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    Org Structure Small Fleet Management Company

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    Indresh Singh Saluja
    Royal Translines (P) Ltd. is restructuring its organization to improve efficiency and accountability. The new structure divides responsibilities into key departments including asset management, procurement, inventory management, operations, finance and accounts, and MIS/IT. Each position has specific key responsibilities and key result areas (KRAs) for measuring performance. For example, the asset management head is responsible for asset procurement, maintenance and utilization. Their KRAs include asset idle time, profitability per asset and cost variations. The operations head aims to increase profitability per customer and ensure timely payments and invoicing.

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    Org Structure Small Fleet Management Company

    Uploaded by

    Indresh Singh Saluja
    27 views5 pages
    Royal Translines (P) Ltd. is restructuring its organization to improve efficiency and accountability. The new structure divides responsibilities into key departments including asset management, procurement, inventory management, operations, finance and accounts, and MIS/IT. Each position has specific key responsibilities and key result areas (KRAs) for measuring performance. For example, the asset management head is responsible for asset procurement, maintenance and utilization. Their KRAs include asset idle time, profitability per asset and cost variations. The operations head aims to increase profitability per customer and ensure timely payments and invoicing.

    Original Description:

    ORG STRUCTURE PROPOSED

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    Royal Translines (P) Ltd. is restructuring its organization to improve efficiency and accountability. The new structure divides responsibilities into key departments including asset management, procurement, inventory management, operations, finance and accounts, and MIS/IT. Each position has specific key responsibilities and key result areas (KRAs) for measuring performance. For example, the asset management head is responsible for asset procurement, maintenance and utilization. Their KRAs include asset idle time, profitability per asset and cost variations. The operations head aims to increase profitability per customer and ensure timely payments and invoicing.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    27 views5 pages

    Org Structure Small Fleet Management Company

    Uploaded by

    Indresh Singh Saluja
    Royal Translines (P) Ltd. is restructuring its organization to improve efficiency and accountability. The new structure divides responsibilities into key departments including asset management, procurement, inventory management, operations, finance and accounts, and MIS/IT. Each position has specific key responsibilities and key result areas (KRAs) for measuring performance. For example, the asset management head is responsible for asset procurement, maintenance and utilization. Their KRAs include asset idle time, profitability per asset and cost variations. The operations head aims to increase profitability per customer and ensure timely payments and invoicing.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 5

    Organization Structure

    Royal Translines (P) Ltd.


    Beginning the journey of transformation !
    Critical Processes
    Asset
    Mgmt
    Procurement
    Inventory
    Management
    Maintenance
    Asset
    Efficiency
    Financial
    Control
    Planning
    Asset
    Utilization
    Order to Cash
    Customer Life
    Cycle
    Management
    Structure should drive efficiency and accountability
    Organization Structure
    MD
    Asset
    Management
    Workshop
    Head
    Workshop
    Managers
    Mechanics
    and
    Technicians
    Quality
    Inspector
    Procurement
    Head
    Vendor
    Management
    Inventory
    Management
    Operations
    Head
    Operations
    Manager -1
    Customer
    Accounts
    Managers
    Operations
    Coordinators
    Collections
    Tele-callers
    Pricing and
    Credit Control
    Driver
    Management
    Finance and
    Accounts
    Receivables
    Collections
    and recovery
    Billing
    Payables
    Cost Control
    and Audit
    Business
    Analyst MIS
    and IT
    Position wise KRAs
    Position Responsibility KRA
    Asset Management Asset Procurement
    Asset Induction
    Asset Write Off
    Asset Maintenance
    Driving Asset Utilization
    Inventory Management

    Active Days of Operations per Asset idle time
    Profitability per Asset
    Cost variation per Asset (on different parameters and
    categories)

    Workshop Head Workshop upkeep
    Cost for running workshop
    Time to serve the customer
    Inventory Management Procurement to
    Deployment
    Cost of material in stock as percentage of gross sales
    Repeat Visits per asset for maintenance in a month
    Reduction in failure rates (critical and Non critical)
    TAT of service (quality and availability of manpower)
    Inventory management Procurement of material
    Upkeep of material 5S at workshop

    Cost Variation month on month of consumed material
    Non Moving items >30 days in stock
    Hours in workshop for non availability of material
    Operations Head Profitability increase per customer
    Reconciliation of accounts and settlements
    Timely payments and invoicing
    Deepening in customers account
    Driver Engagement and Utilization of assets
    Greater than 90 days over due
    Customer category wise profitability
    Active customers to total customers
    Driver man days in a month/ total drivers available in the
    month
    Finance and Accounts Budgeting and Estimations
    Planning, cost analysis and action planning
    Revenue assurance
    Statutory Compliance
    Debtor Analysis and Action Planning
    Timely and Error Free Financial Statement
    Cost and efficacy drive Impact
    THANKS !!

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