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Title: PDSEPI A Social Enterprise Project for Cavite Province
Company: Philippine Development for Social and Economic Progress Inc.
Executive Summary
Vision Statement
Mission Statement
The Company
PDSEPI was founded in February 2, 2008 and was designed to deliver vital social
services and provide jobs to improve the economic life of its employees as well as
its beneficiary, the Filipino people especially the marginalized and disadvantaged
sector. It is a private non -stock, non-profit corporation with an initial office
located at 24 Serrano St. corner 7th Avenue, Grace Park, Caloocan City,
Philippines.
By 2012, Cavite’s poor communities shall have met their basic needs and built
their capacities for self reliance, genuine participation and involvement in
effective governance, as well as equitable access to development opportunities.
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3. Educational Services Projects
4. Construction/Improvement of Barangay Facilities
5. Special Projects for Disabled and Senior Citizens
6. Spiritual Development Projects
7. Environmental Management Projects
B. Economic Projects
Critical factors in the delivery of the services however are the availability of
qualified personnel, coordination with Local Government Units and potential
security and safety of PDSEPI personnel specifically in the remote Barangay
areas.
The target beneficiaries are the marginalized and the disadvantaged Filipino
citizens now living in all municipalities and cities of Cavite. In 2007, they are
estimated at 208,482 (8.6% of Cavite population of 2.42 million) or equivalent to
41,696 families (for a family of 5). These people for a long period of time have
been deprived of with some of the basics necessities in life in terms of continuous
availability of affordable foods, shelter, clothing, health care and education.
The focus of PDSEPI is to help these people improve their social and economic
lives by making them productive by increasing their income, improve their
dignity and self- esteem, and increase their faith in God and to their fellowmen,
thus enhancing their participation in nation building. Basic social services will be
delivered to them at a very minimum or no cost at all and at the same time giving
them jobs for continuous self-sustenance.
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Risk/Opportunity
The risks that PDSEPI is seeing in the implementation of this project is the
continuous increase in the price of petroleum products that will affect the
operating cost in the management of the various social and economic projects.
PDSEPI needs to continuously formulate effective strategies and action plans to
face these challenge. Another risk is the continuous transfer of squatters from
Metro Manila to Cavite and migration of people from other provinces to look for
jobs in the economic zones. To compensate this, an average rate of 5.45%
increase in population will be used every year in the computation.
Fortunately, the continuous improvement of pesos over the dollar will reduce the
cost of importing equipment, machineries, materials and technologies needed in
the effective operations of PDSEPI. The project is also seen to minimize if not
eliminate social problems in Cavite in the future.
Management Structure
Capital Requirements
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Socio-Economic Project Budget Summary
PDSEPI a social enterprise, will thus seeking an overall total of 91.86 billion
pesos of financing assistance from a willing and humanitarian investor to fully
assist in improving the lives of marginalized Filipino Citizens of Cavite province.
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Project Timetable
Conclusion
PDSEPI will commence its major operation on the first week of January
2009 at a budget of 91.86 billion pesos.
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Table of Contents
Page
Executive Summary 2
Table of Contents 7
Introduction 9
Description of the Project 11
Mission 11
Company Overview 12
Company policy 13
Description of the Service 23
Social welfare projects 25
Economic Projects 26
Description of the Beneficiaries 27
Management Structure 28
Operations Management 28
Purchasing Policy 30
Human Resources Management 34
Human Resource Policy 34
Department Functions 37
Manpower Summary 40
Risk/Opportunity 40
Capital Requirements 41
Financial Evaluation 42
Assumptions 42
Socio-Economic Projects Budget Plan 42
Socio-Economic Annual Revenue 44
Fixed Capital Operating Budget 45
Building/ Facilities Budget 48
Pre-Operating Budget 48
Manpower Budget 49
Projected Variable Operating Expenses 51
Conclusion 51
Appendixes 52
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5. Annual per Capita Poverty 61
8. E-Procurement Systems 68
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Introduction
The Philippine Situation
While the Philippines is not a poor country, it is nevertheless a country with a lot
of poor people: about 30 % of its total population, some 30 million people live
below the National Poverty Line (European Commission-Philippines Strategy
Paper 2007-2013). See Appendix 1
The country has not achieved sufficient economic progress over the past decades
to substantially reduce poverty, due mainly to high population growth, lack of
employment creation, rampant corruption, feudal politics and insurgencies, one
communist-inspired, the other triggered by Islamic separatism.
Combined with the lack of a national policy to slow its 2.3% annual
population growth, its ability to achieve the Millennium Development Goals
(MDGs) is seriously compromised (see Appendix 7). The Philippines lags
economically behind the rest of the region and has recently been facing a severe
fiscal crisis, with the highest deficit in the region of 5 % of GDP. At the same
time it needs to service a national government debt of 78% of GDP.
Fighting Poverty.
The first pillar in fighting poverty is anchored on the experience of most countries
in East Asia where, through sustained economic growth, poverty incidence was
reduced by at least half in just two decades. Growth reduces poverty by creating
employment and raising incomes. With growth also come higher public revenues
that can finance basic education and health care, and infrastructure, which is
critical for bringing down costs and raising productivity to spur further growth.
Sustained growth is thus good for the poor.
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The second key element, social development, is necessary to enable everyone
to participate in growth. There are people who are poor because of personal
circumstances that lead to inferior income prospects. Owing to low levels of
human capital investment, partly because of lack of access to basic services (e.g.
education, health, nutrition), or the absence of complementary inputs to increase
their outputs (e.g. credit, technological and market information), the poor are
often denied opportunities to advance economically. Some people are poor also
because they may lack the ability to manage risk and, therefore, become
vulnerable to adverse income shocks arising from fluctuations in the economy.
Social development calls for targeting interventions to assist certain groups or
sectors of the population that are likely to be marginalized by the growth process.
Cavite Province
Moreover quoting more from the ADB book (Poverty in the Philippines: Income,
Assets, and Access, January 2005, page xii) there were four million people more
poor in 2000 than there were in 1985. Likewise, the poverty incidence of families
has increased from 28.1% to 28.4% between 1997 and 2000.
Cavite province was one among the provinces of the Philippines that has been
affected with this problem. In 2003 and 2004 Cavite made it to the top 10, in
terms of Provincial Poverty Threshold at Php 16,128 and Php 15,950 respectively.
At the end of 2007, it further aggravates to Php18, 019 (see Appendix 2).
Finally the book mentioned, that the number of poor people in the Philippines will
continue to increase.
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In this context, the main objective of PDSEPI is to support the Philippine
government in the sustainable reduction of poverty. This project was envisioned
to start in the province of Cavite. Moreover, this objective will be pursued
through the provision of assistance to equitable access to social and economic
services through budget support and sector-wide approaches (on the basis of
decentralized development, i.e. through coordination and cooperation with local
government units). This will be complemented by a focused range of actions
funded through various thematic and budget lines and other programs.
This will be the basis how PDSEPI will approach its vision and mission.
The study will also define the set of activities and the organization functions to
make the operations more viable and successful.
The study will also present the initial budget needed to finance the operational
activities for the areas identified and classified as vital thus requiring an
immediate attention and action.
Mission Statement
The company aspires to develop a reputation as being one of the prime movers in
the development of economic and social needs of Filipinos that belong to the
marginalized sector of society. They will be empowered to meet their minimum
basic needs of health, food and nutrition, water and environmental sanitation,
income security, shelter and decent housing, peace and order, education and
functional literacy, participation in governance, family care and social integrity.
This can be achieved thru effective management of people and resources as well
as a good coordination with the local government units and different stakeholders.
The company shall address this fight against poverty through a multi-dimensional
and cross sector approach which recognizes and respect the core values, cultural
integrity and spiritual diversity of target sector and communities.
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Policy, programs, and resource and commitments shall be clearly defined to
ensure accountability and transparency in the execution and implementation of all
identified projects.
To accomplish the goal and objectives, PDSEPI needs enough capital, the highest
available management talent with each having an utmost integrity and credibility,
and an efficient and modern office facility that will provide fast technical support
in the execution of social welfare and economic projects.
In pursuit of the goal, PDSEPI will resolve to treat stakeholders, beneficiaries and
the community with service that don’t last. These groups will see the company as
partner in continuous progress today and to the future.
Company Overview
PDSEPI was founded in February 2, 2008 and was designed to deliver vital social
services and provide jobs to improve the economic life of its employees as well as
its beneficiary, the Filipino people specifically the marginalized citizens. The
legal name of the company is Philippine Development for Social and Economic
Progress Inc.It is a private non -stock, non-profit corporation with an initial office
located at 24 Serrano St. corner 7th Avenue, Grace Park, Caloocan City,
Philippines.
After approval of this project study, the company will transfer and will be housed
in a 15,000 sq. meters lot area that will include both the building and all the
facilities required to fully operate the company efficiently and effectively. An area
of 2,500 sq. meters will be allocated for the building, 2000 sq. meters for the
warehouse and the rest space for other facilities. All departments will be under
one roof to facilitate fast communication and interaction. It is expected that the
building facility will be adequate for the company’s needs for five years
operation.
At PDSEPI, the company believes in doing a great job for the beneficiary,
employees and other stakeholders by being the pre-eminent building-block social
welfare service provider to the Filipino society. The company’s values are put
into practice each day by PDSEPI employees, and govern how they deal with
their communities and each of their beneficiaries.
These values are at the heart of everything they do.
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•Encourage and reward informed risk taking.
