ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDSCMN (SEM 2)
SUBJECT CODE & NAME SC0006 – GLOBAL LOGISTICS AND SUPPLY CHAIN
MANAGEMENT
BK ID B1661
CREDIT AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Assume that you are working in a textile company. Your company decides to import all the raw
materials cotton clothing from the global suppliers to improve the sales. The company assigns
you the task of analysing various issues that must be considered while importing. What are
different issues you face while importing the goods from a global supplier?
A
Listing of the issues with respect to various
countries you wish to import from.
Brief explanation of issues with suitable examples
Summarization of how these issues may affect your
company’s business
1
6
3
10
2 Insurance Claim by Jayshri Impex
Jayshri Impex is one of India's leading garment manufacturer and exporter of textile dyes and
chemicals whose manufacturing facility is located at Jethpur (near Rajkot), Gujarat. The head
office of the company is at Mumbai.
The company manufactures an African traditional dress worn by all natives of African cities -"khanga". Jayshri Impex has set high standards in garment export and it is recognised by the
government of India for its extraordinary work. They have their presence in other cities of India as
well as in Africa.
Theft of goods
Armed bandits on October 5, 2004, looted the export consignment of 185 bales of fabrics from
the train, when it was transported to Brazzaville (Republic of Congo, West Africa). The company
had insured their cargo with Bajaj Allianz and lodged a claim at the Bajaj Allianz, Rajkot office on
the same day.
Insurance support from Allianz
Even though the location of theft was in the remote jungles of Africa, Bajaj Allianz appointed
Lloyd's Agency to carry out a survey immediately to check for the correctness of the claim.
Lloyd's was submitted on the survey report on November 20, 2004. It took a month for Lloyd's to
submit the report due to the procedural formalities involved in Africa to procure documents like
police papers and no trace reports. Since the survey report was submitted in French a translation
of the same was done at Ahmedabad on November 23, 2004.
The Insured submitted all the remaining documents such as Power of Attorney, Original Bill Of
Landing, NOC from Consignee, etc on November 25, 2004 from their Head Office at Mumbai.
The claim was processed and based on the survey findings it was found to be true and the
insurance amount of Rs.31,37,360/- was released on November 30, 2004.
Inference
Jayshri Impex managed to avoid a huge loss thanks to the insurance that it had purchased. The
insurance company Bajaj Allianz also responded quickly and supported its client by releasing the
amount at the earliest.
Why did Jayshri Impex claim for insurance? What type of insurance may Jayshri Impex
opted for. How did the insurance company help Jayshri Impex?
(Source:http://general.bajajallianz.com/BagicCorp/bajaj_home/claims/case_study.jsp)
A
Reason for claiming insurance
Inference for the Type of insurance opted (evidence
from case study, linking to type of insurance)
Settlement of insurance (support from insurance
company)
2
4
4
10
3 Explain in detail about INCO terms.
A
Definition of INCO terms. What do they indicate?
Listing and description of INCO terms
2
8
10
4 Name the two types of rate making and explain the factors affecting air freight rates.
A Discussion of freight rates (general and specific
commodity rate) with example
Brief explanation of freight rates (cost of service,
competition, directionality, characteristics of traffic
and value of service )
5 (2.5 marks each)
5(1 mark of each)
10
5 Write short notes on
Bareboat Charter
Combination vessels
Importance of free trade zones
Dry ports in India
A Explanation of
Bareboat Charter
Combination vessels
Importance of free trade zones
Dry ports in India
10 (2.5 marks each) 10
6 Explain the global trends that affect the decision of a global logistics manager
A Explanation of global trends(Market concentration ,
Production dispersion, Product line diversity) with
suitable examples
Concluding remarks
9 ( 3 marks for each
trend)
1
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDSCMN (SEM 2)
SUBJECT CODE & NAME SC0007 – CATEGORY MANAGEMENT IN PURCHASING
BK ID B1662
CREDITS AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Write Short notes on
Obstacles for driving change in category management process
Product category life cycle
Stakeholder mapping
Request for Information
Obstacles for driving change in category
management process
Product category life cycle
Stakeholder mapping
Request for Information
10 (2.5 marks each) 10
2 Explain opportunity analysis.
A Explanation should include:
Use of opportunity analysis
How it is carried out?
