Quality Management is an important element in every organization. The objective of having quality management in an organization is to ensure products and services produced or offered by the organization are in accordance to customers’ needs and requirements.
The purpose of this paper is to review and analyse the quality management for implementation of the Shell Global Corporate Card for Royal Dutch Shell (RDS). The background for the implementation of the Shell Global Corporate Card is for RDS to have a single Travel and Expense (T&E) card which enables the company to monitor the use of the card which is restricted only for business use and subject to controls designed by RDS in line with the global standard and quality requirements.
The objective of this paper is to analyse and illustrate the quality management in the implementation of Shell Global Corporate Card, a Travel and Expense (T&E) card available for full-time and part-time employees (not contractors) of RDS who may incur T&E and Low Risk Procurement expenses on behalf of their Business. Projects and operations have objectives, a project ends when its objectives are met, whereas an operation continues toward attaining a new set of objectives when the current set of objectives has been attained (PMP 2006). The analysis will be focused on RDS’s objective in introducing this card to its employees and how this global, standard, fit for purpose and risk based strategy aligns with key directives within RDSs’ Finance operation globally. Analysis also includes the activities needed to determine required function and performance characteristics, the context of implementation, stakeholder constraints and measures of effectiveness, and validation criteria (Hass, Wessels and Kevin Brennan 2008).
Prior to Shell GCC introduction, employees of RDS will use their Departmental Card, Personal Credit Card or own cash whenever they go on business trips. In the event if personal credit card or own cash is being used, employees will then submit their claims via a standard claim form to get their money reimbursed. This process has caused a lot of confusions, as there were no proper controls in place. The lack of accurate data costs organizations dearly in correction activities, lost customers, missed opportunities, and incorrect decisions (Olsen E 2003). Expenses incurred could be a non-business expense since the charges are charged via different modes, which could not be verified or tracked by RDS due to data privacy and restrictions imposed by the cardholders’ bank. The lack of unanimity concerning quality could be due to no single set of variables that adequately explains quality improvement for a firm regardless of product and industry. Then, what is needed is a methodology for identifying and measuring contextual variables within a firm (Adam, Everett E., Foster, S. Thomas 2000).
RDS decided to have a standard, simple, fit-for-purpose process, and they introduced Shell Global Corporate Card. The Global Corporate Card is available to full-time and part-time Shell Company employees, including those employed on a fixed term contract, who are reasonably expected to incur business expenses. In such situations the use of the Global Corporate Card will be mandated. The GCC is a one global card program, centrally managed, supported by CitiBank. Information on the transactions incurred by cardholders is provided daily to RDS in the form of transaction files sent through the CitiBank Management Information (MI) tool. These files are then loaded into the RDS Expense Management System (EMS) which then the cardholders will access on a regular basis in order to code and validate their expenses in line with RDS finance controls.
3Project Quality Context
What is Quality and why it is very important? Quality is important in every organization to ensure the organization’s objectives are achieved that is to satisfy...