marielle-mabini-pptxB2CVSB2B TRANSACTION.com.pptx

B2C (business-to-consumer) transactions are between a business and an individual consumer, while B2B (business-to-business) transactions are between two companies. B2C sales are typically faster, emotionally driven, and involve smaller transactions, whereas B2B sales are more complex, have longer sales cycles, involve multiple stakeholders, and are driven by logic and long-term value.

1. FOR PRODUCT AND SERVICES STRATEGIC CAPACITY PLANNING Speaker name : MABINI, MARIELLE T.

2. Table Of Contents DEFINING AND MEASURING CAPACITY PART 0 3 DETERMINATES OF EFFECTIVES CAPACITY PART 0 4 STRATEGY FORMULATIONS PART 0 5 FORECASTING CAPACITY REQUIREMENTS PART 0 6 CAPACITY DECISION AND STRATEGIC INTRODUCTION PART 01 PART 0 2

3. PART 01 : INTRODUCTION Strategic Capacity Planning is the long-term process of determining the facilities, equipment, and workforce needed to meet future demand for products and services. It aims to: Ensure the right level of capacity Align with business goals Maintain efficiency and flexibility Product and Services : Products are physical objects that can be touched, seen, and owned. While, Services are actions or activities that cannot be physically held or possessed .

4. PART 2: CAPACITY DECISION AND STRATEGIC Capacity Decision A capacity decision is the process of determining how much capacity (such as space, equipment, and labor) a business needs to meet future demand. It involves deciding: How much output is needed? When should additional capacity be added? Where should capacity be located? What kind of resources are needed? The strategic part means that capacity decisions must align with the long-term goals and direction of the business. Presentations are communication tools that can be used as demonstrations. Presentations are communication tools that can be used as demonstrations. Strategic

5. PART 3: DEFINING AND MEASURING CAPACITY Capacity : refers to the maximum amount of work or output that a business, system, or machine can produce in a given period of time. T ypes of Capacity 1. Design Capacity The maximum possible output a system can produce under ideal conditions . 2. Effective Capacity The realistic output, considering downtime, maintenance, or rest periods. U sually lower than design capacity. 3. Actual Output The real number of products or services actually produced in a period. Can be lower than effective capacity due to problems or inefficiencies.

6. PART 3: DEFINING AND MEASURING CAPACITY Measuring Capacity : Measuring capacity means figuring out how much output (products or services) . a business can produce within a certain period of time using its available resources. 1. Identify the Unit of Output What are you measuring? 2. Determine the Time Fram e Per hour, per shift, per day, per month . 3. Check Actual Output How much is actually being produced or served? 4. Compare with Maximum or Effective Capacity See how close you are to reaching your full potential CAPACITY UTILIZATION FORMULA =(Effective   Capacity ÷ Actual   Output​)×100

7. PART 4 : DETERMINANTS EFFECTIVE OF CAPACITY 🔹 1. Facility Design The layout, space, and structure of the building . 🔹 2. Product or Service Design Complex or custom designs may take more time and reduce capacity 🔹 3. Process and Technology The type of equipment and methods used 🔹 4. Workforce Capability Skills, training, and motivation of employees 🔹 5. Maintenance and Downtime Machines need regular maintenance. 🔹 6. Supply Chain and Materials Availability of raw materials and parts 🔹 7. Quality and Rework Reworking defective items uses time and resources 🔹 8. Scheduling and Hours of Operation How time is managed and shifts are scheduled Effective Capacity : is the maximum output a business can realistically achieve under normal working conditions after considering things like maintenance, breaks, or delays. While design capacity is the ideal or maximum possible output, effective capacity shows what a business can actually aim for day-to-day

8. PART 5: STRATEGY FORMULATIONS is the process of planning and creating long-term goals and actions for a business. It involves deciding what the organization wants to achieve and how it will achieve it using its resources, capabilities, and understanding of the market. STRATEGY FORMULATION Define the mission and vision Analyze internal and external environments Set objectives Develop strategies Evaluate and select the best strategy STEPS IN STRATEGY FORMULATION

9. PART 6: FORECASTING CAPACITY REQUIREMENTS → Use past data, trends, and market analysis 1. Forecast future demand → Identify if there’s a gap 3. Compare demand vs. capacity → Check available resources and output levels 2. Evaluate current capacity → Add equipment, hire staff, or adjust schedules 4. Plan Adjustments Forecasting capacity requirements → is the process of predicting how much production capacity a business will need in the future to meet customer demand . S TEP IN S TRATEGY F ORMULATION

10. THANKS FOR LISTENING Speaker name : MABINI, MARIELLE T. THE END