Benefits
Disadvantage
Example
Alternative form of opportunity analysis
2
2
1
1
2
2
10
3 Wal-Mart redefines sourcing strategy
By Gill McShane
Wal-Mart Stores has announced in a press release a number of related events that position the
company to leverage its global scale to reduce costs of goods, accelerate speed to market, and
improve the quality of its products.
The new global sourcing strategy involves the creation of Global Merchandising Centers, a
change in leadership and structure, and a strategic alliance with Li & Fung, a global sourcing
organisation.
The announcements are “important elements in the company’s strategy to deliver even greater
value to its customers and shareholders”, according to Wal-Mart vice-chairman Eduardo CastroWright.
Walmart first announced a consolidated global sourcing structure centred around new Global
Merchandising Centers (GMCs) at its annual meeting for the investment community in October
2009. This new structure is expected to leverage the company’s global scale in both general
merchandise categories and global food sourcing.
“The newly-established Global Merchandising Centers represent the largest and most important
element of our new sourcing strategy,” said Mr Castro-Wright. “These centers will create
alignment between sourcing and merchandising and drive efficiencies across various
merchandise categories.”
The core of the company’s overall global sourcing strategy will be to continue increasing direct
sourcing for the company’s private brands. Today, private brand merchandise represents more
than US$100bn in purchasing annually. “Our new strategy and structure should drive significant
savings across the supply chain,” Mr Castro-Wright said.
Ed Kolodzieski, currently president and CEO of Walmart Japan Holdings G.K. and Seiyu, has
been promoted to executive vice-president and will lead Walmart’s Global Sourcing. Mr
Kolodzieski will report to Mr Castro-Wright.
As part of this new strategy, Walmart also finalised a series of agreements with Li & Fung, which
is forming a new company to manage the Walmart account, and is expected to build ca pacity that
would enable it to act as a buying agent for goods valued around US$2bn within the first year.
“In sum, we are redefining how we source products that are imported into Walmart retail markets
around the globe,” Mr Castro-Wright said. “By realigning our resources, leveraging our scale, and
restructuring our relationship with suppliers, we will enable our businesses around the world to
offer even more competitive pricing on merchandise and to provide our customers a clear and
compelling assortment of better quality products at lower prices.”
Source:http://www.fruitnet.com/americafruit/article/5565/wal-mart-redefines-sourcing-strategy
Analyse Wal-Mart’s sourcing strategy.
A Reason why Wal-Mart redefined its strategy
Description the strategy
Benefits
Evaluation of Wal-Mart’s strategy
Conclusion
1
2
2
3
2
10
4 List and describe the different activities in relation with logistics in purchasing(unit 10)
A Listing of activities
Brief description of activities including purpose of
each activity
Customer service
2
1
1
10
Demand forecasting
Order processing
Warehousing and distribution center
management
purchasing
1
1
2
2
5
Measures Taken to Improve Lessons Learnt Review (LLR) in ABC Company
ABC is a media company established in 2000 in New Delhi. The company runs a television
channel and also a monthly news magazine. At the end of every financial year, the management
of the company spent some quality time in preparing a lessons learnt report. The management
was aware that continuous learning is essential to achieve continuous improvement. During the
process of creating the LLR, the officials of the company figured out that lots of negative and
positive things were happening in their business every financial year. After the analysis of their
performance, they documented their findings in a structured manner. They prepared LLR to avoid
repetition of mistakes and improve the overall performance.
Problem
However, after creating LLR on a regular basis, the management of ABC found that the
employees were committing the same mistakes which were explained and analysed in the LLR
many times. After much discussion, it became clear that the LLRs that were created were not
shared with the employees of the organisation properly. As a result of this, most of the
employees were not aware of the mistakes and the new updates.
