermarket. He
makes purchases from suppliers. He has to also handle customer
complaints and the daily running of the business.

The goals of the company

The goals of the company are given below.

* To provide maximum Convenience for the shoppers - Cargills seeks
to pay close attention to customer requirements. This means taking
appropriate steps that result in fulfilling these needs in the
form of a hygienic, one stop environment, offering a large
selection of reasonably priced quality products.

* To approve the best product and service to adequately satisfy the
growing needs of our customers.

* To train and develop the staff of Cargills.

* To build long term partnership with suppliers for mutual benefit,

* To provide our shareholders with an attractive return, while
enchasing the value of their investment and to build on our long
established strengths and forge ahead to constantly grow and
advance with time.
 
Catalogue:
Contents
--------

Purpose of Report .

Cargills Ceylon Ltd. .

The 'As Is' Process. 4

'As Is' Findings. 5

The 'To Be' Process. 12

'To Be' Processes Overview.. 14

'To Be' Process Description. 16

'To Be' Process Description. 16

'To Be' System Workflow.. 20

'To Be' Working Environment 22

SWOT Analysis of 'To Be' System.. 23

Obstacles and advantages of the BPR initiative. 27

Obstacles. 27

Advantages. 27

Transition from 'As Is' to To Be' 30

Conclusion. 32

References. 33
Document introduction:

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