BSBMGT617 - Assessment Tasks

Assessment Task 1
BSBMGT617 Develop and implement a business plan
Develop business plan

The assessment task is due on the date specified in your timetable / term-planner. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below
for details.
Performance objective
You will demonstrate the skills and knowledge required to research, analyse and develop a business
plan.
Assessment description
There are two parts to this assessment.
Part A
Use the information provided in the case study ‘Fast Track Couriers’ (see Appendix 1) to develop a
business plan to support the company’s strategic and operational goals. Develop a plan for
communicating the business plan to relevant parties.
Part B
Review the completed business plan (see Appendix 2). Analyse the strengths and weaknesses of the
plan, and prepare a written report of your findings.
Procedure
Part A
1. Review the information in the case study ‘Fast Track Couriers’ (see Appendix 1)
2. Analyse and interpret the current business environment, goals and objectives embedded in the
case study.
3. Consult with your assessor (assume the assessor is a key stakeholder) and discuss and agree
upon performance objectives and measures.
4. Document a business plan to assist the organisation to achieve its goals.
5. Document a plan for communicating the business plan to all relevant parties.
6. Present the business plan to your assessor (assume the assessor is a key stakeholder).
RTO: 22332 Version: 2

CRICOS: 03234B Page 1 of 19
Assessment Task 1
Part B
Business Plan 1:
1. Read the business plan ‘Quality Training’ (see Appendix 2)
2. Compare and contrast the business plan against the criteria for effective business plans, as
described in your workbook or other reference materials.
3. Compare the strengths and weaknesses of the business plan.
4. Complete a written report, detailing a critical analysis of the strengths and weaknesses of the
business plan.
Specifications
You must:
● for Part A:
○ submit a completed business plan

○ consult with key stakeholder (assessor) and document the outcomes of the consultation
○ submit a communication plan
● for Part B:
○ submit a completed report, analysing the strengths and weaknesses of the business plan.
Your assessor will be looking for:

● in Part A:
○ the business plan includes:

– Table of contents
– Executive summary
– Introduction
– Description of the business (background)
– Business products and services
– Marketing activity – the market
– Business operations – productivity and performance targets for key result areas (in
consultation with key stakeholders); include financial and non-financial
performance measures; and detail resource requirements, including human
resources, capital equipment and other resources required to achieve business
goals
– Management and organisational structure
– Proposal
– Financial background - trading to date; and forecasts

Assessment Task 1
– Risks (risk analysis) - include a section on how you will ensure skilled labour is
available to implement the plan, such as a recruitment or training strategy;
Licensing; and include any permits or licences required
– Conclusion
○ Communication strategy: Produce a report or document which covers the following areas:
– The process you used to develop the business plan
– Who are the key stakeholders?
– What information will each person (position) require?
– What are the relevant timeframes?
– How will you communicate this information?
– How will you ensure their understanding of their role in implementing the business
plan?
● In Part B:
○ The report is properly formatted and logically structured.

○ Identify relevant strengths and weaknesses of the plan, including discussion on the
following areas:
– Compare and contrast with text book structure and layout.
– Comment on quality and relevance of information.
– Comment on quality of information, i.e. did the business plan demonstrate
adequate research on competition market conditions?
– Comment on quantity of information – was there sufficient information to determine
the likely success of the business in accordance with its performance measures?
– Were the performance measures specific and realistic?
– Was the document well set out, easily understood and pitched at an appropriate
level for the reader?

Assessment Task 1
Appendix 1: Fast Track Couriers
General Information
History
Fast Track Couriers is a courier company operating in New South Wales for the last 15 years. Their
primary business function is delivering medium to large size packages across metropolitan Sydney. The
business has a good reputation in the marketplace for reliability and value for money.
After a slow start entering the competitive delivery market, Fast Track Couriers has built a solid
reputation over the past 12 years, and this has been reflected in their growth and profit margins.
Fast Track Couriers primarily targets small to medium-sized business which make up 80% of their
customer base. They are limited by their geographic location, as they currently do not deliver outside of
the Sydney metropolitan area.
The company has been marketed through direct sales, telephone, internet listings and mail-outs.
Through a program of telephone follow-up to ensure customers’ ongoing satisfaction with the business,
Fast Track Couriers has an admirable 87% retention rate for existing customers.
Although sales and profits have increased each year by an average of 5%, the owners are looking to
move forward by delivering to regional areas in NSW.
Organisational structure
The organisation is family owned, with three family members acting as a Management Board and
responsible for approving all business decisions.
● Managing Director – responsible for daily operational management decisions.
● Logistics Manager – responsible for the scheduling of the trucks and drivers.
● 20 truck drivers.
● 5 office support employees – responsible for administration, accounts, human resources and
sales.
Management
Team (owners)
Managing
Director
Human
Logistics Administration Finance
Resources Sales Manager
Manager Officer Manager
Officer
Truck Drivers
Accounts Clerk
x 20

