Kastam - Lampiran B

Lampiran B

Lampiran B
PER: 4.5.1
PTK NO. 27

PERMOHONAN UNTUK MEMBAHARUI LESEN GUDANG MENGILANG DI BAWAH SEKSYEN 65/65A, AKTA KASTAM 1967


Pengarah Kastam Negeri,
............................................
............................................
............................................

Saya .....................................
Pangkat .........................................................................
No. kad pengenalan/No. Passport .............................................
bagi pihak syarikat .......................................................
beralamat di ....................................................................
....................................................................................
....................................................................................
dengan ini memohon pembaharuan lesen untuk gudang mengilang di bawah Seksyen 65/65A Akta Kastam 1967 bagi mengilang ................................................................... bermula dari ............. hingga ................................

2. Maklumat-maklumat berkenaan syarikat adalah seperti berikut:
2.1 Adakah perubahan berlaku ke atas nama syarikat sekarang (YA/TIDAK)

2.2 Adakah perubahan berlaku ke atas ahli-ahli Lembaga syarikat (YA/TIDAK)
3. Maklumat-maklumat mengenai bangunan dan mesin-mesin/alat-alat kelengkapan
3.1 Adakah perubahan berlaku ke atas alamat premis (YA/TIDAK)
3.2 Adakah perubahan berlaku ke atas struktur kilang (YA/TIDAK)
3.3 Adakah perubahan berlaku ke atas mesin-mesin/alat-alat kelengkapan (YA/TIDAK)

4. Maklumat-maklumat berkenaan bahan-bahan mentah/komponen dan barang-barang siap:
4.1 Nilai bahan-bahan mentah/belahan yang telah digunakan tahun lepas.
4.2 Anggaran nilai bahan-bahan mentah/belahan yang akan digunakan dalam tahun ini
4.3 Jenis barang yang dikilang tahun lepas
4.4 Jenis barang yang akan dikilang tahun ini
4.5 Nilai pengeluaran barang siap tahun lepas
4.6 Anggaran nilai pengeluaran barang siap tahun ini.

5. Maklumat-maklumat lain:
5.1 Pasaran: i) Nilai eksport tahun lepas
(Ringgit/Peratusan)
ii) Anggaran nilai eksport tahun ini
(Ringgit/Peratusan)
iii) Nilai jualan tempatan tahun lepas
(Ringgit/Peratusan)
iv) Anggaran nilai jualan tempatan tahun ini
(Ringgit/Peratusan)

Dengan ini saya membuat akuan bahawa butiran-butiran di atas adalah betul dan benar


Tarik: ........................... .....................................
(tandatangan pemohon)

Kastam Malaysia - Renew LMW License

Checklist
1 Surat permohonan pembaharuan lesen dari syarikat
2 Lampiran "B" (3 copies)
3 Salinan anggaran pembelian bahan mentah/yang akan diimport untuk tempoh setahun (2 copies)
4 Salinan alat ganti mesin/komponen yang akan diimport untuk tempoh setahun (Jika ada) (2 copies)
5 Salinan anggaran keluaran barang siap untuk tempoh setahun (2 copies)
6 Salinan lesen terdahulu
7 Salinan jaminan bank terdahulu (surat kelulusan jaminan bank dari Wisma)

Aligning procurement activities with business objectives

Introduction

The purchasing function is an important part of the organisation and must operate with the business objectives in mind. There has to be clear understanding of the strategic direction of the business, a willingness to respond quickly to changing market conditions and a communication strategy that ensures the buyers are in tune with customers and suppliers inside and outside of the organisation.

The purchasing function must demonstrate that it can add value to the business operations by an inherent culture of customer service and a responsive structure that is flexible in the light of environmental changes.

 

Strategic management

There are many definitions by academic writers, but essentially strategic management is concerned with the overall direction of an organisation. As business have developed, strategic management has been introduced into other layers of the organisation, as a result of the move towards leaner structures, the increasing division of the business into strategic business units, and a sense in some organisations that it is too important a subject to be left entirely in the hands of a few managers.

Businesses are increasingly complex, with the requirement to digest large amounts of information drawn from the macro and micro environments. This needs a balance between carrying out the immediate needs of the business, and the future demands of that same business. Decisions have to be made as to who becomes responsible for the overall strategic management so that all business objectives are achieved. In additional, any attempt to plan formally must take into account the potential for change as environmental factors interfere with those plans (Mintzberg's emergent strategy)

 

Life cycle analysis

The product life cycle is a concept that states that all products in their original unmodified form have a definite life cycle. It plots the potential sales of a product over its lifetime as it goes through periods of introduction, growth, maturity, decline and withdrawal. The length of the product life cycle can of course vary with the success of the product, innovative adjustments and the impact of competition and substitutes. Also the product can vary according to whether the product is the whole class of product, a form of this product or a particular brand.

The alignment of the purchasing function will be dependent upon the position of the organisation within the life cycle of that industry. Its strategy will be one of:

1. Growth if it is successful selling its product and its strategy will involve looking at new markets, new products, product development and innovation
   
2. Stability and combination strategy – involves looking at strategies that maintain the current position, including some growth in certain divisions.
   
