Objectives Performance of Ntuc Company Assignment

Objectives 1
OBJECTIVES PERFORAMNCE OF NTUC COMPANY
By (Name)
Course
Tutor
Institution
Location
Date

Objectives 2
Table of Contents
Part One……………………………………………………………………………..4
Business Operation Components at NTUC………………………………………….4
Why Customers Shop Online at NTUC……………………………………………...6
Problem to be Faced by NTUC when it change its Business Model………………...6
Appropriate Models………………………………………………………………….6
Response to Parcel Conundrum by NTUC…………………………………………..7
Customers Experience……………………………………………………………….8
Way of Serving Customers Better at NTUC…………………………………………8
Part Two……………………………………………………………………………..8
Rich Picture (hand drawn Attached)…………………………………………………8
Root Definition………………………………………………………………………9
CATWOE Analysis…………………………………………………………………..9
B and M Process Map “AS IS” Diagram……………………………………………11
B and M Process Map “TO BE” Diagram…………………………………………..12
Part Three………………………………………………………………..................13
Implementation of the New Process………………………………………………..13
Balanced Scorecard and its Perspectives…………………………………………...17

Objectives 3
Financial Perspective……………………………………………………….............17
Customers Perspective……………………………………………………………..18
Internal Business Perspective……………………………………………….............19
Learning and Development Perspective…………………………………….............20
References List…………………………………………………………………........21

Objectives 4
Part One
Essential Components for Effective Operations Management at NTUC’s
According to Journal written by Altamony et al. (2016, p. 690 -703) “International
Journal of Business Management and Economic Research” suggests that operation management
is termed has the administration processes that transform inputs into outputs. The outputs include
products and services that are adding value to the NTUC’s consumers within Singapore.
Furthermore, the operation management can be described has the crucial company function
which deals with and is costumers key workforce of an organization. However, it is the
organizational aspect which implements and accomplishes the company strategy (Ali and Miller
2017, pp. 666-692). Thus, NTUC’s have to established a comprehensive and well-planned
strategy to manage and oversee the company operations, because a high consumer’s satisfaction
and minimized labour cost is difficult to be achieved for the organization to improvement
relative attainment in the market domain. The four constituent for effective operation
management at NTUC’s include the supply, effectiveness, reliability and flexibility, and
superiority control.
Supply
The NTUC’s have to include supply to work with from a specific region or place when it
comes to operational management of the organization (Birinci, Berezina and Cobanoglu 2018,
p.87). For instance, the service providers companies the supply tends primarily information
though administrative centre supplies and hardware are as well as the significant aspects in
supply. For manufacturers organization the supply is the raw products or materials the company
acquires to synthesis its products. However, the organization supply has to be dependable and

Objectives 5
cost effective, for the company to obtain the resources at relative low prices. In addition, the
NTUC’s have elaborative supply chain plans to locate relative low prices, in which the end
products will not be expensive to the consumers (Massa, Tucci and Afuah 2017, p. 75). Hence,
adding customers’ value at the organization.
Effectiveness
Efficiency at NTUC’s is being seen has the key objective in business operations.
Effectiveness focus starts with the practices including the system administration and lean
administration to be utilized principally in production circles (Brewster 2017, pp. 22-35).
However, the main goal of company effectiveness is to produce variety and various products in a
short period of time to keep up with the customers’ value (Bates et al. 2018, pp. 15-43).
Consistency and Adaptability
The components provide a motivating tension in company operations. Conversely,
operations are required to be reliable for the satisfaction of the customer’s choices. NTUC’s
managers and supervisors have to know that it is necessary to produce a certain number of
products units to meet potential customers’ demands despite of what might come through
(Brewster 2017, pp. 22-35). The company also needs enough flexibility to change with
technology advancement and current market trends in embracing new practices to maintain the
operation competent.
Quality Mechanism
Although the phases of operating procedures are significant as the company must assess
its effort at the conclusion of the practice. Quality mechanisms analyses the company ending
products and finding out the defects and how the defects can be amended. However, utmost