Solution
The management of ABC deployed a team to check whether the LLR was shared with the
employees immediately after it has been created. The team uploaded the LLR in the intranet and
ensured that it reached every employee of ABC. They thus ensured that the mistakes mentioned
in the LLR were not repeated by any of the employees in their future p rojects.
Result
As a result of the proper sharing of LLR, the overall performance of the employees is now
improved and the company has gained good revenue.
What was the main problem faced by ABC? How did ABC tackle its problems?
A Description of the main problem
Analysis of ABC’s tackling of the problem
description of how ABC correctly identified
the solution to main problem
illustrate how the problem was repeated
despite the solution
summarization of the final solution
conclude with results
2
8(2 marks each)
10
6 Explain any seven steps used for purchasing process sourcing strategy process.
Brief explanation of the following
Profile the category
Supply market analysis
Develop the strategy
Select the supplier process
Negotiate and select the suppliers
Implement and integrate in purchasing
process
Benchmarking and tracking results
1
1.5
1.5
1.5
1.5
1.5
1.5
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDSCMN (SEM 2)
SUBJECT CODE & NAME SC0008 –PURCHASING AND CONTRACTING FOR
PROJECTS
BK ID B1663
CREDITS AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Write short notes on:
3 R's in contract management
Contracting strategies
Target cost contract
Fixed price contract
A 3 R's in contract management
Contracting strategies
Target cost contract
Fixed price contract
10 (2.5 marks each) 10
2 Contract for Transferring the Newspaper Agency
Background
Pranav, a business man, owned a newspaper agency. He wanted to sell the newspaper
agency to another party. Hence, in January 2010, he entered into negotiations with
Mishra who had just started a newspaper agency business. Pranav informed Mishra that
the newspaper agency has been making a profit of about Rs 10 lakh per annum over the
last five years.
Pranav also offered to let Mishra inspect the annual accounts of the newspaper agency,
but Mishra refused to do it. The negotiation proceeded for three months, during which
time the business diminished to such an extent that the profit reduced to approximately
Rs two lakh per annum.
Issues
On 1st June 2010, Mishra entered into a contract with Pranav by which the newspaper
agency business was transferred to Mishra for Rs 50 lakh. On 12th June 2010, Mishra
realised the actual state of the business. He also realised that the business had only
made a profit of Rs five lakh over the last five years and not Rs 10 lakh.
In this case, Mishra had no remedy against Pranav for breach of contract. This is
because a valid contract was created when Mishra agreed to Pranav's offer after months
of negotiation. Without any contrary to the contract, Mishra had entered into the contract
and offered his consent.
After creating the contract, both the parties had not breached any terms of the contract.
Even though Pranav had stated that the agency was earning Rs 10 lakh per annum, the
contract did not indicate that the agency to be transferred was earning Rs 10 lakh per
annum for the last five years.
The contract that existed in this scenario only covered the transfer of ownership of the
agency and the purchase price that was delivered by Pranav as fulfilment of his
obligations. As there was no apparent breach of contract terms, Mishra could not claim
breach of contract even when he identified that the agency was really earning less than
what Pranav had stated previously.
Source: http://ivythesis.typepad.com/term_paper_topics/2009/08/assignment-instructioncase-study-contract-law.html
http://ivythesis.typepad.com/term_paper_topics/2009/08/case-study-contract-law.html
Explain why Mishra could not claim breach of contract against Pranav.
A Background of the case
Explanation terms and conditions of the
contract that was entered into.
Inference of whether what was stated
by Pranav falls under the terms and
conditions
2
4
4
10
3 Assume that you are looking out for a contracting company for the construction of a
hospital. You decide to draft a PQQ to all the proposed tenderers. Which questions you
would include in the PQQ?
A Writing the question
Justifying the need to include the question
in the PQQ
5
5
10
4 Explain payment security
A Description of payment security
Discussion on various payment security
risks
Indication of least and most risk from
contractor’s point of view
2
7
1
10
5
Attractive Incentive Scheme
OP is a major oil company that had a massive blow-out in one of its oil wells. Oil was
flowing out and polluting a major river in an environmentally sensitive area. Only a few
companies in the area had equipment suitable to plug the well. OP’s director had a brief
discussion with one of the companies that specialised in plugging the leak.
