Abstract

A business endeavour needs a concise data sheet of information that may be readily sought by the community at large. This should cover what they do, who they are, what they can produce and how, volumes and qualities of inputs and outputs, and, how they can be reached. It is against that background that outsiders can 'gauge' their prospective relationship as a market, potential service or resource provider, facilitator or beneficiary of another kind.

Ownership

Primary information about a business is the name of the entity, better still if it is registered in the country.

This is followed by address by way of location, postal details, and, telephone, fax and electronic mail if available to facilitate easy contact. It is also important to indicate the entrepreneur(s) who own the business.

Products / Sub-sector

The products made constitute an important component, giving details as to what is exactly made, the intended use, specifications and/or standards to which it is made if at all, and if possible, some 'schematic'drawing or photograph provided. Along with this information, it would be informative to indicate the 'product family' / sub-sector to which a set of products belong.

Technology / Processes Used

Many products can be made by different methods, depending on a host of considerations. Some of these are raw materials used, plastic, wooden, brass or mild steel; facilities in place;'quality' of finished product or some other basis.

Even where all operations are manual, we still need to indicate the 'step-by-step' elements executed, and technology used, whether casting for brass, aluminium or mild steel; forming using a hammer and an anvil; cutting using a hacksaw or with acetelyne gas.

Depending on the method(s), a'third' party will be able to imagine / see the extent to which an enterprise is able to replicate products, and, other important considerations as 'consistency' of products leading to 'interchangeability', so crucial to such products as fasteners used in assembly, with components possibly made by a host of part makers. In other words, technology and/or processes are important parameters in achieving low 'variability in products made by a facility.

Whenever possible, capacity on hourly, shift, weekly, monthly or other basis needs to be indicated, so that a potential customer has some indication of a company's ability to meet some order being contemplated.

Production

Matters relating to production ought to indicate possible volumes, either in batches for alternating products made by facilities in place, or, for continuous or dedicated processes to a single product.

Other areas that may be convincing for a potential client to place a firm order can be an indication of planning / operations management schemes employed, 'set-up', 'lead' and /or cycle times or other optional information that build confidence in a customer, especially when it is a larger firm outsourcing a service.

Manpower

Many factors contribute to ensuring provision of good products and services, and, the human resource is paramount in this respect. It ought to be emphasised that formal education alone is not adequate, and, many people with less formal education perform as well and sometimes even better than those with training that may not be adequately complimented by a right balance of requisite knowledge for the job, lack experience or seriousness at work. It is more important to demonstrate what one is able to do practically, and, whether that person has the 'right' training and demonstrated experience for the task at hand. I am not saying that formal training is not an important consideration, but rather that, capacity to provide the service called for is most important.

It is sometimes useful to indicate supervisory, technical skills, direct labour requirements, and, complimentary administrative staff and other staff, local or foreign, in-house or outsourced. Commitment to training, formal, specific or otherwise in continuous development efforts needs to be espoused if a firm is to live to modern challenges of repeated changes in the production environment.

Utilities

While utilities are largely provided by other entities, it is useful to have an indication of a company's needs by quantity and type, an important consideration for other providers to know and plan for your needs, not to mention identification of support your firm may require, beside others.

Key ones are for power / energy needs, water and communications. On energy, there is often a need for requirements of an enterprise, sources and efficiency in your operations, to mention but a few.

Facilities

Equipment constitute an important component that needs to be supplemented with physical infrastructure needs that are or should be in place.

Inputs

For these, mention details relating to types, specifications / standards, quantities, likely sources, and if possible an indication of 'lead' times. Provision of these details can be an avenue for more competitive offers by potential providers you may not have known about.

Product complexity

For many products, one may put together an assembly of components with many outsourced, or, have a situation of simple products. Complexity can also be in terms of 'forming', joining, 'metrology' or quality assurance. These are all part and parcel of a complete information pack that needs to be made publicly available.

Materials handling

Many times, there can be ways of enhancing / facilitating the manufacturing process through addressing needs in this area, and, there may be easy to acquire appropriate methods to use.

Transportation

Invariably, many goods call for transport services of different volume / size or description. Again, there may be providers that can enhance your market or resource access with a price saving, a benefit toward better competitiveness.

Shifts worked

The question of shifts worked has a big bearing on productive capacity, cost savings with more shifts, and, other benefits to the economy in general, and, practices need to be indicated.

Research and Development (R&D)

Many enterprises do not appreciate the crucial role R&D plays in being not only competitive, but having an edge over others. Clearly, no manufacturer is willing to provide you with his 'innovations' at such a cost that you pose a competitive threat to him/her! To make matters worse, sourcing technologies from thousands of miles away with such prohibitive transport and communication costs means that, failure to develop 'in-house' technologies is a recipe for disaster.

On-going activities need mention to avoid 'reinventing' the wheel, and, there is no harm in indicating budgets and focus of technology development.

Supply / Demand

It is the norm that 'necessity is the mother of invention', and no entrepreneur in his mind will set about a serious engagement in total darkness.

On the one hand, an enterprise has to look at things in its 'environment', while at higher levels, aggregates are targeted, up to the state at the apex. This is applicable to both supplies and demands, including examining exports for potential destinations and so on.

A host of considerations come into play, such as, internal capacities against perceived demands, local or foreign, individual or aggregate, import versus export, and so on.

Linkages

The issue of horizontal and / or vertical linkages needs to take root in our practices as a compliment rather than a detriment. This covers several aspects, including inputs, raw materials, components outsourced or part manufacture, beside others.

Associations

Relevant associations need to be joined, be they around, in the region or abroad for a host of benefits. The price of membership should be a small issue, for through membership, you would be able to influence them to advantage.

On their part, they play an important role for internal discussions, problem solving, advocacy and several other considerations. As such therefore, they need to be espoused.

Scope of Roles, Players and Activities

A number of roles span a wide range of players. A case in point is planning, with entities at government level

Ethics

Good business ethical behaviour creates value for the customer by matching quality and price.

Ethical decisions: Provide the customer with valid data about the product and service; Enable the customer to make a free and informed choice; Generate customer commitment to the product and the organisation that provides it.

Source: Chris Argyris, on ethics of a consultant in, 'Intervention Theory and Method: A Behaviourial Science View', Addison Wesley, 1973

taking charge of the country at large, down to the enterprise for internal strategies, activities and the like.

In the table following, we endeavour to demonstrate this: