Analysis of Tip-Top Ice Cream Operations: Advanced Management Report

This report provides an in-depth analysis of Tip-Top Ice Cream's operations, examining various aspects of its management and production processes. It begins with an introduction to the company, its market position, and competitors, followed by an exploration of factors related to integration management and an analysis of the transformation process, including tangible and intangible resources. The report further delves into the analysis of volume, variety, variation, and visibility of operations, evaluating market requirements and the factors affecting planning, policy development, and implementation of resource integration. Key performance objectives, competitive advantages, and adopted SCM practices are also discussed, offering a comprehensive overview of Tip-Top's operational strategies and challenges within the competitive ice cream market. The report also includes details on the company's supply chain management practices, performance objectives, and competitive advantages. The report concludes with a critical evaluation of SCM practices and their impact on the company's overall performance.

Operations 1
Advanced Operations Management

Operations 2
Contents
Introduction......................................................................................................................................3
Factors related to integration management......................................................................................4
Analysis of the transformation process........................................................................................5
Analysis of volume, variety, variation and visibility of the operations.......................................6
Evaluation of market requirements..............................................................................................7
Factors that affect planning, policy development and implementation of resource integration......8
Analysis of the company's main performance objectives................................................................9
Company's competitive advantages...............................................................................................11
Analysis of adopted SCM practices...............................................................................................12
Conclusion.....................................................................................................................................13
References......................................................................................................................................14

Operations 3
Introduction
This report includes information about the operations done by the organization that is
Tip-Top ice cream. The Froneri owns the organization. The operations of the organization are
briefly described in this report. This organization was founded in 1936 and it is located in
Auckland, New Zealand. This is an ice-cream manufacturing company in New Zealand. The
market share of this company is also high in the New Zealand market and it increases day by
day. The operations play an important role in the growth of the organization as it improves the
overall functions of the organization. There are various competitors of Tip-Top organization that
decreases the profit of the organization. The major competitors are Deep South, Rush Munro’s
and Kohu Road. The annual income off the organization is $20 M. this report includes the
various factors that affect the several operations of the organization and affect the overall
strategies of the organization (Reid and Sanders, 2015). The factors used in resource integration
management used in this report. The transformation briefly described in the report that includes
tangible and intangible resources used in the business. The several operational processes are also
included in this report. The market requirements of the company also discussed in this report.
The several key strategic concepts related to the operations briefly described in this report. The
main performance of the company is also included in this report. The company faces several
challenges due to the competitors in the organization and these challenges described in the
organization (Pannerselvam, 2012). The critical evaluation of SCM practices will be described in
this report.

Operations 4
Factors related to integration management
The role of management is valuable for a company. Tip-Top ice cream defines a good
source of management power in the company. There are many factors related to integration
management where a number of officials work on a common platform. The management society
in the company integrates for producing valuable outputs. It forms the base of a number of
factors for integration. In Tip-Top ice cream industry, besides taste, there are many other things
to manage. The overall transformation is required on a regular basis for producing the demand
(Jacobs, et al., 2012). The ice cream has always remained in demand since the launch and it
becomes necessary to manage many entities. Other factors may include labor work, packing
material, ice storage, etc.
Therefore, the process requires a team for integration management. This is a systematic
type of management where the platform and aim remain the same. The company favours the
hiring of top management officials who can easily face the workload (Rusmeivichintong and
Topaloglu, 2012). Apart from management, there is much to do with labor work. The work is
never carried out in a rush, as the product should not be a failure in the city. Ice cream has
always remained the first choice for children. At the same time, the company is nourished with a
number of wonderful flavors. Thus, it is a valuable approach to work on a common platform and
manage things at once. This has always been a plus point for the economy of the company.

Operations 5
Analysis of the transformation process
The transformation process is an activity that includes the various transforms, inputs, and
adds value to them and provides outputs for customers or clients. The inputs are raw materials
and it is relatively easy to identify the transformation involved. The process of the transformation
is not that easy as we think (Dong and Tomlin, 2012). It has a number of sub-processes included
with an aim. If the analysis is a priority then productivity shares the same share. If the
productivity is not good then there are no questions on analysis.
The transformation as mentioned is an additional process for making some required
changes in the product. From the company's point of view, it can be bitter or odd taste.
Therefore, now, some transformation is required and finally analyzed. This is how the overall
process is beaten on (Peng and Lai, 2012). The owning company only knows the importance of
such an analysis. It is all and after for the customers, client, and so regular transformation is
necessary to predict the nature of common taste. Here, the process is initiated with feedback
from the clients and submission of requirements for the final transformation. Now, addictive
material is induced in the product for valuing it. Finally, it forms an output for the customers
(Singhal and Singhal, 2012). So, the ratings after the transformation should be noted down in
order to make an analysis. The overall work comes under the analysis team, which monitors the
activity.

