Business Report: Adelaide Convention Centre
How Resource Requirements Are Determined
Why resources are acquired and allocated
How resource usage is and reported
The Adelaide Convention Centre was founded in 1987 with an aim to promote tourism and industry related economic activities in the area of South Australia. The center hosts banquets, cocktail functions, conferences, exhibitions, green events, meetings, product launches, school formals, weddings, and corporate events[footnoteRef:1]. [1: Adelaide Convention Center. “Our Green Commitment,” Adelaide Convention Center. n.d. (accessed January 14, 2014). http://www.adelaidecc.com.au/planning-your-event/event-types/green-events.]
Part A: How Resource Requirements Are Determined
The current operational plans are mainly targeted towards providing a place for the business and local community to organize their events in the center. The center provides the place for the and beverages. There are various partnering suppliers for floral, lighting, music, and other special arrangements. The resources required for the center can be divided into two main categories including basic organizational resources and event specific resources. The basic resources include human, technology, management, heating and air-conditioning, maintenance, training, raw materials, supplies, raw materials, health and safety, and environmental resources. The event specific resource includes the provision of suppliers for floral, lighting, music, and special requests made during the bookings.
ii) Individuals and teams participation:
The individuals form the sales and marketing department is responsible for determining the and later they are presented to operations departments for approvals. However the organizational resource requirements are determined by the teams working in respective departments. These requirements are approved by the department heads and later presented for financial and higher management’s approval. The resources requirements are determined on the basis of projected business goals and operational budgets prepared for the year.
iii) Resource expenditure levels:
The resources budget is prepared on the projected business goals and objectives. However, it is also important to develop the budget according to the cost control strategies, order cycle, and processes. The sub-contracting, outsourcing, and rentals are used for event specific resources identification[footnoteRef:2]. However the internal resources that are permanently required are sourced through leasing and buying solutions. [2: Collier, Paul M., and Samuel Agyei-ampomah. P3-Performance Strategy: Strategic Level, Performance Pillar. Elsevier, 2009.]
iv Recommendations made for resource requirements:
The recommendations for resources and budgets are made on the basis of business goals and objectives. The budget allocation is also made on the basis of the strategy to peruse these goals. The cost control strategies and projected business are also considered during the budgetary recommendations. In order to present the budget recommendations the informal process is adopted with the departments including the discussions and telephone calls are made. However the formal budget recommendations are made through e-mails, summaries, formal reports, and memos.
Part B: Why resources are acquired and allocated
i) Resources Acquisition:
The physical resources are acquired from the suppliers, subcontractors, and outsourced partners. The orders are placed according by the procurement staff of the center, and a Performa invoice is obtained. After approval by the relevant department, the suppliers are intimated to proceed with the order and upon delivery the physical examination of the materials is made by accounts, procurement, and the relevant department to ensure received quantities.
ii) Quality and Quantity:
The procured resources are checked upon delivery through the quality assurance procedure. The center has also developed a procedure to ensure that the received quantities and quality are appropriate for the business. The personal from accounts, quality assurance, and the relevant department inspects and approves for quality and quantity of the supplied resources.
iii) Resource Allocation:
The resources are allocated to the staff members upon department approval. The staff members are to prepare a requisition request to provided required resources. The managers authenticate the request based on the projects and business requirements. Later the approved requisition is to the inventory control depart to issue required resources.
iv) Staff Consultation:
The individual staff members are to provide reasons for requesting resources in informal meetings between the staff members. After a general consensus, the managers are with requisition requests. The managers approve the required resources, and it is for accounts and inventory control departments to release required quantities.
Part C: How resource usage is and reported
i) Resources Planning
The are essential to determine the levels of resources required during the financial year. The projections made for the year in relation to the actual business activities taking place for the center are helpful in assessment of resources shortfall and surplus[footnoteRef:3]. The ERP software is implemented within the organization to determine and allocate appropriate level of resources. [3: Tennent, John. Guide to Cash Management: How to Avoid a Business Credit Crunch. Vol. 109. USA: John Wiley & Sons Inc., 2012.]
ii) Monitoring Resources:
The methods used to monitor and report the resources include the reconciliation of requisition requests and actual business requirements after each event. The costs of resources are reconciled and monitored in accordance with the customer’s billing records. The inventory management system at the center is also helpful in monitoring and reporting resources. The system prepares a reconciliation report based on the physical and reported stock takes.
iii) Stakeholder’s Suggestions:
The stakeholders have proposed a system based on the Just in Time technique. The resources that are normally available should be ordered only after receiving the orders, and as a result the costs of holding large inventories can be reduced. The amount required to maintain a large inventory can also be reduced using the technique. The stakeholder’s feedback along with the discussion in the management meeting has initiated a process for improvement.
The center maintains stick lists for inventory control, purchase order, invoices, quotations, orders for maintenance, goods prices, and lists form approved suppliers. All these records provide the required documents that are to reconcile with the required amounts. The business also maintains an accounting system to ensure transparency and records management.
Adelaide Convention Center. “Our Green Commitment,” Adelaide Convention Center. n.d. (accessed January 14, 2014). http://www.adelaidecc.com.au/planning-your-event/event-types/green-events.
Collier, Paul M., and Samuel Agyei-ampomah. P3-Performance Strategy: Strategic Level, Performance Pillar. Elsevier, 2009.
Tennent, John. Guide to Cash Management: How to Avoid a Business Credit Crunch. Vol. 109. USA: John Wiley & Sons Inc., 2012.