Assessment Task 1
Strategic plan goals

The organisation’s strategic goal is to grow the business and increase business profits over the next
three years by expanding delivery routes to include regional NSW.
Operational plan goals

Fast Track Couriers will:
● commence deliveries to regional NSW within 12 months
● increase sales by 40% in the next three years.
Background
The owners of the business are not risk takers. They are aware that their ongoing success is the result
of a small, experienced team, close personal ties with clients and a reputation for reliable, low cost
service. Moving forward, their vision for the company is to retain those strengths and core values
through any expansion process.
The strategic and operational plans were developed as a result of external market research, indicating a
shortage of delivery organisations providing services to regional NSW towns. Fast Track Couriers were
looking for their next growth opportunity and saw that this was an ideal opportunity to be seized upon.
It was also felt that the company was now sufficiently stable and experienced, and in a financial position
to expand the business without risk to their current financial stability or reputation.
Reports from the Sales Manager indicated that contracts have been lost because some clients want to
engage a courier who can deliver to their regional offices, in particular Newcastle, Wollongong and the
Central West. Fast Track is currently unable to meet this demand and therefore some potential clients
have been lost. This became a motive to expand operations for both financial and customer service
reasons.
Proposed strategy
Fast Track Couriers currently allocates two drivers per truck to ensure that drivers are able to load and
unload heavy packages. The strategy going forward is to remove the need for two drivers per truck by
installing an automatic lift gate on the back of each truck, at a cost of $10,000 per truck. This will mean
that only one driver is needed per truck, as no heavy lifting will be required.
This will allow Fast Track to purchase 10 new trucks and use the existing drivers for regional routes.
Each new truck will cost $60,000 (including installation of an automatic lift gate). The money to purchase
the trucks will be borrowed from the bank on a business loan.
Financial information
Annual sales
Current sales Estimated sales (Yr 1)
$17 million $22 million

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Annual net profit
Current net profit Estimated net profit
$1.9 million $3.2 million
Increased costs
Loan repayments Operating costs (fuel,

servicing, etc.)
+$200,000 per annum +$2.2 million
Administrative costs Labour costs
+$100,000 Nil
General information
The company communicates with employees via email for head office employees, and a printed monthly
newsletter for drivers. The company provides information regarding policies and procedures through
employee manuals that are kept in each truck. Office-based staff can access copies of these manuals in
the office.
All trucks are fitted with a GPS system to assist drivers in navigating to each pick-up and drop-off
location. Trucks are also assigned a PDA that provides drivers with the details of each delivery, and
records when a job starts and finishes. The data from this device is sent back to head office to complete
productivity reporting. When this device was introduced, drivers were not happy as they felt it meant that
the organisation did not trust them to manually record the time spent on each job. Many drivers also
resented having to learn how to use the device and thought it was a waste of time.
Head office employees work very closely together as a coherent and motivated team. They are
generally positive about the organisational direction and respond well to change.
Drivers are currently happy with the work environment, as they enjoy working as part of a two-man
team. The Logistics Manager typically leaves the drivers alone to do their job as this is what seems to
make them happy. In the past, supervisors and HR have tried to encourage drivers to participate in
organisational activities, but this was not received well –the drivers complained and asked not to be
involved. The drivers’ view is that their team is the two-man driver team, and they seem to like the
comforts of that working environment.
Drivers are typically negative about change. They have, in the past, done their best to block any
changes from being implemented, even going to the lengths of threatening strike action and getting the
Union involved to assist in resolving the issue.
Summary of current employee populations

Head office employees
● covered under individual contracts

Assessment Task 1
● salary range $32,000 – $75,000 annum
● small team of mainly male employees, with a wide range of ages
● many opportunities to participate in learning and development programs due to management

support, however, have shown little interest
● high employee engagement scores, citing team work and opportunities have contributed to the
company’s success as real motivators.
Drivers
● covered by an award
● salary $45,000 per annum
● heavily unionised
● employee demographics are all male employees, aged 25–65.
● few opportunities to participate in learning and development programs due to being on the road,
however, have shown very little to no interest
● large number of workplace injuries due to heavy lifting
● low employee engagement scores, citing pay as an issue
● currently experiencing low turnover
● history of industrial disputes regarding pay and other change initiatives.

