Pirates of the Silverland

A. INTRODUCTION OF THE CASE

Palm Haul Sdn Bhd (PHSB) was actively engaged in the business of
transportation of crude palm oil (CPO). It was in a niche market because
of high demand in delivering the CPO from the mills to the refineries. In
addition, due to this reason, the industry players were rewarded with
high gross profit margin which ranged on 35% - 45% with low
administrative overheads. However, as PHSB involved in service
industry, high cost of sales was inevitable in the operations. This issue
created higher competitiveness in the market because the industry
players tend to operate more efficaciously in managing cost of sales.
Furthermore, oil piracy was the major issue which was difficult to be
solved and avoided by the industry players. It also caused to significant
impact and losses in this industry. In more serious extent, the persons
committed this siphoning cases were not identified and red-handed. This
was the reason contributed serious impact to PHSB, as the gross profit
margin was substantially narrowed due to highly increased in direct
costs. The drastic decrease of gross profit margin certainly not only
caused by the single reason mentioned. PHSB was found to incur high
compensation paid for CPO shortfall, inconsistency of drivers
attendance and high expensed on maintenance. PHSB was in critical
situation due to the emergence of these challenges.
In depth of analysing problem encountered by PHSB, the CPO
consigned by PHSB was justified and led to the quality issue in
refineries. Oilene Refineries Sdn Bhd (Oilene), one of the major
customers of PHSB, criticised the CPO delivered was frequently short
and contaminated with water or sludge. The low quality of CPO affected
the processing plant of Oilene and additional works had to be performed
for CLEANING purpose, by shutting down the plant. Because of the
serious impact given by PHSB, the management of Oilene decided
whether not to proceed for the contract renewal, which would be expired
in June 2009. Therefore, En. Rossly must review the operations of
PHSB and necessary actions must be taken in order to secure the
contract from Oilene.
B. COMPANY BACKGROUND
Palm Haul Sdn Bhd (PHSB) was established in 2002, in Taiping, Perak.
It was a medium-sized enterprise in the CPO transportation business. It
had about 200 employees, out of which, 80% was in operations,
primarily drivers of the companys customized tankers.
Generally, PHSB was owned and chaired by Datuk S. Najeed, who was
the former chief engineer of Ministry of Transport PHSB. The routine
operation of PHSB was managed by En. Rossly, the CEO and son-in-
law of Datuk S. Najeed. Furthermore, this company was branched into
three major functions which included Account cum Finance, Human
Resource and Administration functions. And, they were in charged by
three key personnel, Romsee Rossly, Ramli Ali and Aliah Ibrahim,
respectively. En Rossly decided to engage with a MANAGEMENT
CONSULTANT who was also a friend of En. Rosslys, to provide
effective solutions for the issues endangered PHSB.
C. ISSUES LEADING TO THE INCREASE OF DIRECT COST IN PHSB
1. Rising compensation to CPO shortfall and low operating margins
1.1 Issues
1.2.1 Compensation to the refineries
Referred to the PHSBs two years FINANCIAL REPORTS (2008-2009),
there were increasing trends of compensation being made by PHSB to
the refineries due to the shortage of CPO during the transportation. It
showed that until March 2009, PHSB compensated about RM2 million,
which already increased more than 33 % from the compensation they
made RM1.5 million in 2008.
The compensation cost was on increasing trend which it could be seen
from the compensation figures from 2006 until 2009. In 2006, the
compensation that PHSB had to bear was RM345, 111 and it was
increased double in 2007, RM645, 222, and then again another two-
folded increased in 2008, which was at RM1.5 million.
PHSB should shoulder the differences in the amount of CPOs that were
short-delivered to the refineries. The PHSBs customer, Oilene
Refineries Sdn Bhd (Oilene), claimed that the CPO delivered by PHSBs
tankers, were less than the recorded quantity in the delivery order and
some of the CPO had been contaminated with water or sludge.
