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SCM

The document discusses supply chain management and provides an overview of key concepts. It defines supply chain management as overseeing materials, information, and finances as they move from supplier to consumer. There are three main flows in a supply chain: product flow from supplier to customer, information flow transmitting orders and updates, and financial flow of payments. Achieving high customer satisfaction and reducing costs are two main benefits of effective supply chain management. This requires focusing on managing supplier, employee, customer, and logistics provider relationships. Key aspects that impact the supply chain are location of facilities, production planning, and inventory management.

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SCM

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Supply Chain Management

SEMESTER - III

SUPPLY CHAIN MANAGEMENT

COURSE MATERIALS

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INDEX

Chapter
Number

TITLE

Page
Number

Overview of Supply Chain Management

SC Integration and Coordination

Demand Planning

Consumer Demand and the Future of the

Supply chain
Purchasing and SCM

Manufacturing in Supply Chain Management

Inventory Management in Supply Chain

Management
Transportation in Supply chain Management

Warehousing in Supply Chain

Returns Management

Overview of Outsourcing

105

Measuring SC Performance

114

Information Technology and Supply Chain

142

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Chapter 1: Overview of Supply Chain Management

Supply chain consists of all the stages that are required to satisfy the customer request.
It starts with the supplier and passes through the manufacturing, distribution, and retailer
and finally reaches the customer.
Supply chain management (SCM) is the oversight of materials, information, and finances
as they move in a process from supplier to manufacturer to wholesaler to retailer to
consumer.
The following diagram shows the graphical representation of the supply chain that will
expect to satisfy the customer request.
In the supply chain management there are mainly three flows. They are as follows.
Product flow: The movement of goods from a supplier to a customer, through
the manufacturer, distributor, and retailer.
Information flow: It involves transmitting orders and updating the status of
delivery. The information flow is useful for the success of the supply chain
management.
Financial flow: It consists of credit terms, payment schedules, discount
information and consignment and title ownership arrangements.

RM - Supplier
Manufacturers

Distributors

Retailers
Customers

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Product / Service Flow

Financial Flow
Information Flow
In the supply chain management the product/ service flows towards the end customer.
While the information flows both the sides. And the financial flows towards the supplier,
that means the customer pays for the product or service receiving.
There are mainly two benefits of Supply chain management. They are as follows:
Achieving high level of customer satisfaction.
Reducing cost, that means achieving the optimum life cycle cost. This
involves minimizing the wastage during reaching the customer.
Some other benefits of SCM are,
Getting continuous feedback from the customer.
Selection of best supplier that will help to reduce the cost.
Reducing the cost to customer through having effective distribution system.
Risk minimization.
In supply chain management we should concentrate on four major areas in order to
achieve the twin benefits of SCM. They are,
1. Supplier Relations Management (SRM)
2. Employee Relations Management (ERM)
3. Customer Relations Management (CRM)
4. Logistics Service Providers (LSP) Relations Management
Supplier Relationship Management (SRM): This will be maintained in order to reduce
the cost of suppliers. This includes,
a. Supplier selection
b. Supplier education/training.
c. Supplier performance rating.
d. Supplier integration
e. Supplier partnership.

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Supplier strategic alliances.

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Manufacturing and Assembly - Raw components are assembled into final
products

raw

materials

are

manufactured

has enabled channel partners to trade goods, share information, and integrate their
processes, thereby reshaping the inter-organizational dynamics and resulting in more
efficient channels. Electronic integration of data and the automation of business
practices has driven costs down and built sales by better satisfying consumer needs.
This chapter describes the development of channel partnership between a manufacturer
and a retailer. Both key players in the chain, found a way to leverage on information
technology by sharing data across their mutual supply chains (Figure 1). Because of the
information partnership, the resulting channel has become more efficient as channel
activities are coordinated better. There are reduced needs for inventories with increased
sales by focusing on selling what the customers want, and it is mutually beneficial.
The power of inter-organizational information systems (IOIS) is well know in the literature
of information systems research. It has proven to be an effective tool for reducing
transaction costs. To understand the impact fully, one has to think about three
progressive degrees of IOIS: transactional, operational, and strategic (Seidmann and
Sundararajan, 1998). The strategic partnership is the most involved, with the greatest
commitments from the partners and requiring the strongest trust.

Figure 1: Role of Information Technology in Supply-Chain Integration

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For example:
There is a strong logic associated with how P&G and Wal-Mart created values for both
through the channel partnership. Yet, as described in this paper, the two companies in
the beginning were both tentative. They essentially stumbled into the idea and then, as
the value started to be discovered, progressively built stronger collaboration as more
benefits were unleashed. The partnership started with the simple desire to improve
business relationships, and was gradually enhanced by sharing information and
knowledge about their respective markets. This sharing in turn enabled more effective
execution of such concepts as category management, continuous replenishment, and
process coordination, which collectively helped make the supply chain more efficient.
Clark and McKenny (1995) detail the development of the supply-chain collaboration and
describe the process in which the channel partnership between the two companies was
built on an incremental basis.
Channel Collaboration and Information Partnership
P&Gs Corporate Reporting System was developed based on the market and
geographic structure used by the 12 product divisions. All sales reports were designed
so P&G could track the amount of product (e.g., laundry detergent) sold in the Western
part of the country, however, they did not have a system capable of reporting total
product sales by customer. A system needed to be developed to track sales by
customers. Once this system was developed tracking sales by customers was possible.
P&Gs shipment data proved helpful in understanding how much business was sold to
Wal-Mart.
Some of the questions Wal-Mart had were:
(1) How much of the product was sold at stores last year?
(2) How many customers bought P&G products?
(3) What was the profitability of these products for both P&G and Wal-Mart?
These were real questions that needed to be answered. The infrastructure that was
needed to link P&Gs data with Wal-Marts data proved to be a critical step in
understanding the consumers needs. Wal-Mart was just coming online with a new data
warehouse that allowed them to track sales of all products in each of their stores. P&G

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and Wal-Mart jointly developed a data highway that linked P&G data to Wal-Mart data
driving down costs and sharing information to meet the consumers needs.

Retailer

Manufacture
r

Leveraging technology to drive costs out of the supply system is another important
aspect of the information systems function. The delivery of products to the end
consumer involves a series of steps including raw material delivery, conversion to a
finished product, transportation to a distributor or customer distribution center,
transportation to the store and placement on the store shelf. The degree to which all
parties involved can drive costs out of these systems result in corresponding savings
that can be passed on to the consumer in the form of lower product costs.
In order to drive down costs product information is needed to move from the retailer back
through the supply system. As better consumer data flowed back from the retailer to the
raw material supplier, better forecasts could be anticipated and the right material put in
place for finished product manufacturing.
Additional Benefits of Information Sharing

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take

productive

pull

approach;

and

put

Supply Chain Management

Utilises all available statistical techniques so that seasonality, trends, outliers,

intermittent demand, step changes and other patterns inherent in the data can be
checked for and modeled.
Simultaneously checks the significance of other variables which may have influenced the
demand often described as causal factors.
Utilises an out-of-sample approach to trade off model complexity versus accuracy and
minimise over fitting.
Improves the overall run time of the forecast.
A multi-dimensional framework is essential
A company selecting a Demand Planning application for its supply chain environment
using the Bayesian approach is already a step closer to significantly improving its ability
to predict demand with greater accuracy. However, there are other considerations,
relating to how the Bayesian logic is deployed within the software.
Perhaps most important of these is the framework within which it is deployed which
should be multi-dimensional. This becomes critical as companies move towards
forecasting at the SKU level using POS data. Speed of processing and flexibility in
forecasting are key considerations here.
Users throughout the enterprise - and, increasingly, beyond it - must be able to slice and
dice the forecast if they are to plan effectively.
Making it real': modeling the extended enterprise is a critical step
The onus is as much on the company that is purchasing the application as it is on the
software vendor to get this right. Modeling the enterprise and its trading partners - the
extended supply chain - is a critical step in the deployment of the software application.
Consideration must be given to the obvious such as the Product and Location
hierarchies, to sales and distribution channels, but also to key features of these
structures.