This leak had posed a major environmental risk. Hence, the issues that needed to be
considered here were urgency, duration of the work and availability of suitable
contractors. If the leak was not plugged at the earliest it would seriously affect the
public’s perception of the company.
As the situation had to be rectified at the earliest the company had to choose contractors
in the nearby location. Most contractors viewed the situation as an opportunity to make
money. The oil company’s director had noticed this in his discussion with the first
company. However, in this situation the oil company had to seek a solution that satisfied
the contractor’s objective to make money and the company’s aim of getting the work
done quickly.
The offer for the contract was such that the contractor would be paid at the standard
rates for normal work, together with an incentive scheme. Conversely, the two tasks,
plugging the well and cleaning up, had to be treated independently. The offer also stated
that if the oil leak was stopped within an hour a very high bonus would be paid, and the
longer it takes the bonus would be reduced on an hourly basis. If the time taken was
unacceptable, the bonus would be reduced to zero and only the standard rate as agreed
for the work would be paid. The bonus offered was sufficiently high in order to make the
task seem worthwhile.
The clean-up work was also based on a similar incentive formula but with a daily, rather
than an hourly, time schedule. By providing a high incentive the company was able to
get the well plugged in one day and the clean-up in 23 days.
Source: Ward, G. (2008). The Project Manager's Guide to Purchasing: Contracting for
Goods and Services. Great Britain: Gower Publishing Limited.)
What contract and payment terms should be negotiated? What should be the base
criteria for formulating the incentive scheme?
A Analysis with respect to incentive
mechanisms
Interpretation with respect to negatives
of cost incentives
5
5
10
6 Can delivery affect the project? explain
A Statement of the student’s viewpoint
Justification for it with supporting evidence
Conclusion
2
6
2
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDSCMN (SEM 2)
SUBJECT CODE & NAME SC0009–SUPPLY CHAIN COST MANAGEMENT
BK ID B1664
CREDITS AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Write short notes on
Methods of calculating costs of inventory
Cycle time
Various costs included in transaction costs
Different methods for identifying fair and reasonable pricing
A Methods of calculating costs of
inventory
Cycle time
Various costs included in transaction
costs
Different methods for identifying fair and
reasonable pricing
10(2.5 marks each) 10
2 What are the tasks that an organisation needs to perform before implementing the cost
management strategy?
A Listing of the tasks
Reviewing business plan and
procurement /marketing strategy
Identifying participants for cost
management team
Selecting primary costs to be managed
Building rest of the cost management
team
Brief discussion on the tasks
2
8( 2 marks for each)
10
3
What is process costing? Discuss the steps involved in process costing method.
A Definition of the process costing
When to use process costing
1
1.5
10
Discussion of steps in process costing(what it
involves and examples)
7.5
4 Discuss the steps involved in overcoming the constraints of cost management plan.
A Description of constraints a company faces
Discussion on steps to overcome constraints
Conclusion
4
5
1
10
5 HP Experiences Cost Savings And Exhibits Environmental Responsibility
Through Sustainable Supply Chain Solutions
HP is committed to its role in creating a low-carbon economy. The leading technology
company was one of the first to measure and report its global logistics and
manufacturing carbon footprint, so transitioning to more sustainable supply chain
operations was a critical next step.
HP leveraged its existing relationship with ModusLink to develop a sustainable supply
chain strategy. For more than 20 years, ModusLink has managed the company’s
complete supply chain for commercial accessories in North America and EMEA,
including procurement, kitting and distribution into direct and indirect channels.
ModusLink’s cradle-to-cradle approach includes services ranging from sustainable
packaging redesign and network optimization to GHG footprinting, recycling and asset
disposition. HP was seeking to accomplish two major goals:
Significantly decrease its GHG emissions
Reduce logistics and transportation costs
In order to achieve these goals, ModusLink used a combination of sophisticated tools,
existing relationships with key sustainable materials suppliers, and an in-house team of
experts to conduct a thorough analysis of HP’s supply chain network and operations.
