Sales PF attains increased operational PF attains increased autonomy Autonomy in operations has improved, autonomy but will not improve more significantly due to strategic move against autonomy PF Systems and Standard Clear operational status KPMG operations reviews done, Operating Procedures (SOPs) established implementation of recommendations has established and in use started (in bin cards updating on a daily basis, stock take procedures....) as maybe reported in a separate section. Activity 3: Strengthening management and financial systems Year’s Activity Description Targets/Outputs Q2 Comments Financial management Tally software designed to meet FM recruitment delayed, but will report on Hire and install a professional the reporting needs of the duty by May 2 and skilful finance manager to product facility More training offered to3 finance manage the finances of the Staff trained in Tally software assistants for PF, Arua, and Mbale division Financial reporting regularly Implemented the 25% cost sustainability Design tally to meet the needs disseminated drive of the product facility Sales staff are in-charge of the debts, Conduct more training of Tally discussions are going on to find a debt financial software collector/credit controller Develop cost drivers and cost ISO Certification training started, absorption strategies to show reviewing the work-operations processes growth in capacity Quarterly financial report prepared and Deploy a sales daily debt presented for discussions collector Sound financial management and reporting (both cash and inventory) regularly disseminated Good relationships with Accurate and timely statements Implemented, needs strong customers and suppliers for customers and suppliers by financial authority perceived resulting from accurate and timely statements Capacity of warehouse staff Warehouse staff trained and Training not done in this quarter A team of professional, oriented to the new challenges KPMG conducted reviews in stocks proactive members of staff management, HR, Finance and debtors, developed procurement and sales and made valuable Warehouse staff trained and recommendations which are being oriented to the new challenges implemented Sales force empowered to make Sales force received written sales targets a difference in their activities and contribute to achieving overall sales objectives Warehouse Management Staff trained on stock and KPMG recommendations are being Train warehouse staff to warehouse management reviewed, including revision of SOMs improve their skills in stock and Need for specific warehouse consultancy warehouse management is diminishing, SOW will have to be Regularly review SOM for reviewed by KPMG before committing to further revision and follow up of the need of it
Sales PF attains increased operational autonomy PF attains increased autonomy Autonomy in operations has improved, but will not improve more significantly due to strategic move against autonomy PF Systems and Standard Operating Procedures (SOPs) established and in use Clear operational status established KPMG operations reviews done, implementation of recommendations has started (in bin cards updating on a daily basis, stock take procedures....) as maybe reported in a separate section. Activity 3: Strengthening management and financial systems Year’s Activity Description Targets/Outputs Q2 Comments Financial management Hire and install a professional and skilful finance manager to manage the finances of the division Design tally to meet the needs of the product facility Conduct more training of Tally financial software Develop cost drivers and cost absorption strategies to show growth in capacity Deploy a sales daily debt collector Sound financial management and reporting (both cash and inventory) regularly disseminated Tally software designed to meet the reporting needs of the product facility Staff trained in Tally software Financial reporting regularly disseminated FM recruitment delayed, but will report on duty by May 2 More training offered to3 finance assistants for PF, Arua, and Mbale Implemented the 25% cost sustainability drive Sales staff are in-charge of the debts, discussions are going on to find a debt collector/credit controller ISO Certification training started, reviewing the work-operations processes Quarterly financial report prepared and presented for discussions Good relationships with customers and suppliers perceived resulting from accurate and timely statements Accurate and timely statements for customers and suppliers Implemented, needs strong by financial authority Capacity of warehouse staff A team of professional, proactive members of staff developed Warehouse staff trained and oriented to the new challenges Sales force empowered to make a difference in their activities and contribute to achieving overall sales objectives Warehouse staff trained and oriented to the new challenges Training not done in this quarter KPMG conducted reviews in stocks management, HR, Finance and debtors, procurement and sales and made valuable recommendations which are being implemented Sales force received written sales targets Warehouse Management Train warehouse staff to improve their skills in stock and warehouse management Regularly review SOM for further revision and follow up of Staff trained on stock and warehouse management KPMG recommendations are being reviewed, including revision of SOMs Need for specific warehouse consultancy is diminishing, SOW will have to be reviewed by KPMG before committing to the need of it
AFFORD%20FY2012%20Q2%20Report%20FINAL.docx