Company Policy
PDSEPI shall always seek to conduct business with the highest standards
of excellence and integrity. A core component of Discipline value is to
conduct business with uncompromising integrity and professionalism.
The drive for excellence touches every aspect of the service functions.
Whether in beneficiary interactions, oversight of contractor safety or
stakeholder engagement in local communities, the “How” is as important
as the “Why”.
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PDSEPI Corporate Principles (PCPs) serve as the backbone for guiding
the employees including officers as they conduct their job and
responsibility.
PDSEPI believe that this policy shall be transparent and available for both
the internal and external stakeholders.
The PCPs are intended to express the company’s commitment to ethical and legal
business practices. These principles define a minimum set of ethical standards for
all employees. PDSEPI adheres to strict standards of honesty and conducts
business with uncompromising integrity and professionalism.
These principles:
Accordingly:
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•PDSEPI expects its suppliers to comply with applicable laws concerning
occupational health, safety and environmental protection, to strive for a workplace
free of occupational injuries and illnesses, and to engage in construction projects
that minimizes impact to the environment and the community. The company
expects suppliers to maintain progressive employment practices that meet or
exceed all applicable laws.
•PDSEPI shall provide a secure business environment for the protection of the
employees, product, materials, equipment, systems and information.
•The company prohibits bribes and kickbacks. PDSEPI employees may not offer
or accept a bribe or a kickback. Bribes and kickbacks are prohibited either directly
or through a third party.
•PDSEPI is committed to complying with all applicable laws in the country. This
includes laws regarding: minimum ages for employment; minimum wages and
overtime compensation; benefits; discrimination and affirmative action;
employees’ right to raise issues and work collectively for their mutual benefit; and
health and safety.
To help guide employees to make the best possible decisions, PDSEPI has created
the PDSEPI Corporate Principles (PCPs). Although they are not a detailed manual
for resolving every question or conflict, the PCP’s have been designed to provide
useful guidance about the way employees are to do business every day.
The PCP’s apply to all officers and employees of the company. References to
“employees” refer to directors, officers and employees of PDSEPI.
In work environment, the employees often face challenging and ambiguous
issues. It is their responsibility to work through those issues in a disciplined
fashion and reach the right result for the company, its stakeholders and
employees. Ultimately, the employees are responsible for their actions.
Honest and ethical conduct, including the ethical handling of actual or perceived
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conflicts of interest between personal and business relationships, is the rule every
day and for all that employees do
PDSEPI position on bribes and kickbacks is simple: they are not appropriate
business behavior, they are usually illegal, and they are not allowed. A bribe is a
thing of value given to someone with the intent of obtaining favorable treatment
from the recipient. Kickbacks consist of payment in cash or in kind, including
goods, services, the use of another company's property, or forgiving any sort of
obligation provided to a customer or supplier for the purpose of improperly
obtaining or rewarding favorable treatment in connection with a sale or purchase.
Bribes and kickbacks may not be offered either directly or through another party.
If a supplier offers a PDSEPI employee a bribe or kickback, the employee shall
report the attempt to his/her manager. The employee's manager then shall report
the attempt to the Purchasing Manager.
Any form of a gift that obligates an employee to act in a particular manner with
regard to PDSEPI business is a bribe and is not allowed, regardless of its value.
Cash gifts are not allowed, whether, for example, for referring a PDSEPI
employee to a search firm, for purchasing favors or for sales to outside parties. A
sample provided by a supplier for evaluation purposes is PDSEPI property and is
not for personal use or profit.
•Business-meal discussions with a supplier are legitimate. A free private meal for
an employee and spouse is not a legitimate function.
•Speaking at a continuing education program where the sponsor pays for the
related travel and lodging is legitimate if the employee’s manager reviews and
approves the business-related purpose of the event.
•Generally, it is not appropriate for an employee to accept a supplier’s invitation
to attend an entertainment or sporting event at the supplier’s expense.
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judgment is necessary for determining when invitations to such events are
appropriate.
The key is to keep an arm’s length relationship and avoid excessive or lavish gifts
or events that may give the appearance of undue influence. An employee shall
also avoid personal financial transactions with suppliers that may influence the
employee's ability to perform his or her job.
As a related point, you may not take for yourself any opportunity for financial
gain that you find out about because of your position at PDSEPI or through the
use of company property or information. A personal gift from a supplier,
unrelated to a legitimate business event, is not acceptable. Gifts of a commercial
or promotional nature are acceptable only if their value does not exceed Php 100.
If an employee recipient is not sure of an item's value, the employee shall use
common sense to attempt to determine fair market value; and if any question
exists about whether the gift is excessive in value, then the item should be
returned. If it cannot be returned, the gift shall be used as a door prize or for
raffles at company functions, given to a charitable organization or distributed
within PDSEPI in such a way that the value rule is not violated. For example, a
gift of snack food during a holiday could be shared within the business unit of the
recipient.
If an employee knows that he or she will receive a gift of value, he or she can
suggest that instead of the gift, a donation be made in the giver’s honor to a
charity.
Employees always shall inform their managers when receiving gifts or gratuities
if anyone could perceive a conflict of interest, even if the employee doesn't
believe the favor would violate the guidelines. Likewise, when unsure about
proper conduct, employees shall describe the situation to their manager. If more
direction is needed, seek input from HR, or Company Purchasing authorities.
Equivalent rules apply to the giving of gifts. Obviously, they shall not be offered
as bribes. Employees shall also take care to avoid giving gifts that are intended to
be innocent but may be construed as a bribe. Gifts and entertainment for LGU’s
officials, and suppliers must support company’s legitimate business interests and
should be reasonable and appropriate under the circumstances. Consistent with
the obligation, every employee has to act with integrity and honesty at all times.
No employee shall take unfair advantage of anyone through misrepresentation or
any unfair business practice.
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Some sample situations:
•It is permissible to give away plaques, supplier awards and prizes that are part of
official company programs.
• Free access to company resources or assets, such as computer time, and scrap or
excess materials, is expressly forbidden.
.
Employees always shall inform their managers when considering giving gifts or
gratuities if anyone could perceive a conflict of interest, even if the employee
doesn't believe the favor would violate company’s guidelines. Likewise, when
unsure about proper conduct, employees shall describe the situation to their
manager.
All employees shall avoid any activity that is or has the appearance of being
hostile, adverse or competitive with the company, or that interferes with the
proper performance of their duties, responsibilities or loyalty to PDSEPI.
Employees shall always inform their managers when confronted with any
situation that may be perceived as a conflict of interest, even if the employee
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doesn't believe the situation would violate PDSEPI guidelines. Likewise, when
unsure about proper conduct, employees shall describe the situation to their
manager. If, after checking with any affected business units, the employee's
manager concludes that there is or may be a perceived conflict of interest, the
manager should consult with the Legal Department.
The Legal Department shall work with the Purchasing Manager, or appropriate
employee management to determine if there is a real or perceived conflict of
interest. If a conflict exists, it may be necessary to transfer that employee, require
the employee to divest himself or herself of the interest, or remedy the situation as
a condition of continued employment.
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Employees who are in a position to influence decisions about PDSEPI
investments in other companies may not trade in the shares of those companies.
Outside Employment
PDSEPI shall not conduct business with a former employee who becomes
employed by a supplier or who offers his or her services as an independent
contractor for a period of 12 months from the employee's termination date,
without prior written approval from the Vice President of Logistics or the
Purchasing Manager.
You may not take for yourself any opportunity for financial gain that you find out
about because of your position at PDSEPI or through the use of company property
or information. For example, PDSEPI employees may not participate in any
directed shares programs offered by other companies, if the offer was made
because of the employee's position at PDSEPI.
Political Positions
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choose between the PDSEPI role and a political position of that type. Any
employee who wishes to take on a political position shall first disclose this fact to
his/her manager and must consult with Legal Department to understand
potential conflicts of interest in the political role given his/her PDSEPI
employment.
All employees shall be aware of PDSEPI record retention guidelines and adhere
to them in all aspects of their daily work.
Employees shall also:
•Retain in the office only records that are needed for critical ongoing projects or
for other essential business reasons.
•Remember that a record can consist of text, graphics or photographic images and
is media-independent. Employees shall apply the same standards to electronic
records as they do to those in hard-copy form.
•Retain records regarding employment and personnel matters consistent with the
records retention guidelines. In many cases, these records must be kept for a much
longer time period than other types of documents.
Software Compliance
Employees are prohibited from obtaining or using software that is not paid for,
obtaining or using illegal copies of software, making or distributing illegal copies
of software, and using software in any way that violates any law, license
agreement or PDSEPI guideline. "Obtaining or using" refers to borrowing,
copying, downloading or acquiring by any other means.
All managers and employees are required to follow these principles in all aspects
of work that they conduct for PDSEPI and any of their activities that use PDSEPI
equipment or are done on PDSEPI premises. Particular methods of implementing
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these principles shall vary depending on the situation and the applicable software
license agreement. An employee with any questions shall contact the Legal
Department.
The company seeks a healthful and safe workplace, free of occupational injury
and illness. PDSEPI emphasize individual responsibility for safety by all
employees and at all levels of management.
The company expects employees to report potential safety hazards and issues, and
be involved in implementing solutions. To maintain a safe work environment,
employees are prohibited from possessing or using illegal drugs on PDSEPI
premises or reporting to work under the influence of illegal drugs or alcohol.
The company strives to conserve natural resources and reduce the environmental
burden of waste generation and emissions to the air, water and land. The company
shall strive to be leaders in reducing, reusing and recycling, and the company
expects employees to implement measures to properly dispose of any remaining
wastes in a safe and environmentally sound manner.