Assessment Task 1
Appendix 2: Business Plan – Quality Training
Business Plan
QUALITY TRAINING

Assessment Task 1
Table of Contents
1.0 Executive summary .................................................................................................................... 10
1.1 Objectives ........................................................................................................................... 10
1.2 Mission ................................................................................................................................ 11
1.3 Keys to success .................................................................................................................. 11
2.0 Company structure ..................................................................................................................... 11
2.1 Company ownership ........................................................................................................... 11
2.3 Company locations and facilities ......................................................................................... 12
3.0 Services ..................................................................................................................................... 12
3.1 National recognised qualifications ....................................................................................... 12
3.2 Stand-alone (Fee for Service training) ................................................................................ 12
4.0 Competitive comparison............................................................................................................. 13
4.1 Analysis of competitors ....................................................................................................... 13
4.2 Risks and opportunities ....................................................................................................... 13
4.3 Strategies to overcome perceived threats and weaknesses ............................................... 14
5.0 Market Analysis Summary ......................................................................................................... 16
5.1 Market trends ...................................................................................................................... 16
5.2 Marketing strategy............................................................................................................... 16
5.3 Marketing materials ............................................................................................................. 17
6.0 Pricing strategy .......................................................................................................................... 18
7.0 Review of business plan ............................................................................................................ 19

Assessment Task 1
1.0 Executive summary

Quality Training has been operating as a Registered Training Organisation for 12 months.
Following is a summary of the main points of this plan.
● The objectives of Quality Training are to generate a profit, grow at a challenging and manageable
rate and to be a good corporate citizen.
● The mission of Quality Training is to exceed our customers’ expectations by providing them with
effective training and development services, relevant to their needs and in line with national
quality standards.
● The keys to success for Quality Training are marketing and networking, responsiveness and
quality, and generating repeat customers and word -of-mouth business.
● The initial primary service offered will be nationally recognised qualifications Certificate IV in
Business (Frontline Management) and Certificate IV in Workplace Assessment and Training. We
will also offer Fee for Service training, tailored to individual client needs.
● Quality Training will explore opportunities to extend its scope to maximize business opportunities
and meet customer needs.
● The local market for this business is growing and is open to new service providers who can offer
superior individualised services.
● An initial financial analysis of the viability of this venture shows that Quality Training is well
positioned to maximise on profit opportunities, has few ongoing capital expenses and has
sufficient funds to negate the need to go into debt. Operating costs are minimal due to the
owner/operator style of operation.
● During 2006–2007, the intention will be to use opportunities gained through existing client
networks and scope extension to grow the business and increase trainee numbers.
● In 2005 (for 2006), Quality Training will apply for New Employee government funding to remain
competitive with other RTO’s.
In conclusion, as shown in the highlights chart below, this plan projects rapid growth and moderate net
profits over the next three years. Implementing this plan will ensure that Quality Training quickly
becomes a profitable venture for the owners.
1.1 Objectives
The objectives of this business plan are:
● To provide a written guide for the ongoing management of this training and development
business; a strategic framework for developing a comprehensive tactical marketing plan.
● The intended audience includes the owners of this business and representatives from the State
Training Authority.
● The scope of this plan is to provide detailed projections for the current plan year, and for the
following two years.
The objectives of Quality Training are:

● Profit – To achieve a net profit of $100,000 in the next financial year and a 25% increase in profit
each succeeding year.

Assessment Task 1
● Growth – To grow the business at a rate that is both challenging and manageable, leading the
market with innovation and adaptability. Growth from 16 trainees in year ending 2005 to 300
trainees in year ending 2007.
● Citizenship – To be an intellectual and social asset to the community by networking with
community organisations such as the Chamber of Commerce, and offering services to charitable
organisations when required.
1.2 Mission
● Purpose – Quality Training exists to provide high quality, relevant training and development
solutions which make a discernable difference to the client’s business productivity and
performance. It also provides students with nationally recognised qualifications (where
applicable).
● Vision – By providing quality training and excellent customer service, Quality Training will satisfy
and expand its customer base, allowing the business to maintain profitability.
● Mission – The short-term objective is to start this company quickly and inexpensively, with a
minimum of debt. The long-term objective is to grow the company into a stable and profitable
entity that the owners can easily and comfortably manage.
● Marketing slogan – ‘Quality Training – Training that makes a difference!’.
1.3 Keys to success

