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Decision making informational analysisfor the Sales departmentin an economical organizationCoord. prof.:Dr. Nisioiu Codrin-FlorentinContents1. Knowing the economic mechanism.....................................................................................................1 Description of the econo...

Description

Decision making informational analysis for the Sales department in an economical organization

Coord. prof.: Dr. Nisioiu Codrin-Florentin

2017

Contents

1.

Knowing the economic mechanism.....................................................................................................3 1.1

Description of the economical organization................................................................................3

1.2

Organizational framework...........................................................................................................4

1.3

Presenting the activity of the Sales department..........................................................................5

1.1.1 2.

Requirements of the sales operator.....................................................................................6

Describing the current information system.........................................................................................7 2.1

Document templates...................................................................................................................7

2.2

Description of the documents.....................................................................................................9

2.3

Internal documents list..............................................................................................................11

2.4

External documents list.............................................................................................................12

2.5

Beneficiaries list.........................................................................................................................12

2.6

Information suppliers list...........................................................................................................13

2.7

Beneficiaries and suppliers list...................................................................................................13

2

1. Knowing the economic mechanism 1.1

Description of the economical organization

Name: S.C. PharmaFarm S.A.

Main objective: Acquiring pharmaceuticals and parapharmaceutical products from internal and external suppliers and distributing them on a national scale in an en-gros regime.

Main location: Corunca county, Mureş With eight other regional warehouses in Bucureşti, Baia Mare, Brăila, Cluj, Constanţa, Craiova, Iaşi, Timişoara.

Legal form: joint stock company Number of employees: over 400

History and important events in the development of the organization: PharmaFarm company was taken over in 2007 by Gedeon Richter Plc group, one of the biggest names in the pharmaceutical market in Central and Eastern Europe. Thus, PharmaFarm becomes a full member of an international organization and Gedeon Richter Plc reach the forefront of competitiveness, with significant production in Romania and consolidated its position in the local market in the distribution and retail site.

With substantial resources and proven experience in distribution, PharmaFarm provides the eight regional warehouses optimal territorial coverage tailored to the current needs of the pharmaceutical market. Dedication, professional skills and passion of our team members provide performance and a high level of communication with our partners. Efforts were rewarded portfolio of partners is growing 3

range of products is constantly expanding, so that complex business that I built is ready to develop.

Products: The expanded portfolio holds more than 4,000 pharmaceutical, para-pharmaceutical and cosmetic products. Providers: They have strong partnerships, which became tradition with the nationally and internationally leading manufacturers of drugs. Among their partners are: Gedeon Richter Romania, Gedeon Richter Hungary, Sanofi Zentiva, Sandoz, Terapia-Ranbaxy Krka, Biofarm, Antibiotics Iasi, MSD, GSK, Pfizer, Worwag Laboratories Servier, Beaufour Ipsen, Egis, Alvogen Labormed Alfa Wassermann, Bionorica, Ewopharma, and others.

1.2

Organizational framework

4

1.3

Presenting the activity of the Sales department

The chief supervisor is the general regional manager. The sales department cooperates with all the other departments from the society. The sales department represents the firm by the relationship with the allocated customers and has the responsibility of maintaining a good relationship with potential or already existing customers. The objective of the department is to close the deals of selling products by call, and to reach their target goal and incomes according to the firm’s standards. There are some specific tasks the sales operator has at all times: 1. Takes orders from customers, according to the firm’s sales policy 2. Schedules the payments and tracks the income 3. Is in charge of the sales plan every month 4. Makes monthly reports regarding sales, incomes and sale goods 5. Has the achieving of the sales goals in mind, permanently 6. Manages the relationship standings between the firm and the customers, has a good and clear communication with customers, permanently interacts with them and solves their needs accordingly 7. Always tries to attract new customers by promoting certain offers and sales, engages in promotional events organized by the providers in collaboration with suppliers during the pharmaceuticals promoting campaigns 8. Proposes closing sales-buying contracts to the general regional manager 9. Is in charge of allocating and guaranteeing the customers the credits they are owed 10. Constantly proposing ways to improve activities 11. Has the obligation on keeping the data confidential 12. Updates the register with new customers with their full information 13. Assuring that any complains or issues the customers have are solved in the shortest amount of time and bring it to the general regional manager’s attention 14. Reports any change in their activity zone to the general regional manager 15. Assures that every campaign event is working accordingly 16. Forwards any problems over their level to superiors 17. Has the obligation to know and act according to the firm’s internal policies 5

The sales operator also needs to assure the image of the firm is protected by professionalism and ethic behavior in every relationship with every customer or provider. The sales operator has the responsabilities and benefits from the rights written in the initial labor contract, the firms internal regulations, and the collective labor contract.