Strategic Alliances
PDSEPI shall seek strategic alliance with Local Government Units, NGO’s,
Barangay Officials, contractors and suppliers. The idea is to facilitate fast
issuance of permits and payments on any company to government business
transactions. Strong coordination with stakeholders shall not only promote good
communication but also provide smooth mobilization of resources from one area
to another.
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Description of the Service
The following general policies and strategies shall be implemented to address the
company’s services.
Harnessing the complementary roles of local government, the private sector, civil
society and the community in the development of human capabilities, through
principles of convergence, cooperation and teamwork.
Strengthening the role of families and communities in addressing the needs of their
members, particularly in times of stress and crises brought about by societal
changes and modern living.
Seeking unity in diversity by respecting ethnicity while pushing for national unity.
Harnessing culture, the arts and media as the main vehicle for inculcating moral
principles in the people’s daily lives and targeting families as basic hints for
evolving national ideology.
Strengthening incentives and the systems of merits and rewards for persons and
organizations exemplifying virtue, professionalism, and societal contribution, so as
to create role models and leaders.
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a. Construct enough hospitals and health care centers as
needed.
b. Invest in programs to address emerging health
problems
c. Allocate enough budgets for efficiently-managed health
promotion and disease prevention programs.
d. Set up of pharmaceutical centers in every Barangay to
act as primary source of affordable priced drugs. This
needs also an effective supply chain management of
drugs and medicine including its continuous delivery
and effective pricing mechanisms.
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Urban and Rural Poor Housing Strategies
1. Housing is both a component of social policy and instrument for economic
growth thus housing assistance is of paramount activity of the company.
2. Participating in proactive local urban planning will be pursued and observed
in coordination with key LGU’s.
3. The company shall identify and provide the housing needs of the beneficiaries
at a very minimal monthly amortization.
4. The company shall monitor and evaluate the construction performance up
until the house is awarded to the beneficiary.
5. The company shall also provide assistance and training in the post housing
development of the beneficiaries. This is to assure that proper house
maintenance know- how is given to all the beneficiaries.
Barangay Development
1. Promote community and social welfare interventions for the poor, vulnerable,
disadvantaged and marginalized sectors including children, youth, women,
persons with disabilities, indigenous peoples, victims of disasters, victim of
human rights violations , older persons, dysfunctional families and depressed
communities using the total family approach.
2. Adopting a total family approach to address sectoral concerns, through the
formulation of and advocacy for policies and programs to strengthen the
family.
3. Strengthening community based mechanisms such as the Barangay council for
the protection of children and the Barangay human rights action center for the
protection of the rights of the poor, vulnerable and disadvantaged sectors, and
their mobilization in actions against exploitation and abuse.
4. Strengthening the data base for monitoring the situation of the poor and
vulnerable groups.
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• Education Subsidy for 2 college students per family
• Support Programs
o -Teachers Effectiveness
Training
o -Teachers Scholarships
Grants
4. Construction of Barangay Facilities
A. Barangay Halls Improvement
• Barangay Tanod Allowance
• Patrol Cars
B. Construction of Potable Water Systems per
Barangay
• Barangay Aqua Puro
C. Construction of Recreational Facilities per
Barangay
• Barangay Parks
• Youth and Senior Sports Facilities
5. Special Projects for Disabled and Needy
Persons per municipality and city
A. Disabled Persons
• Free Equipments for persons with handicap
• Medical Assistance for Special Treatment
B. Assistance to Senior Citizens per Barangay
o Food, Clothing and Personal
Allowance
o Death Assistance
6. Spiritual Development per Barangay
• Chapel Construction/Improvement
• Spiritual Materials
• Spiritual Training and Education
7. Environmental Projects in the Province
• Reforestation/Tree Planting
• Seedlings Bank
B. Economic Projects
1. Creation and Organization of Cooperatives per
municipality and city
• Credit Cooperative
• Consumer Cooperative
• Technical Support Facilities
2. Construction of Farm Irrigation Systems per
Agricultural Barangay
3. Livelihood Projects per Applicable Barangay
• Vegetable Farming
• Piggery and Poultry Raising
• Goat Raising
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• Fish Farming
• Food Processing
• Technical Education and Support
4. Farm to Market Roads for low income
Municipalities (see Appendix 4)
5. Agro-Industrial Projects per municipality
• Post Harvest Facilities
• Feed Mills
• Technical Education and Support
6. Tourism Projects in the province
• Eco- Tourism
• Resorts and Restaurants
Critical factors in the delivery of the services however are the availability of
qualified personnel, government bureaucracy and potential security and safety of
PDSEPI personnel especially in the remote Barangay areas.
The beneficiaries are the marginalized and the disadvantaged Filipino citizens
now living in Cavite. In 2007, they are estimated at 208,482 (8.6% of Cavite
population of 2.42 million (see Appendix 2). These people for a very long period
of time have been deprived of with some of the basics necessities in life in terms
of continuous availability of affordable foods, shelter, clothing, health care and
education.
The focus of PDSEPI therefore is to help these people improve their social and
economic lives by making them productive and increase their income, improve
their dignity and self esteem, and increase their faith in God and to their
fellowmen and thus enhancing their participation in nation building. Basic social
services will be delivered to them at affordable or no cost whichever is applicable
and at the same time giving them jobs for continuous self sustenance.
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Management Structure
President
VP VP VP VP VP
Research,
HRD Finance and Operations Logistics Planning and
Accounting Development
Professional Support
The company will be supported by a high caliber corporate attorney and
professionals from well known accounting firm and management consulting firm.
Board of Directors
The BOD Team that will be invited and secured for assistance and support are
business and industry experts that will help in the decision making, strategizing,
and opportunity seeking process.
Operations Management
Operations Policy
The general policy of the company is to subject all major projects if applicable
and possible to outsourcing using the process of effective and honest bidding.
Later an E-procurement system (see Appendix 8) and an Integrated ERP System
(see Appendix 9) will be introduced and used to provide an efficient resources
management system. The company shall also use the latest communication
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gadgets and computer/software technologies in other areas such as project
scheduling, human resource management and financial management to promote
efficiency and productivity.
Local available skilled and non- skilled workers shall be prioritized and utilized in
the construction of applicable projects. They shall be trained though with the
company’s core beliefs and philosophies to enhance quality of work output.
Php Php
Building Facility Equipments 1 set 18,000,000 18,000,000
Service SUV 33 1,500,000 49,500,000
Service Van 4 1,200,000 4,800,000
Elf Truck 3 2,500,000 7,500,000
Pick Up Truck 10 1,500,000 15,000,000
Lap Top Computer 29 75,000 2,175,000
Desk Top Computer 36 30,000 1,080,000
Steel Cabinet 29 10,000 290,000
Office Table/Chair 53 5,000 265,000
Cellular Phone 52 15,000 780,000
Landline Com/Bband Internet 1 set 50,000 50,000
Printer 4 35,000 140,000
Training Equipment 1 set 212,000 212,000
TV
LCD Projector
DVD Player
Amplifier
Audio Equipment
Photocopier 4 35,000 140,000
Auto CADD Plotter 1 50,000 50,000
Radio Communication 1 set 150,000 150,000
Conference Furniture 1 set 15,000 15,000
Canteen Equipments 1 set
Cashier 1 15,000 15,000
Gas tanks 1 5,000 5,000
Freezer 2 25,000 100,000
Gas Range 1 set 20,000 20,000
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Tables 15 2,000 30,000
Chairs 60 350 21,000
Cabinet 2 3,500 7,000
Working Table 3 3,000 9,000
Building and Warehouse 1 set 72,600,000
Total 172,939,000
Purchasing Policy
Purpose
Explains the various functions performed by Purchasing and general policies
concerning the purchase of all materials, supplies, equipment, and services.
Scope
Applies to all departments and activities.
Policy
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3. Purchasing Authority.
Authorization for purchases rests exclusively in Purchasing. Departments may not
purchase or contract without requisitioning the purchase of goods or services
through Purchasing.
5. Contracts/Competitive Bidding.
• Many items are under contract and must be obtained from specified vendors.
• Other items, due to cost, must be obtained under a competitive bid process by
Purchasing.
The Purchasing Department obtains Service contracts for most office and support
equipments. Once equipment is covered on a maintenance contract, service
requests should be referred to the vendor for prompt response.
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Before receiving authorization to seek consultant services, Departments Head
shall submit to and contract written justification for its request for consultant
services. This written justification shall at a minimum explain:
9. Contractual Arrangements.
All contractual arrangements for goods and services must be reviewed and
approved by the VP Logistics
to make gifts or favors to PDSEPI employees charged with the duty of:
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• Donations to professional organizations to defray meeting expenses
• Participation by PDSEPI employees and officers who are members of
professional organizations in any scheduled meeting functions available to all
members of the professional organization attending the meeting
• Customary gifts and favors between PDSEPI employees or officers and their
friends and relatives (or friends and relatives of their spouse, minor children, or
household members) when the personal relationship rather than business is clearly
the motivating factor for the gift or favor.
However, an employee who knowingly receives such gifts or favors must report it
to his or her Purchasing Manager if a contractor, subcontractor, or supplier-doing
business directly or indirectly with the company made the gifts.
• Salespersons may visit departments only upon prior approval by Purchasing of the
vendor's visit. Salespersons visiting departments without purchasing approval
shall be directed to Purchasing Department.
• Approved visits shall be scheduled by Purchasing, with ample notification to the
department..
