Quality Management for Shell Global Corporate Card
Executive Summary
Quality Management is an important element in every organization. The objective of having quality management in an organization is to ensure products and services produced or offered by the organization are in accordance to customers’ needs and requirements.
The purpose of this paper is to review and analyse the quality management for implementation of the Shell Global Corporate Card for Royal Dutch Shell (RDS). The background for the implementation of the Shell Global Corporate Card is for RDS to have a single Travel and Expense (T&E) card which enables the company to monitor the use of the card which is restricted only for business use and subject to controls designed by RDS in line with the global standard and quality requirements.
Introduction
The objective of this paper is to analyse and illustrate the quality management in the implementation of Shell Global Corporate Card, a Travel and Expense (T&E) card available for full-time and part-time employees (not contractors) of RDS who may incur T&E and Low Risk Procurement expenses on behalf of their Business. Projects and operations have objectives, a project ends when its objectives are met, whereas an operation continues toward attaining a new set of objectives when the current set of objectives has been attained (PMP 2006). The analysis will be focused on RDS’s objective in introducing this card to its employees and how this global, standard, fit for purpose and risk based strategy aligns with key directives within RDSs’ Finance operation globally. Analysis also includes the activities needed to determine required function and performance characteristics, the context of implementation, stakeholder constraints and measures of effectiveness, and validation criteria (Hass, Wessels and Kevin Brennan 2008).
2 Project Background
Prior to Shell GCC introduction, employees of RDS will use their Departmental Card, Personal Credit Card or own cash whenever they go on business
Quality Management is an important element in every organization. The objective of having quality management in an organization is to ensure products and services produced or offered by the organization are in accordance to customers’ needs and requirements.
The purpose of this paper is to review and analyse the quality management for implementation of the Shell Global Corporate Card for Royal Dutch Shell (RDS). The background for the implementation of the Shell Global Corporate Card is for RDS to have a single Travel and Expense (T&E) card which enables the company to monitor the use of the card which is restricted only for business use and subject to controls designed by RDS in line with the global standard and quality requirements.
Introduction
The objective of this paper is to analyse and illustrate the quality management in the implementation of Shell Global Corporate Card, a Travel and Expense (T&E) card available for full-time and part-time employees (not contractors) of RDS who may incur T&E and Low Risk Procurement expenses on behalf of their Business. Projects and operations have objectives, a project ends when its objectives are met, whereas an operation continues toward attaining a new set of objectives when the current set of objectives has been attained (PMP 2006). The analysis will be focused on RDS’s objective in introducing this card to its employees and how this global, standard, fit for purpose and risk based strategy aligns with key directives within RDSs’ Finance operation globally. Analysis also includes the activities needed to determine required function and performance characteristics, the context of implementation, stakeholder constraints and measures of effectiveness, and validation criteria (Hass, Wessels and Kevin Brennan 2008).
2 Project Background
Prior to Shell GCC introduction, employees of RDS will use their Departmental Card, Personal Credit Card or own cash whenever they go on business
References: Dean, J. W. and Snell, S. A. 1991, ‘Integrated manufacturing and job design: moderating effects of organizational inertia’, Acad. of Manage. J. 34 , pp. 776-804. Sinclair, J. and Collins, D. 1994, ‘Towards a quality culture’, International Journal of Quality & Reliability Management, vol .11:5 , pp. 19-29.