This analysis confirmed that an eco-friendly product packaging redesign would
significantly reduce HP’s environmental impact and its logistics costs.
The existing packaging design consisted of large boxes and non biodegradable foam.
ModusLink has developed a 4D methodology — a process that analyzes ergonomics,
cost, logistics and sustainability — to redesign product packaging using less materials,
eliminating plastic and finding more environmentally sound alternatives. As a result, the
foam was replaced with protective end-caps made from 100 percent recycled plastic,
and cubic feet and pounds of the finished packaging were significantly reduced.
The 4D Methodology for Product Packaging
1. Ergonomics
Design for easier assembly
Design for a supreme point-of-purchase and out-of-box experience
2. Cost
Reduce materials where possible
Use cost-effective materials
3. Sustainability
7Rs concept (Remove, Reduce, Recycle, Renew, Revenue, Read)
Determine CO2 footprint via ECRM scorecard
4. Logistics
Reduce empty space and size for pallet maximization and freight reduction
Reduce packaging while still protecting the product
ModusLink then conducted a network simulation and GHG analysis incorporating the
new packaging design to understand the impact on transportation cost and other factors
in the supply chain. The analysis showed that HP could reduce GHG emissions by 10
metric tons per year and yield transportation cost savings of more than $50 thousand
per year, which is a savings of 12 percent per unit. With more compact, eco-friendly
packaging in place, HP continues to uphold its commitment to the environment while
benefiting from the cost savings and efficiency resulting from a more sustainable supply
chain.
Results:
HP experienced substantial, measurable savings:
Direct Packaging Benefits Per Year
More than 350 thousand U.S. dollar savings in packaging
materials alone
74 thousand cubic feet removed from packaging
88 thousand pounds of packaging eliminated
62 metric ton reduction in GHG, equaling:
11.9 passenger cars driven in one year
144 barrels of oil saved
6,974 gallons of gasoline
20.9 tons of waste recycled , not sent to landfills
Estimated Indirect Savings Per Year
More than 50 thousand U.S. dollars in outbound transportation costs
10 metric tons less packaging
http://www.moduslink.com/images/uploads/resources/CS_HP_DOWNLOAD.pdf
Why did HP redesign its packaging? How did they achieve these goals?
A listing of the reason to reduce cost 2
5
10
Summarization of the analysis of HP’s
supply chain, findings, redesign product
packaging, analysis of the redesigned
packaging
Evaluation of benefits
Conclusion
2
1
6 Healthcare supply chains face many challenges
By NCT11. October 2013
Medical supplies and equipment are a significant cost center for hospitals.Medical
supplies and equipment are a significant cost center for hospitals.
An aging population continues to place pressure on the healthcare industry. Hospitals
are expected to deliver immediate care to anyone who walks through the door, but the
number of people needing treatment is likely to continue to grow.
This dynamic is creating new jobs within the industry - more than 5.6 million positions
are expected to be created by 2020, according to a study from Georgetown University's
Center on Education and Workforce, as reported by The Huffington Post. However, the
growth is also placing new demands on supply chains. The Supply Chain Council noted
that healthcare organizations may have to absorb 10 to 20 percent more capacity to
account for the increase in equipment and medications needed to treat an aging
population.
There is already considerable pressure to reform hospital distribution networks, as the
supply chain can represent nearly half of healthcare companies' operating costs, making
it the second largest expense behind labor. A blog post on the medical site KevinMD
stated that changes in supply chain management could contribute to significant saving
for hospitals.
Overcoming obstacles with effective shipping
Hospitals face several challenges when it comes to streamlining their supply chains. The
first is the need to cover emergency care. On any given day, a facility may have the
need for a wide range of equipment and medications. Regular, timely deliveries ensure
they have the supplies they need. The second issue facing healthcare supply chain
reform is the range of products required. Everything from cardiac stents to artificial joints
may be needed at anytime. To complicate the situation, physicians may have
preferences for select brands of medications.