3. Retrenchment – defensive strategies seeking to get the best form the situation
   

In addition, irrespective of whether the organisation is in a growth, mature or declining position, there will be strategies adopted to maintain and sustain the best cashflow and level of profitability.

Your task is to examine the existing strategic and life cycle position of the organisation at which you work.

Outline how the purchasing function is asked to respond to the current and future position. Are there plans to grow the supply base? If so, why?

Are there strategies to integrate vertically or horizontally? What are the reasons behind such a move?

Comment on how changes in the supply base impact on your current technological support systems – can they cope?

To what extent is the organisation pursuing a long-term relationship with suppliers, and to what extent does this give satisfactory return?

Does the organisation seek supplies from overseas? Are the reason based only on cost? How does this increased logistical exercise reflect on the structure of the purchasing function?

Are some parts of the business to be sold or outsourced? How does this affect the operational plans of the purchasing function?

Strategists will need to build into their planning:

1. The stage of its life cycle that any product has reached.
   
2. The product's remaining life, i.e. how much longer the product will be able to contribute significantly to profits
   
3. How urgent is the need to innovate, to develop new and improved products in time?
   

However, not all products conform to the classic life cycle and can be changed and influenced by internal and external factors. Organisations also have to take into account whether or not a specific product is declining or the whole product class is seeing the end of its useful life.

The life cycle has become important for business because of the many changes that can affect its performance. Lysons (2006) states the following reasons:

• Environmental factors – such as the impact of packaging on waste management
  
• Durability factors – such as competition between substitute materials
  
• Obsolescence – as with capital equipment that may lead to an outsourcing strategy
  
• Changing demand – purchasing managers has to liaise with other business functions so that orders in the future can be planned with some accuracy.
  

 

The product life cycle and market dynamics

There needs to be some form of assessment for planning purposes as to the speed at which new ideas and speed product innovations will spread or be diffused through the marketplace. This will depend upon the marketing and communications efforts as to the benefits to the potential consumer, plus the degree of complexity in the product, and the degree to which it fits into existing or future needs.

Organisations will then have to decide on the basis of estimates in terms of both sales revenue and profits whether or not to continue to invest in the products or to look to take them out of circulation. These strategic decisions will inform and direct the purchasing function's activities, which must be integrated and aligned with the planning process so that the organisation's goals are achieved.

 

How the purchasing function can add value to the business

Adding value

All the functions in a business have to contribute some value in order to sustain that business's competitive advantage. The value chain concept was developed by Michael Porter in the 1980s.

His suggested primary activities of the business – inbound logistics, operations, outbound logistics, marketing and sales, and service – are supported by services such as technology development and of course procurement.

All of these various components to the business should add value. Value is the amount that buyers will pay for the product or service and the extent of this value will be dependent upon the cost of delivering the final product or service.

The value chain also details the number of competitive areas involved from the first transformation of a basic product through to a final distributor to the end users. It is "the chain of conversion processes from the initial raw thing or concept through to final consumption of the associated product or service" (Finlay, 2000).

Porter (1985) identified the "value chain" as a means of analysing an organisation's strategically relevant activities in order to understand the behaviour of costs. Competitive advantage comes from carrying out those activities in a more cost-effective way than one's competitors.

Porter's work has contributed to the raising of the value of the purchasing function in the eyes of the senior management, although there has been some criticism (Hines, 1993) that it does not deal sufficiently with the requirements of integration of the different units of the business, nor is there sufficient emphasis on the position of the customer. In a world where the customer's expectations are rising and there is an ever-increasing complexity of suppliers to the customer, it is important that a more sophisticated model is adopted. Hines's model involves a greater emphasis on integration, examining costs, improving quality, implementing technical data systems and training and development. Instead of the emphasis in the Porter model on a group of chains pointing from raw material to customer, this is reversed in the Hines model and emphasises a large pull from the customer to the raw material.

Added value and the purchasing function

The ability to add value within the supply chain is often a critical measure of performance. Value can be added in a number of different ways including:

• Cost reduction
  
• Effective new product design
  
• Supply performance improvement, using a range of methods including supplier development, supplier motivational programmes, or spend aggregation target costing
  
• Risk avoidance and management, using a mix of contract strategy, contract performance management, and supplier risk profiling and supply chain optimisation methods.
  
• Managing internal interfaces which include the creation of policies and procedures, the provision of internal consultancy services or the provision of internal services supported by a service quality programme.
  

Strategic alignment and the need for flexibility

A flexible planning process

If the organisation develops a prescriptive strategy, then it should result in clear, well-defined objectives being promulgated. There are a number of professed advantages to this approach, namely that it involves a complete overview of the direction the business, and can be linked to detailed resource demands to fulfil the objectives, and that it provides a discussion for which choices the organisation should make as to the way forward. In addition there is a plan which can be measured, benchmarked and evaluated.

The prescriptive strategy is based on the early economic theory of Adam Smith which relies on the rational decision-making individual. A prescriptive business strategy is seen "as being similar to sending the troops (employees) into battle (against competitors) with a clear plan that has been drawn up by the generals (directors) and implemented by launching new products and innovation etc' (Lynch, 2000).