Objectives 6
organization only allows a certain level of delinquent but some do not accept any defects of their
products (Massa, Tucci and Afuah 2017, p. 73). Therefore, the quality control helps the NTUC’s
to improve its product flow as well as solving minor issues which might result into major
problems in the future. Hence, enhancing customers’ value at NTUC’s.
Why Costumers are Shopping Online at NTUC
Nasri et al. (2017, pp. 9511-9521) observed that the main reason why consumers shop
online at NTUC’s company are the following, customer’s convenience, the better prices at
NTUC’s, variety of commodities that are available online at NTUC’s, avoidance of
overcrowding at shopping centres, small expense being incurred by the clients, inconspicuous
purchasing and compulsive shopping. The main factors at NTUC have enabled the company to
perform well compared to its competitors.
Problems faced by NTUC when changing its Business Model
The problems which are likely to face by NTUC’s when it is changing from its tradition
business model are uncertainty of the model, adaptation of new regulation and policies linked to
the new model, rapid technological advancement related to the going hybrid and, inadequate of
effective chains of supply and data overload (Morrison, Srinivasan and Dobbs 2017, pp. 209-
241).
Appropriate Operational Models
Liu et al. (2017, p. 448) has mentioned that the operation model in service-oriented sector
or industry include operating model, business model and target model in any company. The
operating model can be described the abstract and pictorial representation of the way different
organization delivers values in the service industry to its consumers and stakeholders and how

Objectives 7
the company actually operates itself (Liu et al. 2017, pp. 451-457). Business model of an
organization do describes the validation of how a company delivers, generates as well as how it
is capturing the socio-economic, political and cultural context (Kozlenkova et al. 2017, pp. 21-
40). Whereas the targeting model act has enabler of company applications in terms of
organization plans and visions to operate. By contrasting the model the business model play the
main role in the sector because it ensure harmonizing environment between the organization and
its publics hence making consumers to easily purchase their goods. In addition Kozlenkova et al.
(2017, pp. 21-40) has clarified that consideration of the chain of supply, customer’s worth,
decentralizing and unifying of the inventory used to examined the model found that the
prototypical have a similar role.
How NTUC can respond to Parcel Conundrum
The recommended way in which NTUC’s Company can respond to conundrum while
considering the possible technological advancements and environments impacts include
developing a Smartphone applications that allows the company to finds its clients even if the
clients is not at the address stipulated (Kandukuri et al. 2016, p.708) . Other recommendation are
avoiding ambiguous delivers to their consumers has most consumers take to hate vague delivery
from courier companies take to hate vague delivery from courier companies, and developing
effective tracking systems and device to reduce the company couriers from producing CO2 that
affects the environment. Also, the company should minimized its delivering time and should
keep informing costumers through text or email when their delivery will be due (Handaya et al.
2017, pp. 1-6).

Objectives 8
Critical Analysis and Evaluate Consumer’s Digital Experience and Enhancement of
Consumers Experience through New Model
The consumer’s digital experience includes the consistency that generates customer’s
loyalty, in which consumer’s impressions about the brand. The consistency of the clients is
normally through consistent of how they are behaving towards the company products. Through,
analysis of the digital experience the following success aspects came out. The success aspects
include the maximizing speed and agility in awareness generation, attaining consumer’s adoption
on the digital client’s journeys, and developments of agility in journey delivery, and
digitalization and designing of consumer’s trips. The new model has enhanced customer’s
experience in the following ways, developing of an improved consumer’s support, live charting,
and consumers self-service administration, new media care and support on omnichannel.
NTUC Ways of Serving Consumers Better
The way in which the company can use to serve the costumers better include
communicating with them through emails, real time video charting for live customer care or
support and rewarding of the company best consumers. The services are distinctive and can be of
benefits to NTUC when implemented in a right way (Foss and Saebi 2017, pp. 202-205). The
market segment being chased by the company when it changed its business model is e-commerce
retailing industry or sector.
Part 2
Rich picture (hand drawn attached in the appendix)

Objectives 9
According to (Fallahi, Kirchberger and Gassmann 2017, p.56) is that Rich Picture can be
termed has the way of exploring, acknowledging and definition of condition and expression it
being given through diagrams in creation of preliminary intellectual archetypal.
Root Definition
Fallahi, Kirchberger and Gassmann (2017, p.56) observed that Root definition is termed
has the first phase in Soft Systems Methodology also known as the SSM. It formulates the Root
Definition of the Scheme being studied, analysed and being designed. A good structure root
definition has three element termed has what, how and why. What answer the role of the System
itself in solving the problem or the immediate aim of the structure? How answers the question of
how the system solves the problem and techniques of attaining the company aims, whereas the
why answers the question of how it is being done and how long the term aimed of the purposeful
action (Foss and Saebi 2017, pp. 202-205).
CATWOE Analysis