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Attributes of the Product such as colour, dimension, ABC rank and lifecycle phase can
be important ways in which to segment and analyse demand patterns. Location
attributes such as throughput volumes may be a way of segmenting the distribution
network. Critically, these analyses reflect the real way in which a company is organised
and does business. Many of these cut across existing or planned organisational
structures such as Brand or Market - but can be vital in understanding and accurately
predicting demand patterns, which may otherwise be hidden.
Cause and effect: the power to transform a Supply Chain environment
In broadest terms, seasonality, the day of the week or the month can all be considered
as causal factors - and all can have a major effect on demand and supply chains. For
example, demand for ice cream is highly seasonal; demand for a given newspaper will
vary depending on the day of the week.
The real situation is however far more complex. Many other interrelated factors influence
consumer demand - from macro-economic influencers such as lending rates, to the
weather on a particular day, to the price of an item, to whether an item is being
advertised or promoted. These factors will also vary by location, and the effect of each
will vary from product to product. In addition, their impact, whether externally (eg:
weather) or internally produced (eg: price) will usually be overlaid and will interact.
Understanding the relative contribution of each factor to accurately predict demand
individually, collectively and in combination is critical but complex - and has the power to
transform a supply chain environment. Sophisticated Demand Planning applications are
vital to achieving this. Companies using the Bayesian approach in their Demand
Planning can simultaneously introduce any and all variables in their forecasting process,
to arrive at the greatest understanding of the factors influencing demand - and thereby
achieve the most accurate prediction of that demand. They can then use that knowledge
to empower their supply chain, for cost reduction and competitive edge.
Mapping of the causal factors onto the real world model created in the Demand Planning
application and associating them with the correct Product / Location / Channel
combinations is clearly crucial. It is important to evaluate demand-planning processes
throughout the organisation, from Finance through Marketing to Operations, and to

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identify how causal factors can be used to improve the accuracy of those planning
processes. A corporate advertising campaign may be as important in influencing
demand as consumer lending rates or rainfall. These may not be significant at an
individual SKU level, where a promotional event or price change may be the primary
factor impacting demand - but can be highly significant at the brand or market level.
What is also important is to assess the impact of repeating an historic event in the future.
For example if the price of an item was dropped by 20% a year ago, what would be the
impact of repeating this 6 months from now and is that the right time to do it, or should
it be 4 months (or 8 months) out? Should it be 25% or would a 15% reduction be
sufficient? Is there any other significant event planned at the same time, which may
reinforce or cancel out the effect on demand of a price reduction? Perhaps another
event close by means that a price reduction is unnecessary, and that fund can therefore
be deployed more effectively elsewhere or at another time.
How should I plan to organise and implement?
Identifying, organising, testing, deploying and maintaining causal factors may seem
daunting: but the real world is complex. A greater understanding of that complexity will
improve the accuracy with which demand can be predicted - and drive top and bottom
line benefits accordingly. This does not mean that all the complexity needs to be
understood and modeled at once. What is important is having a structured plan to
improve the sophistication of the model. Start with the quick wins first decide which
area is likely to give you the greatest return.
It may be improving the market level planning and the setting of corporate targets. It may
be the management of trade promotions and promotional calendars to make more
effective use of trade funds and improve the syncronisation of demand and availability.
These decisions will vary from company to company. What is important is to start, and to
continue once you have started. Get the buy-in of all functions involved in the process,
review the factors that are already used in your company - and try them early on.

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Conclusions and recommendations
Companies should review how they have organised their internal demand planning
activities, and then how they are involving their trading partners in the demand planning
process. In particular they should focus on the following:
Are all of the functions, which influence demand - Marketing, Finance, and
Operations - involved in the process?
Are all of the potential causal factors at the company's disposal - Market Trends,
New

Product

Introductions,

Competitive

influences,

Company

revenue,

profitability and volume targets, Pricing strategies, Promotional and Advertising

activity etc - being considered?
Is real demand (or at least real sales) history being used, or are forecasts based
on order or shipment history?
Does the Demand Planning application provide feedback on the degree to which
a causal factor explains demand? Without this the user is driving blind.
Does the Demand Planning application cater for the modelling of several
coincident causal factors, and can it distinguish between the overall impact and
the contribution each causal makes both individually and in conjunction with
others?
Are causal factors being reviewed on a regular basis to determine whether their
impact is increasing or decreasing? Automatic modelling will take this into
account but it may also be time to look for other causals. Do not be put off by
complexity. Carefully plan the model of your world your organisation, products,
markets and trading partners - and use your demand planning application to
identify the most important factors influencing demand. However, do not try to
model everything at once. A structured and iterative approach to complexity will
still deliver significant and increasing returns. Make good use of your chosen
software vendor. They should have experience in your industry and across a

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wide range of other markets. They should know which causals to look at first and
where to look for them.
Finally, challenge any accepted wisdom in your company that the factors you have been
using for years are the only ones that count.

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in day-to-day supply management; however, it is critically important that the CEO and
the executive management team:
1. Understand the potential value of supply to company success
2. Recruit and/or develop the best available supply management talent
3. Provide the necessary funding for supply management, even (or especially) in tough
business climates
4. Show internal personnel at all levels that they are fully committed to excellence in
supply management
5. Interact with their counterparts at key supplier organizations on a regular basis
Without top management support, no company is able to develop and execute best
practices in procurement. But with sufficient top management support and subsequent
investment in procurement/ supply management operations, the other necessary
elements for success often are created as a result.
Other Factors that Effect Best Practices in Procurement
Critically important to best practices in procurement is the development and use of
systems and methodologies to measure performance of suppliers, systems, and
employees.

Performance

measurement

goes

hand-in-hand

with

continuous

improvement. It is astonishing that many companies simply do not measure the

performance of suppliers or the performance of internal groups that interface with
suppliers, yet they claim to operate supply programs that are based on continuous
improvement. Without a formal, consistent system of measurement, you can't know if
you've improved.
Perhaps equally astounding is that many or most companies know few details of their
overall spend, which, approaches 70 percent of sales revenues in some manufacturing
industries. Far too many large companies have not analyzed their spend across
business units, divisions, or facilities. Spending practices of the typical company also do
not make full use of buying leverage, supplier expertise, or numerous economies of
scale that result from coordinating the spend across the corporation. Companies that
achieve best practices in procurement have in-depth knowledge of how they spend their
money, usually on a global basis.

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Related to knowing a company's spend is the structure of the procurement/supply
management organization. All too often analysts and industry media tout either a
centralized or decentralized procurement structure as "the answer" for a company's
supply needs, with centralized structures deemed appropriate for companies that
provide commodity products or services, and decentralized structures for technology and
high value-added products and services. But, the reality is much more complex. There
really is no single answer to how a company's procurement operation should be
structured. Each situation demands its own analysis, because each situation is different,
even within the same company. In practice most companies that have achieved one or
more best practices in procurement use both structures, depending on the details of
different business situations. But common elements are a strong procurement/supply
management group and a position on the strategic business team for the head of
procurement.

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Supply Chain Management

Chapter 6: Manufacturing in Supply Chain Management

Consumers are becoming more demanding than ever, wanting cheaper, more
customised products and better service. Competition in the manufacturing marketplace
has never been more aggressive. Tough challenges and rapid changes must be faced
by manufacturing organisations simply to remain competitive. Solutions, practices,
technologies and business processes have to develop fast, squeezing greater efficiency
out of the supply chain.
Efficient Manufacturing Supply Chain solutions have become the differentiator between
success and failure. They must be implemented in order to optimise everyday process
industry activities, enabling more intelligent and economical decisions with efficient
planning processes. Improved supply chain velocity, enhanced visibility across the whole
of the supply chain and more opportune, accurate information flows can be seen as a
result.
ORIGIN OF SUPPLY CHAIN MANAGEMENT
SCM is a concept that has originated and flourished in the manufacturing industry. The
first signs of SCM were perceptible in the JIT delivery system as part of the Toyota
Production System (Shingo 1988). This system aimed to regulate supplies to the Toyota
motor factory just in the right - small - amount, just on the right time. The main goal was
to decrease inventory drastically, and to regulate the suppliers interaction with the
production line more effectively.
After its emergence in the Japanese automotive industry as part of a production system,
the conceptual evolution of SCM has resulted in an autonomous status of the concept in
industrial management theory, and a distinct subject of scientific research, as discussed
in literature on SCM (e.g., Bechtel and Yayaram 1997, Cooper et al. 1997). Along with
original SCM approaches, other management concepts (e.g., value chain, extended
enterprise) have been influencing the conceptual evolution towards the present
understanding of SCM.

