Table of Contents

Allocating Human Resources. 3

Allocating Financial resources. 6

Setting Timelines. 14

To develop a car from concept to reality, manufacturers require raw materials (Khatabook, 2020) 15

Setting Performance Indicators. 17

Allocating Human Resources

TABLE: Human Resource Allocation Plan

TABLE: Professional development Plan

One of the major activities of the car production is the manufacturing process (Omar, 2014; Spirko et al., 2016). This plays a key role in the competitive strategy as the company strategy focuses on keeping the car prices low without comprising quality and this can only be attained if the manufacturing process is retrofitted with waste recycle system that helps in reusing aluminium scraps which are left behind from the production of car chassis. One of the major actitvites of the car production is the fabrication (Bhatnagar, 2018; Durkin et al., 2020). This activity play a key part in addressing the competitive priority as the firms has set the provision of high quality interior within their cars as their priority to gain on competitive edge and such expectation is met by the fabrication activities as they are responsible for lining the interiors with high quality leather and provide seamless experience for the driver. One of the major activities of the car production is the assembly line (Dias et al., 2019; Lee, 2016). This activity is essential for addressing the key performance indicators of the company as the firm makes use of low delivery lead times as KPI and such benchmark is achieved due to assembly since it is responsible for putting together the chassis, body, engine and the tires quickly and deliver it to the client with the lowest lead time.

Manufacturing is the key process of transformation in the car manufacturing (Klug, 2013; Koram, 2019). This involves the use of an aluminium and carbon fibre as the sources for developing the chassis and the body of the car. This also includes the development of the car engine, drivetrain and gearbox for the car. The transformed resources that are used in the manufacturing process are the aluminium and carbon fibre sheets are the transformed resources. This is because the transformed resources is depicted by the resources whose shape and structure is converted to produce the finished or final products and such aspects are met by the aluminium and carbon fibre as they come in flat sheets and are altered into hollow structures for being converted into cars, which is the final product. In the works of Caetano et al. (2021); Merciai (2019), it is supported that the transformation resources are characterised as the resources that are responsible for producing the final product. The transforming resources are the R&D scientists, engineers and metal processing technology. This is because the transforming resources are those competencies that provide support or are used to perform the resource transformation process and the metal processing technology delivers on that role as it is responsible for converting the aluminium sheets flat sheets into the car body by considering the car body design specification as the data input. In the works of Grnroos and Ojasalo (2014); Yazan and Fraccascia (2020), it is supported that the transforming resources are essential. In the transformation process, the aluminium sheets are cut into different shapes and sizes that are specified by the R&D scientists. The engineers feed this data into the robot arm laser system for cutting down the sheets into specific segments of the car body and then they are welded together at specific joints to emerge as the entire car body input. Then the engineeers focus on the production of the car engine by developing mold casts in which liquid aluminium and titanium metal is poured. This settles down and the cast is broken down to get the engine. The output of the process is the car that is integrated with the engine and the car body.

The company has a future vision that it would emerge as an entity that has the highest rate of satisfaction amongst the drivers and the passengers. The company aims at using this advent as a source of gaining competitive advantage in the future. However, this can only be attained if the manufactured cars keep on improving their mileage which requires increasing efficiency in aerodynamics and such requirement can only be met by manufacturing as it is known for its capacity of improving the aerodynamics for future design iterations. Similar evidence can be observed in the works of as it is stated that the manufacturing is important for the development of the competitive edge and asserting a positive implication on the performance of the firm. Therefore, it is analysed that the manufacturing operation has a significant contribution in improving the firms potential in attaining the competitive priorities of high satisfaction rate amongst the customers. In addition to that, the company has aimed at developing a net zero carbon emission vehicle in the future to gain a competitive lead in the market. In an attempt to address such expectation, the manufacturing plays a crucial role as the production of the net zero carbon emission vehicle would require production of lithium cell based EV engine and such neccesity is addressed by the manufacturing as it is known for producing efficient engines for electronic vehicles. Similar observations can be accounted in the works of as the author suggest that the manufacturing has a positive association with the creation of proper engines in EV. Therefore, manufacturing is important operation in improving competitive priority of the firm.

Allocating Financial resources

Table: Budget plan

The total budget of the project is 11 million.

Cash management plan

Setting Timelines

Setting Performance Indicators

Four KPIs have been deployed to see through the plan:

Customer Satisfaction score: This KPI is used to measure the extent to which customers prefers or likes the overall features (Nicastro, 2022). If the CSAT score is more than 9.0+, then it is deemed that the KPI has been achieved successfully. Any score below that indicates that the improvement is needed in the car features.

Lead Time Score: This KPI is used to monitor the time it takes to deliver the product to the customers (Amper, 2023). If the delivery lead time decreased by 25%, then it is proclaimed that the KPI has been achieved successfully. If the Lead Time Score is low than 20%, then the cars need to be delivered to the customers quickly.

Quality defects: This KPI is deployed for taking an account of how many customer complaints have been witnessed in the period. If the number of complaints per period is less than 5%, then the interior quality defects of the car is low and acceptable. If it is more than 10%, then the improvement in the quality of the car interior is needed.

Budget variance: This is responsible for controlling the investment by comparing the baseline amount with current expenses and prevent any instances of the cost overrun (Bragg, 2023). If the budget variance KPI values less than 10%, then the investment for the car production is understood to be in line with the projected expenses. If it is more than 10%, then the budget allocation for the manufacturing needs to be reduced immediately.

Reference List

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