Business Development Operational Plan: University Report

This operational plan report outlines a comprehensive strategy for business development, encompassing various aspects such as updating sustainability policies, business expansion, and marketing campaigns. The plan details the processes for determining resource requirements, sourcing resources, and developing financial documents, including sales and cash flow forecasts, depreciation schedules, and profit and loss projections. It also highlights the importance of stakeholder consultation, workplace policies, and contingency planning. The report further provides a breakdown of activities, their sequence, and the impact of internal and external factors. Detailed financial analyses include sales forecasts, cost of goods, cash flow projections, depreciation schedules, and profit and loss forecasts. Key performance indicators are identified, and communication strategies and support mechanisms for successful implementation are discussed, alongside the identification of additional resource needs and references.

Running head: OPERATIONAL PLAN
Operational Plan
Name of Student:
Name of University:
Author’s Note:

1
OPERATIONAL PLAN
Table of Contents
Part 1................................................................................................................................................3
Operational plan focus.....................................................................................................................3
Updating sustainability policies and procedures.........................................................................3
Renovation or refurbishment of a specific area within the business...........................................3
Expansion of the business............................................................................................................3
Develop and implement a marketing campaign..........................................................................3
Implement a sales plan.................................................................................................................3
Research and introduce new products.........................................................................................4
Introduction of new physical resources.......................................................................................4
Staff restructuring........................................................................................................................4
Part 2................................................................................................................................................4
Planning and developing operational plan.......................................................................................4
Process used to determine resource requirements.......................................................................4
Research conducted into sourcing resources...............................................................................4
Development of budgets and other financial documents.............................................................5
Consultation processes with stakeholders...................................................................................5
Approval processes for the operational plan...............................................................................5
Workplace and organisational policies and procedures impacting the development of the
operational plan...........................................................................................................................5

2
OPERATIONAL PLAN
Part 3................................................................................................................................................5
Preparing a written operational plan................................................................................................5
Activities to be completed...........................................................................................................5
Priority and sequence of completion...........................................................................................6
Internal and external factors which will impact on the plan........................................................7
Identification of human and physical resources required to complete all activities....................7
Financial breakdown - costs, funding sources, expenditure requirements throughout
implementation, expected targets, revenue and sales targets......................................................7
Key performance indicators for measurement of organisational performance............................0
Consultation processes undertaken during development, implementation and after completion0
Communication and reporting strategies used.............................................................................0
Contingency plans developed......................................................................................................0
Methods used to monitor progress and completion of tasks and activities including financial
and performance measurements..................................................................................................0
Support and assistance provided to ensure successful implementation.......................................0
Identification of additional resource requirements......................................................................0
References........................................................................................................................................1

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OPERATIONAL PLAN
Part 1
Operational plan focus
Updating sustainability policies and procedures
The sustainability plan of the company needs to be implemented with the purpose to
innovate, create and build a plan for healthier workforce.
Renovation or refurbishment of a specific area within the business
The main form of the initiatives has been seen with growth in the areas of New South
Wales. The improvement plan has been further focused on the improvement of sustainable
packaging coalition (SPC)s (Harvey et al., 2016).
Expansion of the business
The expansion of the business opportunities will be done with the collaboration with
World Food Programme (WFP), which aims at the reduction of food loss and deliver the same to
the people who are need for the same.
Develop and implement a marketing campaign
The marketing campaigns aim at focusing on end user needs, creation of difference and
elevate the role in the strategic marketing. The core growth will be focused on implementing
value plus options.

4
OPERATIONAL PLAN
Implement a sales plan
The projected sales for the first year has been discerned with AUD 170000 in the first
year, AUD 178500 in the second year, AUD 187425 in the third year, AUD 196796 in the fourth
year and AUD 206636 in the fifth year.
Research and introduce new products
The launching of the new products will be seen with launching of Tomandote, which is
considered as the first Hispanic-inspired ready-to-drink tea line.
Introduction of new physical resources
The implementation of the new physical resources has been identified with construction
of new warehouses across New South Wales. It has been further discerned that the new physical
resources will be implemented with new equipments and computers (Foropon & McLachlin,
2013).
Staff restructuring
The recruitment of the new staff will be done with appointment of more number of
warehouses in charge and logistics coordinators.