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In a way, the concept of SCM represents a logical continuation of previous management
developments (Van der Veen and Robben 1997). Although largely dominated by
logistics, the contemporary concept of SCM encompasses more than just logistics
(Cooper et al. 1997).
Actually, SCM is combining particular features from concepts including Total Quality
Management (TQM), Business Process Redesign (BPR) and JIT (Van der Veen and
Robben 1997).
CONCEPT OF SUPPLY CHAIN MANAGEMENT
The supply chain has been defined as the network of organizations that are involved,
through upstream and downstream linkages, in the different processes and activities that
produce value in the form of products and services in the hands of the ultimate
customer
(Christopher 1992).

SCM looks across the entire supply chain (Figure 1), rather than just at the next entity or
level, and aims to increase transparency and alignment of the supply chains
coordination and configuration, regardless of functional or corporate boundaries (Cooper
and Ellram 1993).

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According to some authors (e.g., Cooper and Ellram 1993), the shift from traditional
ways of managing the supply chain towards SCM includes various elements (Table 1).
The traditional way of managing (Table 1) is essentially based on a conversion (or
transformation) view on production, whereas SCM is based on a flow view of production.
The conversion view suggests that each stage of production is controlled independently,
whereas the flow view focuses on the control of the total flow of production (Koskela
1992).

METHODOLOGY OF SUPPLY CHAIN MANAGEMENT

In the literature on SCM, many supply chain methods have been proposed. Most
methods address logistical issues of the supply chain, e.g., quality rates, inventory, leadtime and production cost.
The methods of pipeline mapping (Scott and Westbrook 1991), supply chain modeling
(Davis 1993) and logistics performance measurement (Lehtonen 1995) analyze stock
levels across the supply chain. The LOGI method (Luhtala et al. 1994, Jahnukainen et
al. 1995) studies time buffers and controllability problems of the delivery process. Supply
chain costing (La Londe and Pohlen 1996) focuses on cost buildup along the supply
chain. Integral methods like value stream mapping (Hines and Rich 1997, Jones et al.
1997) and process performance measurement (De Toni and Tonchia 1996) offer a
toolbox to analyze various issues including lead time and quality defects.
Table 1: Characteristic differences between traditional ways of managing the supply
chain and present SCM (Cooper and Ellram 1993)

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Supply Chain Management

OLD SYSTEM

NEW SYSTEM

Cluster of Lathe Machines

It was Kiichiro Toyodas rich imagination of JIT that stimulated Taichi Ohno, to think
about it seriously and put it into practice. He was responsible for the successful
implementation of JIT

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Supply Chain Management

Supply chain managers are often focussed only on the internal supply chain. Going
beyond the internal supply chain by including external suppliers and customers often
exposes new opportunities for improving internal operations.
Inventory management in the SCM Outsourcing:
Each stage in the supply chain management has certain inventory because of mismatch
between supply and demand. This inventory spread throughout the supply chain from
raw materials to work in process to finished goods that supplier, manufacturers,
distributors and retailers hold.
There are mainly two advantages by having inventory on hand in the supply chain.
To increase the demand that can be satisfied.
To reduce the cost by exploiting any economies of scale.
This inventory has an impact on the material flow time in a supply chain management.
Material flow time is the time that elapses between the point at which material enters the
supply chain to the point at which it exits. Another important area where inventory has a
significant impact is throughput, the rate at which sales to the end customer occur. If the
inventory is represented by I, flow time by T, and throughput by R, the three can be
related using Littles law as follows.
For example, if the flow time of an auto assembly process is 10 hours and the
throughput is 60 units an hour, Littles law tells us that the inventory is 60 * 10 = 600
units. If we are able to reduce inventory to 300 units while holding throughput constant,
we would reduce our flow time to five hours (300/60). In this relation inventory and
through must be in the same relation. The logical conclusion here is that inventory and
flow time are synonymous in a supply chain.

= RT

Role in the competitive strategy

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Conclusion
Thus inventory management decisions involve trade-offs among the conflicting
objectives of low inventory, high resource utlization and good customer service. For
making supply chain leaner, firms are using selective control techniques like EOQ, ABC,
etc. and inventory control models like MRP, DRP, JIT, AITS. Therefore, inventory should
be held only when the benefits of holding it exceeds the cost of carrying the inventory.

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Supply Chain Management

Chapter 9: Warehousing in Supply Chain

Across the supply chains, warehousing is an important element of activity in the
distribution of goods, from raw materials and work in progress through to finished
products .It is integral part to the supply chain network within which it operates and as
such its roles and objectives should synchronize with the objectives of the supply chain.
It is not a Stand-alone element of activity and it must not be a weak link in the whole
supply chain network.
Warehousing refers to the activities involving storage of goods on a large-scale in a
systematic and orderly manner and making them available conveniently when needed.
In other words, warehousing means holding or preserving goods in huge quantities from
the time of their purchase or production till their actual use or sale.
Warehousing is one of the important auxiliaries to trade. It creates time utility by bridging
the time gap between production and consumption of goods.
The recent trends and pressures on supply chain / logistics-forever increasing customer
service levels, inventory optimisation, time compression and cost minimization have
inevitably changed the structure of supply chains and the location and working of
warehouses within the supply chains network.
Certainly the old concept of warehouses as a facility to store goods has been outdated.
Warehouses perhaps better referred to as distribution centers; exist primarily to facilitate
the movement of materials to the end customer. There are exceptions such as Strategic
stock-holding, but in all commercial applications; effective and more efficient movement
of materials to the customer is the key, even if some inventory has to be held to achieve
this.
Need for Warehousing
Warehousing is necessary due to the following reasons.
(i) Seasonal Production- You know that agricultural commodities are harvested during
certain seasons, but their consumption or use takes place throughout the year.

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Therefore, there is a need for proper storage or warehousing for these commodities,
from where they can be supplied as and when required.
(ii) Seasonal Demand- There are certain goods, which are demanded seasonally, like
woolen garments in winters or umbrellas in the rainy season. The production of these
goods takes place throughout the year to meet the seasonal demand. So there is a need
to store these goods in a warehouse to make them available at the time of need.
(iii) Large-scale Production - In case of manufactured goods, now-a-days production
takes place to meet the existing as well as future demand of the products. Manufacturers
also produce goods in huge quantity to enjoy the benefits of large-scale production,
which is more economical. So the finished products, which are produced on a large
scale, need to be stored properly till they are cleared by sales.
(iv) Quick Supply - Both industrial as well as agricultural goods are produced at some
specific places but consumed throughout the country. Therefore, it is essential to stock
these goods near the place of consumption, so that without making any delay these
goods are made available to the consumers at the time of their need.
(V) Continuous Production- Continuous production of goods in factories requires
adequate supply of raw materials. So there is a need to keep sufficient quantity of stock
of raw material in the warehouse to ensure continuous production.
(vi) Price Stabilization- To maintain a reasonable level of the price of the goods in the
market there is a need to keep sufficient stock in the warehouses. Scarcity in supply of
goods may increase their price in the market. Again, excess production and supply may
also lead to fall in prices of the product by maintaining a balance of supply of goods,
warehousing leads to price stabilization.
Issues affecting Warehousing
Since warehouses, stores and distribution centers have to operate as essential
component elements within supply chains net work, key decisions when setting up such
facilities must be determined by the overall supply chain strategies for service and cost.
The factors that should be considered include the following.

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Inventory visibility and accuracy.
savings).
Reduced inventory carrying costs up to 35% Lower inventory
(industry average).
utilization.

levels;

higher

space

Reduced investment based on cost of money @

Reduced inventory.
8%
Premium shipping costs

Reduced shipping errors.

Personnel handling paper - potential headcount WMS automates the management of order
reduction or resource redeployment*
and priorities, eliminating paper.

becoming

demanding.