33
Human Resource Management
Workplace Environment
While maintaining a work culture that ensures PDSEPI success, the company
shall also strives to treat each employee fairly and with dignity. Consistent with
this principle, PDSEPI seeks to:
Diversity
Equal Opportunities
PDSEPI provides equal opportunities for all applicants and employees without
regard to non job-related factors such as religion, gender, national origin,
ancestry, age, disability, veteran status, marital status, sexual orientation or gender
34
identity. This principle applies to all areas of employment, including recruitment
and hiring, training, performance evaluations, promotions and transfers,
compensation and benefits, and recreational programs.
Human Rights
35
improvement in their individual performance. PDSEPI encourages employees to
own their own employability by maintaining and developing useful and
marketable skills. In addition, managers are encouraged to assist employees in
career development.
Manager-Subordinate Relationships
Romantic and sexual relationships between managers and subordinates can
damage workgroup morale, create perceptions of favoritism, and lead to claims
for sexual harassment, retaliation and wrongful termination. Consequently, every
manager is prohibited from pursuing romantic or sexual relationships with
employees in his or her direct, indirect or matrix management chain. A manager
who nevertheless becomes involved in such a relationship has an obligation to
disclose the relationship to his or her manager and Human Resources. If the
relationship is disclosed immediately and before it has negatively impacted the
work group, PDSEPI generally will work with the manager to attempt to modify
the reporting relationship. Failing to raise the issue, or continuing to maintain the
relationship, will result in disciplinary action, including termination.
Open Communication
PDSEPI promotes a free flow of thoughts, ideas, and questions throughout the
company. Employees are encouraged to challenge the status quo and decision
makers are encouraged to listen to all ideas and viewpoints. Employees are
empowered to raise questions and discuss issues directly with their manager and
work team.
36
•Concerns about discipline received by the employee, or inappropriate behavior
engaged in by a peer, manager or customer.
An employee may raise a concern with whomever he or she thinks can best
address it. PDSEPI encourages, but does not require, employees to raise concerns
with their direct manager first. An employee may raise a concern with any
manager (such as a department head), a member of the Human Resources group,
or the Executive Office.
Company resources, including, but not limited to, cash, personnel, equipment and
vehicles can only be used for legitimate company business purposes. PDSEPI also
provides employees with use of company-owned telephones, copiers and
computer equipment to be used as a resource in conducting business. Although
reasonable personal use of these resources is permitted, such use is not private, is
subject to review and access by PDSEPI, and is governed by the professional
conduct and reasonable use expectations.
Department Functions
Assures that all the policies, programs and activities of the company are effectively
executed and implemented in the most economical manner without any hindrance
and prejudice to the beneficiaries.
37
Designates and assigns the most qualified personnel to be deployed as executives of
the company.
Allocates and approves funds in the effective supervision and deployment of social
and economic projects and services.
Office of VP HRD
Defines clearly for each individual the responsibilities of his position to enable him
to make his best contribution to overall organizational goals.
Responsible for the preparation and implementation of the effective financial plan
to support the company’s programs, activities, projects and ensures the efficient and
economical management with relevant information and advice on the evaluation
and analysis of the operating performance of various department of the company.
Assures the management of the internal financial and administrative affairs of the
department.
Coordinates and disposes all forms of financial needs to the department whether in
cash or in kind.
Examines and evaluates the adequacy and effectiveness of internal control within
the department.
Provides centralized accounting services for the center including control and
certification of funds and review and scheduling of disbursements, including
issuance, receipts, of checks and bonds.
38
Office of VP Operations
The duties include formulating policies and guidelines in managing daily operations
and implementation in the use of resources that are vital and important in his area.
Assures that approved budget is effectively allocated and all other resources are
used properly and the programs are carried as planned.
Implements and use all tools available to assure effectiveness in the disseminations
of all projects thus enhancing people’s awareness.
Plans, directs, supervises and coordinates activities and personnel concerned in the
construction of housing, economic, education, and health facilities.
Office of VP Logistics
In –charge of the procurement of goods and services for the company. This includes
safekeeping and custody of all procurement documents.
Coordinates with project managers in the proper allocation and use of all
department materials, supplies, tools, machines, and equipments.
Leads in the formulation and development of policies, plans, programs, and projects
in the field of socioeconomic projects.
39
Develops and implements training criteria, standards, and capability building
programs for department personnel.
Conducts research, studies, and special projects in the field of social and economic
programs.
Responsible for the development of quality assurance measures and regulates the
implementation of socioeconomic policies, rules and regulations.
Manpower Summary
Position Requirements
President 1
Vice President 5
Asst Vice President 2
Corporate Attorney 1
Manager 23
Supervisor 6
Engineer 13
Executive Secretary 1
Technical Assistant 37
Department Secretary 23
Clerk I 14
Clerk II 27
Driver/Messenger 17
Helper 60
Janitor 5
Total 235
Risk/Opportunity
The risks that PDSEPI is seeing in the implementation of this project is the
continuous increase in the price of petroleum products that will affect the
operating cost in the management of the various social and economic projects.
PDSEPI needs to continuously formulate effective strategies and action plans to
face these challenge. Another risk is the continuous transfers of squatters from
40
Metro Manila to Cavite.To compensate this, an average population rate of 5.45%
was considered in the computation.
Fortunately, the continuous improvement of peso over the dollar will reduce the
cost of importing equipment, machineries, materials and technologies needed in
the effective operations of PDSEPI. The project is also seen to minimize if not
eliminate social problems in Cavite in the future.
Capital Requirements
PDSEPI is seeking 91.86 billion pesos worth of financing which will enable the
company to provide and deliver the vital services and the economic- based
projects that the company believes will enhanced the quality of lives of the
beneficiaries. Note that some of the generated income will be subjected to money
income investments so as to continue maximizing the return and thus continue the
financing of socio-economic projects as well as for the new projects that will be
developed. The income from this investment program will be used also to
promote sustainability of PDSEPI.
The initial stage of funding will be used to complete land, building and facilities
construction, purchase fixed capital equipment, enhance service social marketing,
and fund the needed pre-operating and working capital. Here is a breakdown of
how the funds will be spent;
41
Financial Evaluation
A. Assumptions
The following cost analysis and projections assume the following;
42
A. Barangay Halls Improvement 750,000 621,750,000
Barangay Tanod Allowance 100,000 82,900,000
Patrol Cars 350,000 290,000,000
B. Construction of Potable
Water Systems per Barangay
Barangay Aqua Puro 650,000 538,850,000
C. Construction of
Recreational Facilities per
Barangay
Barangay Parks 1,500,000 1,243,500,000
Youth and Senior Sports 350,000 290,000,000
Facilities
5. Special Projects for Disabled
and Needy Persons per
municipality and city
A. Disabled Persons
Free Equipments for persons 450,000 10,350,000
with handicap per
municipality/city
School Facilities for Disabled 2,500,000 7,500,000
Persons per District
Medical Assistance for Special 350,000 8,050,000
Treatment per Municipality/City
B. Assistance to Senior Citizens 200,000 165,800,000
per Barangay
Food, Clothing and Personal
Allowance
Death Assistance
6. Spiritual Development per 350,000 290,150,000
Barangay
Chapel
Construction/Improvement
Spiritual Materials
Spiritual Training and Education
7. Environmental Projects in the
Province
Reforestation/Tree Planting 1,800,000 592,200,000
Seedlings Bank 350,000 115,150,000
Total 68,147,850,000
B. Economic Projects
1. Creation and Organization of
Cooperatives per Barangay
Credit Cooperative 1,500,000 1,243,500,000
43
Consumer Cooperative 1,500,000 1,243,500,000
Technical Support Facilities 350,000 290,150,000
2. Construction of Farm 6,000,000 1,974,000,000
Irrigation Systems (329
Agricultural Barangay)
3. Livelihood Projects per
Barangay
Vegetable Farming(329 500,000 164,500,000
Barangay)
Piggery/Poultry Raising 750,000 246,750,000
Goat Raising 450,000 148,050,000
Fish Farming (213 Barangay) 750,000 159,750,000
Food Processing 750,000 246,750,000
Technical Education and Support 750,000 246,750,000
4. Farm to Market Roads for low 50,000,000 650,000,000
income
13Municipalities(Appendix 3)
5. Agro-Industrial Projects for
13 municipality
Post Harvest Facilities 3,500,000 45,500,000
Feed Mills 2,500,000 32,500,000
Technical Support 350,000 4,550,000
6. Tourism Projects per District
Eco- Tourism 7,500,000 22,500,000