Compared to another transporter hired by Oilene, Tiger Oils Transporter,
PHSBs consignment was the most difficult to be processed. Despite the
claim by Oilene on the delivered CPO, there was also a possibility that
the CPO turned into sludge because of their chemical reaction to the
changes of temperatures in the tanker. Therefore, PHSB should look
into this matter as well.
Nevertheless, there was a possibility of five years contract, between
PHSB and Oilene, would be insecure if these issues were not amicably
settled by the PHSB as soon as possible.
1.2.2 Compensation to the staff
Another compensation that PHSB had to cover was regarding the
compensation to the staff, such as salaries, allowances and ex-gratia.
The compensation amount recorded until March 2009, costing PHSB
around RM8.03 million, an increase of 7.1 % compare to 2008. There is
a possibility that the increased amount was due too many festive
seasons during the years end.
The amount from both compensation lead to the lower operating margin
for the PHSB in 2009 compared to 2008. Operating margin is a
measurement of what proportion of a company's revenue is left over
after paying for variable costs of production such as wages, raw
materials, etc. A healthy operating margin is required for a company to
be able to pay for its fixed costs, such as interest on DEBT .
Low operating margin for the PHSB, meaning they are not making a
good profit on every Ringgit that they spending on. It will jeopardise their
bottom line for the financial year.
1.2 Recommendations
There are five possible recommendations for this issue, which are
monthly FINANCIAL REPORT for the PHSB and to have an additional
staff to monitor this irregularity in the account.
1.2.1 Monthly Financial Report
By implementing the monthly financial report, PHSB could monitor their
expenses on a monthly basis, thus any regularity could be taken care as
soon as possible. The standard monthly financial reporting package
includes the following two core reports (University of Michigan, n.d.):
i. Statement of Activity (SOA)
The SOA reports display the posted revenue and expense transactions
for an accounting period (i.e. one month period) for the specified
parameters (e.g. Project/Grant). By presenting the SOA on the monthly
basis, PHSBs management could thoroughly monitor and review their
activities for that particular month. If there is any unnecessary activity,
the management could take corrective action before it could jeopardise
their operations.
ii. Gross Pay Register (GPR)
The GPR report is a record of each employee's paycheck salaries and
allowances. By having this report every month, the management will be
able to identify the compensation made to the employees on a monthly
basis. And, they will be notified on the additional or irregularities
payment that the PHSB made during that particular month.
1.2.3 Close Monitoring on the Tankers Temperature
To train and educate PHSBs drivers on the measurement of the tanker
temperatures in order to avoid any chemical reaction which it could turn
the liquid form of CPO to sludge. PHSB also have to invest more on the
reliable tankers to keep the CPOs in a suitable temperature.
1.2.4 Trucksecures System
PHSB may install tankers with the Trucksecure System. It is a unique,
simple, non-invasive system fuel loss can be detected from either the
main or secondary tank, whether taken through the fuel filler neck,
sender hole or from puncturing the tank.
One of the main problems encountered by haulers is detecting small but
regular amounts of stolen fuel. The Trucksecure system has the ability to
measure minimal fuel loss to combat this problem with the additional
benefit for the operator to detect suspected internal theft covertly via an
optional GSM text message.
By installing this system, PHSB will be alerted on any attempt to siphon
or steal the CPO immediately. Security Company will be alerted as well
and they will investigate that particular tanker. This will decrease the
possibility of siphoning and stealing of CPOs.
1.2.5 Balance Inventory Levels
PHSB have to cooperate with Oilene in implementing the balance
inventory levels in checking and manage the CPO. Both companies
could review the consignment through the purchase orders, receipt and
credit notes, return notes as well as delivery notes which all of it will be
validated by representatives from both companies. To follow-up on this
method, both companies could have a thorough check on their inventory
records.
By implementing this method, PHSB could avoid the possibility of
receiving less amount of CPOs than stated in the delivery orders.
1 High oil pilferage
1.
2.
