Project Overview

This project analyzes J&SONS FARM’s Fish Farm business segment to identify process
inefficiencies and implement data-driven improvements. The Data Analyst conducted
performance analysis that informed this process improvement initiative. The focus is on
enhancing operational efficiency, customer retention, and sustainable sales growth
through workflow automation and analytics integration.

Scope & Deliverables

In Scope:
• Fish Farm sales operations (Order-to-Delivery process)
• Workflow review and redesign for Sales, Fulfillment, and Delivery teams
• KPI monitoring and dashboard development

Out of Scope:
• Crop and Animal business segments
• External logistics or third-party delivery partners
• Financial auditing or ERP system integration

Key Deliverables:
• AS-IS and TO-BE process maps
• Defined success metrics and ownership
• Recommendations for automation and retention strategy
• Monitoring framework for continuous improvement

Business Goals

• Increase monthly Fish Farm sales by 25% within 6 months.
• Eliminate order-fulfilment bottlenecks causing sales volatility.
• Improve customer-retention rate for top 50 buyers by 15%.

Success Metrics

• Month-over-month sales growth (%)
• Order-cycle time (days)
• Repeat-purchase rate (%)
• Customer-satisfaction score
Metric Owners: Operations Lead / Sales Manager / Data Analyst / Business Analyst

Key Findings & Insights

Insights below were drawn from the Data Analyst’s review of the 4-month dataset:
• Analysis of J&SONS FARM’s 4-month Fish Farm data revealed a 101.88% month over month growth.
• Sales peaked at ₦690K in June, driven by repeat purchases from a few top buyers.
• Sales volatility highlighted an order-fulfilment bottleneck that limits scalability.
• Process mapping identified workflow delays between sales and delivery teams.
• Automation and priority customer management are recommended to stabilize growth
and strengthen retention.
• Process mapping of the order-to-delivery cycle revealed lag between Sales and
Fulfillment stages. This delay coincided with post-peak sales months, indicating a workflow bottleneck during high demand periods.

AS-IS Process (Current State)

Customer → submits Order
↓
Sales Team → confirms Order Details
↓
Sales Team → sends Order Info to Fulfillment
↓
[DELAY POINT]
Fulfillment/Warehouse → checks stock availability
↓
Fulfillment/Warehouse → prepares package
↓
Delivery Team → schedules delivery
↓
Delivery Team → delivers order
↓
Customer → confirms receipt

TO-BE Process (Future State)

Customer → submits Order
↓
Sales Team → confirms Order (auto-triggered workflow)
↓
System → auto-checks stock in database
↓
If stock available → Fulfillment prepares package
If not → Automated alert sent to Procurement
↓
Delivery Team → schedules & delivers order
↓
Customer → confirms receipt

Expected Outcome:
• Reduced order-cycle time (from 5–6 days to 2–3 days)
• Improved coordination between Sales and Delivery
• Stable fulfillment rates even in high-demand months
• Increased customer retention through faster, reliable service

Assumptions & Constraints

Assumptions:
• Reliable sales and fulfillment data are available for analysis.
• Teams have access to collaboration tools (e.g., Trello, Power BI).

Constraints:
• No enterprise-level ERP integration yet.
• Data limited to the 4-month Fish Farm segment.

Stakeholders & Roles

Operations Lead (Process Owner): Oversees daily operations and approves new
workflow procedures.
Sales Manager (Data Provider & KPI Partner): Ensures accurate order records and sales
reporting.
Data Analyst (Data Extraction & Insight Generation): Cleans and analyzes sales data,
develops dashboards, identifies performance trends and bottlenecks.
Business Analyst – Process Designer & Strategy Lead: Translates data findings into
workflow improvements, defines goals, metrics, and implementation plan.

Fulfillment Supervisor (Workflow Executor): Implements process changes and tracks
order-cycle metrics.

Risks & Mitigation

• Staff resistance to new digital workflow (Mitigation): Conduct hands-on training and
show time savings.
• Data inconsistencies (Mitigation): Standardize input templates and automate validation.
• Limited technical infrastructure (Mitigation): Start with Excel/Power BI automation
before scaling.

• Next Steps / Implementation Plan

• Pilot automated order workflow for 2 weeks with Sales and Fulfillment teams.

• Measure average order-cycle time and sales volatility vs baseline.

• Review dashboard weekly with key stakeholders.

• Train team leads on Trello/Jira task tracking for visibility.

• Scale improvements to all operational units after successful pilot.

Conclusion

The data analysis and workflow mapping reveal that optimizing the Sales–Fulfillment
handoff is key to sustaining growth and improving customer experience. Implementing
automation, tracking key performance metrics, and prioritizing top customers will enable
J&SONS FARM to achieve scalable, stable, and data-driven business growth.