Resorts and Restaurant 15,000,000 45,000,000
Total 6,178,750,000
Socio-Economic Total 74,326,600,000
Contingency (10%) 7,432,266,000
Sub Total 81,759,260,000
44
650,000 Pesos each System
Credit Cooperative 1,243,500,000 124,350,000
829 Barangays
Consumer Cooperative 1,243,500,000 124,350,000
829 Barangays
Farm Irrigation 1,956,000,000 195,600,000
329 Barangays
Fish Farming 159,750,000 15,975,000
Vegetable Farming 164,500,000 16,450,000
329 Barangays
Piggery/Poultry Raising 246,750,000 24,675,000
329 Barangays
Cattle/Goat Raising 148,050,000 14,805,000
329 Barangays
Food Processing 246,750,000 24,675,000
829 Barangays
Post Harvest Facilities 45,500,000 4,550,000
Rental
329 Barangays
Feed Mills 32,500,000 3,250,000
329 Barangays
Resort/Restaurant 45,000,000 13,500,000
per District
Eco -Tourism 22,500,000 2,250,000
On Applicable Municipalities
Barangay Botica 1,450,750,000 145,075,000
Total Php 34,646,300,000 871,799,600
pc Php Php
Office of the President
Service SUV Vehicle 1 1,700,000 1,700,000
Lap Top Computer 2 75,000 150,000
Executive Table/Chair 2 15,000 30,000
Desktop Computer 2 30,000 60,000
Steel Filing Cabinet 2 10,000 20,000
Office Table /Chair 2 5,000 10,000
Executive Furniture 2 10,000 20,000
45
Cellular Phone 2 25,000 50,000
White Board 4 by 6 ft. 1 3,000 3,000
Printer 1 35,000 35,000
Interior Decoratives 1 15,000 15,000
Office Supplies (set) 1 10,000 10,000
Conference Room Furniture 1 75,000 75,000
and Equipment
Office of VP HRD
Service SUV Vehicle 5 1,500,000 7,500,000
Lap top Computer 4 75,000 300,000
Executive Table/Chair 4 15,000 60,000
Desktop Computer 5 30,000 150,000
Steel Filing Cabinet 4 10,000 40,000
Office Table/Chair 5 5,000 25,000
Cellular Phone 4 25,000 100,000
Printer 1 35,000 35,000
LCD Projector w/ Screen 3 50,000 150,000
Television for Training 2 25,000 50,000
DVD Player for Training 4 3,000 12,000
Office Table/Chair 1 5,000 5,000
Canteen Equipments
Tables 15 1,500 22,500
Chairs 60 350 21,000
Freezer 2 25,000 50,000
Cooking Equipments(set) 1 20,000 20,000
Cashier Equipment 1 15,000 15,000
Gas Tanks for Cooking 1 5,000 5,000
Photo Copier 1 30,000 30,000
Training Furniture
Table/Chair 10 5,000 50,000
White Board 4 by 8 ft. 4 3,000 12,000
Documents Cabinet 2 15,000 30,000
Office Forms and 1 10,000 10,000
Supplies(set)
Contingencies 10% 869,250
Office of VP Finance and
Accounting
Service SUV Vehicle 4 1,500,000 6,000,000
Lap Top Computer 3 75,000 225,000
Executive Table /Chair 3 15,000 45,000
Steel Filing Cabinet 3 10,000 30,000
Office Table/Chair 6 5,000 30,000
Printer 1 35,000 35,000
Desktop Computer 6 30,000 180,000
White Board 4 by 8 ft 2 3,000 6,000
46
Office Forms and Supplies 1 10,000 10,000
Photo Copier 1 30,000 30,000
Contingencies 10% 659,100
Office of VP Operations
Service Vehicle 17 1,500,000 25,500,000
Lap Top Computer 14 75,000 1,050,000
Executive Table /Chair 16 15,000 240,000
Steel Filing Cabinet 14 10,000 140,000
Office Table/Chair 28 5,000 140,000
Printer 1 35,000 35,000
Desktop Computer 14 30,000 420,000
47
Supplies(set)
Pick-Up Truck 1 1,500,000 1,500,000
Contingencies 10% 775,100
Total 9,877,065,000
48
G. PDSEPI Manpower Budget
Office of VP HRD
49
Office of VP Finance and
Accounting
1.VP Finance and 1 350,000 4,200,000
Accounting
2. Secretary to the VP 1 45,000 540,000
3. Finance Manager 1 200,000 2,400,000
4. Secretary to the FM 1 40,000 480,000
5. Clerk I 1 35,000 420,000
6. Clerk II 2 30,000 720,000
7. Accounting Manager 1 200,000 2,400,000
8. Secretary to the AM 1 40,000 480,000
9. Clerk I 5 35,000 2,100,000
10. Driver/Messenger 1 25,000 300,000
Total 14,040,000
Office of VP Operations
Office of VP Logistics
1. VP Logistics 1 350,000 4,200,000
2. Secretary to the VP 1 40,000 480,000
3. Purchasing Manager 1 200,000 2,400,000
4. Secretary to the PM 1 40,000 480,000
5. Warehouse Manager 1 200,000 2,400,000
6. Secretary to the 1 40,000 480,000
WM
7. Warehouse Supervisor 2 75,000 1,800,000
8. Clerk I 6 35,000 2,520,000
50
9. Driver 3 25,000 900,000
10. Helper 10 20,000 2,400,000
Total 18,060,000
Office of VP Research,
Planning and Development
1. VP Research, Planning 1 350,000 4,200,000
and Development
2. Secretary to the VP 1 40,000 480,000
3. Research and Planning 1 200,000 2,400,000
Manager
4. Project Development 1 200,000 2,400,000
Manager
5. IT Engineer 2 75,000 1,800,000
6. Technical Asst I 3 50,000 1,800,000
7. Clerk I 2 35,000 840,000
8. Clerk II 2 30,000 720,000
9.Driver 1 25,000 300,000
Total 14,940,000
Sub Total 187,500,000
51
Devt
Repairs and 3,500,000 3,850,000 4,235,000 4,658,500
Maintenance
Gas, oil and Lubricant 2,500,000 3,000,000 3,600,000 4,320,000
BOD Fees 525,000 575,500 635,250 698,775
Membership Dues 100,000 100,000 100,000 100,000
Housing Benefits 1,892,000 2,270,400 2,724,480 3,269,376
Utilities, power, 18,000,000 21,600,000 25,920,000 31,104,000
communication, and
water
Social Advertising 1,500,000 1,500,000 1,500,000 1,500,000
Depreciation 24,286,824 24,286,824 24,286,824 24,286,824
Permits and Licenses 1,500,000 1,000,000 750,000 500,000
Seminars and 2,000,000 2,000,000 2,500,000 2,500,000
Conferences
Security Services 750,000 825,000 907,500 1,000,000
Taxation 10,500,000 10,500,000 10,500,000 10,500,000
Miscellaneous 1,500.000 1,500,000 1,500,000 1,500,000
Expenses
Total 288,450,724 357,332,764 391,027,238 423,750,017
Project Timetable
Activity Target Completion
Conclusion
Both the PDSEPI operation and the 13 socio-economic projects will need a total
of 91.86 billion pesos investment. It will also require 6 months to construct and
faciliticized its building and support facilities. Major start-up operation will start
on the first week of January 2009.
52
Appendix
Poverty
The Philippines has achieved a modest reduction in poverty incidence from 27.5%
in 2000 to 24.7% in 2004, when approximately 30 million people were living
below the poverty line. Poverty is multifaceted in the Philippines and includes
deprivation of access to five essential assets: financial, human, natural, physical
and social. There continue to be wide geographic disparities in poverty
distribution across and within the different regions in the country and between
rural and urban areas, with the highest incidences of poverty found in Mindanao
and in the Cordilleras. There are also persisting income inequalities between rich
and poor, which confirm that overall economic growth has not been broad-based
and pro-poor..
Indigenous communities are among the poorest in the country and depend on
resources for their basic livelihoods. In Mindanao, violent conflict is linked in part
to grievances over access to and control over natural resources. Some investments
(both public and private) in resource-intensive mining, fishing, energy and forest
industries have degraded and diminished available resources, displaced segments
of the population and disrupted the social fabric of indigenous communities. This
has exacerbated tensions, notably between competing clans, and has given a
specific environment-conflict dimension to poverty.
.
Health
Health conditions have improved somewhat since the 1990s, as shown by the data
on infant and child mortality rates, maternal mortality rates, life expectancy,
malnutrition prevalence, and the prevalence of selected diseases such as malaria,
tuberculosis and HIV/AIDS. The children under-five and infant mortality rates
dropped from 80 (out of 1000) in 1990 to 40 in 2003 and from 57 in 1990 to 29 in
2003. Similarly, maternal mortality rate (MMR) also declined from 280 per
100,000 live births in 1990 to 172 per 100,000 live births in 2000, which is still
higher than the rates of some of its neighbours in the region. Access to quality
health services continues to be a major problem in many regions as health service
delivery suffers from budgetary cuts. The latest National Demographic Survey,
for instance, shows an increase in the number of unvaccinated children. The
number of married women using modern contraceptive methods rose to a still low
33% compared to just 25% in 1993 (GoP surveys only cover married women of
reproductive age) and close to 24% of family planning needs remain unmet due to
the lack of an active population control policy.
53
The rising brain drain of health professionals – the Philippines is the first exporter
of nurses and the second of doctors worldwide – negatively impacts upon the
quality of health services. Health financing and social protection coverage is
inequitable, with a heavy financial burden on households, especially the poor and
ethnic minorities. The government addresses this key concern to some extent
through the subsidized enrolment of indigents in its social health insurance
program.
Education
In past decades the Philippines had enjoyed high adult literacy rates (94%) and
high participation rate in elementary education (97%). However, the gains in the
sector could not be sustained. Falling participation rates, deteriorating quality of
education and students’ failure to reach final grades are some of the current
problems of the Filipino education system which needs to cater to an ever-
increasing number of young people.
Education outcomes in the Philippines are low compared to the rest of East Asia.
Recent international studies ranked the Philippines nearly last in student
performance on science and mathematics tests.
54
Access to social services
Access by the poor to basic services such as housing, safe water, sanitation toilets
and electricity remains a major problem although the situation has improved
somewhat since 1998. However, progress has not been sustained for all basic
infrastructures. The results of the 2002 Annual Poverty Indicators Survey showed
there were fewer families in the lower income brackets that were able to access
safe drinking water (80%), and had their own houses and lots (66.5%), although
there were increases in the provision of sanitary toilets (86.1%) and electricity
(79%). According to government’s monitoring, there is a high probability of
meeting 9 out of 15 indicators covering 8 MDG targets. Five indicators have a
medium probability (all in the areas of health and education) and one indicator
has a low probability (contraceptive prevalence).