The keys to success for Quality Training are:
● Marketing and networking – identifying and following up potential clients.
● Quality – ensuring client satisfaction through superior training materials, training delivery and
follow-up.
● Consultation – effective training needs analysis and client consultation, to ensure the right
training is delivered to the right people to meet the client’s needs.
● Relationships – developing loyal repeat customers.
● Follow-up – monitoring student performance on the job, during and after training, to ensure
effective transfer of skills and knowledge.
● Growth – assessing client needs and obtaining appropriate training solutions by extending the
scope of registration, or by developing suitable stand-alone/Fee for Service training packages.
2.0 Company structure

Quality Training will be a start-up venture with the following characteristics:
● Quality Training is a Pty Ltd Company with the two directors who manage and own the company.
● Quality Training will initially operate from a home office to keep overhead costs low.
● Quality Training has no current debt.
2.1 Company ownership

● Quality Training is owned jointly by Michael Chapman and Elliot Berkley.
● Financial status

Assessment Task 1
● Profit and Loss Statement for end of financial year 2005 is attached.
2.3 Company locations and facilities

This is a home office venture, located in the study area of the owners’ existing home.
● Computer facilities – stand-alone desktop computer installed.
● Telephone – one line currently serves the location.
● Mobile phones for each Director.
● Data projector.
● Laptop with internet access.
● Broadband installed for internet and email functions.
● Utilities provided for are to be charged to the business as a percentage of

home usage.
3.0 Services
Quality Training will offer the following qualifications/training courses to its
business clients:
3.1 National recognised qualifications

● Certificate IV in Business (Frontline Management)
● Certificate II In Retail Operations
● Certificate III in Retail Supervision
● Certificate III in Business Administration
● Certificate III in Transport and Distribution (pending registration at 15/1/06)
● WorkCover OHS Committee Training (pending registration at 15/1/06).
3.2 Stand-alone (Fee for Service training)

● Manual Handling
● Time Management
● Presentation Skills
● Recruitment and Selection
● Customer Service
● Selling Skills
● Personal Effectiveness Program.
3.3 Training needs analysis

● Quality Training will conduct training needs analysis and develop specific training materials and
packages at the request of clients.

Assessment Task 1
4.0 Competitive comparison

Quality Training have identified three classes of competition in the training and development services
area:
● In-house training departments/personnel – usually employed by larger companies that can afford
the fixed costs of employees.
● Public training providers (TAFE) – well established and respected, offering public courses and
qualifications in a broad range of subject areas.
● Private registered training organisations – offering similar training and qualifications to Quality
Training, and targeting the same client base.
4.1 Analysis of competitors

● Quality Training does not intend to target large organisations, which tend to have their own in-
house training departments.
● While TAFE offers the same qualifications and is a highly recognised training provider, it does not
offer flexible work-based training and delivery, which will be the focus of Quality Training’s
approach.
● Private RTO’s will provide the greatest threat to Quality Training. They are often national
providers and, as such, can provide services to businesses with franchises or branches in other
states.
● The local phone book lists seven training companies in the Penrith area. These are not large
providers, with the exception of two community colleges. There is a large TAFE. Many of the
training organisations in the area are quite specialised, e.g. Retail Skills Training and Computer
Training. These are not perceived as a threat to the success of Quality Training entering the local
market.
4.2 Risks and opportunities
Risks (Threats) Advantages (Opportunities)
New business New business

● unknown in the market place ● provide an alternative to clients unhappy
with their current provider
● no references from former clients.
● clean record – no history.

Assessment Task 1
Risks (Threats) Advantages (Opportunities)
Small business Small business

● owner-operated ● flexible and adaptable to clients needs
● limited resources (staff/equipment) ● low start-up costs
● only operating in NSW ● personalised service – training is

conducted by the people who own the
● lack of funding for large marketing
company and who meet with the clients.
campaign
This is a level of commitment other
● targeting local area initially – limited client training organisations may not have.
base.
Target local area
● able to visit trainees and clients more
regularly
● reduces costs to the business
● knowledge of the local area and ability to

market our business as ‘local’
● understanding of the cultural influences
● knowledge of local political situation and

potential areas of growth.
Competitive market place Competitive market place

● many RTO’s and training organisations ● as above.
competing for business.
Funding Funding
● reliance on government funding (which is ● market training as a business benefit not
attractive to clients). an opportunity to attract incentives
● offer a range of training services outside
of traineeships.
4.3 Strategies to overcome perceived threats and weaknesses

● Network with friends and acquaintances to source business opportunities.
● Develop strong marketing materials, including a website so that we can ‘hit the ground running’
on receipt of registration.
● Look for opportunities to deliver non-accredited training prior to becoming established as an
RTO. This will bring in some additional income to offset costs, and will assist in developing our
client relationships.
● Timeframe expenses – purchase materials and equipment when we need them rather than
upfront.