5
OPERATIONAL PLAN
Part 2
Planning and developing operational plan
Process used to determine resource requirements
The primary process used to determine the resource requirement will be done by the
implementation of techniques such as economic order quantity and Program evaluation and
review technique (PERT).
Research conducted into sourcing resources
The research conducted will be considered with sourcing of the new resources with third
party suppliers.
Development of budgets and other financial documents
The development of the budget will be considered with the preparation of sales forecast
report, cash flow forecast, depreciation schedule, forecasting of profit and loss and balance sheet(
Hitt et al., 2016).
Consultation processes with stakeholders
The consultation process will be implemented with the existing stakeholders. The
existing stakeholders will be able to add to the equity shareholders.

6
OPERATIONAL PLAN
Approval processes for the operational plan
Workplace and organisational policies and procedures impacting the development of the
operational plan
The EnviroAction of Amcor is built on the continous improvement in the environmental
performance of the operations of company which is able to drive the improvement process. The
company will be further able to monitor the greenhouse gas emissions to monitor the waste sent
and use of water at the sites of the Amcor.
Part 3
Preparing a written operational plan
Activities to be completed
Preparation of the Project Milestone
Sequential Activities/
Period Time Required
Ideation of the activities Week 1
Designing of the Operational
Plan focus Week 2
Planning and Developing of
the Operational Plan
Week 3 and Week
4
Preparation of the written
operational plan Week 4
Publication of the Plan
Week 5 and Week
6

7
OPERATIONAL PLAN
Priority and sequence of completion
Project Milestone
Sequential
Activities/ Period
Week 1 Week 2 Week 3 &4 Week 5 & 6
Ideation of the
activities

Designing of the
Operational Plan
focus

Planning and
Developing of the
Operational Plan
 
Preparation of
the written
operational plan

Publication of the
Plan


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OPERATIONAL PLAN
Internal and external factors which will impact on the plan
The internal factor has been seen to be impacting on organizational direction and
organizational culture. The external factor impact has been discerned with values and attitudes
concerned with target customers and the economic abilities.
Identification of human and physical resources required to complete all activities
The human resources are identified with the Appointment of Warehouse managers and
Logistics Coordinators. The physical resources includes infrastructure, warehouse, transportation
vehicles and equipments for loading and unloading of goods.
Financial breakdown - costs, funding sources, expenditure requirements throughout
implementation, expected targets, revenue and sales targets
(1) SALES FORECAST
Year 0 1 2 3 4 5
Projected Sales 170,000
178,50
0 187,425 196,796 206,636
(b) Cost of goods 50,000 51,000 52,020 53,060 54,122
(2) CASHFLOW
FORECAST
Preop
Year 0 1 2 3 4 5
CASH INFLOWS
Cash from Sales 170,000
178,50
0 187,425 196,796 206,636
Directors loans 75,000 75,000 75,000 75,000 75,000 75,000
Capital Employed 100,000 100,000
102,00
0 104,040 106,121 108,243
Other cash inflows
TOTAL CASH INFLOW 175,000 345,000
355,50
0 366,465 377,917 389,879
CASH OUTFLOWS

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OPERATIONAL PLAN
Payments for materials 50,000 51,000 52,020 53,060 54,122
operating expenses ( ) 0
Premises (rent, rates) 0 22,000 22,000 22,000 22,000 22,000
Wages and salaries 0 8,000 10,000 12,000 15,000 17,500
General expenses 0 2,250 2,450 2,450 2,450 2,450
Interest and bank charges
payable 0 7,500 7,500 7,500 7,500 7,500
Lease payments 0 7,500 7,800 8,112 8,436 5000
Corporation Tax 7,440 9,509 9,552 -2,192 -2,204
Market survey costs 0 1,975 2,125 2,375 2,450 2,725
Other preliminary expenses 0 1,900 2,300 2,600 2,850 3,150
capital expenditure
Plant and other capital
expenditure 0 35,000 35,000 35,000 35,000 35,000
financing repayments
Loan repayments 7,500 7,500 7,500 7,500
TOTAL CASH OUTFLOWS 0 143,565
157,18
4 161,109 154,055 154,742
Cash flow summary
NET CASHFLOW FOR
PERIOD 175,000 201,435
198,31
6 205,356 223,862 235,137
OPENING CASH
BALANCE 0 175,000
376,43
5 574,751 780,107 1,003,969
CLOSING CASH
BALANCE 175,000 376,435
574,75
1 780,107 1,003,969 1,239,106
(3) DEPRECIATION
SCHEDULE
Year 0 1 2 3 4 5
Fixed Assets
Furniture 32000 28,800 25,600 22,400 19,200 16,000
Vehicles 25000 20,000 16,000 12,800 10,240 8,192
Plant and Machinery 35000 28,000 22,400 17,920 14,336 11,469
Total book values (i.e. net
fixed assets) 0 76,800 64,000 53,120 43,776 35,661
Annual Depreciation
Equipments-10% straight
line 3,200 3,200 3,200 3,200 3,200
Vehicles - 20% reducing
balance 5,000 4,000 3,200 2,560 2,048