Additionally, the supply pipeline in each of those

channels

becoming

global,

international sourcing seeks to exploit cheaper

alternatives and wider choice. At the same time,
order fulfillment involves serving customers from
many more regions and countries.

Supply Chain Management

flexible, upgradable system will enable a company to make vital improvements in the
future at a much lower cost.
In addition, it is most important to select a vendor that will still be in business when it is
time to upgrade. For that reason, customers should check into the companys long-term
financial viability.
To achieve a rapid return on their investment, companies should seek not only
functionality-rich software, but also software that can be implemented rapidly, smoothly,
and with a low level of risk. This means they should be confident that the vendor can
effectively manage the implementation project and the operational changes that go with
it. The best way to research whether a vendor can meet this requirement is to talk to
companies that have already implemented the software; in short, check references.
It is important to realize that some WMS vendors have expertise in only one industry or
horizontal sector. While there may be basic processes common to all industries,
organizations should choose a solution that can handle the particular requirements of
their industry. In this way, the solution is tailored to the organizations needs rather than
the organization having to adapt to the software.
Promises to keep
Finally, the promise from WMS providers in the new world of multichannel commerce
and supply-chain collaboration is easily made, but not always so easily fulfilled. All
vendors have a vision of where they would like to be and use this positioning to impress
their customers and prospects. However, vendors must be confident that they can fulfill
their own ambitions in the short and long term. More and more companies are coming
into the new logistics arena with the promise of multichannel commerce seamlessly
integrated at both process and data levels.

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Chapter 11: Overview of Outsourcing

It can be described as a process whereby certain management responsibility is

transferred to third party. Though the back office activities in any organization do not
generate revenues directly they are necessary to keep the business running. Thus,
organizations outsource these activities to agencies specializing in providing such
activities; this is known as Business Process Outsourcing.
BPO have a great deal of influence on improving shareholder value by making
companies more competitive and profitable. Organizations only outsource non-core
activities of the organization. These non-core activities are not main functions of the
organizations. But these are necessary for the running of the organization. These noncore activities are called back office activities. These non-core activities are outsourced
to concentrate on core activities.
The core activities are those activities that are main functions of the organization. Some
of the core activities are manufacturing, product design etc. Some of the back office
activities which organizations outsource are,
Data entry
Human resource administration services.
Supply chain management.
Data processing.
General accounting functions.
Data analysis and Data mining.
The core advantages by outsourcing are,
Important being cost advantage.
Better service level and innovations in process.
Some other advantages are,
Improvement on service quality.
Access to outside expertise in several areas, etc.
Risk minimizes.
Allow organization to focus on core functions.

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of the corporate strategy for alignment purposes. Then the strategizing, modeling and
optimization process begins and once complete, it is time for action.

Chapter 12: Measuring SC Performance

Many managers apply a simple model to supply chain operation costs. The lower the
cost, the better the supply chain looks. However, even the hard-nosed will admit that
cutting too much "fat" can lead to cutting muscle. Focusing only on costs eats into
profitability, market positioning and competitive advantage.
Effective supply chain management works backwards from customer needs, helping
companies add financial and business value. If supply chain management emanates
from customer needs and integrates all business functions, there must be a way to
measure its success and make key business decisions.
Supply Chain Operations Reference (SCOR) Model
The Supply-Chain Council's SCOR model is a method for benchmarking and measuring
supply chain performance improvements. SCOR is a cross-industry model that contains
standard process definitions, terminology and metrics, matching supply chain processes
against best practices.
The model was designed to help companies learn from others inside and outside their
industry.
SCOR covers customer interactions from order entry through paid invoice, product
transactions and market interactions from understanding demand to fulfilling individual
orders. The model uses a four-level pyramid that defines the steps a company takes to
measure and improve supply chain performance.
SCOR Model Level 0:
Identifies collaboration points and defines a network where consortiums, enterprises,
divisions or corporate functions collaborate.
SCOR Model Level 1: Process-Type Level

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Defines five management processes where the company creates its competitive position
and operations strategy.
Plan: Defining resources and demand, planning inventory, distribution,
production and rough-cut capacity planning.
Source: Acquiring raw materials, qualifying and certifying suppliers,
monitoring quality, negotiating vendor contracts and receiving materials.
Make:

Making

the end

product:

manufacturing,

testing,

packaging,

engineering changes, holding and releasing products.

Deliver: Managing orders and credit, managing the warehouse and
transportation, delivery inventory and quality. Creating databases for
customers, products and prices.
Return: Returning raw materials and finished goods, maintenance, repair and
overhaul.
SCOR Model Level 2: Configuration Level
SCOR defines process categories that may be supply chain components. Organizations
configure operations using these processes, going into detail to uncover inefficiencies
and flatten the chain, doing "what-if" analyses to evaluate the impact of potential
improvements.
SCOR Model Level 3: Process Element Level
Uses information gathered to set supply-chain improvement goals, define process
elements, inputs and outputs, create performance metrics, investigating best practices
and creating systems to support them.
SCOR Model Level 4: Implementation Level
Implementation is company-specific, focusing on putting improvements into action.
SCOR Model Analyzes Processes
The SCOR model is a process reference model that expands to analyze processes
involving cross-functional activity. For instance, the Plan process involves sales,
marketing, manufacturing, finance, logistics and others. It draws attention to process

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gaps rather pointing to specific departments' performance which can help the company
communicate without ambiguity and help measure, manage and refine processes.
The SCOR Model helps companies capture "as-is" processes, define and achieve a
desired "to-be" future state. It also helps the organization quantify operational
performance and set improvement targets based on best practices in similar companies.
Metrics can include a wide variety of performance measures: delivery (in-full, on-time, inspecification), order fulfillment, fill rate (for make-to-stock), lead time or supply-chain
response time, production flexibility, total cost, realized margin, warranty costs, returns
processing costs and more.
A company is not likely to meet best practice norms in all metrics, so the ones a
company picks should reflect its customer needs and market realities, rather than a "doall, be-all" approach.
SCOR Model Gaps
The SCOR model excludes sales and marketing, research and technology development,
product development and some elements of post-delivery customer support. All of these
impact and influence supply chains, and may be included as modelling evolves.
Product development, especially in short life cycle industries such as fashion has always
been collaborative and across companies. This high degree of "product decay" is now
occurring in most other sectors. To create a super-responsive supply chain in this
marketplace,

companies

need

adopt

concurrent

engineering

approach,

simultaneously designing a product, its specifications, associated manufacturing

processes and the supply chain. As Level 0 evolves, the SCOR model should start to
address supply chain effectiveness with product development as an integral part.
Process, Not Functional References The SCOR model is a process reference model
rather than a functional reference model.
Thus, it opens out to analysis those processes that involve cross-functional activity - for
instance, the Plan process would involve sales & marketing, manufacturing, finance, and
logistics among others. It can effectively draw attention to the gaps in the process rather
pointing to specific departmental functioning. This in turn can help the company in

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communicating clearly, without ambiguity and help in measuring, managing, and refining
particular process elements.
It helps companies capture the "as-is" state of a process with the objective to achieve
the desired "to-be" future state. It also allows the organisation to quantify the operational
performance, and set improvement targets based on best practices in similar
companies.
The metrics can include a wide variety of performance measures such as delivery
performance (delivery in-full, on-time, in-specification is a comprehensive measure of
this), order fulfilment performance, fill rate (for make-to-stock), order fulfilment lead time
or supply-chain response time, production flexibility, total costs or realised margin,
warranty costs or returns processing costs (for reverse supply chains), cycle time for
cash-to-cash (measure of effective capital deployment), etc.
It is virtually impossible for a company to meet best practice norms in all the metrics.
Therefore, the metrics that a company picks should reflect its customer needs and its
market realities, rather than a "do-all, be-all" approach. Some examples are shown in the
following table.
Gaps in the SCOR Model
SCOR explicitly excludes sales and marketing (demand generation), research and
technology development, product development and some elements of post-delivery
customer support. All of these impact and influence supply chains, and may be brought
into the fold as the modelling evolves.
A major omission in the earlier models, which is now acknowledged in version 5 of the
model, is the collaborative nature of relationships in the supply chain. Companies have
never competed solely on the basis of their own competencies, but have been
dependent on their business partners. Asian (including traditional Indian) management
practices have long been based on nurturing chains of relationships to compete more
effectively. The dependencies between companies have recently been highlighted in
western management for a as well, with statements such as "the future lies in competing
supply chains rather than competing companies".