Assessment Task 1
● Be flexible in our working policies and procedures. Think about contracting staff as required
(rather than employing them to save costs) to eliminate the need for larger office space.
● Stay up-to-date with relevant legislation and industry requirements. Review websites regularly.
Subscribe to industry publications and attend meetings or workshops when possible. Anticipate
changes and act quickly to avoid issues with compliance to AQTF standards.
● Look for opportunities to develop mutually-beneficial partnerships with other RTO’s or
businesses. By keeping the business diversified and offering a variety of training and
development solutions, the risk of losing Government funding for traineeships will be minimised.

Assessment Task 1
5.0 Market Analysis Summary

Quality Training has identified potential clients from a number of industries. Because the training offered
is focused on management, people or supervisory skills, the nature of the client’s industry is not
particularly relevant.
We have identified the following businesses/industries as our key focus in terms
of marketing:
● A logical segmentation breaks the market down into the following:
○ Industrial
○ Manufacturing
○ Retail
○ Service providers.
● Because the larger retailers (i.e. Coles and Woolworths) have internal training departments, our
focus will be on the independents, such as IGA supermarkets, who have the autonomy to select
their own training providers.
● In the industrial and manufacturing industries, we will focus on medium-sized businesses
employing between 20 and 200 employees. Within Penrith there are a number of ‘industrial
parks’, and so targeting business in these areas will become a key focus.
● While there are a number of competitors in the local area, they seem to be widely specialised
and sized, leaving ample opportunity for Quality Training to create and expand a niche in the
chosen market segment.
5.1 Market trends

Worth noting is the growth trend for this market. With continuing low unemployment rates and
competition for staff growing amongst businesses, many employers view training and development, and
the offering of qualifications to their employees, as a way of attracting and keeping staff. This trend is
likely to continue, as:
● population growth is decreasing
● people are looking to retire earlier than in previous decades
● the number of people joining the workforce each year is declining.
Schools are emphasising the importance of gaining recognised qualifications to their students. Many
schools are now offering vocational subjects which will provide students with a nationally recognised
qualification upon leaving (VET in schools). Employers are finding that, in order to attract high quality
applicants, they need to offer them opportunities to continue with their education. Traineeships are an
effective and inexpensive way to do this.
Another trend which Quality Training intends to take advantage of is the requirement for businesses to
comply with State and Federal legislation in the areas of occupational health and safety, harassment,
discrimination and unfair dismissal. Many small to medium businesses do not have in-house human
resources facilities and, as such, need to train line management in understanding and complying with
this legislation. Quality Training will offer this training in addition to other nationally recognised
traineeships.
5.2 Marketing strategy

Assessment Task 1
Quality Training will utilise a number of strategies in its marketing plan.

● Personal contacts – Quality Training will network with friends to identify potential business
opportunities. This will be done informally through the mailing of brochures and information, with
a follow-up by phone. This method has already proven successful, with a number of potential
clients identified and interested in utilising the services of Quality Training once we are properly
accredited.
● Cold calling – Quality Training will identify potential clients through the phone book, and by
driving through the industrial estates to obtain business names and addresses. Quality Training
will then call and forward information to these businesses in the hope of arranging a personal
meeting.
● Internet – Quality Training will develop a website advertising its services to the general public.
● Yellow Pages – Quality Training will advertise in the Yellow Pages.
● Networking – Quality Training will join the local Chamber of Commerce, to promote its services
and develop relationships with local businesses.
5.3 Marketing materials

● Quality Training will have a brochure professionally produced, outlining our mission, values and
the training services we provide.
● Business cards will also be produced and handed to friends and business acquaintances.
● Quality Training will also maintain a professional website which will be updated regularly.