The Philippines has rich and diverse natural resources and is one of the five only
biodiversity hotspots. However, overall, the environmental outlook is bleak. Only
8% of the original primary forest remains and many species are under threat; 40%
of the country’s solid waste remains uncollected; just over 36% of river systems
are classified as possible sources of public water supply; over-fishing and
destructive fishing practices are among the main threats to the marine
environment; and 70% of the coral reefs are in bad condition.
AS OF 31 DECEMBER 2007
REFERENCE
INDICATORS CALABARZON
PERIOD CAVITE
GEOGRAPHY
(Source:TWG-PGC, NSCB)
Land Area (in hectares) 2005 1,622,861 128,755
Percentage to the Region's Land Area 2005 7.9%
55
No. of Cities Dec 2007 12 3
No. of Municipalities Dec 2007 130 20
No. of Barangays Dec 2007 4,011 829
No. of Districts Dec 2007 17 3
DEMOGRAPHY
(Sources: NSO & NSCB)
Total Population May 1, 2000 9,320,629 2,063,161
Percentage to the Region's Population May 1, 2000 17.49%
Population Density (persons/sq. km.) May 1, 2000 1,602.3
Population Projection a/
Female 2010 5,983,200 1,494,300
Male 2010 5,920,900 1,419,200
Average Annual Population Growth Rate 1995-2000 5.45%
Human Development Index 2000 0.735
AGRICULTURE
(Source: BAS)
Palay Production (in metric tons) 2007 391,418 38,685
Corn Production (in metric tons) 2007 66,249 2,729
Total Fish Production (in metric tons) p/ 4th Qtr 2007 103,451 2,043
Commercial Fish Production (in metric tons) p/ 4th Qtr 2007 14,423 871
Municipal Fish Production (in metric tons) p/ 4th Qtr 2007 29,804 656
Aquaculture Fish Production (in metric tons) p/ 4th Qtr 2007 59,225 516
Inventory of Carabao (in metric tons) p/ Jan 2008 167,423 4,500
Inventory of Cattle (in metric tons) p/ Jan 2008 250,500 31,009
Inventory of Goat (in metric tons) p/ Jan 2008 214,211 15,968
Inventory of Hog (in metric tons) p/ Jan 2008 1,794,480 161,386
Inventory of Duck (in metric tons) p/ Jan 2008 902,766 25,943
Inventory of Chicken (in metric tons) p/ Jan 2008 22,313,817 3,153,127
POVERTY STATISTICS r/
(Source: NSCB)
56
Annual Per Capita Poverty Threshold
(in pesos) 2007 16,866 18,019
Poverty Incidence of Poor Families
(in percent) 2003 14.5 8.6
Poverty Incidence of Poor Population
(in percent) 2003 18.4 12.5
Annual Per Capita Food Threshold
(in pesos) 2007 10,595 11,467
Subsistence Incidence of Poor Families
(in percent) 2003 3.5 1.0 b/
Subsistence Incidence of Poor Population
(in percent) 2003 4.7 1.3 b/
TRANSPORTATION
(Sources: LTO & DPWH)
Motor Vehicles Registered 4th Qtr 2007 105,378 27,728
National Road Length (in kilometers) 2003 2,689.096 372.930
National Bridge Length (in kilometers) 2003 14.981 2.267
COMMUNICATION
(Source: NTC)
No. of Telephone Lines Installed 2006 1,050,054 317,973
No. of Telephone Lines Subscribed 2006 566,801 154,765
TOURISM
(Source: DOT)
Visitor Arrivals p/ 2006 2,404,967 57,526
HEALTH
(Source: DOH)
Livebirths c/ 2006 19.72 20.30
(per 1,000 population)
Death Rate c/ 2006 3.48 3.44
(per 1,000 population) 6.40
Infant Mortality Rate c/ 2006 7.50 44.73
(per 1,000 livebirths)
Maternal Mortality Rate c/ 2006 0.32 0.23
(per 100,000 livebirths)
LITERACY
(Sources: FLEMMS, NSO-DECS)
Simple Literacy Rate Household
Population 10 Years Old & Over
Male Nov 1994 93.95 b/ 96.8
Female Nov 1994 94.07 b/ 95.1
Functional Literacy Rate Household
Population 10 to 64 years old
Male Nov 1994 92.4
Female Nov 1994 93.2
EDUCATION
(Source: DepEd)
No. of Enrollees
Public Elementary SY 2006-2007 1,400,860 300,325
Private Elementary SY 2006-2007 211,489 63,661
No. of Enrollees
Public Elementary SY 2006-2007 611,959 142,059
57
Private Elementary SY 2006-2007 214,795 51,246
No. of Public Elementary Schools e/ SY 2006-2007 2,643 362
No. of Public Secondary Schools e/ SY 2006-2007 474 61
Teacher-Pupil Ratio (Public Elementary) c/ SY 2005-2006 1:47
Teacher-Student Ratio (Public Secondary) c/ SY 2005-2006 1:47
Notes:
Provincial figures include cities unless otherwise noted
- nil or zero
... no data available
a/ - Based on the 2000 Census-Based National, Regional and PROVINCIAL Population Projections
b/ - coefficient of variation greater than 20%
c/ - provincial data excludes cities
d/ - Reference period: Year 2000
e/ - includes school annexes
p/ preliminary
r/ revised
Sources of Data:
BAS - Bureau of Agricultural Statistics, Region IV-A
BFP - Bureau of Fire Protection, Region IV-A
DepEd - Department of Education, Region IV-A
DOH - Department of Health, Region IV-A
DOT - Department of Tourism, Region IV
DPWH - Department of Public Works and Highways, Region IV-A
DTI - Department of Trade and Industry, Region IV-A
FLEMMS - Functional Literacy, Education and Mass Media Survey
LTO - Land Transportation Office, Region IV-A
NSCB - National Statistical Coordination Board
NSO - National Statistics Office, Region IV-A
NTC - National Telecommunications Commission, Region IV
PRO - Police Regional Office, Region IV-A
TWG-PGC - Technical Working Group on Philippine Geographic Classification, NSCB
58
3. LIST OF CITIES AND MUNICIPALITIES BY INCOME CLASS,
URBANITY AND DISTRICT
(as of September 2004)
Income b c
Municipality a Rural/Urban District
Class
Alfonso 3rd Class Partially Urban 3rd
Amadeo 4th Class Partially Urban 3rd
Bacoor 1st Class Urban 1st
Carmona 1st Class Urban 2nd
Cavite City 3rd Class Urban 1st
Dasmarinas 1st Class Urban 2nd
Gen. Aguinaldo 5th Class Partially Urban 3rd
Gen. M. Alvarez 2nd Class Urban 2nd
Gen. Trias 1st Class Partially Urban 2nd
Imus 1st Class Partially Urban 2nd
Indang 3rd Class Partially Urban 3rd
Kawit 1st Class Urban 1st
Magallanes 5th Class Partially Urban 3rd
Maragondon 4th Class Partially Urban 3rd
Mendez 4th Class Urban 3rd
Naic 2nd Class Partially Urban 3rd
Noveleta 4th Class Urban 1st
Rosario 1st Class Urban 1st
Silang 1st Class Partially Urban 3rd
Tagaytay City 3rd Class Partially Urban 3rd
Tanza 1st Class Partially Urban 2nd
Ternate 4th Class Partially Urban 3rd
Trece Martires City 4th Class Partially Urban 2nd
59
4. Cavite Poverty Incidence Map
Note:
Poverty incidence
(PI)
Definition the proportion of families/individuals with per
capita income/expenditure less than the per
capita poverty threshold to the total number of
60
families/individuals
5. Annual Per Capita Poverty Thresholds for Region IV -A, 2005 - 2006
(Revised estimates as of 21 June 2007)
Source :NCSB
Note:
Poverty threshold
(PT)
61
Definition the minimum income/expenditure required for a
family/individual to meet the basic food and
non-food requirements
Notes:
Pop. density
No. of Population Area
City/Municipality (per
Barangays (2000) (km²)
km²)
Alfonso 32 39,674 72.60 546.47
Amadeo 26 25,737 46.90 548.76
Bacoor 73 305,699 52.40 5,833.95
Carmona 14 47,856 30.90 1,548.74
Cavite City 84 99,367 20.80 4,777.26
Dasmariñas 73 379,520 90.10 4,212.21
Gen. Mariano Alvarez 27 112,446 11.40 9,863.68
Gen. Emilio Aguinaldo 14 14,323 45.10 317.58
Gen. Trias 33 107,691 108.70 990.72
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Imus 97 195,482 64.70 3,021.36
Indang 36 51,281 104.90 488.86
Kawit 23 62,751 16.70 3,757.54
Magallanes 16 18,090 77.10 234.63
Maragondon 27 31,227 202.10 154.511
Mendez 25 22,937 20.70 1,108.07
Naic 30 72,683 86.00 845.15
Noveleta 16 31,959 8.60 3,716.16
Rosario 20 73,665 8.20 8,983.54
Silang 64 156,137 209.40 745.64
Tagaytay City 34 45,287 66.10 685.13
Tanza 41 110,517 98.20 1,125.43
Ternate 10 17,179 54.70 314.06
Trece Martires City 13 41,653 49.10 848.33
Source: Wikipedia
In September 2000, member states of the United Nations (UN) gathered at the Millennium
Summit to affirm commitments towards reducing poverty and the worst forms of
human deprivation. The Summit adopted the UN Millennium Declaration which
embodies specific targets and milestones in eliminating extreme poverty worldwide.