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This leads us to one other issue: that of product development. Product development,
especially in short life cycle industries (such as fashion) has always been collaborative
and across companies. The high degree of "product decay" that has been present in
short life cycle industries is now beginning to occur in most other sectors. Computers,
consumer electronics, even automobiles, are getting outmoded faster than ever.

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In this ever-quicker marketplace, to create a super-responsive supply chain, companies
need to adopt a 3-dimensional concurrent engineering approach. 3-DCE involves
simultaneously

designing

the

product

and

its

specifications,

the

associated

manufacturing processes and the supply chain (including identifying suppliers, the
manufacturing locations, transportation and inventory needs). Traditional approaches
begin with designing the product, and then either designing the supply chain or
designing the manufacturing process - in the bargain, much time is lost in iterations, redesign and re-specification. The 3DCE approach melds the three into a seamless whole.
Possibly with the addition and evolution of Level 0, the SCOR model will move to
address the effectiveness of the supply chain with product development as an integral
part, as I believe it should be. Product development is linked to customer needs, existing
or potential, and if the supply chain is to be measured, the impact of product
development has to be accounted for.
Level 1, the Top or Process-Type Level, defines the various process types and
performance targets at the enterprise or entity level. At this level, the company is
essentially defining its competitive position and operations strategy. This includes its
competitive performance requirements, performance metrics, its supply chain scorecard
and gap analysis, and a project plan.
This level highlights five distinct management processes: Plan, Source, Make, Deliver,
Return. (For reasons why "return" is now being added to the supply chain processes,
please see the chapter on reverse supply chains.)
Plan: This process includes the assessment of supply resources, aggregate and
prioritise demand, plan inventory, distribution requirements, production, material and
rough-cut capacity of all products and all channels, make-or-buy decisions, as well
as product cycles.
Source: Sourcing infrastructure and processes include supplier evaluation,
certification and feedback, quality monitoring, negotiation and vendor contracts, as
well as processes dealing with the receiving of material.

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Make: This concerns production, execution and managing "make" infrastructure,
including manufacturing, testing, packaging, holding and releasing of product are
undertaken here.
Deliver: This comprises order management (including customer interaction from
raising

quotations

through

entering

orders),

warehouse

management

and

transportation management.
This also includes creating and maintaining customer databases, product and price
database, and credit management during the customer interaction, as well as channel
management rules, order management rules and managing delivery inventories and
managing delivery quality.
Level 2, the configuration level, defines 30 core process categories that are possible
components of a supply chain. Organisations can configure their ideal or actual
operations using these processes. Each product may have its own supply chain that
might need to be configured. This level goes into the next layer of detail. For instance,
under the Planning Process, at this level Plan would include Plan supply chain, Plan
source, Make to stock, Deliver make-to-order etc. At this level, as the company breaks
its processes down, it can uncover process inefficiencies and can even move towards
flattening the chain. Level 2 allows a degree of "what-of" analysis and therefore an
evaluation of the impact of potential improvements.
Focusing on the material flow, this level includes the geographical and thread diagram
for the as-is and the to-be process.
Level 3, the Process Element Level, provides the information required for successfully
planning and setting goals for supply-chain improvements. It defines the process
elements and includes inputs and outputs, performance metrics, best practices where
applicable, and system capabilities needed to support best practices. This level
specifically gets into information and workflow analysis, and helps to align performance
levels, practices, and systems. This level leads to the fine-tuning of the company's
operational strategy. At this level and below, the impact of improvements can be
validated.

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Level 4 onwards, the Implementation Levels, are company-specific, and includes the
organisation structure and people needs, the process and the technology. It focuses on
implementation, i.e. putting specific supply-chain improvements into action. These are
not defined within an industry standard model, as implementation would be unique to
each company.
Process, Not Functional References The SCOR model is a process reference model
rather than a functional reference model. Thus, it opens out to analysis those processes
that involve cross-functional activity - for instance, the Plan process would involve sales
& marketing, manufacturing, finance, and logistics among others. It can effectively draw
attention to the gaps in the process rather pointing to specific departmental functioning.
This in turn can help the company in communicating clearly, without ambiguity and help
in measuring, managing, and refining particular process elements. It helps companies
capture the "as-is" state of a process with the objective to achieve the desired "to-be"
future state. It also allows the organisation to quantify the operational performance, and
set improvement targets based on best practices in similar companies.
The metrics can include a wide variety of performance measures such as delivery
performance (delivery in-full, on-time, in-specification is a comprehensive measure of
this), order fulfilment performance, fill rate (for make-to-stock), order fulfilment lead time
or supply-chain response time, production flexibility, total costs or realised margin,
warranty costs or returns processing costs (for reverse supply chains), cycle time for
cash-to-cash (measure of effective capital deployment), etc. It is virtually impossible for a
company to meet best practice norms in all the metrics. Therefore, the metrics that a
company picks should reflect its customer needs and its market realities, rather than a
"do-all, be-all" approach. Some examples are shown in the following table.
Potential Gaps in the SCOR Model Some of the areas that SCOR explicitly excludes
include sales and marketing

(demand generation),

research and technology

development, product development and some elements of post-delivery customer

support. All of these have some impact and influence on supply chains, and may be
brought into the fold as the modelling evolves further. One major omission in the earlier
models, which is now acknowledged in version 5 of the model, is the collaborative nature
of relationships in the supply chain. Companies have never competed solely on the

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basis of their own competencies, but have been dependent on their business partners.
Asian (including traditional Indian) management practices have long been based on
nurturing chains of relationships to compete more effectively.
The dependencies between companies have recently been highlighted in western
management for a as well, with statements such as "the future lies in competing supply
chains rather than competing companies". The latest version of the SCOR model, thus,
adds a Level 0 where the company identifies the value network and the points of
collaboration along a global value network. SCOR documentation mentions Level 0 as
recognising "the uniqueness of Distributed Heterogeneous Processes that comprise the
network" (although adding that this is "not in scope").

It also makes a further qualification about the network itself, where collaboration takes
place amongst "entities" which may be consortiums, enterprises, divisions or corporate
functions - this is clearly a quantum jump ahead from thinking of business processes as
within the four walls of one company. This leads us to one other issue: that of product
development. Product development, especially in short life cycle industries (such as
fashion) has always been collaborative and across companies. The high degree of
"product decay" that has been present in short life cycle industries is now beginning to
occur in most other sectors. Computers, consumer electronics, even automobiles, are
getting outmoded faster than ever.
In this ever-quicker marketplace, to create a super-responsive supply chain, companies
need to adopt a 3-dimensional concurrent engineering approach. 3-DCE involves
simultaneously

designing

the

product

and

its

Customer - Example: Order Fill Rate, Backorder Levels, OnTime Delivery
Internal Business - Example: Adherence-To-Plan, Forecast Error
Training:

Example:

house

Training

Hours,

APICS

Membership/

Certification.
While the Balanced Scorecard approach was not specifically designed for the Supply
Chain, it does give a good guidance for your core measures. The central idea is to focus
on key metrics that have real meaning to your company. You don't want to get lost in a
sea of numbers that don't really mean anything. The Balance Scorecard approach helps
you to keep your measures aligned with your objectives. These measures should be
tracked over time (usually monthly) with specific targets for each.
Here are just a few of the many Cycle Times you should consider for your Supply Chain.
All of these measures should not only calculate the days (or hours) from the start and
finish, but also between the various steps in between.
Customer Order Promised Cycle Time: The anticipated or agreed upon cycle time of a
Purchase Order. It is gap between the Purchase Order creation date and the RDD
(Requested Delivery Date).
Customer Order Actual Cycle Time: The average time it takes to actually fill a customers
purchase order. This measure can be viewed on an Order or an Order Line level. The
measure starts when the customers order is sent/received/entered. It is measured along
its various steps of the order cycle. Through credit checks, pricing, warehouse picking
and shipping. The measure ends at either the time of shipment or at the time of delivery
to the customer (sometimes tracked by using an EDI #214). This "actual" cycle time
should be compared to the "promised" cycle time.
Manufacturing Cycle Time: Measured from the Firm Planned Order until the final
production is reported. It usually takes into account the original planned production
quantity verses the actual production quantity. Example: X% of the planned quantity
must be completed on a production run or the cycle time should not be considered.