Objectives 10
The Involved The Affected
Owners who
can create,
change or
destroy the
system and
who supply the
NTUC’s
Customers
who are the
direct
recipients of
the output of
the system.
They may be
seen as
beneficiaries
or victims
Actors who
perform the
activities of
the system
Environmenta
l groups who
are directly
necessary for
the system,
e.g., suppliers
of resources
External
groups
indirectly
affected by
the systems
activities
External
groups who
indirectly
affect the
systems
activities
Table for CATWOE
Table 1. (Saebi and Foss 2015, p. 213).
Analyses of “AS IS” and “TO BE” and Summary of the Plans
According to (Saebi and Foss 2015, p.213) is that active techniques for changing a vision
into outputs is the development and populating the AS IS and TO BE BPMN illustrations in
implementing company process plan. The AS IS, can be used by the organization to explain its
current state while the TO BE, explains the future state of the company. In addition, by analysing
the two plans an organisation progression, company culture and abilities of the company in the
future will be well defined (Nasri et al. 2017, p.9521). However, the key purpose of AS IS, is to
working in an organization where improvement is required and the starting change point of the
company. It also requires company analysts to be creative in resolving problems as well as

Objectives 11
implementing procedure of attaining business goals. TO BE business model put together the
future condition procedure is to identifying how the company process will be working in the
future when the changes are made within the organization (Dalkin et al. 2018, p. 87).
“AS IS” Diagram

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Figure “AS IS”. (Dalkin et al. 2018, p. 87).

Objectives 13
“TO BE” Diagram
Figure “TO BE”. (Dalkin et al. 2018, p. 87).
Part 3
Implementation of the New Process
The changing of Performance Objectives into Operations Priorities and Resources
Necessary for Effective Implementation of the new process and Plan Implementation Resources
The performance objective of an organization is being explained has the indicators on the path to
attain company attentiveness objectives. Goals of the company ought to be established for all

Objectives 14
factors of the database of the company (Bruni et al. 2015, pp. 50-58). The performance goals
include prevention of hazard or dissuasion mitigates risks, continuity of business and alternative
feedback. While operation priorities can be describe has the effective company needs operations
plans grounded on competitive primacy to drive the organization to attain its organizational
functioning objectives. However, mangers can change the performance objectives to work has
the operations priorities of the company (Saebi and Foss 2015, p.213). The performance goal
enables the workers to plan and establish their task in accordance to attainment predetermines
outcomes of the organization. Managers can establish the operations priorities by setting and
complete effective performance goals to workers. Hence, to develop operation priorities manager
have to develop work knowledge and skills that help workers to flourished in their duties, roles
and responsibilities by pursuing their career aspirations. Managers can collaborate with their
colleagues who have greater transparency and mutual understanding to help them change the
performance objectives into desirable operating performance aspects (Seabrook et al. 2017, pp.
240-253). Administrators may also turn the performance goals into functional primacy by
analysing all facets associated with the objectives. The aspects of objectives to be analysed
include the reasons for tracking the goals, the envisioned outcomes and measures of success
form the objectives, alignment of the company mission, apparition, philosophies and plans with
the goalmouths, impacted of the goals to prospective stakeholders, the resource needed and the
resource available, and possible obstacle which may arise from the process of turning
performance goals into priorities of company operations. In addition, manager is being advised
to use SMART model when changing performance goals into objectives priorities. The SMART
model is mostly used in goal setting or has a goal setting tool. However, each letter represents
the primary component of a comprehensive and actionable objective. S-specific, indicates that

Objectives 15
goals to be changed must be detailed that can be understood in the company operations. M-
measurable, clarify how the managers will know that turning of the performance goals to
operation objectives have been achieved or attained inside the company and how the stakeholder
will regulate the success of the operation primacies (Brewster 2017, p22). A-attainable, it
describe the attainability of the managers efforts to achieve the process using the available
resource within the company. R-relevancy issue, administrator has to find out whether the
operations priorities required in the company will be aligned to the organization vision,
ideologies and plans. The last key component is the T-time bound, evaluates the time specified
for the completion of turning performance objectives into operational priorities (Seabrook et al.
2017, pp. 240-253).
As observed by Story (2017, p. 407) is that resource required for effective
implementation of the new process include material goods, capital and individuals. In the
implementation of the new process individual are required. The individuals represent the human
resources in the operation procedure.
Normally, project manager leads a team of individuals since administrators alone cannot
implement the new process. Capital is the second resource needed for the implementation of the
new process because different expenditures have to be catered for. For instance, salaries and
wages, electricity bills have to been for during the period of project implementation (Seabrook et
al. 2017, pp. 240-253). However, the project administrators are required to maintain project
budget which is they core skill. The material goods are needed in the implementation procedure.
The new process or project needs the utilization of assets. Thus, material assets do vary from one
project to the other, but mostly the new process tend to use physical resource (Story 2017,