More products create complex distribution networks, but hospitals could benefit from
LTL freight management. This shipping strategy lets organizations move various
quantities of goods from a variety of locations at a minimal costs. The carriers are able
to use product to increase capacity, reducing their overall operating expenses, and the
savings are passed along to customers. Switching to LTL services could help hospitals
gain control of supply chain costs.
Product quality is essential to controlling expenses in the healthcare industry.
Pharmaceuticals that are stored wrongly could deteriorate and become ineffective.
Keeping merchandise at the ideal temperature is essential for reducing waste within
supply chains, and hospitals can use refrigerated trucking services to maintain the
optimal climate for medications during delivery. This provides the guarantee that
shipments will arrive as scheduled and in good condition
Source: http://www.nctrans.com/Trucking-Industry-News/post/2013/10/11/healthcaresupply-chains-face-many-challenges
What are the challenges faced by faced by hospitals in streamline their supply
chain? How can these be overcome?
A Listing and brief explanation of the challenges
Solution to overcome the challenges
5
5
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
***********
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDSCMN (SEM 2)
SUBJECT CODE & NAME SC0006 – GLOBAL LOGISTICS AND SUPPLY CHAIN
MANAGEMENT
BK ID B1661
CREDIT AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Assume that you are working in a textile company. Your company decides to import all the raw
materials cotton clothing from the global suppliers to improve the sales. The company assigns
you the task of analysing various issues that must be considered while importing. What are
different issues you face while importing the goods from a global supplier?
A
Listing of the issues with respect to various
countries you wish to import from.
Brief explanation of issues with suitable examples
Summarization of how these issues may affect your
company’s business
1
6
3
10
2 Insurance Claim by Jayshri Impex
Jayshri Impex is one of India's leading garment manufacturer and exporter of textile dyes and
chemicals whose manufacturing facility is located at Jethpur (near Rajkot), Gujarat. The head
office of the company is at Mumbai.
The company manufactures an African traditional dress worn by all natives of African cities -"khanga". Jayshri Impex has set high standards in garment export and it is recognised by the
government of India for its extraordinary work. They have their presence in other cities of India as
well as in Africa.
Theft of goods
Armed bandits on October 5, 2004, looted the export consignment of 185 bales of fabrics from
the train, when it was transported to Brazzaville (Republic of Congo, West Africa). The company
had insured their cargo with Bajaj Allianz and lodged a claim at the Bajaj Allianz, Rajkot office on
the same day.
Insurance support from Allianz
Even though the location of theft was in the remote jungles of Africa, Bajaj Allianz appointed
Lloyd's Agency to carry out a survey immediately to check for the correctness of the claim.
Lloyd's was submitted on the survey report on November 20, 2004. It took a month for Lloyd's to
submit the report due to the procedural formalities involved in Africa to procure documents like
police papers and no trace reports. Since the survey report was submitted in French a translation
of the same was done at Ahmedabad on November 23, 2004.
The Insured submitted all the remaining documents such as Power of Attorney, Original Bill Of
Landing, NOC from Consignee, etc on November 25, 2004 from their Head Office at Mumbai.
The claim was processed and based on the survey findings it was found to be true and the
insurance amount of Rs.31,37,360/- was released on November 30, 2004.
Inference
Jayshri Impex managed to avoid a huge loss thanks to the insurance that it had purchased. The
insurance company Bajaj Allianz also responded quickly and supported its client by releasing the
amount at the earliest.
Why did Jayshri Impex claim for insurance? What type of insurance may Jayshri Impex
opted for. How did the insurance company help Jayshri Impex?
(Source:http://general.bajajallianz.com/BagicCorp/bajaj_home/claims/case_study.jsp)
A
Reason for claiming insurance
Inference for the Type of insurance opted (evidence
from case study, linking to type of insurance)
Settlement of insurance (support from insurance
company)
2
4
4
10
3 Explain in detail about INCO terms.
A
Definition of INCO terms. What do they indicate?
