The Fonterra Research Centre Management System Research Paper by AcademicHelp

Investigates the management system for Fonterra Research Centre, New Zealand, part of the Fonterra Co-operate Group, the world's largest dairy exporter, with nearly 11,000 shareholders.
# 151849 | 6,235 words | 12 sources | APA | 2012 | PK

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This paper explains that the Group Research and Technological Operation (GRATO) of the Fonterra Research Centre is experiencing an overarching issue of project overload caused by the lack of planning from clients when they request work to be tested and the request of testing to be done in a short period of time. Next, the author analyzes the current MIS system. The paper reveals an accounting system, based on the author's research, to support a management strategy that will promote planning with clients and will encourage clients to give advance notice for testing their projects. Figures are included.

Table of Content:
Executive Summary
Table of Content
Scope and Limitation
Project Overload
What is Project Overload
What are the Results of Project Overload
Ways to Reduce Project Overload
GRATO's Current System
Activity Based Costing
Charge-out System
Current System
Suggested Solution
Conclusion and Recommendation

From the Paper:

"All the cells will be protected except the yellow cell, blue cell, and also the percentage rate of discount/additional charges in the Discount Table. Only the unprotected cells will allow the users to input numbers. The use of protection is to prevent users from inputting data that might influence the existing formula, making the formula inoperable. The Discount Table (figure 4.4) is located at the right hand side of the sheet. For easy access to the Discount Table, a button is provided at the top left corner which links directly to the table. The Discount Table contains days, weeks, and months of notice, and also the discount rate. It illustrates the different discount/additional charges rate allocated to the different time period of notice given to GRATO. For example, one week notice will result in an additional charge of 100% of the original cost, and 10 months notice will give a 20% off to the original cost. Note that when a percentage is negative, the percentage becomes additional charge rate rather than discount rate.
"These discount/additional charges rates can be easily adjusted to suit the user's needs. Users need to take note of red triangle on the top right of the cell as they give guidance on how to operate the system. The IF formula is used to automatically show the discount/additional charges rate when the period of notice is entered in the blue box. An example of the formula is shown in the diagram below (figure 4.5)."

Sample of Sources Used:

  • Barocii, T. A., Wever, K. R., & Tessier, D. A. (1983). I/S charge-out systems: options and personnel implications. Cambridge, MA: Massachusetts Institute of Technology.
  • Chargeout. (2010). Business Retrieved September 20, 2010, from
  • Cokins, G. (1996). Activity-based cost management making it works: a manager's guide to implementing and sustaining an effective ABC system. Chicago: Irwin Professional Publishing.
  • Gryna, F. M. (2004). Work overload! : redesigning jobs to minimize stress and burnout. Milwaukee, WI: ASQ Quality Press.
  • Gustavsson, T. K., & Zika-Victorsson, A. (2008). Project overload [Electronic version]. International Journal of Project Management Reseach, 3, 4-7.

Cite this Research Paper:

APA Format

The Fonterra Research Centre Management System (2012, October 17) Retrieved May 16, 2021, from

MLA Format

"The Fonterra Research Centre Management System" 17 October 2012. Web. 16 May. 2021. <>