Operations 6
Table of the transformation process

Operations 7

Operations 8

Operations 9

Operations 10
Analysis of volume, variety, variation and visibility of the operations
The operations are the integration of various points including volume, variation,
visibility, and variety. These points are to be analyzed for the overall development of the
company. Volume seems to be the overall space of the operation (Sodhi, et al., 2012). Now, the
team works on the area that is unoccupied by the operation and how to manage it. The analysis
of volume is very important when we are talking about space complexity in an operation.
Second, variety is generally different types available in the market. Actually, the market is fond
of varieties and people do change it like a fashion.
The various analysis is also made on how people are interacting with different varieties of
taste. For an ice cream company, taste matters the most and so as the variety. The variation
defines the rapid change of phase (Deflorin and Scherrer-Rathje, 2012). A varied phase, which is
not liked by people, can cause a huge financial loss for the company. On a good note, it is very
important to track variation in the ongoing operation. Finally, the visibility of the operation
sustains the life validity of the operation. If the operation is invisible, the company can go in
some serious loss with people making no interest in the product. Visibility is open when all other
points are covered and managed by the management team (Uhl and Gollenia, 2016). They can
apply some affordable techniques to manage and track the various attributes of the operation.
Thus, the overall operation is more than a story.

Operations 11
Evaluation of market requirements
Market requirements are again ‘People Choice'. In the economy, the market is free to
define its demand and supply. However, the market depends on the people, their interests,
resources, availability, etc. Let us evaluate the market requirements in a generalized way. The
first point is about people's interaction in the market. If the market is a crowded place, it is easier
to sell a product but in the sparse market, it is difficult to find a good customer for the product.
On the second hand, if the market is valuable for a number of products then a comparative study
is needed for generalizing people choice on different items.
Tip-Top Ice cream works to place competition in the market so that they can remain on
the top. The other evaluated points can be the taste of the ice cream (Omitola, et al., 2012). Apart
from children, adults too should like it at the same time. If not, then some transformation is really
needed by the company. The market is open for a number of customers and people do make the
choice of trending products, generally. These products play a major role in deciding the demand
for the product and its resources. A better company would surely choose the evaluation of market
requirements every month. Some marketing officials who gather information (De Regge, et al.,
2015).So generally perform the work; the market is tall about customers and their choices. It is
not easy to predict human nature and taste. Hence, the evaluation of the market should be done
every month.

Operations 12
Factors that affect planning, policy development and implementation of resource
integration
To meet the strong international and local demand Tip Top ice cream organization is
making appropriate demand planning and various development policies. The factors associated
with this planning and development has helped in increasing the volume of the number of ice
creams produced approximately 50 million litres of ice creams per year.
One of the affecting factors includes the Supply Chain Management application that has
helped in upgrading the organizations' ERP system (Fallan, 2015). The Tip Top organization
purchased Infor SCM Rough Cut Capacity Planning and took his first step. This constant use of
SCM application has paved the way to success in the fields of production and scheduling and has
helped in examining the sales.
Policy development involves the goal of converting the planning into action by utilizing
all the major aspects contributing to the field of development (Shenkar, et al., 2014). The
scheduling is important when we get an order for say three ice creams at a time so it had to be
scheduled accordingly from chocolate to vanilla to strawberry and so on.
Another factor is avoiding the cost of change. The organization has improved its profit
analysis by minimizing the waste that has been dumped out. This has saved them about $17,000
in materials, which were earlier been dumped out and wasted.
The next factor summed up is the lessons learned from experiences. These experiences
can be the successful ones that guide to upgrade that procedure or continue that way or the
unsuccessful experiences that demands for leaving that stage and trying another way (Lun, et al.,
2016).
To run down the success lane, one needs to follow the specific Supply Chain
Management application to find the perfect Supply Chain Management product. Now the
question comes how to find the perfect product? The answer to this is that the product that
integrates well with the ERP platform is the perfect one.