Objectives 16
p.407). Example of perceptible resources is, software license and hardware which are technical
structure like information technology equipment and, switches and cabling.
Analysing the Resources Requires in Implementing New Process
The effective implementation of strategies is being support by the four primary elements.
However, the four elements have to be representing in organization in order for the company
carry out its strategies has expected by both managers and stakeholders (Agag and El-Masry
2017, p.347).
People
In implementation of the new business process plan the project manager must ask
themselves if they have enough individuals to carry out the new process and are they the right
individuals to take part in instigating process (Brewster 2017, p.22). However, the number of
individuals in organization workforce is the main aspect that is easy to be addressed because it is
possible to hire supplementary manpower. Though, it is seem impossible to see that the
organization have the right persons for the first time by assessing their knowledge, capabilities
and required skills to implement the strategy.
Resources
The resources needed in the implementation of new process are both financial funds and
intangible resources which are available at the company and resources which are not in the
company but are required in the new process implementation (Ali and Miller 2017, .666-692).
What normally comes into the mind of project managers is amount required to cover the cost,
and expenses to be sustained in the operation plan.

Objectives 17
Structure
The company structure has to be clear with the responsibility that is well defined and
appearances of authority. The organization should underline its hierarchy during the
implementation of the new process (Ali and Miller 2017, .666-692). Administration have to
defined the communication throughout the company for the workers to understand all factors of
the executing the new project.
Systems and Culture
The systems help in making sure those phases of strategic administration process is
succeeding. While, culture of the company within the organization atmosphere. The company
should be sure that workers feel significant and comfortable to ensuring that involved in the
calculated administration process.
Performance Model
The model to support the discussions is the Lewin’s Change Management Model. The
model was established by 1950s by psychologist Kurt Lewin (Tarhini, Ammar and Tarhini 2015,
p 25). Lewin mentioned that many individuals in a company tends prefer and like to work within
a given precincts of safety. Lewin predicted the three phase of change in the organization which
includes the implementation unfreeze, transition and implementation refreezes.
Balance Scorecard and its Prospective
Balanced Scorecard is being termed has a tool of measuring overall company
performance by having a well-adjusted approach where an equal importance is given the same

Objectives 18
significance in terms of modernisation and training, interior processes and clients satisfaction
together with financial recital (Tarhini, Ammar and Tarhini 2015, p. 25).
.
Figure 1. (Tarhini, Ammar and Tarhini 2015, p 25).
The perspective of the balance scorecard includes financial perspective, customer
perspective, internal company processes and, learning and growth.
Financial Perspective

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Financial perspective discourses the question of how shareholders view the company and
which financial goalmouths are desired from the stockholder's perspective (Thomas, Deblecker
and Ioakimidis 2018, p. 1190). The exact goalmouths depend on the business's phase in the
corporate life cycle. For instance, growth goal, sustainability goal and harvest goal stage.
The following table outlines some examples of financial objectives metrics.
Objective Specific Measure
Growth Revenue growth
Profitability Return on equity
Cost leadership Unit cost
Table 2. (Thomas, Deblecker and Ioakimidis 2018, pp. 1188-1206).
Customer Perspective
Consumer’s perspective describes the questions about how a company is being perceived
by clients and how the company is serving its potential consumers to meets financial goals.
Normally, consumers perceive the company in expressions of period, performance, superiority
and cost (Tian et al. 2017, pp.1363-1373). The table highlights the specific consumer’s measures
and objectives.
Objective Specific Measure

Objectives 20
New products % of sales from new products
Responsive supply On time delivery
To be preferred supplier Share of key accounts
Customer partnerships Number of cooperative efforts
Table 3. (Tian et al. 2017, pp.1363-1373).
Interior Procedure Perspective
The interior company goals describe the question of which procedure is more critical for
the satisfaction of consumers and stakeholders needs at NTUC’s Company (Tian et al. 2017,
pp.1363-1373). The company must concentrate on this for it excel. The table highlights the
goals and measures.
Objective Specific Measure
Manufacturing excellence Cycle time, yield
Increase design productivity Engineering efficiency
Reduce product launch delays Actual launch date vs. plan
Table 4. (Tian et al. 2017, pp.1363-1373).
Learning and Development Perspective