3.1. Issues
2.1.1 Siphoning caused to higher direct cost incurred to refineries
In the transportation industry, the transporter is required to bear for any
losses incur during its consignment. The same practice applied to
PHSB, hence, it had to reserve huge sum of money as the
compensation to the refineries. In fact, the management found that many
of the loaded tankers were not delivered to the refineries, but were found
to be abandoned at the roadside by the irresponsible drivers. In addition,
the siphoning case also contributed to the high compensation paid to the
refineries. As per the case reported, the compensation cost per turnover
hit at 7.7% in 2008, and increased to 8.3% as reported in total of three
quarters of income statement in 2009. The increase of compensation
cost had led to narrower of gross profit margin as it was a part of cost of
sales.
2.1.2 Increase of insurance premiums
PHSB took a good practice where it mitigated the consignment risk to
third party, the insurer. PHSB had bad track records because many
cases happened to be the tankers left abandoned by the drivers. The
insurer, Allianz Insurance might not be responsible on the abandoned
tankers. Moreover, it brought to higher operation risk of PHSB. Thus,
there will be a ground for the insurer to charge greater insurance
premiums to cover the inconsistency of operation in PHSB. And, the cost
of sales of PHSB will be risen significantly due to the Goods-In-Transit
insurance is incurred directly to operation in the nature of transportation.
3.2. Recommendations
2.1
2.2.3 Implementation of Fleet Management System (FMS)
In the view of Mukhriz Mohd, FMS is a must to be enforced in PHSB.
This system allows PHSB to minimise the risks associated with tankers
in consignments, improve the operation efficiency and reduce in
compensation cost. With this FMS, siphoning cases will be drastically
reduced because the management of PHSB is able to detect the
delivery locations of the tankers. In addition, it helps to reduce the fuel
consumption as well. The problem of abandoned tankers will be
eliminated as the drivers will be red-handed with serious punishments.
Therefore, FMS is vital to be installed as PHSB operates in delivery
services, despite the high cost of implementation. For the greater
reduction in cost of sales and better preventive action, PHSB is strongly
advised to enforce accordingly.
2.2.4 Serious disciplinary actions will be taken against drivers
As the increase of insurance premiums was due to the irresponsible
drivers, actions must be taken to penalise them. This solution is made to
reduce or even eliminate such cases to be happened repetitively. Ex-
gratia will be deducted for the drivers who are identified to commit on
wrong-doing. In more serious extent, if the drivers ignore the disciplinary
actions, termination of service will be given to the drivers. This solution
may not contribute to immediate financial benefits, however, the insurer
will reduce the insurance premiums in future when the abandoned
tankers cases decline. In other words, it contributes to greater profit
margin of PHSB in long term.
2 High Absenteeism/ Driver Shortage
3.2 Issues
As per reported by Ramli Ali, Human Resource Manager of PHSB, the
company had the problem on driver shortage due to better offer from
bigger company. The company also encountered issue on high
absenteeism of drivers. The problem occurred because of irregular
routes and away from home for a long period, caused the drivers tend to
search for a better jobs or remunerations.
1.
2.
3.
4.1.
3.
4.3.
4.4.1. Unattractive remuneration package
According to Ramli Ali, PHSB was unable to offer an attractive
remuneration package to their drivers. With more attractive
remunerations offered by big companies, drivers tend to bite the bait,
therefore, PHSB needed to hire and train new drivers more frequently.
This activity had made increment in the Administration and Operation
Expenses for year 2009.
The pilferage activities are recognized to happen during year end. This
was identified that most of the drivers more likely needed money during
this period of time, hence, the temptation siphoning the CPO was high.
4.2.1.
4.4.2. Irregular routes and tight scheduling
Ramli also declared that irregular routes and tight scheduling were the
factors of drivers high absenteeism and shortage. By having this
problem, it has affected the quality of operation service where refineries
claimed that the CPO had not been delivered on time.
Lack of drivers means that same driver might be running several
deliveries. Each delivery requires them to stay away from home for a few
days. Thus, some drivers might not get well rested and home away more
than they supposed to be.