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OPERATIONAL PLAN
Plant & machinery-20%
reducing balance 7,000 5,600 4,480 3,584 2,867
total annual depreciation 15,200 12,800 10,880 9,344 8,115
(4) PROFIT AND LOSS
FORECAST
Preop
Year 0 1 2 3 4 5
Revenue 0 170,000
178,50
0 187,425 196,796 206,636
Cost of sales 0 50,000 51,000 52,020 53,060 54,122
Gross profit 0 120,000
127,50
0 135,405 143,736 152,514
Gross Margin 152,640
156,31
1 165,138 201,911 211,779
Expenses/overheads
Premises (rent, rates) 22,000 22,000 22,000 22,000 22,000
Wages and salaries 8,000 10,000 12,000 15,000 17,500
General expenses 2,250 2,450 2,450 2,450 2,450
Accountant Fees 5,600 5,712 5,826 5,943 6,062
Payroll Tax 3,800 4,100 4,400 4,700 5,100
Utilities 15,000 17,500 20,000 22,500 25,000
Sales and Marketing 18,000 20,000 22,000 25,000 27,500
Postage & Telephone 1,650 1,850 2,150 2,350 2,600
Repairs and Maintenance 2,500 2,750 3,000 3,250 3,500
Website Development
Expenses 7,000 7,140 7,140 45,000 45,000
Preliminary expenses 1,900 2,300 2,600 2,850 3,150
Lease Payments 7,500 7,800 8,112 8,436 8,774
Total expenses/overheads 95,200 95,802 103,566 151,043 159,862
Profit before tax 24,800 31,698 31,839 -7,307 -7,347
Tax @ 30% 7,440 9,509 9,552 -2,192 -2,204
Profit after tax 17,360 22,189 22,287 -5,115 -5,143
Transfer to reserves 24,800 31,698 31,839 -7,307 -7,347

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OPERATIONAL PLAN
Sales Forecast
Year 1
Particulars January February March April May June July August September Octobe
r
Novembe
r
Decembe
r
Total Units
Sold
Sales 30000 40000 35000 3000
0
3500
0
4500
0
3500
0 50000 40000 45000 50000 45000 480000
Cost of Goods sold 25000 30000 25000 2500
0
2500
0
2500
0
3000
0 30000 25000 35000 35000 20000 330000
Gross Profit 5000 10000 10000 5000 1000
0
2000
0 5000 20000 15000 10000 15000 25000 150000
Year 2
Particulars January February March April May June July August September Octobe
r
Novembe
r
Decembe
r
Total Units
Sold
Sales 30000 45000 35000 3500
0
4500
0
4000
0
3000
0 40000 40000 60000 75000 45000 520000
Cost of Goods sold 25000 35000 30000 2500
0
3500
0
3000
0
2500
0 25000 25000 50000 35000 35000 375000
Gross Profit 5000 10000 5000 1000
0
1000
0
1000
0 5000 15000 15000 10000 40000 10000 145000
Year 3
Particulars January February March April May June July August September Octobe
r
Novembe
r
Decembe
r
Total Units
Sold
Sales 45000 40000 55000 5000
0
7500
0
4500
0
5000
0 60000 55000 50000 50000 50000 625000
Cost of Goods sold 15000 20000 45000 4000
0
6000
0
3500
0
4500
0 40000 40000 40000 40000 40000 460000
Gross Profit 30000 20000 10000 1000
0
1500
0
1000
0 5000 20000 15000 10000 10000 10000 165000