Assessment Task 1
6.0 Pricing strategy

Quality Training holds a competitive advantage over a number of its larger rivals. Owner operated and
with low overheads, we are able to charge less for our services, whilst maintaining the same quality of
training and generating a profit.
Individual fee structures will be negotiated with each client, based on a number of
factors including:
● requirement to conduct needs analysis and/or develop materials
● length of course and number of participants
● one-off course vs. ongoing contract
● Government funding available
● ability to train at the client’s site vs. the need to hire training facilities
● cost of printing training materials
● market rates.

Assessment Task 1
7.0 Review of business plan

This business plan is formulated on assumptions, particularly with regard to financial forecasting.
Consequently, it is the intention of Quality Training to review this business plan on an annual basis.
The review will focus on:
● Effectiveness of marketing strategy:
○ number of trainees registered
○ number of courses scheduled
○ number of client enquiries
○ feedback on marketing materials/brochures.
● Financial management:
○ expenses actual to projection
○ income actual to projection
○ adjustments to budget required.
● Strategy review:
○ Are we targeting the correct market segment?
○ Are we capitalising on networking opportunities?
○ Are we under/over-resourced (staff, equipment, etc.)?
○ Is the business financially viable?
○ Do we need to make any changes to our scope of registration in order to meet customer
needs?
○ Are we meeting our goals/mission (client and student feedback on
training effectiveness)?
○ What adjustments need to be made to the business to ensure success?

Assessment Task 2
Monitor performance
Submit this document with any required evidence attached. See specifications below
for details.
You will demonstrate the skills and knowledge required to monitor the performance of a business plan.
For this task, you will monitor the performance of a business plan, through testing and refining of the
performance measurement system, and report on progress of the business plan in a timely and effective
manner.
Procedure
1. Review the completed business plan from Assessment Task 1.
2. Identify the key performance objectives.
3. For each key performance objective:
a. Produce a report to capture and test the performance measure.
4. Write a brief report on how you would test the performance measurement systems, including:
a. Acceptable levels of variance to planned objectives (where applicable).
b. The timeframe for each report – how frequently reports will be completed.
c. What benchmarking will be used.
d. Who the key stakeholder will be for each report.
Specifications
You must submit:
● a report on capturing performance data for each performance measure
● a written report explaining how the performance measurement system will be implemented and
tested, and how system/product failures and variances to the business will be reported, to whom
and when.

Assessment Task 2
● in your performance measurement system:
○ one report for each performance measure

○ covers financial and non-financial performance measures
○ report should be pitched at the appropriate level for the recipient
○ should be presented in a readable and logical format
○ should include graphs, charts or other methods of presenting data
● in your report:
○ timeframes should allow appropriate action to be taken (where necessary)

○ identify key stakeholders who will require the information
○ describe the benchmarking used to determine suitable performance measures, including
tolerance levels and variances to plan
○ document how system failures, product failures and variances to the business will be
reported, to whom and when.

Assessment Task 3
Respond to performance data

Submit this document with any required evidence attached. See specifications below for details.
You will demonstrate the skills and knowledge required to analyse performance reports, review
performance indicators and take appropriate action to address systems failures and variances to the
business plan.
In this assessment task, you will analyse performance data and reports against planned objectives,
implement strategies to refine performance indicators, and address coaching and training needs. You
are also required to develop and recommend processes for the review of systems, procedures and work
methods.
Procedure
1. Review the case study ‘B&A Toy Warehouse’.
2. Critically analyse the information and write a brief report, responding to each question in the case
study.
Specifications
You must submit:
● a written report that addresses all questions in the case study.

● Question 1:
○ After completing a comparison of current performance against desired performance

levels, identify the corrective actions required to achieve the business plan goal of
improving warehouse productivity by 10%. What type of corrective actions do you
recommend for each performance improvement (e.g. interim, adaptive, corrective,
preventative or contingency)?
● Question 2:
○ Critically analyse the performance against planned objectives.

○ Identify areas of non-performance.

Assessment Task 3
○ Report on systems failures which contributed to these results.

○ Consider failures in communication, planning, reporting and training.
○ Review performance indicators and refine if necessary.
○ Comment on the suitability of performance indicators and what changes might be required
to achieve organisational goals.
● Question 3:
○ Recommend performance improvement strategies.

○ Identify and redefine performance measures, if necessary.
○ Document a training and development strategy to address the performance of
underperforming individuals or teams.
○ Identify development needs of individuals and groups.
○ Identify training/coaching needs.
○ Present in a development plan.
● Question 4:
○ Develop a strategy for reviewing systems processes and work methods at B&A Toy
Warehouse.
○ Describe how the implementation of your strategy would lead to continuous improvement.