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Example:
Order Entry Accuracy

: 99.95% Correct (5 errors per 1000 order lines)

Warehouse Pick Accuracy

: 99.2%

Delivered on Time

: 96%

Shipped without Damage

: 99%

Invoiced Correctly

: 99.8%

Inventory Rationalization: An analysis that categorizes your inventory by various

categories. Examples- Current Inventory levels of A,B,C products
- Inventory turns of A,B,C
- Value of Slow Moving product (those products you may have more than "x" number of
weeks worth)

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Setting Goals for your Supply Chain Metrics:

Once you have an understanding of basic Supply Chain Metrics, focus on a limited
number of measurements that add value. Choose those metrics that will track your
companies true performance. You don't want to get into the trap of "analysis paralysis".
Over-analysis leads to confusion and sometimes conflicting goals. I would recommend
picking 5 - 7 key measures per functional area. These measures are sometimes
referred to as KPI's (Key Performance Indicators).
Once you have identified these metrics, you can then set your goals. This will enable
your organization/department to track it's performance to expectations. But how do you
set these goals? How do you determine what to target? At what point have you achieved
Supply Chain optimization?
Your overall company goals should be considered when setting your Supply Chain
targets. You want to make sure that your Supply Chain goals do not conflict with your
company objective. Targets can reflect how aggressive you want to be in pursuing
change.
Some Guidelines.....
First, make sure you understand exactly what it is your measuring. What drives this
measure? What causes failure? Where do you need improvement? Once you can
answer these questions, you're in a better position to set your goals.
Some companies use a guideline of 10% improvement per year. But, this is a very
general guideline.
Benchmarking: One way to set your goals is Benchmarking. There are various
benchmarking services, that for a fee, will compare your company to other "like"
companies. You submit your answers to a set of questions. Those answers are
averaged in with other companies submissions.
Averages are calculated and World Class levels are set.

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As an example, if the average Fill Rate for your industry is 93% and your performing at a
80% level, then it's obvious you need to set an aggressive goal. However, if the industry
average is 93% and you're at 94%, you may want to target a minimal gain. Your
aggressive efforts should probably be focused in other areas. The caveat here is
defining "like" industries. Make sure the comparison your making is a fair one.
SMART goals :
Specific: Provide enough detail so that there is no question on what is being measured
and no question how the metric is calculated. You should be specific as to the
measurement, goals and responsible people/department.
Measurable: Here is where you use your metric. Make sure you have a reliable system
in place that will accurately measure your performance
Attainable: Will the Supply Chain projects you have scheduled for the year produce
results that will achieve your goal? The person setting the goal and the person
responsible for achieving the goal should agree with the target. If results are unattainable or unrealistic, they will have a de-motivating effect on your employees.
Realistic: Don't plan to do things if you are unlikely to follow through. Better to plan only
a few things and be successful rather than many things and be unsuccessful. Your
Supply Chain goals should be challenging, but realistic in relation to the improvement
projects you have in place.
Time frame: Identify when your targeting to hit your goal.
Example: Your current Fill Rate is 87% and your Supply Chain projects should improve
your measure to 93%. But is the 93% goal for the final month of the year OR is it
averaged out over a specific timeframe?
Supply Chain optimization is difficult to achieve. But with the right metrics in place and
proper goals set, you now know where to focus your improvement projects. You have
just gotten closer to Supply Chain optimization.
Ever get confused by Acronyms? Everyday, more & more seem to be popping up.

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or some standardised procedure. There were no specific suppliers but the onus was on
the least price. The other functional areas had no relation to the purchase and did not
interact with suppliers. The trend changed to having an integrated procurement system
so that the companys total costs are reduced effectively. Using MRP and long term
forecasting techniques the cost was negotiated with suppliers. In the next generation
with the advent of IT the e procurement is done where in online auctions are
conducted and strategic relations are forged with good suppliers by long-term contracts
and relationships. The suppliers are given timely information through a connected
communication system. The nucleus organisation can form new industry designed
market places on the Internet to gain advantage of volumes and visibility of prices.
Planning
The supply and production planning in earlier days was done based on the historical
data. There was not much linkage with business planning and production changed with
varying demands. The adherence to the laid out plan was not possible and they
eventually piled up inventories or faced stock outs. This was mainly due to the lack of
information and techniques to analyse such information. The later stages had integrated
approach using ERP systems, but still they planning were deficient with respect to their
external supply chain.
The present day planning approaches include collaborative planning, forecasting and
replenishment (CPFR). It involves long term commitment to free information sharing for
collaborative planning purposes like Joint business planning

(categories, brands,

IT investments for supply chain management could also be evaluated on the above
criteria. The following different application scenario could be possible:
Legacy system in use and SCM module deployed as a supplementary tool
ERP which may enable certain features of supply chain activities, but there is
a need to deploy an aggressive SCM application to achieve competitive
advantage
Creating a new tailor-made system or first generation application
Application deployment at modular activity level like for warehousing,
transportation, demand forecasting, etc.
There are many vendors and solutions integrators with domain expertise who could use
existing products for configuring any such solutions. It is ideal to look for an application
considering the following criteria:
1. Domain expertise
2. Ability to deliver an integrated solution
3. Cost effectiveness
4. Ability to cover and integrate external entities
5. Flexibility to incorporate newer development on a shorter cycle
6. Ability to facilitate smooth migration

OBJECTIVE TYPE QUESTION

1. A supply chain includes only the organizations directly involved in supplying

components needed for manufacturing.
True / False
2. The major drivers of supply chain performance are facilities, inventory,
transportation, and information.
True / False
3. The replenishment cycle occurs at the distributor/manufacturer interface.
True / False
4. An e-business can reduce network facility costs by increasing the number of
facilities used.
True / False
5. The bullwhip effect moves a supply chain away from the efficient frontier by
increasing cost and decreasing responsiveness.
True / False
6. Processes that focus on downstream interactions between the enterprise and its
customers are included in
a. Customer Relationship Management (CRM)
b. Internal Supply chain management
c. Supplier Relationship management
d. None of the above
7. The decision phases in a supply chain include
a. Production Scheduling

c. Supply chain operation

b. Customer relationship

d. Supply chain orientation

management

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Supply Chain Management

8. Which of the following is not a major driver of supply chain performance?
a. Customers

c. Inventory

b. Facilities

d. Transportation

e. Information
9. Distribution is a key driver of the overall profitability of a firm
a. The addition of distributor only adds cost to supply chain
b. It directly impacts both supply chain costs and customer experience
c. It slows down the responsiveness of the supply chain
d. It cannot be developed as a supply chain strategy
10. Lead time is the gap between
a. When an order is placed and when the order is received
b. When an order is received and when it is put away
c. When an order is received and when it is used
d. None of the above
11. The cycle view of a supply chain holds that the processes in a supply chain are
divided into 2 categories depending on whether they are initiated in response to
or in anticipation of customer orders.
True / False
12. The main advantage of a distribution network with local storage is that it can
lower the delivery cost and provide a faster response than other networks.
True / False
13. To extract maximum benefit from e-business, firms should integrate it with their
existing supply chain networks.
True / False
14. Successful supply chain management requires which of the following decision
phases? (Tick the correct option from the choices below)
a. Supply chain

c. Supply chain operation

strategy/design

d. All of the above

b. Supply chain planning

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15. The time between when a customer places an order and receives delivery is
a. Response time.

d. Customer experience.

b. Product variety.

e. Order visibility.

c. Product availability.
16. A milk run is a route in which a truck either delivers product from a single supplier
to multiple retailers or goes from multiple suppliers to a single retailer.
True / False
17. A reliable supplier has low variability of lead-time, whereas an unreliable supplier
has high variability.
True / False
18. The selection of suppliers, design of supplier contracts, product design
collaboration, procurement of material, and evaluation of supplier performance
are a part of
a. Procurement.

d. Supplier selection.

b. Sourcing.

e. None of the above

c. Supplier scoring and

assessment.
19. The fundamental supply chain decision(s) involving the trade-off between
transportation and inventory costs is (are)
a. Choice of transportation

d. All of the above

mode.

e. Both a and b

b. Inventory aggregation.
c. Level of customer
responsiveness.
20. E-business enhances traditional business transactions by allowing them to take
place over the Internet where they can often be executed
a. Less efficiently and with a lower level of responsiveness.
b. Less efficiently but with a higher level of responsiveness.
c. More efficiently and with a higher level of responsiveness.
d. More efficiently but with a lower level of responsiveness.