1.3.1 Requirements of the sales operator Professional requirements: -

Education: high school graduate

-

Experience: at least one year in the field

-

Other skills: Computer skills – medium level

Abilities: -

Well organized

-

Problem solving oriented

-

Interpersonal communication

-

Attention to detail

Evaluation points -

Sales value

-

Client contacted/client billed report

-

Mean number of orders/day

-

Number of sold offers

-

Respecting the billing procedures

-

Personal criteria( fairness, attitude, integration and teamwork, professional skills)

6

2. Describing the current information system 2.1

Document templates

M01 – Stock availability Product ID

Date

Available Quantity I01

M02 – Products Product ID

Product Name

Category ID

Description

M03 – Suppliers situation Supplier ID

Supplier Order

Sale

Specifications

ID I02 M04 – Sales Product ID

Date

Quantity I03

Value I04

Order ID

M05 – Price list Product ID

Date

Price I05

Specifications

M06 – Orders Product

Custome

Order

Delivery

Quantity

Price

Value 7

ID

r ID

Placemen

Date

t Date I06

I07

M07 – General sales plan Plan

Date

Product

Quantit

Value

ID

y I08

I09

ID

Month

Year

Week

M08 – Safety stock Product ID

Date

Quantity I10

Value I11

Safety stock I12

M09 – Forecasting / Comparison to other sales plans Produc

Categor

Mont

t ID

y ID

h

Year

Wee

Chang

Specification

Quantit

k

e I13

s

y I14

M10 – Sales offer plans Sale Offer ID

Date

Specifications

Value I15

Quantity I16

M11 – Forecast

Forecast ID

Date

Product

Total

ID

value I17

Month

Year

Week

8

2.2

Description of the documents

M01 – Stock availability 1. Beneficiaries – Sales Department, Economic Department, Sales Analysis Department 2. Periodicity – Monthly 3. Method of calculating the indicators – I01 Available products in the warehouses are determined. M02 – Products 1. Beneficiaries – Sales Department, Sales Analysis Department, Forecast Sub Department of Supply Chain Department 2. Periodicity – Monthly 3. Method of calculating the indicators – / M03 – Suppliers situation 1. Beneficiaries – Supplying Department, Sales Department, Sales Analysis Department 2. Periodicity – Monthly 3. Method of calculating the indicators – I02 Determining orders from suppliers, their value, and the quantity ordered. M04 – Sales 1. Beneficiaries – Sales analysis department, Forecast sub department 2. Periodicity – Monthly 3. Method of calculating the indicators – I03 Determined based on product quantity and value sold to clients; I04 – Determined based on I03 and prices.

M05 – Price list 4. Beneficiaries – Finance Department, Sales Analysis department 9

5. Periodicity – Monthly 6. Method of calculating the indicators – I05 - Determined according to the current prices of the month.

M06 – Orders 1. Beneficiaries – Finance department, Sales Analysis department, Forecast sub department 2. Periodicity – Daily 3. Method of calculating the indicators – I06 - Determined by adding up the total quantity of the placed orders in a certain period of time; I07 – Determined by adding up the total value and cumulated value of the placed orders in a certain period of time.

M07 – General sales plan 1. Beneficiaries – Forecast sub department 2. Periodicity – Monthly 4. Method of calculating the indicators – I08 - Determined by estimating the quantity of products sold on certain periods of time; I09 – Determined by adding up the total value and cumulated value of the placed orders in a certain period of time. M08 – Safety stock 1. Beneficiaries – Quality department, warehouse manager 2. Periodicity – Monthly 3. Method of calculating the indicators – I10 - Determined by the estimated stock quantity; I11 – Determined by the estimated stock value; I12 – Determined by the specific conditions of the products. M09 – Forecasting / Comparison to other sales plans 1. Beneficiaries – Board 2. Periodicity – Yearly 3. Method of calculating the indicators – I13 - Determined by calculating the difference between the value of the effective income and the forecasted income; I14 - Determined

10

by calculating the difference between the quantity of the effective income and the forecasted income. M10 – Sales offer plans 1. Beneficiaries – Sales department, sales analysis sub department 2. Periodicity – Monthly 3. Method of calculating the indicators – I15 Determined by the estimated value of the products on sale/offer; I16 – Determined by using I15 and the price of each product in the sales period.

M11 – Forecast 1. Beneficiaries – Supply Chain department chief 2. Periodicity – Yearly 3. Method of calculating the indicators – I17 Determined by estimating the yearly value of the next year, on each category and in total.

11

2.3

Informational matrix of documents D1

D1 D2 D3

M08, M09, M10, M11 M02

D4

M01,M04,M 06 M03,M05

D5

M07

D2

D3

D4

D5 M09, M11

D6 M07, M08 , M09

D6

12

2.4

Internal documents list

Document ID

Document name

Document provider

Related document

M01 M02 M03 M04 M10

Stock availability Products Suppliers situation Sales Sales offer plans

Sales department Sales department Sales department Sales department Sales department

ID M02 M02 M06

2.5 Document ID

External documents list Document name

Document provider

Related

M05 M06

Price list Orders

(department) Economic Department Economic Department

document ID M02 M01,M02,

M07 M08 M09

General sales plan Safety stock Forecasting

Economic Department Quality Department Quality Department

M04,M05 M02,M04 M02, M06 M02, M04,

Quality Department

M07, M10 M02, M09

M11

Forecast

13

2.6

Beneficiaries list

Beneficiaries are departments and services related to the internal documents of the Sales department.