Objectives 21
The learning and development describes the question of company of how they learn, advance,
and innovative to meet company objectives (Agag and El-Masry 2017, p. 347). However, the
perspective is worker-centred, and the table below highlights the learning and development goals
(Wang and Elatlassi 2016, pp. 1-43).
Objective Specific Measure
Manufacturing learning Time to new process maturity
Product focus % of products representing 80% of sales
Time to market Time compared to that of competitors
Table.5. (Wang and Elatlassi 2016, pp. 1-43).
References List

Objectives 22
Agag, G.M. and El-Masry, A.A., 2017. Why do consumers trust online travel websites? Drivers
and outcomes of consumer trust toward online travel websites. Journal of Travel Research,
56(3), pp.347-369.
Ali, M. and Miller, L., 2017. ERP system implementation in large enterprises–a systematic
literature review. Journal of Enterprise Information Management, 30(4), pp.666-692.
Altamony, H., Al-Salti, Z., Gharaibeh, A. and Elyas, T., 2016. The relationship between change
management strategy and successful enterprise resource planning (ERP) implementations: A
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Bates, O., Friday, A., Allen, J., McLeod, F., Cherrett, T., Wise, S., Piecyk, M., Piotrowska, M.,
Bektas, T. and Nguyen, T., 2018. ICT for Sustainable Last-Mile Logistics: Data, People and
Parcels, pp.15-43.
Birinci, H., Berezina, K. and Cobanoglu, C., 2018. Comparing customer perceptions of hotel and
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Brewster, C., 2017. The integration of human resource management and corporate strategy. In
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management in domestic micro-grids based on model predictive control strategies. Energy
Conversion and Management, 102, pp.50-58.

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Dalkin, S., Lhussier, M., Williams, L., Burton, C.R. and Rycroft-Malone, J., 2018. Exploring the
use of Soft Systems Methodology with realist approaches: A novel way to map programme
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Foss, N.J. and Saebi, T., 2017. Fifteen years of research on business model innovation: how far
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Handayani, T.U., Yudhoatmojo, S.B., Sandhyaduhita, P.I. and Yohanes, A.Y.L., 2017,
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production, 147, pp.451-457.

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Massa, L., Tucci, C.L. and Afuah, A., 2017. A critical assessment of business model research.
Academy of Management Annals, 11(1), pp.73-104.
Morrison, M., Srinivasan, R.S. and Dobbs, C., 2017. Smart Ecology of Cities: Integrating
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Nasri, S., Slama, S.B., Yahyaoui, I., Zafar, B. and Cherif, A., 2017. Autonomous hybrid system
and coordinated intelligent management approach in power system operation and control using
hydrogen storage. International Journal of Hydrogen Energy, 42(15), pp.9511-9523.
Saebi, T. and Foss, N.J., 2015. Business models for open innovation: Matching heterogeneous
open innovation strategies with business model dimensions. European Management Journal,
33(3), pp.201-213.
Seabrook, R.C., Ward, L.M., Cortina, L.M., Giaccardi, S. and Lippman, J.R., 2017. Girl power
or powerless girl? Television, sexual scripts, and sexual agency in sexually active young women.
Psychology of Women Quarterly, 41(2), pp.240-253.
Story, K.A., 2017. Fear of a Black femme: The existential conundrum of embodying a Black
femme identity while being a professor of Black, queer, and feminist studies. Journal of lesbian
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Tarhini, A., Ammar, H. and Tarhini, T., 2015. Analysis of the critical success factors for
enterprise resource planning implementation from stakeholders’ perspective: A systematic
review. International Business Research, 8(4), p.25.

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Thomas, D., Deblecker, O. and Ioakimidis, C.S., 2018. Optimal operation of an energy
management system for a grid-connected smart building considering photovoltaic’s’ uncertainty
and stochastic electric vehicles’ driving schedule. Applied Energy, 210, pp.1188-1206.
Tian, G., Zhang, H., Feng, Y., Jia, H., Zhang, C., Jiang, Z., Li, Z. and Li, P., 2017. Operation
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(ASEM).

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Appendix
Appendix 1: Hand Drawn “Rich Picture”.
Figure. Supermarket Rich picture (Wang and Elatlassi 2016, pp. 1-43).