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<p>2 Introduction<br/>The Country Car Club (3C) was established fifty years ago to offer breakdown assistance to motorists. In return for an<br/>annual membership fee, members of 3C are able to phone for immediate assistance if their vehicle breaks down<br/>anywhere in the country. Assistance is provided by ‘service patrol engineers’ who are located throughout the country<br/>and who are specialists in vehicle repair and maintenance. If they cannot fix the problem immediately then the vehicle<br/>(and its occupants) are transported by a 3C recovery vehicle back to the member’s home address free of charge.<br/>Over the last fifteen years 3C has rapidly expanded its services. It now offers vehicle insurance, vehicle history checks<br/>(to check for previous accident damage or theft) as well as offering a comprehensive advice centre where trained staff<br/>answer a wide range of vehicle-related queries. It also provides route maps, endorses hotels by giving them a 3C<br/>starred rating and lobbies the government on issues such as taxation, vehicle emissions and toll road charging. All of<br/>these services are provided by permanent 3C employees and all growth has been organic culminating in a listing on<br/>the country’s stock exchange three years ago.<br/>However, since its stock market listing, the company has posted disappointing results and a falling share price has<br/>spurred managers to review internal processes and functions. A Business Architecture Committee (BAC) made up of<br/>senior managers has been charged with reviewing the scope of the company’s business activities. It has been asked<br/>to examine the importance of certain activities and to make recommendations on the sourcing of these activities<br/>(in-house or outsourced). The BAC has also been asked to identify technological implications or opportunities for the<br/>activities that they recommend should remain in-house.<br/>First review<br/>The BAC’s first review included an assessment of the supply and maintenance of 3C’s company vehicles. 3C has<br/>traditionally purchased its own fleet of vehicles and maintained them in a central garage. When a vehicle needed<br/>servicing or maintenance it was returned to this central garage. Last year, 3C had seven hundred vehicles (breakdown<br/>recovery vehicles, service patrol engineer vans, company cars for senior staff etc) all maintained by thirty staff<br/>permanently employed in this garage. A further three permanent employees were employed at the garage site with<br/>responsibility for the purchasing and disposal of vehicles. The garage was in a residential area of a major town, with<br/>major parking problems and no room for expansion.<br/>The BAC concluded that the garage was of low strategic importance to the company and, although most of the<br/>processes it involved were straightforward, its remoteness from the home base of some vehicles made undertaking<br/>such processes unnecessarily complicated. Consequently, it recommended outsourcing vehicle acquisition, disposal<br/>and maintenance to a specialist company. Two months ago 3C’s existing vehicle fleet was acquired by AutoDirect, a<br/>company with service and repair centres nationwide, which currently supplies 45,000 vehicles to companies<br/>throughout the country. It now leases vehicles back to 3C for a monthly payment. In the next ten years (the duration<br/>of the contract) all vehicles will be leased from AutoDirect on a full maintenance basis that includes the replacement<br/>of tyres and exhausts. 3C’s garage is now surplus to requirements and all the employees that worked there have been<br/>made redundant, except for one employee who has been retained to manage the relationship with AutoDirect.<br/>Second review<br/>The BAC has now been asked to look at the following activities and their supporting processes. All of these are<br/>currently performed in-house by permanent 3C employees.<br/>– Attendance of repair staff at breakdowns – currently undertaken by permanent ‘service patrol engineers’<br/>employed at locations throughout the country from where they attend local breakdowns.<br/>– Membership renewal – members must renew every year. Currently renewals are sent out by staff using a bespoke<br/>computer system. Receipts are processed when members confirm that they will be renewing for a further year.<br/>– Vehicle insurance services providing accident insurance which every motorist legally requires.<br/>– Membership queries handled by a call-centre. Members can use the service for a wide range of vehicle-related<br/>problems and issues.<br/>– Vehicle history checks. These are primarily used to provide ‘peace of mind’ to a potential purchaser of a vehicle.<br/>The vehicle is checked to see if it has ever been in an accident or if it has been stolen. The check also makes<br/>sure that the car is not currently part of a loan agreement.<br/>6<br/>Required:<br/>(a) The Business Architecture Committee (BAC) has been asked to make recommendations on the sourcing of<br/>activities (in-house or outsourced). The BAC has also been asked to identify technological implications or<br/>opportunities for the activities that they recommend should remain in-house.<br/>Suggest and justify recommendations to the BAC for each of the following major process areas:<br/>(i) Attendance of repair staff at breakdowns;<br/>(ii) Membership renewal;<br/>(iii) Vehicle insurance services;<br/>(iv) Membership queries; and<br/>(v) Vehicle history checks. (15 marks)<br/>(b) Analyse the advantages that 3C will gain from the decision to outsource the purchase and maintenance of<br/>their own vehicles. (10 marks)<br/>(25 marks)</p><p></p> [attach]8543[/attach]<br/>[attach]8544[/attach]<br/>[attach]8545[/attach]<br/>[attach]8546[/attach]<br/>[attach]8547[/attach]<br/>[attach]8548[/attach]<br/>[attach]8549[/attach]<br/>[attach]8550[/attach]<br/>[attach]8551[/attach]<br/>[attach]8552[/attach]<br/>[attach]8553[/attach]<br/> 学习哦 lianlian ok xie xie!! GOOOD页:
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