Key Business Process's in an Organisation

From the case study, Arkwright and Son Ltd, the key business processes that I identified in the organisation are the following. One of the key processes of the business is controlling the stock levels that the organisation could not run smoothly with this.

Another key business process is the company developing its IT system. This can be seen throughout the case study, such as from the paper-based stock control system to the Independent Stock Information System (ISIS). By having a database application written it has helped simplify complex and time consuming tasks. This also eliminates the chance of human error and is an effective way to monitor information. This system gives the organisation more accurate data and information so therefore can complete tasks the best possible way.

There has also been further growth on the IT hardware. This has been done to help maximise the organisations profits by keeping up with present technology to help better their performance and then therefore make profits.

Arkwright and Son Ltd have decided to expand their business. This was done by employing more employees for the company, such as more IT staff with more specialised roles were hired e.g. IT Engineer, Technical Assistant. This can be seen in the case study and is a key method in growing the organisation.

A website was created for Arkwright and Son Ltd, to show that they were an up and coming company and to market them within the industry and become better known.

Another key business process would be controlling the stock from the suppliers and from the warehouse to the local stores. This was handled by the procurement staff, which was in charge of requesting stock replenishment from suppliers to their warehouses or from the warehouses to the local Arkwright stores.

Arkwright launched a redesign process effort to help increase customer focus and reduce costs.

The new company slogan is dependable quality, lowest price.

The below are some of the key performance indicators for the business. Key performance indicators are a measure of performance that organisations use to help define their success.

In 2002, Arkwright developed his objectives to focus on sales and profitability rather than technical knowledge. Therefore, one of the key performance indicators would be the operating profit and seeing if this has changed since the new initiative has been put in place. Affecting profitability would be customer loyalty, as customers wouldn't go to other competitors. There would be a large customer base and would have repeated purchases. There is no information to measure this indicator, but is a major part in the organisations profitability. A second new initiative is emphasis on cost control rather than product quality; so one of the key performance indicators is return on assets (ROA) which is the net income divided by total assets.