To help track progress in the attainment of the 8 goals and 18 targets of the Millennium
Development Goals (MDG) over the period 1990 to 2015, experts from the United
Nations Secretariat and International Monetary Fund (IMF), Organization of
Economic Cooperation and Development (OECD) and the World Bank identified and
selected a set of time-bound and measurable indicators. Data series on the 48 MDG
indicators are compiled to provide the basis for the preparation of progress reports by
member states of the United Nations (UN) on the implementation of the UN
Millennium Declaration.
MDG Indicators
(data updated 26 March 2004)
63
The United Nations Secretariat, specialized agencies of the UN system, and
representatives of the International Monetary Fund (IMF), the World Bank and
Organization for Economic Co-operation and Development (OECD) as well as
international experts identified and selected the 48 MDG indicators.
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• Prevalence and death rates associated with tuberculosis
• Proportion of tuberculosis cases detected and cured under directly observed
treatment short course (DOTS)
Source: NCSB
MDGWatch
Statistics at a glance of the Philippines' Progress based on the MDG indicators
as of November 2007
65
Goals/Targets/Indicators Baseline Target Latest Probability*
target 2 Halve, between 1990 and 2015, the proportion of people who suffer from hunger
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57.0 19.0 24.0
indicator 14 Infant mortality rate
1990 2015 2006
Have halted by 2015 and begun to reverse the incidence of malaria and other major
target 8
diseases
20.5 23.9
indicator 25 Proportion of land area covered by forest increasing
1990 2003
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Proportion of urban population with 67.6 83.8 86.2
indicator 31
access to improved sanitation 1990 2015 2004
By 2020, have achieved significant improvement in the lives of at least 100 million
target 11
slum dwellers
10.9 16.4
indicator 45 Unemployment rate of 15-24 year olds decreasing
1990 2005
In cooperation with the private sector, make available the benefits of new
target 18
technologies, especially information and communications
Source: NCSB
8. E-Procurement System
E-Procurement is more than just a system for making purchases online. A properly
implemented system can connect companies and their business processes directly with
suppliers while managing all interactions between them. This includes management of
correspondence, bids, questions and answers, previous pricing, and multiple emails sent
to multiple participants.
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crucial suppliers. It provides those who use it with a set of built-in monitoring tools to
help control costs and assure maximum supplier performance. It provides an organized
way to keep an open line of communication with potential suppliers during a business
process. The system allows managers to confirm pricing, and leverage previous
agreements to assure each new price quote is more competitive than the last.
E-Procurement systems that allow multiple access levels and permissions help
managers organize administrative users by roles, groups, or tasks. Procurement
managers do not need to be as highly trained or paid because such systems are
standardized and easy to learn.
Some firms have discovered that many of their transactions still take place on paper,
and they have run into problems ranging from content management to supplier
participation in their systems. Most companies who desire to make the switch fall into
two camps. The first are the slow step-by-step adopters. They implement one piece of
their system at a time and slowly bring trading partners on board. The others follow the
total replacement model. They build a totally parallel system, test it, then switch over to
it when it works. There is usually some pain involved and some mistakes are
discovered, but by and large these are absorbed and the business continues.
Pitfalls to Avoid
Don»t bite off more than you can chew. The parallel system approach should only be
used if you have the time and resources to do this. If not, stick to the incremental
approach.
Source: Wikipedia
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9. Enterprise Resource Planning
Enterprise Resource Planning systems (ERPs) integrate (or attempt to integrate) all
data and processes of an organization into a unified system. A typical ERP system
will use multiple components of computer software and hardware to achieve the
integration. A key ingredient of most ERP systems is the use of a unified database to
store data for the various system modules.
The term ERP originally implied systems designed to plan the utilization of
enterprise-wide resources. Although the acronym ERP originated in the
manufacturing environment, today's use of the term ERP systems has much broader
scope. ERP systems typically attempt to cover all basic functions of an organization,
regardless of the organization's business or charter. Business, non-profit
organizations, non governmental organizations, governments, and other large entities
utilize ERP systems.
However, the term is typically reserved for larger, more broadly based applications.
The introduction of an ERP system to replace two or more independent applications
eliminates the need for external interfaces previously required between systems, and
provides additional benefits that range from standardization and lower maintenance
(one system instead of two or more) to easier and/or greater reporting capabilities (as
all data is typically kept in one database).
Overview
Looking more closely at ERP systems, a key factor is the integration of data
from all aspects of an organization. To accomplish this, an ERP system typically runs
on a single database instance with multiple software modules providing the various
business functions of an organization.
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integrate multiple software products - choose to only implement portions of an ERP
system and develop an external interface to other ERP or stand-alone systems for
their other application needs. For instance, the PeopleSoft HRMS and Financials
systems may be perceived to be better than SAP's HRMS solution. And likewise,
some may perceive SAP's manufacturing and CRM systems as better than
PeopleSoft's equivalents. In this case these organizations may justify the purchase of
an ERP system, but choose to purchase the PeopleSoft HRMS and Financials
modules from Oracle, and their remaining applications from SAP.
This is very common in the retail sector, where even a mid-sized retailer will have a
discrete Point-of-Sale (POS) product and financials application, then a series of
specialized applications to handle business requirements such as warehouse
management, staff rostering, merchandising and logistics.
Ideally, ERP delivers a single database that contains all data for the software
modules, which would include:
Manufacturing
Engineering, Bills of Material, Scheduling, Capacity, Workflow Management,
Quality Control, Cost Management, Manufacturing Process, Manufacturing Projects,
Manufacturing Flow
Supply Chain Management
Inventory, Order Entry, Purchasing, Product Configurator, Supply Chain Planning,
Supplier Scheduling, Inspection of goods, Claim Processing, Commission Calculation
Financials
General Ledger, Cash Management, Accounts Payable, Accounts Receivable, Fixed
Assets
Projects
Costing, Billing, Time and Expense, Activity Management
Human Resources
Human Resources, Payroll, Training, Time & Attendance, Benefits
Customer Relationship Management
Sales and Marketing, Commissions, Service, Customer Contact and Call
Center support
Data Warehouse
and various Self-Service interfaces for Customers, Suppliers, and Employees
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ERPs are often incorrectly called back office systems indicating that customers
and the general public are not directly involved. This is contrasted with front office
systems like customer relationship management (CRM) systems that deal directly
with the customers, or the eBusiness systems such as eCommerce, eGovernment,
eTelecom, and eFinance, or supplier relationship management (SRM) systems.
ERPs are cross-functional and enterprise wide. All functional departments that are
involved in operations or production are integrated in one system. In addition to
manufacturing, warehousing, logistics, and Information Technology, this would
include accounting, human resources, marketing, and strategic management.
ERP II means open ERP architecture of components. The older, monolithic ERP
systems became component oriented.
EAS - Enterprise Application Suite is a new name for formerly developed ERP
systems which include (almost) all segments of business, using ordinary Internet
browsers as thin clients.
Before
Prior to the concept of ERP systems, departments within an organization would have
their own computer systems. For example, the Human Resources (HR) department,
the Payroll (PR) department, and the Financials department. The HR computer
system (Often called HRMS or HRIS) would typically contain information on the
department, reporting structure, and personal details of employees. The PR
department would typically calculate and store paycheck information. The Financials
department would typically store financial transactions for the organization. Each
system would have to rely on a set of common data to communicate with each other.
For the HRIS to send salary information to the PR system, an employee number
would need to be assigned and remain static between the two systems to accurately
identify an employee. The Financials system was not interested in the employee level
data, but only the payouts made by the PR systems, such as the Tax payments to
various authorities, payments for employee benefits to providers, and so on. This
provided complications. For instance, a person could not be paid in the Payroll
system without an employee number.
After
ERP software, among other things, combined the data of formerly disparate
applications. This made the worry of keeping employee numbers in synchronization
across multiple systems disappear. It standardized and reduced the number of
software specialties required within larger organizations.
Best Practices
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Best Practices were also a benefit of implementing an ERP system. When
implementing an ERP system, organizations essentially had to choose between
customizing the software or modifying their business processes to the "Best Practice"
functionality delivered in the vanilla version of the software.
Typically, the delivery of best practice applies more usefully to large organizations
and especially where there is a compliance requirement such as IFRS, Sarbanes-
Oxley or Basel II, or where the process is a commodity such as electronic funds
transfer. This is because the procedure of capturing and reporting legislative or
commodity content can be readily codified within the ERP software, and then
replicated with confidence across multiple businesses who have the same business
requirement.
Where such a compliance or commodity requirement does not underpin the business
process, it can be argued that determining and applying a best practice actually erodes
competitive advantage by homogenizing the business compared to everyone else in
their industry sector.
Evidence for this can be seen within EDI, where the concept of best practice, even
with decades of effort remains elusive. A large retailer, for example, wants EDI plus
some minor tweak that they perceive puts them ahead of their competition. Mid-
market companies adopting ERP often take the vanilla version and spend half as
much as the license cost doing customizations that deliver their competitive edge. In
this way they actively work against best practice because they perceive that the way
they operate is best practice, irrespective of what anyone else is doing.
