You’ll want to include background information and, if possible, describe employment contracts for key employees such as designers, marketing experts, buyers, and the like.
You’ll want to walk the reader through the important tasks of these employees at all levels so they can understand how your business works and what the customer experience is like.
They may detail long-term supply agreements with manufacturers of in-demand branded merchandise.
The lead actor in manufacturing is the process of production, and the better your production process, the better a manufacturer you'll be.
Operations is concerned with how you buy, build and prepare your product or service for sale.
That covers a lot of ground, including sourcing raw materials, hiring labor, acquiring facilities and equipment, and shipping the finished goods.Once the initial task listing is complete, turn your attention to who's needed to do which tasks.Keep this very simple and concentrate on major tasks such as producing a product or delivering a service.The cost of providing a service is largely driven by the cost of the labor it entails.A service-firm plan, then, has to devote considerable attention to staffing.Retail and service firms have different operations requirements from manufacturers.Companies that maintain or repair things, sell consulting or provide health care or other services generally have higher labor content and lower investments in plants and equipment.The thought process behind the operational and financial plans allow you to develop a strategic business plan with continuous nurturing as your business grows.Operational and financial plans serve different purposes within a business plan.And it’s different depending on whether you’re a manufacturer, a retailer or a service firm.The basic rule for your operations section is to cover just the major areas—labor, materials, facilities, equipment and processes—and provide the major details—things that are critical to operations or that give you competitive advantage.