4.4. Recommendations
4.5.3. Offering attainable remuneration package
PHSB needs to consider giving year-end bonuses to the drivers in order
to earn their loyalties. Hence, this will help to reduce drivers shortage as
well as absenteeism problem that troubled PHSB throughout the year
2009. PHSB can emerge good remuneration package where year-end
bonuses given to the drivers and staff. The bonuses will be much lower
than the compensation cost that PHSB is currently bearing.
PHSB can as well offer rewards to drivers with satisfaction attendance
by giving performance incentives by year end. These incentives also can
be applied to those who have delivered CPO as per Purchase Order or
sludge-free. This will hope to lower the absenteeism percentage.
4.5.4. Realistic Schedule
PHSB shall also consider giving annual leave based on Malaysian
Industrial Development Authoritys guidelines which is normally provided
with annual salary increment that is calculated based on a certain
percentage of the basic salary and performance.
PHSB shall come out with more realistic schedule which drivers are
allowed to have some rest after their long journey. PHSB may as well to
schedule more carefully to avoid continual shifts.
This may be seen as increment in PHSBs expenses but in long term, it
will help to reduce expenses in staff training as per stated in
Administrative and Operating Expenses table.
With new remuneration package and realistic schedule, drivers can give
their greater commitments on their shifts, as a result, PHSB shall be able
to enhance their transportation service. Consequently, PHSB will acquire
higher profit since the customers are satisfied with the service provided,
and indirectly, PHSB will able to expand to a bigger network.
3 High Cost of Maintenance
4.3 Issues
Being a logistic service provider specialised in transporting CPO, it is
crucial to emphasise on the upkeep of its tankers. Indeed, PHSBs
predicament is also related to this matter. As we have gone through the
case carefully, we have identified that PHSB is incurring high cost of
maintenance.
The maintenance costs incurred for the three quarters of years 2009 and
2008 are RM 5.5 million and RM 2,3 million respectively. Thus, PHSB
faced a 143.8 % increase in maintenance cost for 2009 compared to
2008* (estimated based on average calculation of total maintenance
cost for 3 quarters of the accounting period). Marginal planned cost
accounting or flexible analytic cost planning and accounting studies by
Sharman (2003) can be referred to understand the cost of sales in the
case of PHSB better. Below are the possible root causes of this
predicament.
1.0
2.0
3.0
4.1.
4.4.5 No regular upkeep and maintenance of the tankers.
It was found that PHSB did not regulate the maintenance of its tankers.
The tankers were only sent for service and repairs when the drivers
complained of breakdown. At times, the damages occurred were severe,
hence resulting in high cost of repairs.
4.4.6 No standardised administrative mechanism.
PHSB is lack of a standardised administration mechanism. At the
moment, the perform vehicle and driver allocation and scheduling are
done manually. Hence, a lot of time is wasted in the process. The
situation get worse if there were any absentee, as the delivery route and
allocation of drivers need to be rescheduled.
4.2 Recommendations
4.3.1 Scheduled maintenance program.
PHSB should practice a more systematic method of maintaining its
tankers. It should ensure each of its tankers have gone total check-up,
let say in a fortnight basis before be available for transporting
scheduling.
As we are concerned, PHSB is a small company with certain constraints.
Its annual gross profit margin is just around 10% over the years. Thus,
we understand it will be unable to spare extra cost especially if it wanted
to establish an in house maintenance facility for its tankers. However,
PHSB could overcome this problem by out-sourcing maintenance
services from the market. A yearly contract with the service provider will
assist PHSB to upkeep its tankers within a minimal cost. PHSB could
use its power of negotiation to get good deals from the service provider
for this mean.
Moreover, PHSB would have an option to discontinue the contract and
assign a new service provider in case of dissatisfaction too. Thus, PHSB
will be able to cut sales cost, add competitive value to its company and
eventually increase operating profit.
4.3.2 Computerised Scheduling.
It was found that manual scheduling method utilised by PHSB delays
time. Hence, a computerised scheduling method will be very convenient.
This method will help PHSB to organise delivery routes, driver
allocations, delivery durations, maintenance breaks and
forecast
the total cost of sales regarding this matter systematically.
