Baria Planning Case Solution
Baria Planning Case Solution
30 SEPTEMBER 2014
BARIA PLANNING
SOLUTIONS CASE
ANALYSIS GROUP - 8
1.
What are the organizational and operational issues that underlie the problems
facing Baria Planning Solutions (BPS)?
Problems faced by BPS solutions:
BPS project win rate for new sales, renewal,
and pilot projects has reduced by 2%, 6.25%
and 3% respectively when compared to the
projected win rates. This negative impact on
the performance of the company is been
attributed to the delays incurred by the sales
support group of the company. The
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2. Suppose you walk into BPS one day, and find that the average work in process
of sales requests is 100. What would be your estimate of the turn-around time
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(Manufacturing Lead Time) for a new Sales Support request in Retail Sector,
based on the information given in the case?
As per status quo, the total inventory (no. of requests under process) at any instant in the
system is 15.82. The breakup of inventory per activity alongwith its total process time
(Request process time+ Wait time) is :
Activity
Reques
t
Process
Time
(in hr)
Reques
t wait
time
(hr)
Total
time
spent in
process
(hr)
No. of
Request
s in
process
2.45
4.12
6.57
76
No. of
Request
s in
Queue
(Ii)
Total
Inventor
y
(Request
s in
process
and
waiting)
1.27
2.03
1.42
2.22
1.45
2.27
1.07
1.70
2.11
2.87
3.04
3.88
0.18
0.86
0.
2-Data Analysis
3-Proposal Support
2.57
4.60
7.17
79
10.58
18.97
29.55
81
0.
Energy Sector
0.
Government Sector
10.58
18.13
28.71
63
0.
Manufacturing Sector
Retail and Other
Sectors
6.35
17.60
23.95
76
0.
15.87
56.85
72.73
85
0.
4 - Pricing
TOTAL
15.82
2.19
0.59
2.78
68
Extrapolating the inventory from 15.82 requests to 100 requests in the same proportion
as per the above table, we get the parameters for different activities as below:
Activity
Full Year 2010
1-Data Engineering
2-Data Analysis
3-Proposal Support
Energy Sector
Government Sector
Manufacturing Sector
Retail and Other Sectors
4 Pricing
No. of
Requests in
process
No. of
Requests in
Queue (Ii)
Total Inventory
(Requests in
process and
waiting)
4.79
5.02
8.05
8.98
12.83
14.00
5.13
3.95
4.81
5.36
4.28
9.19
6.77
13.33
19.19
1.16
14.32
10.72
18.14
24.55
5.43
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3. What alternatives are available for dealing with the problems in the Sales
Support group? How did you evaluate the alternatives? What actions should
Christy Connor propose to Brandon Ali?
Status Quo :
In the status quo, we analyzed the various
factors like Request process time, avg
request inter arrival time, capacity per year,
through put, capacity utilization, request wait
time, total process time etc. (Refer
Annexure 1). Then we realized the bottle
neck was created in the waiting time of each
request to be processed. This was almost
around 24.82 hours (Wt avg of 18.97, 18.13,
17.60, 56.85). Hence the various alternatives
were evaluated based on Request Wait time
primarily.
The various alternatives that we have got are
:
biggest advantage of this option is the substantial decrease in the request wait time,
which was almost 6.44 hours in the proposal support stage (Refer Annexure 2). The
cost incurred to do the cross training will be $6058 approx (=(105000/52)*3)
Limitations:
Team members need to remain in each role for 3 months at the least to stay
effective
USP of BPS by offering individual expertise in every industry is lost. Team members
become generalists from being experts in one particular sector.
Option 2: Industry Centric Organization
The various functions of the sales flow including
data engineering and data analysis get divided on
basis of the industry so that the sense of
ownership will increase inside a single industry.
Dedicated resources are expected to focus on the
priority issues and expedite them. But from the
Annexure 3 we can see that the request wait
time for each industry while drawing sales
proposals will still remain high at 18.97 hours for
Energy sector and it reaches a maximum of 56
hours for the retail sector. Significant reduction is
seen in the request wait time for the Data
engineering, analysis and pricing phases.
Limitations:
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Proposed Solution:
Based on the 3 options listed above, we are proposing that BPS should go for Option 1 of
Cross training the sales support team and dissolve the industry focus structure as it
results in the maximum reduction of the request wait time. The cost of cross training is
also less. Even though the firm might lose out on the USP of individual expertise in each
industry, the revenues and turnaround time for each project will reduce. This will result in
the firm remaining competitive. One major constraint that the firm needs to watch out for
is that since people working in each industry of the proposal team hail from different
firms, the team dynamics need to be cultivated with care. Further Steps
Hire 3 more heads (refer annexure 2) for further reduction in the request wait
time from 6.44 hours to 3.61 hours.
Streamline the solution selling process by training and coming up with generic
frameworks for faster turnaround time. It will also reduce the standard deviation
for processing requests
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