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e. None of the above
21. Supply chain planning relates to supply chain configuration and has long term
impact lasting several years.
True / False
22. In organizations value chain and supply chain is not one and the same.
True / False
23. If a mismatch exists between what the supply chain does particularly well and the
desired customer needs, restructuring the supply chain only is necessary.
True / False

24. A companys partners in the supply chain may well determine the companys
profitability as the partners are intimately tied to its supply chain.
True / False
25. The major drivers of supply chain performance are inventory, facilities and
transportation only.
True / False
26. Increasing the number of facilities decreases the response time and
transportation cost but increases inventory and facility cost.
True / False
27. The goal of network design is to maximize the supply chains long-term
profitability. This is possible by having a well laid out business strategy.
True / False
28. Cycle Inventory exists in a supply chain because different stages exploit
economics of scale to lower total cost. The costs considered include material
cost, fixed ordering cost and handling cost.
True / False

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29. Vertical relationships between supplier and customer / buyer are known as
alliance.
True / False
30. If a product has a low value to weight ration, low demand uncertainty or customer
orders are small, inventory aggregation decreases supply chain costs.
True / False
31. The information flow in a proper integration amongst the components of the
logistics is___
a. Suppliers ---procurement---processing---distributioncustomers
b. Suppliers---processing---procurement---distribution---customers
c. Customers---procurement---processing---distributionsuppliers
d. Customersdistributionprocessingprocurement---suppliers
32. The main task of distribution in the supply chain model is the management of
demand.
True / False
33. ----------aligns the capabilities of suppliers, manufacturers, channel partners,
service providers, and customers to develop sustainable competitive advantage:
a. e-business solutions

c. supply chain mapping

b. supply chain

d. Logistics

34. The warehouse receipt is transferable by endorsement.

True / False
35. The average occupancy level of the available storage area in the warehouse
through a period of one year is --a. Occupancy ratio

c. Storage density

b. Warehouse ratio

d. Warehouse occupancy

PARAGRAPHE TYPE QUESTION

1) Explain the role of the major drivers of the supply chain performance.
2) How E-Business does affects the supply chain activities.
3) What are the three Decision phases in the supply chain? Explain.
4) Discuss the importance of collaboration within a supply chain when performing
aggregate planning.
5) Define supply chain integration process and need for creating an effective
supply chain organization structure. Explain with an illustration.
6) Contemporary supply chain management depends on technology and visibility
of information across the chain. Elucidate with an example.
7) Explain the need for demand planning and three approaches to forecasting.
8) Organizations are increasingly outsourcing supply chain function to 3 PL
service

providers. Analyze the role of 3 PL service providers and the criteria

required for the success of such operations

9) What do you understand by fourth party logistics service providers? Give an
example.
10) How can IT help a business firm strategic alliances and partnerships - (as the
case may be) with its customers, suppliers and others?

Illustrate with

examples.
11) In the global economy, a well developed ability to create and sustain fruitful
collaboration gives companies a significant leg-up Kanter. David Farmer
says that, Much of the history of Commercial transaction in India has been
enacted against backcloth of the Latin tag CAVEAT EMPTOR Buyer
Beware. Please reconcile the statements and suggest eight critical points
necessary for inter-organizational relationships to meet, if they are to be

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Supply Chain Management

successful. But remember the famous Jurist, V R Krisha Iyer stated that In
India, litigation is immortal and litigators are mortal.

12) What are some industries in which aggregate planning would be particularly
important? What are their characteristics?
13) What are the main differences between the aggregate planning strategies?

14) What modes of transportation are best suited for large, low value shipments?
Why? Discuss key drivers that may be used to tailor transportation. How does
tailoring help?
15) Proper decision on warehousing will enhance the effectiveness of marketing
considerably Explain
16) Discuss different techniques for inventory control with their merits and demerits
17) Explain the need for demand planning and three approaches to forecasting.
18) How do logistics requirements for e-commerce business differ from those of
traditional business?

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MODEL CASE STUDY

Case 1:
Study the Enclosed case study Titled Family Superstore, and answer all the questions
provided at the end of the case study. Your answers may be supported with any
diagrams, models or algorithms, as may be necessary. Neatness, brevity, and clarity in
the answers will be appreciated and recognized appropriately
FAMILY SUPERSTORE
Family Superstore (FS), a leading shopping mall in Gurgaon, has decided to increase
the size of its store. Currently, FS sells three products. FS has collected the following
data for year 2004.
Product Line
Soft

drinks Fresh Produce Packaged Food

(SD)

(FP)

(PF)

Revenue (Rs)

315,400

850,000

400,000

Cost of goods sold Rs

240,000

600,000

360,000

Cost of bottles returned (Rs)

5,000

No of purchase orders placed

150

300

150

No of deliveries received

125

850

275

Hours of shelf-stocking time

216

2,160

1,080

Item sold

50,000

400,000

125,000

FS also provides the following additional information:

Activity

Description

Total costs (Rs)

A. Bottle returns

Returning of empty bottles

5,000

B. Ordering

Placing of Purchase Orders

62,400

C. Delivery

Physical delivery & receipt of 100,000

items

D. Shelf-stocking

Stocking of merchandise

E. Customer-support

Assistance

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172

75,000
to 125,000

Supply Chain Management

customers including checkout

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Questions:
1. FS currently allocates store support costs (all costs other than the cost of goods
sold) to product lines on the basis of the cost of goods sold of each product line.
Compute the operating income (which is equal to revenue minus all costs) and
operating income as percentage of revenues for each product line.
2. If FS allocates store support costs to product lines using ABC (Activity Based
Costing), compute the operating income and operating income as a percentage
of revenues for each product line after clearly identifying the cost driver for each
support activities (A to E).
3. Comment on your answers to questions 1 and 2 above.
-xCase 2:
Study the enclosed Case Study titled Bright Light India Ltd. and answer all questions
provided at the end of the Case Study. Your answers may be supported with any
diagrams, models or algorithms, as may be necessary. Neatness, brevity and clarity in
the answers will be appreciated and recognized appropriately.
Bright Light India Ltd.
Bright Light India is a leading multinational company in Electrical goods manufacture
operating in 8 businesses with 12 factories. The president of the Lamps Division in India
recently attended a programme for Senior Management on Supply chain Management.
He understood from the programme that measuring and reducing the end-to-end supply
chain cycle time is imperative for survival and gives substantial competitive edge to the
company. He learnt that there are two components of Cycle time. - Horizontal Time
which is the time taken for movement from one place to another and Vertical cycle time
which is the time material stays in one place without movement. Computing both times
have theirs own respective challenges.
On return from the programme, he asked his executive assistant, Mr. Vinod Khosla, a
young MBA from a reputed management school to collect relevant data and assess the

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Supply Chain Management

total supply chain cycle time for one of their products. The president learnt from his
European counterpart that the total cycle time would exceed 120 days and offers a gold
mine for containing costs and improving customer service. Mr. Vinod Khosla collected
most of the relevant data, which are summarized below.
Companys Supply Chain
Suppliers

Factory

Wholesalers

Retailers

End

consumers

Present Ordering and stocking policies

Factory to Supplier: Order Quantity = Two weeks consumption of RM

o ROL = Two weeks requirement + 25% Safety stock

Wholesalers to Factory: Ordering policy =Monthly ordering

Order quantity each month = Maximum stock level- Stock balance

Maximum stock level = Monthly demand from Retailers + Lead time demand +1
week safety stock

Present ordering and Stocking policies (Continued)

Retailer to Whole saler :Order quantity = 2 weeks demand from consumers

ROL: =Two weeks demand+ 25% safety stock

Manufacturing cycle time = 2 weeks

Transport time from Supplier to Factory, Factory to wholesaler and from

wholesaler to Retailer = one week each.

