Professional Documents
Culture Documents
The subcommittee established to oversee the current status of the Company Performance, identify major
problems and challenges for future BOD strategic Direction. The BOD subcommittee has formulated
Action Plan to closely understand the current status of the company. The action plans include
1. Methodology
2. Reviewing resource utilization and control system of the Company
3. Review the life-cycle management of the company
4. Proposal for Way forward
1. Methodology
The committee has designed general approaches to be followed to understand the existing challenges on
company performance and productivity and propose the way forward for the Board of Directors policy and
direction decision to maximize the company profit and growth. The methods used are meeting with
employee, middle level, and top management level of the company at both factory sites and at head office
and physically observe the company’s resources.
Accordingly, the committee travelled to Eden water bottling Plant at Agena and made separate meeting
with factory employees, middle level management, and factory level top managers and some of the
committee members tried to interview and talk on phone with two shareholders living in the areas of water
bottling plant.
The factory employees participated in this meeting include mechanics, operators, production teams, support
staffs, guards, regular and temporary laborers. The middle level management team involved supervisors of
store, production, electrical and guard. The final meeting was with Factory level top management team
involving heads of production, Finance and Administration and plant manager. The committee has given
briefing on the committee mission and facilitates opportunity to all level meeting participant to present
problems, weaknesses, challenges and means of improving productivity and profits. This factory site
enables the committee to see current status of challenges of the company and indications for future
improvements.
1.2. Head office Meetings
The committees made separate meeting with middle level and top level managers. The working hours and
limited time of the committee could not allow making meeting with all head office employees, sales staffs
and laborers. The middle level involved Marketing, Sales and Distribution team leader, General Account
team Leader, Cost and Budget Team leader, Share Administration head and Strategy and Business
Development team leader. The top management participated are Finance, Human Resource, Purchase, New
projects and Marketing and Business development Department Managers. The meeting was exhaustive,
covers general and departmental level challenges and problem identification and proposal for future
improvements.
The head office and factory site meeting with manpower and the committee observation revealed that the
resource utilization and control system requires due consideration and monitoring. The gray areas require
immediate attention of the BOD and management of the company. The points raised in these meetings and
committee observation are indicated below
The internal control system of the company is inefficient and traditional due to
Poor Control –check and balance system
a. No internal control/audit system, hence the system is made vulnerable to dishonesty and
favoritism;
b. Suspicion of dishonesty/corruption/ in areas of transportation, fuel purchase, tree plantation
and administrative running cost, etc.
Poor system design linkage facilities that best fit and manage constraints and issues could be related
to geographical gap between the plant site and head office
a. power centralization and lack of coordinated efforts
b. Poor or nonexistent IT facilities and communication system
c. Nepotism/partiality
Lack of awareness on the cumulative effect of waste of production time, redundant manpower and
damage to raw material and the product on overall productivity and profit of the company
Lack of standards to measure the efficiency and effectiveness of raw material supply system,
labour competitive, and products type and size best fit the market demand and create competitive
advantage
3. Review the life-cycle management of the company
Lack of unity of purpose at all level of the company life-cycle and weak diligence for coordinated
effort
The constraints related to lifecycle of the company that comprise supply chain management,
production efficiency, transportation efficiency, storage capability, and marketing efficiency
3.1. Supply chain management
Incapability to timely, required quality and quantity of the raw materials, spare parts, chemicals
and other production inputs due to poor and traditional procurement and supply planning
Inefficient raw material and service sourcing and management
a. Poor international bidding system and dependency on limited accessed suppliers
b. Poor contractual agreement that manage the discrepancy between test samples and actual bulk
supply
c. Delayed reporting culture of the damages, shortages, overages and quality of the supplied bulk
raw material and spare parts
d. Poor handling of waste and damaged raw material
Incapability in predicting future requirements to balance supply and demand
inability of marketing supply chain to meet customer needs through product accessibility and
responsiveness to ensure on time delivery
slow speed of decision making and thus leading to worse supply chain performance
weak competitive infrastructure that synchronizing supply with demand and measuring
performance
3.2. Production efficiency
Poor effort is made to meet machinery capacity and/or annual plan based production schedule and
to overcome the challenges
Poor production performance resulting from
a. Delayed raw material supplies particularly Preform, shrink, ,
b. insufficient storage capacity at factory level,
c. power supply interruptions,
d. delayed and poor sorting of required spare parts
e. lack of forklift and conveyor belt to clear off products from production front
f. low quality raw material supply
High rate of production waste related to
a. poor and traditional product handling
b. lack of pallets (metal sheet) for storage and transportation
Lack or poor in recording and reporting Production downtime consistently for information based
decision making
Poor plant performance
a. Dusty compound and internal roads that retarded movements and may pollute packed water
b. Poor production and storage floor quality and bad impression for regulatory authority
c. Poor waste management system
3.3. Transportation efficiency
Inefficient product transportation to marketing center
a. Lack of transparency in source,
b. Doubtful market competency,
c. dependency on limited FSR that are not dedicated to company
d. poor organization system
dependency on rental transportation system and potential impact on company productivity
the Addis Ababa product distribution tracks is better utilized but not fully functional due to
weekend stoppage, delay loading, lack of systematic monitoring system
3.4. Storage
the plant site storage as main bottle neck for productivity
a. the currently built store still incapable to store more than two days production capacity
b. it could be used as emergency means of combating the problem but not sustainable solution
c. connected to the production room and lacks access for loading to market
d. still under the construction and could be delayed as usual
e. transport of the product from production to storage is manual
f. lacks metal sheet and or good quality pallet to store product with minimal damage
Addis Ababa storage
a. Extreme under utilization and currently serve as waste product damping
b. The track to track transfer system is taken as cost efficient and minimizing labor cost and
inaccessibility to company locomotive
c. The central store is not functional due to broken gate and lack of timely maintenance
d. The loading and unloading at Addis Ababa store recently started very late ( 8 to 9:50 AM
e. The plant site stores functional 6 days per week and 8AM to 11PM while Addis Ababa
store works regular working days and time (Saturday and Sunday are not Functional)
Awasa store is not investigated by the committee yet but gossips indicate it is not functional.
3.5. Marketing and sale
The marketing system of is not fully investigated by the committee due to shortage of time to
separately meet with owned sales and agent distribution crews
The need for BoDs self-assessment in crating functional policy and giving direction to management
to enhance the productivity and profits to shareholders
The need for the change professional management
Harmonize and enhance procurement process by acquisitioning raw materials well in advance and
ensure uninterrupted raw material supply
Minimize rental based and idle storage system adequate infrastructure (access, parking space, fully
furnished floor and large storage area, closest to market centers and avail additional stores at
plant site
Increase efficiency of production to full capacities of bottling machinery by timely supply of raw
material, availing efficient storage and loading and unloading facility crating broad based
marketing system
The need to contract Transport companies with a capacity of more than ten trucks on tender
Continuously survey the market landscape and expand distribution of products geographically and
in terms of quantity;
Put in place check and balance system including internal audit system
Put in place effective IT system and ensure application of software in most department
Increase sales market promotion
Work on group health insurance and improve benefit packages
Organize on job short term trainings on selected fields;
Instruction on further investigation of suspected corruptions and nepotisms;