Implementation
Because of their wide scope of application within a business, ERP software systems
are typically complex and usually impose significant changes on staff work practices
(if they did not, there would be little need to implement them). Implementing ERP
software is typically not an "in-house" skill, so even smaller projects are more cost
effective if specialist ERP implementation consultants are employed. The length of
time to implement an ERP system depends on the size of the business, the scope of
the change and willingness of the customer to take ownership for the project. A small
project (eg, a company of less than 100 staff) may be planned and delivered within 3
months; however, a large, multi-site or multi-country implementation may take years.
The most important aspect of any ERP implementation is that the company who
has purchased the ERP product takes ownership of the project.
To implement ERP systems, companies often seek the help of an ERP vendor or of
third-party consulting companies. These firms typically provide three areas of
professional services: Consulting, Customization and Support.
Consulting Services
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The Consulting team is typically responsible for your initial ERP implementation and
subsequent delivery of work to tailor the system beyond "go live". Typically such
tailoring includes additional product training; creation of process triggers and
workflow; specialist advice to improve how the ERP is used in the business; system
optimization; and assistance writing reports, complex data extracts or implementing
Business Intelligence.
The consulting team are also responsible for planning and jointly testing the
implementation. This is a critical part of the project, and one that is often overlooked.
Consulting for a large ERP project involves three levels: systems architecture,
business process consulting (primarily re-engineering) and technical consulting
(primarily programming and tool configuration activity). A systems architect designs
the overall dataflow for the enterprise including the future dataflow plan. A business
consultant studies an organization's current business processes and matches them to
the corresponding processes in the ERP system, thus 'configuring' the ERP system to
the organization's needs. Technical consulting often involves programming. Most
ERP vendors allow modification of their software to suit the business needs of their
customer.
For most mid-sized companies, the cost of the implementation will range from around
the list price of the ERP user licenses to up to twice this amount (depending on the
level of customization required). Large companies, and especially those with multiple
sites or countries, will often spend considerably more on the implementation than the
cost of the user licenses -- three to five times as more is not uncommon for a multi-
site implementation.
Customization Services
Examples of such code include early adopter features (e.g., mobility interfaces were
uncommon a few years ago and were typically customized) or interfacing to third
party applications (this is 'bread and butter' customization for larger implementations
as there are typically dozens of ancillary systems that the core ERP software has to
interact with). The Professional Services team is also involved during ERP upgrades
to ensure that customizations are compatible with the new release. In some cases the
functionality delivered via previous a customization may have been subsequently
incorporated into the core routines of the ERP software, allowing customers to revert
back to standard product and retire the customization completely.
Customizing an ERP package can be very expensive and complicated, because many
ERP packages are not designed to support customization, so most businesses
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implement the best practices embedded in the acquired ERP system. Some ERP
packages are very generic in their reports and inquiries, such that customization is
expected in every implementation. It is important to recognize that for these packages
it often makes sense to buy third party plug-ins that interface well with your ERP
software rather than reinventing the wheel.
Once your system has been implemented, the consulting company will typically enter
into a Support Agreement to assist your staff keeps the ERP software running in an
optimal way. A Maintenance Agreement typically provides you rights to all current
version patches, and both minor and major releases, and will most likely allow your
staff to raise support calls. While there is no standard cost for this type of agreement,
they are typically between 15% and 20% of the list price of the ERP user licenses.
Advantages
In the absence of an ERP system, a large manufacturer may find itself with many
software applications that do not talk to each other and do not effectively interface.
Tasks that need to interface with one another may involve:
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Change how a product is made, in the engineering details, and that is how it will now
be made. Effective dates can be used to control when the switch over will occur from
an old version to the next one, both the date that some ingredients go into effect, and
date that some are discontinued. Part of the change can include labeling to identify
version numbers.
Computer security is included within an ERP to protect against both outsider crime,
such as industrial espionage, and insider crime, such as embezzlement. A data
tampering scenario might involve a terrorist altering a Bill of Materials so as to put
poison in food products, or other sabotage. ERP security helps to prevent abuse as
well.
Disadvantages
Many problems organizations have with ERP systems are due to inadequate
investment in ongoing training for involved personnel, including those implementing
and testing changes, as well as a lack of corporate policy protecting the integrity of
the data in the ERP systems and how it is used.
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main causes of their failure.
• Systems can be difficult to use.
• The system can suffer from the "weakest link" problem—an inefficiency in
one department or at one of the partners may affect other participants.
• Many of the integrated links need high accuracy in other applications to work
effectively. A company can achieve minimum standards, then over time "dirty
data" will reduce the reliability of some applications.
• Once a system is established, switching costs are very high for any one of the
partners (reducing flexibility and strategic control at the corporate level).
• The blurring of company boundaries can cause problems in accountability,
lines of responsibility, and employee morale.
• Resistance in sharing sensitive internal information between departments can
reduce the effectiveness of the software.
• There are frequent compatibility problems with the various legacy systems of
the partners.
• The system may be over-engineered relative to the actual needs of the
customer.
Partnerships
In the past companies were capable of remaining independent and competitive when
they had the capability and resources necessary to produce a product. This is no
longer possible. As technology increases in complexity, companies overcome capital
limitations or labor intensive requirements by becoming dependent on suppliers to
provide services. Many services and Original Equipment Manufacturing (OEM)
suppliers have evolved as the result. Companies now appreciate that long-term
success relies on the quality of the customer-supplier relationship established so that
they will develop successful partnerships. Hence, successful partnerships require the
development of mutually beneficial programs.
Commitments
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Contracts Supporting Partnerships
On time delivery, frequency of delivery, and receiving and stocking the material are
three major aspects that are important in purchasing.
On-time material delivery means that the work stations receive the material just
before it is required. A suppliers ability to deliver on time is a combination of factors
; transportation, raw material availability, price, holidays, etc. If a factor arises that
could affect the delivery schedule, the company should be able to increase production
schedules and establish enough inventory to see them past the expected disruption.
78
the material to the production area. Reusable packaging material, packing containers
that can be used on the production line, and standardized containers that eliminate
counting are ways to reduce costs and damage in transporting. These cost reducing
methods are then reviewed with the supplier to determine how the supplier can best
meet these needs.
The most challenging area for most manufacturers in achieving JIT is the purchasing
of raw materials and parts. This is important because an internal JIT system can only
be operated successfully when the material being fed into it are of sufficient quality
and delivered on time. Therefore, unless the quality and delivery of purchased
material are not production issues, the purchasing function should begin to establish a
JIT supplier base. In JIT purchasing several tactics are being used to achieve certain
goals and objectives.
Goals
Objectives
79
Tactics
Purchasing Requirements
Trust
The most basic need of suppliers is to be able to trust that the customer will provide
stability if the supplier meets requirements. This will allow the two organizations to
work much more closely than they would based just on a contract.
Communications
To successfully manage the communication link between customers and suppliers can
be done in two ways:
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Linear Production Schedules
Linear production schedules contribute to improving the performance of
manufacturing. In a JIT system, the need for the supplier to track the customers needs
closely is important. For this to occur, the supplier must reduce lead time to the
minimum. This consists of isolating the bottlenecks in the operation, balancing the
production system, and reducing setup-time.
A mutually beneficial system requires that the supplier and customer work in
cooperation to achieve a greater benefit than they would have individually. Three
mutually beneficial systems are :
Early supplier involvement
Just-in-Time materials shipment
Invoicing systems
Invoicing systems
JIT requires frequent deliveries. There are solutions to handling increased invoice
load. Electronic invoicing will work where compatible equipment transmits
customers accounts directly. Another solution is to pay suppliers based on purchasing
records that have completed the assembly process. A third possibility is to batch
81
invoices and submit them on a bimonthly or monthly schedule. A company can also
invoice the monthly deliveries on one invoice, hence decreasing the amount of
paperwork.
Customer-Supplier Proximity
Source :Wikipedia
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CAVITE - Kawit, Silang, Tagaytay City, Tanza, Trece Martirez
BATANGAS - Batangas City, Bauan, Lipa City, San Pascual, Sto. Tomas, Tanauan City
QUEZON - Lucena City
EGA/2
CAVITE - Gen.Mariano Alvarez RIZAL - Rodriguez, Tanay
CAVITE - Indang, Naic, Noveleta, Ternate LAGUNA - Paete, Pakil BATANGAS - San
Juan
RIZAL - Pililia QUEZON - Tiaong
RBA/3
BATANGAS - Taysan RIZAL - Teresa
QUEZON
Agdangan, Alabat, Atimonan, Buenavista, Burdeos, Calauag, Catanauan, Dolores, Gen.
Luna,
83
Gen. Nakar, Guinayangan, Gumaca, Infanta, Jomalig, Lopez, Lucban, Macalelon,
Mauban, Mulanay, Padre Burgos, Pagbilao, Panulukan, Patnanungan, Perez, Pitogo,
Plaridel, Polilio, Quezon, Real, Sampaloc, San Andres, San Antonio, San Francisco, San
Narciso, Tagkawayan, Tayabas, Unisan
a/ Covers the Cities of Cavite , Tagaytay, Trece Martirez, Calamba, San Pablo, Sta.
Rosa, Batangas, Lipa, Tanaun, Antipolo and Lucena and the Provinces of Cavite,
Laguna, Batangas, Rizal and Quezon.
b/ Grants a P6.00 - P13.00 per day wage increase to all minimum wage workers
and employees in the private sector in the region depending on the area
classification
84
VII 250.00 168.46
VIII 228.00 161.59
IX 215.00 149.72
X 244.00 164.31
XI 250.00 168.92
XII 229.50 163.00
XIII 220.00 152.35
ARMM 200.00 128.45
* Includes COLAs
a/ Highest nominal wage, November 2007
b/ Based on November 2007.CPI.
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