Some of Transportation Management System (TMS) softwares that are
widely being used by major third party logistic (3PL) companies
worldwide include RoadNet Technologies, TMW Systems and Precision.
PHSB could employ any of these softwares too, to manage its operation
and administration mechanisms.
Moreover, this method does not need an expert to carry out or additional
staffs as it could be done by single person who knows how to operate
computer and familiar with data entering. Besides, PHSB could always
acquire consultations and trainings from the system provider if it faces
any difficulties related to the software.
The quality of CPO transported and the safety of the drivers who work
for PHSB are greatly influenced by the condition of the tankers. These
aspects would affect PHSBs entire operation processes if not tackled
immediately. Therefore, we believe the recommendations given will
hinder such quandary plus contribute to lower direct cost of sales in the
future. Consequently, PHSB will be able to increase its operating profit.
D. CONCLUSIONS
As displayed on the financial statements of PHSB, the loss of RM 1.8
million marked as the worst performance ever throughout seven years
back. This circumstance shall not be repeated if PHSB wishes to remain
its competitiveness and roles in the industry.
From our analysis, we strongly believe the compensation cost to
refineries is the Achilles Heel of PHSB operations. As mentioned
above, 8.3% of turnover was solely contributed to compensation
expenses. If PHSB is able to manage properly on the direct cost, the
reduction portion of the compensation cost will be the additional gains to
gross profit margin of PHSB. And, it surely remains PHSB at the higher
competitiveness in the industry. However, the key personnel of PHSB
must aggressively review on the inconsistencies of the financial reports.
The financial reports shall be utilised effectively, as these reports provide
a good avenue for the management to identify the weaknesses in the
operations, although the information is historical.
It is reasonable that salaries and allowances of drivers are the leading
cost component in direct cost, as the drivers are the human capital to
PHSB. However, it should not be on increasing trend which the gap is
bigger than the increasing turnover. Relevant of remuneration package
is powerful to retain and attract more human capital. The relevance
remuneration package would be in term of performance-based
incentives. As this variable reward is individualised, drivers will be more
motivated to work disciplinarily in PHSB. Although it will affect the gross
profit margin, this direct cost is better to flow to the benefits of internal
employees, which will improve the employees loyalty, rather than as the
compensation cost to refineries.
Besides, the upkeep and maintenance must be thoroughly monitored.
As mentioned in the case, most of the tankers are fully depreciated. In
other words, these aged tankers may lead to higher possibility of
breaking down during delivery of PHSB. It is considered cost inefficient
when high maintenance cost incurred repeatedly because it will cost a
boom to PHSB. As a good recommendation, the tankers must be
properly scheduled for regular maintenance checks. This is because
preventive maintenance can avoid high repair and replacement costs.
Last but not least, the effect from the inefficient operation of PHSB leads
to higher inventories held by Oilene. This is because of the
inconsistencies delivery provided by PHSB. This circumstance further
indicates that Oilene will have poor inventory forecasting. The
management of Oilene may find difficult to manage the inventory, as
PHSB failed to consign the accurate and planned quantities. And hence,
Oilene is required to maintain high level of inventories. Furthermore, the
low quality of CPO, which often contaminate by the drivers, also raises
an impact on Oilenes inventories. Therefore, higher operation cost will
be incurred by Oilene. Besides, Oilene will encounter the bottlenecks
issue when the inventories level is high. Production capacity of Oilene
may not require huge volume of inventories in short period of time. Also,
the product under demand will be another constraint which worsening
the bottlenecks.
As such, the identified inconsistencies of the financial statements shall
be addressed with solutions proposed. These recommendations may
contribute to higher confidence and possibility of PHSB to secure the
service contract with Oilene. With tight monitoring and reviewing on the
financial data, PHSB will be operated more consistently and achieve
more competitive advantages for greater future growth.
References
University of Michigan. Financial Operation. Retrieved October 5, 2013
from http://www.finance.umich.edu/finops/reporting/department/standar
Sharman, Paul A. (2003). "Bring On German Cost Accounting". Strategic
Finance (December).