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Supply Chain Management

Actual figures based on six months average:
Item

Sales/consumption
Per month ( Rs. Lakhs)

1. At supplier end

Inventory Turnover
based on monthly sales
4.0

2 At Factory
RM (Consumption)

1.33

WIP (Production value)

120

1.2

FG (Sales value)

160

2.0

3 Whole saler

0.6

4. Retailer

1.33

Transportation time: Average: 7days Range: 5-10 days

Discussion questions
1. Compute the total supply chain cycle time based on their policies and the actual endto-end cycle time.
2. Estimative the average funds blocked up in the system.
3 Mention the contributory factors for the long actual cycle time and suggestions for
reducing them.
-x-

Case 3:
Study the enclosed Case Study ANAND METAL AND TIN PRODUCTS PVT LTD and
analyze the case, using a fish-bone (cause and effect) diagram and react:

ANAND METAL AND TIN PRODUCTS PVT LTD

Anand Metal and Tin Products Pvt. Ltd. is a large distributing firm dealing in metal and
tin products. It has six regional warehouses for serving adjacent states and six offices in
regions with its headquarters in New Delhi. Six warehouses act as sales outlets, which

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Supply Chain Management

are autonomous in character. The purchasing and inventory policy is determined by
each Product Manager in consultation with Warehouse Managers in each zone, but the
broad policy directives are given by the General Manager in New Delhi.
Mr. C. L. Anand, Chairman of the company found to his utter dissatisfaction that the
company has not been able to make any profit during the last three years, nor sales
have appreciably increased.

Although its profit-to-sales ratio has been low in

comparison to other competitive firms in the line during the previous years, but during
the last two to three years it has dwindled further even though there are good demands
for metal and tin products in the market.
In an effort to bring about a change in his company, Mr. Anand fired Mr. B N Mishra, the
General Manager of the company who had been holding the position for the last seven
years.

He was replaced by Mr. S P Srivastava with an alluring pay and liberal

perquisites.
On joining the company, Srivastava carefully went through the sales records and
predicted sales increases for several products listed in the Sales Catalogue. In his
estimates, he also convincingly declared increases in sales would turn the table and this
would enable the company to make good profit. He therefore instructed all the regional
Product Managers that they in consultation with the Warehouse Managers should
immediately initiate purchase actions for all items. He outlined the inventory policy as
follows:

An all-out effort should be made to get as much quantity discount as possible on

all purchases in future.

Whenever possible, purchases should be in such lots as to be economical and

optimal.

Stocks in warehouses may rise due to this larger quantity purchases, but
increased carrying cost for higher inventory holdings would be compensated by
an increase in sales and better customer service.

Within a short time, sales picked up and by the year-end it was expected to go beyond
all predictions. But all the warehouses reported huge stocks of unsold inventory. This
superseded all previous records in the company history.

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Supply Chain Management

Following a rumor that there is an impending strike in the factories of a major metal and
tin products manufacturer in the country, Srivastava urged all the warehouses to
increase stocks further and instructed Product Managers to procure all items from any
available source.
The strike, however, did not materialize owing to a union management settlement and
the Product Managers promptly acting on his advice inflated stocks of the warehouses to
a danger level. At the-end of the year during final accounting it was found that even
though there has been some improvement in the sales, the company has actually
incurred loss.
Do you think Mr. Anand was right in pinning his faith on Srivastava?

Was

Srivastavas action for a policy of inventory built-up right, without studying pros and
cons of the metal and tin products business?

-xCase 4:
Study the enclosed Case Study, titled Newspapers as CRM tools and answer the
Three questions provided at the end.
Your answers may be supported with any diagrams, models or algorithms, as may be
necessary.
Neatness, brevity and clarity in the answers will be appreciated and recognized
appropriately.
British Industry can save USD2.4bn a year
Supply chain relationships hold the key
British manufacturing companies can save USD 2.4bn a year by developing effective
supply chain relationships with customers and suppliers. This is the conclusion of a new
repot, based on research for the institute of logistics, by A.T. Kearney, management
consultants, and Manchester School of Management of UMIST. The report says that

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Supply Chain Management

collaboration in the supply chain is not being fully exploited in the United Kingdom, with a
cost penalty estimated at 6 percent of purchased material costs each year.
Although 92 percent of manufacturing companies say they have, or intend to have,
supply chain relationships with customers and suppliers, less than a third have bothered
to measure the costs and benefits associated with these initiatives.

As a result, many

companies are unable to develop relationships to the point where they deliver tangible
results rather than rhetoric claiming partnership. The difference between results and
rhetoric can generate savings of up to 6 percent in purchased material costs each year,
according to Steve Young of A.T. Kearney. For a typical USD 100m turnover
manufacturer, this would represent around USD 2m in lost opportunity annually.
The report shows that this failure to measure that pain and gain of closer supply chain
relationships makes it difficult to demonstrate that they have been a success in anything
other than a subjective way, or to identify areas in which the relationships could be
further improved. As a result, few relationships progress beyond the stage of limited cooperation at an operational level.
Development to more advanced levels is also held back by a concern on the part of
suppliers about becoming over-dependent on their major customers, even though they
commonly wish to increase their customers dependence on them. The reluctance of
firms to make themselves too vulnerable to particular customers acts as a constraint on
the relationships that are required to improve interface and share ideas on how to
reduce costs and improve service and quality.
The study found that over three-quarters of the collaborative initiatives studied brought
benefits to other relationships, so that developing the right relationships can be a
powerful driver of change within a company overall, through the transfer of ideas and
learning. This means that the idea of win-win relationships needs to be treated with
some caution.

Some evidently successful projects appeared to entail considerable

imbalances in the distribution of costs and benefits, typically with the supplier paying and
the customer benefits.

Owner, this makes sense where the supplier transfers the

learning and applies it to other areas of the business, or where the level of trust builds
over time to encourage collaboration at a strategic level in areas such as market entry
and product innovation.

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Supply Chain Management

The evidence suggests that supply chain integration is not being fully exploited. The
links that exist are still fundamentally arms length, with traditional behaviours and them
and us attitudes.

Effective partnerships rise above this to look at the extended

enterprise, from raw material sources through to end customer, from a total business,
rather than a narrow buyer-seller perspective.
This is not achieved overnight. The report characterizes courtship that can ultimately
lead to partnership in four ways:
1. Clear goals endorsed by senior management that reflect significant business
objectives
2. Accurate measurement of costs and benefits allowing prioritization of effort
and demonstration of success
3. Commitment of an appropriate level and quality of resources on both sides to
make real progress quickly.
4. Active learning processes to share best practice information across both
organisations,

thus

leveraging

individual

relationships

and

building

partnerships
Partnerships based on this strong foundation will deliver results rather than rhetoric.
Steve young says: British industry needs to stop flirting with relationships and start
going steady with partners who have the potential to make a difference. Each partner
should expect a degree of nervousness in the other much like marriage, if a=only
because collaboration creates a sense of dependency.
This nervousness should be tolerated until confidence is established. It should be
understood that while the customer may get immediate benefits through substantial cost
savings, the supplier may suffer short-term pain before benefiting form its new
competitive position.
If there are changes in both customers and suppliers operations there is likely to be an
equal distribution of costs and benefits including long-term strategic advantages.
However, where the changes are predominantly made by the supplier, the benefits are
skewed towards the customer and the costs towards the supplier.

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Supply Chain Management

Source: Institute of logistics Press Release on the publication of Profiting from

partnership, February 1996
Questions:
1. Explain the supply chain system Of the British Industry with the help of a
schematic diagram.
2. What are the strategies recommended/adopted to deliver results?
3. win-win relationships needs to be treated with some caution Explain your
stand.
4. Supply chain relationships hold the key for successes discuss.
----X----

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