Department ID D1 D2 D3 D4 D5 D6

2.7

Beneficiary name Economic Department Marketing Department Quality Department Supplying department Forecast sub department Sales Analysis sub department

Information suppliers list

Information suppliers are departments that send constant updates with data and information to the sales department, contributing to the department’s working flow and process.

Dep ID D1 D2 D6

Supplier Name Economic Department Marketing department Sales Analysis sub department

14

2.8

Beneficiaries and suppliers list

Dep ID

Department/Sub department

D1 D2 D3 D4 D5

name Economic Department Marketing Department Quality Department Supplying Department Forecast Sub Department

D6

Sales Analysis Sub Department

2.9

Beneficiary

Supplier

External flows schema

Physical flows imply exacting the structure of messages, circuits, and information flows. The informational message is the systemic form of organizing the information in order to ensure the conditions for its transmission.

15

3. Analysis and representation of the current information system 3.1. Document – document matrix Information space M05

M06

M07

M08

M09

M11

D1

D2

D3

I 1

1

D6

1

1

M07

M08

D5

II

M05

M06

D4

1

1

1

-1

1

1

-1

M09

1

-1

M11

1

1

III

IV

M01

1

M02

1

M03

1

M04

1

M10

1

1

1

1

16

3.1.2 Interpretation of the document-document matrix The document-document matrix can easily highlight the existing informational relationships between the system’s components, which have been represented by documents. 1st Quadrant The first quadrant supplies informational activity from within the system, as well as the relationship between elements. As it can be seen from the relationship between documents, (M05 – M06 relationship) The PRICE LIST documents, provided by the ECONOMIC DEPARTMENT contributes into creating the ORDERS document, provided as well by the ECONOMIC DEPARTMENT. The next indicator is seen between M08 and M07, and we can see that the SAFETY STOCK document provided by the QUALITY DEPARTMENT contributes to the creation of the GENERAL SALES PLAN document provided by the ECONOMIC DEPARTMENT. Analyzing the SAFETY STOCK gives an idea of the General Sales Plan and allows for easily managing the safety stock. Followed by M09 and M08, the relationship between the SAFETY STOCK document and the FORECASTING document, both provided by the QUALITY DEPARMTENT. This shows the fact the after analyzing the SAFETY STOCK, an organization can and will have a general idea about how to provide a pretty accurate FORECASTING results, having analyzed the sales, then the remaining stock. Next we have M11-M07 relationship. Similarly to the previous one, the FORECAST department this time and the GENERAL SALES PLAN have a very similar relationship, in a way that the GENERAL SALES PLAN document will give an accurate estimation of the forecast, thus allowing the creation of the FORECAST document provided by the QUALITY DEPARTMENT

2nd Quadrant The second supplies information about the relationship between the internal documents and the informational space by representing the informational flow on a physical level. As it can be seen in the beneficiary list, The document M05 – PRICE LIST is transmitted to the beneficiary D1 – ECONOMIC DEPARTMENT. We can also see that the ECONOMIC DEPARTMENT is a beneficiary and a supplier, from the according schema. The PRICE LIST document is also benefiting the SUPPLYING DEPARTMENT, D4, which can also be seen on the beneficiary and suppliers list table. The third relationship, M06 ORDERS is also in relationship with the ECONOMIC DEPARTMENT, this department being in charge with the economical situation of the organization.

17

The GENERAL SALES PLAN document – M07 – is generated in the current informational space in D1, this being the ECONOMIC DEPARTMENT’S responsibility. The relationship between the GENERAL SALES PLAN document and the SUPPLYING DEPARTMENT is a beneficiary one, since the SUPPLYING DEPARTMENT needs the GENERAL SALES PLAN in order to keep track and constantly update the remaining stock, based on sales. The SAFETY STOCK DOCUMENT is being transmitted to the ECONOMIC DEPARTMENT in order to keep track of the stock and the possible upcoming sales, or possible changes in price due to the current supply and demand situation. The SAFETY STOCK DOCUMENT is generated in the MARKETING informational space. The FORECASTING document – M09 – is generated and sent to its beneficiary, the FORECAST SUB DEPARTMENT, in order to help with the following forecast situations or analyses. The FORECASTING document is generated by the SALES ANALYSIS SUB DEPARTMENT (before sending it to the forecast department) thus making the relationship between M09 and D6 a -1, being generated in its informational space. Moreover, the FORECAS...