Assessment Task 3
Case study: B&A Toy Warehouse

You have been provided with the following information pertaining to the operation of B&A Toy
Warehouse.
Review and analyse the information provided, and answer each of the five questions in this case study.
Evaluating performance measures

After identifying the performance measures, Tony evaluated performance by comparing current
performance against the desired level of performance. This allowed him to determine areas for
improvement to assist the warehouse in achieving its productivity goal.
Area Current performance Performance target to achieve 10%

productivity improvement
Time 80 minutes 72 minutes

Average order processing
time
Cost $200.00 $180.00

Average cost to process an
order
Quality 10% Less than 1%

Error rate
Production 50 55
Average number of orders
processed per day

Assessment Task 3
Questions
Question 1
After completing a comparison of current performance against desired performance levels, identify the
corrective actions required to achieve the business plan goal of improving warehouse productivity by
10%. What type of corrective actions do you recommend for each performance improvement (e.g.
interim, adaptive, corrective, preventative or contingency)?
Area
Time Cost
Average order processing time Average cost to process an order
Quality Production
Error rate Average number of orders processed per day
Analyse systems and processes

After implementing his strategy to monitor and evaluate performance, Tony has identified the areas that
require corrective action. Tony knows that in order to do this, he must first complete a more detailed
analysis of the warehouse systems and processes, and identify the specific steps required to improve
productivity.
Systems
Two years ago, the warehouse implemented a custom-built electronic warehouse management system
(WMS) which has had an enormous impact on productivity. When completing his review, Tony asks the
following questions to ensure that the system effectively supports warehouse operations:
● Has the warehouse achieved the productivity goals that were to be delivered by this system?
● What is the occurrence rate of the system being out of order and impacting on the packing of
orders?
● How long does it take to train new staff members to use the system?
● How do the employees who use the system rate its ability in assisting them to process customer
orders efficiently?
Tony also uses the system to generate a series of reports that allow him to analyse warehouse systems
and processes. The reports details:
● number of orders packed per hour, per day
● time required to pack each order
● number of packers per order
● number of boxes per order.
Tony also documents the process (from order receipt to dispatch) to assist with his analysis, and to help
him to understand the exact process followed in packing an order (see the following page).

Assessment Task 3
Order
received by
email from
customer
Order entered into Order printed and

WMS by provided to Packing
Administration Supervisor
team
YES Order sent to Order processed

Is order for
Priority Customer within 1 hour of
a Priority
Packing team receipt
Customer?
N
Order processed
Order placed in and packed
order packing
queue
Order processed
and packed
Order sent to
distribution team
Distribution team
wrap and label
order and send to
transport dock
Transport dock
team load order on Customer
truck to deliver to receives
customer order
Tony also completes the following SWOT analysis to assist with his review.

Assessment Task 3
Warehouse order processing systems and process
Strengths: Weaknesses:
● Warehouse Management System ● Absenteeism.
automates administrative components ● Warehouse layout – stock difficult to access.
of the process.
● Warehouse supervisors are all junior and
● Simple process for packing and new to management roles; they require
distributing customer orders. intensive coaching and support from
● Good orientation and induction Warehouse Manager.
programs for new staff, to ensure they
get up to speed quickly.
Opportunities: Threats:
● Warehouse extension to facilitate better ● Forklift licence requirements mean that not
layout. all staff can drive a forklift.
● Preferred supplier arrangement to be ● The above requirements also require staff to
established with temporary workforce have time away from packing floor to attend
supplier, to ensure provision of training.
temporary labour. ● Industrial action from Union members due to
lack of licensed forklift drivers.
Performance measures and assessment tools and techniques

At the commencement of the performance year, Tony tasked his management team to complete
balanced scorecards for all warehouse team members, and record the key result areas (KRAs) and key
performance indicators (KPIs) for each role. This was done to ensure that all warehouse employees
understood the performance measures for their role.
The scorecards were last accessed two months ago to complete annual
performance reviews.
Tony contacted the Human Resource Manager to obtain a report detailing the KRA’s, KPI’s and
performance ratings for all warehouse employees. He wants to evaluate the performance review
process and the effectiveness of these measures in assisting the warehouse to achieve its operational
plan goals.
Upon reviewing the report provided by Human Resources, Tony discovered:
● Only 80% of employees have documented KRA’s and KPI’s – 20% of employees do not know
what performance level is expected of them.
● KPI’s are not aligned with warehouse goals – employees are not clear on what the warehouse is
trying to achieve.
● Majority of KPI’s are not written using SMART format – they are not providing employees with
clear expectations on what needs to be achieved and by when.
● Performance ratings indicate that 50% of employees exceeded performance expectations for the
last performance year, which is inconsistent with warehouse end-of-year results (the warehouse
did not achieve its operational plan goals last performance year).

