Research Proposal on Waste Elemenation to Maximize Profits

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EVEN THOUGH THE DEPARTMENTS ACHIEVE THEIR KPI’S AT SCL LTD, THE COMPANY FAILS TO ACHIEVE THE BUDGETED BOTTOM LINE OF THE P&L, WHY?.

H.H. Channa Gunasekara.

3/18/2013

In SCL Ltd, Even though almost all of the departments achieve their individual goals; the company fails to achieve the budgeted bottom line of their P&L. Last financial year (2011/2012) the achievement level was 81%, even though the industries norm is around 90-95%. Ideally, the financial performance of SCL Ltd also should be at least within the industry norm or above. The focus of this project is to study the factors affecting the deficit of the bottom line performance of SCL Ltd


TABLE OF CONTENTS.

Page #.
1-TITLE2
2-INTRODUCTION/ BACKGROUND. 2
3-PROBLEM IDENTIFICATION.3
4-PROBLEM JUSTIFICATION.3
5-RESEARCH PROBLEM.4
6-RESEARCH OBJECTIVES.4
7-LITERATURE REVIEW .4
7.1-Performance Evaluation System 5
7.2-Failure of Performance Appraisal System 6-7.
7.3-Using Key Performance Indicators to Increase Productivity and Profitability 8-9. 7.4-Why goal setting is important to achieve financial success?.10-12. 7.5-Other Methods of Strategic Planning and Management. -

Balanced Scorecard 13-16.
8.RESEARCH METHODOLOGY.17
9.LIST OF REFERENCES.17-18.

1.TITLE -
EVEN THOUGH THE DEPARTMENTS ACHIEVE THEIR KPI’S AT SCL LTD, THE COMPANY FAILS TO ACHIEVE THE BUDGETED BOTTOM LINE OF THE P&L, WHY?.

2.INTRODUCTION/ BACKGROUND.

Apparel industry is one of the pioneering industries in Sri Lanka and it contributes to the countries economy in a significant manner. The author has selected one apparel manufacturing company and in this research will call it as SCL Ltd to retain its anonymity. SCL Ltd was established in year 1982 and since then they were in the business of apparel manufacturing. Its mother company is in UK. Their business is apparel retailing and in order to gain the cost advantage; they have invested in manufacturing facilities in some other countries too. SCL Ltd started in Sri Lanka with only 10 sewing lines, and by now it has grown up-to 60 sewing lines and 15 separate modular lines. At the beginning SCL Ltd was having production supporting facilities like cutting, sewing, finishing and packing. And by now they have expanded to other value adding operations like embellishment operations such as printing, embroidery, sequin / stud & diamante attaching and garment washing too. At present they have 5 main departments in their organizational structure as,

Human Resources
Finance
Manufacturing
Merchandizing and planning
Embellishments

These departments are given separate Key Performance Indicators (KPIs) to guide and measure the performance. The KPI’s are evaluated monthly by the department heads.

3.PROBLEM IDENTIFICATION.

Even though almost all of the departments achieve their monthly individual goals; at the end of the month the company fails to achieve the budgeted or forecasted bottom line of their financial performance report (P&L). Last financial year (2011/2012) the achievement level was 81%, even though the industries norm is around 90-95%. Ideally, the financial performance of SCL Ltd also should be at least within the industry norm or above. The focus of this project is to study the factors affecting the deficit of the bottom line performance of SCL Ltd.

4.PROBLEM JUSTIFICATION.

This research is expected to identify the key factors affecting the profitability of SCL Ltd, which could be used to re-engineer the process of the company. Further, these outcomes will be of use to other manufacturing organizations, especially to those who are engaged in the apparel manufacturing. Finally, this research will contribute to the knowledge on business administration and plan implementation in manufacturing sector and also the researchers and the...
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