Assessment Task 3
Performance reports
As Warehouse Manager, Tony is tasked with the following human resource KRA’s:
Warehouse
Human Resources Scorecard
Key Result Area Metric
Absenteeism 3%
Turnover 8%
Long service leave liability $2.0 million
Annual leave liability $1.5 million
Employee engagement 85%
Employee attended training sessions 45
Warehouse Human Resources Monthly Performance Report
Report name Human Resources Monthly Report
Department Warehouse
Period 201X Year to Date
Key Result Area Target Actual
Absenteeism 3% 3.9%
Turnover 8% 9.2%
Long service leave liability $2.0 million $1.8 million
Annual leave liability $1.5 million $1.2 million
Employee engagement 85% 83%
Employee attended training 45 32

sessions

Assessment Task 3
Identifying trends
To assist Tony in understanding the warehouse operations, and to identify where he can make
improvements to achieve performance objectives and measures, Tony graphs the number of orders
processed and absenteeism for each month over the last year.
Orders processed
1600
No. orders processed
1400
1200
1000
800
600
400
200
0
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Month
Absenteeism
6.00%
5.00%
4.00%
%
3.00%
2.00%
1.00%
0.00%
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Month
Question 2
1. Critically analyse the performance against planned objectives.
a. Identify areas of non-performance.
2. Report on systems failures which contributed to these results.
a. Consider failures in communication, planning, reporting and training.
3. Review performance indicators and refine if necessary.
a. Comment on the suitability of performance indicators and what changes might be required
to achieve organisational goals.

Assessment Task 3
Question 3
1. Recommend performance improvement strategies.
2. Identify and redefine performance measures, if necessary.
3. Document a training and development strategy to address the performance of underperforming
individuals or teams.
a. Identify development needs of individuals and groups.
b. Identify training/coaching needs.
c. Present in a development plan.
Question 4
1. Develop a strategy for reviewing systems processes and work methods at B&A Toy Warehouse.
2. Describe how the implementation of your strategy would lead to continuous improvement.


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What trends can be identified from the graphs of orders processed and absenteeism?

What trends can be identified from the graphs of orders processed and absenteeism?

How can performance be improved for underperforming individuals or teams?

How can performance be improved for underperforming individuals or teams?

Assessment Task 1

BSBMGT617 Develop and implement a business plan

Develop business plan

RTO: 22332 Version: 2

○ submit a completed business plan

Your assessor will be looking for:

○ the business plan includes:

RTO: 22332 Version: 2

○ The report is properly formatted and logically structured.

RTO: 22332 Version: 2

Appendix 1: Fast Track Couriers

RTO: 22332 Version: 2

Strategic plan goals

Operational plan goals

● increase sales by 40% in the next three years.

Current sales Estimated sales (Yr 1)

$17 million $22 million

RTO: 22332 Version: 2

Annual net profit

Current net profit Estimated net profit

$1.9 million $3.2 million

Loan repayments Operating costs (fuel,

+$200,000 per annum +$2.2 million

Administrative costs Labour costs

Summary of current employee populations

RTO: 22332 Version: 2

● salary range $32,000 – $75,000 annum

● small team of mainly male employees, with a wide range of ages

● many opportunities to participate in learning and development programs due to management

● salary $45,000 per annum

● employee demographics are all male employees, aged 25–65.

● low employee engagement scores, citing pay as an issue

● currently experiencing low turnover

● history of industrial disputes regarding pay and other change initiatives.

RTO: 22332 Version: 2

Appendix 2: Business Plan – Quality Training

RTO: 22332 Version: 2

RTO: 22332 Version: 2

1.0 Executive summary

The objectives of Quality Training are:

RTO: 22332 Version: 2

1.3 Keys to success

2.0 Company structure

● Quality Training has no current debt.

2.1 Company ownership

RTO: 22332 Version: 2

2.3 Company locations and facilities

● Telephone – one line currently serves the location.

● Mobile phones for each Director.

● Laptop with internet access.

● Broadband installed for internet and email functions.

● Utilities provided for are to be charged to the business as a percentage of

3.1 National recognised qualifications

● Certificate II In Retail Operations

● Certificate III in Retail Supervision