Listing and description of INCO terms
2
8
10
4 Name the two types of rate making and explain the factors affecting air freight rates.
A Discussion of freight rates (general and specific
commodity rate) with example
Brief explanation of freight rates (cost of service,
competition, directionality, characteristics of traffic
and value of service )
5 (2.5 marks each)
5(1 mark of each)
10
5 Write short notes on
Bareboat Charter
Combination vessels
Importance of free trade zones
Dry ports in India
A Explanation of
Bareboat Charter
Combination vessels
Importance of free trade zones
Dry ports in India
10 (2.5 marks each) 10
6 Explain the global trends that affect the decision of a global logistics manager
A Explanation of global trends(Market concentration ,
Production dispersion, Product line diversity) with
suitable examples
Concluding remarks
9 ( 3 marks for each
trend)
1
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDSCMN (SEM 2)
SUBJECT CODE & NAME SC0007 – CATEGORY MANAGEMENT IN PURCHASING
BK ID B1662
CREDITS AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Write Short notes on
Obstacles for driving change in category management process
Product category life cycle
Stakeholder mapping
Request for Information
Obstacles for driving change in category
management process
Product category life cycle
Stakeholder mapping
Request for Information
10 (2.5 marks each) 10
2 Explain opportunity analysis.
A Explanation should include:
Use of opportunity analysis
How it is carried out?
Benefits
Disadvantage
Example
Alternative form of opportunity analysis
2
2
1
1
2
2
10
3 Wal-Mart redefines sourcing strategy
By Gill McShane
Wal-Mart Stores has announced in a press release a number of related events that position the
company to leverage its global scale to reduce costs of goods, accelerate speed to market, and
improve the quality of its products.
The new global sourcing strategy involves the creation of Global Merchandising Centers, a
change in leadership and structure, and a strategic alliance with Li & Fung, a global sourcing
organisation.
The announcements are “important elements in the company’s strategy to deliver even greater
value to its customers and shareholders”, according to Wal-Mart vice-chairman Eduardo CastroWright.
Walmart first announced a consolidated global sourcing structure centred around new Global
Merchandising Centers (GMCs) at its annual meeting for the investment community in October
2009. This new structure is expected to leverage the company’s global scale in both general
merchandise categories and global food sourcing.
“The newly-established Global Merchandising Centers represent the largest and most important
element of our new sourcing strategy,” said Mr Castro-Wright. “These centers will create
alignment between sourcing and merchandising and drive efficiencies across various
merchandise categories.”
The core of the company’s overall global sourcing strategy will be to continue increasing direct
sourcing for the company’s private brands. Today, private brand merchandise represents more
than US$100bn in purchasing annually. “Our new strategy and structure should drive significant
savings across the supply chain,” Mr Castro-Wright said.
Ed Kolodzieski, currently president and CEO of Walmart Japan Holdings G.K. and Seiyu, has
been promoted to executive vice-president and will lead Walmart’s Global Sourcing. Mr
Kolodzieski will report to Mr Castro-Wright.
As part of this new strategy, Walmart also finalised a series of agreements with Li & Fung, which
is forming a new company to manage the Walmart account, and is expected to build ca pacity that
would enable it to act as a buying agent for goods valued around US$2bn within the first year.
“In sum, we are redefining how we source products that are imported into Walmart retail markets
around the globe,” Mr Castro-Wright said. “By realigning our resources, leveraging our scale, and
restructuring our relationship with suppliers, we will enable our businesses around the world to
offer even more competitive pricing on merchandise and to provide our customers a clear and
compelling assortment of better quality products at lower prices.”
Source:http://www.fruitnet.com/americafruit/article/5565/wal-mart-redefines-sourcing-strategy
Analyse Wal-Mart’s sourcing strategy.
A Reason why Wal-Mart redefined its strategy
Description the strategy
Benefits
Evaluation of Wal-Mart’s strategy
Conclusion
1
2
2
3
2
10
4 List and describe the different activities in relation with logistics in purchasing(unit 10)
A Listing of activities
Brief description of activities including purpose of
each activity
Customer service
2
1
1
10
Demand forecasting
Order processing
Warehousing and distribution center
management
purchasing
1
1
2
2
5
Measures Taken to Improve Lessons Learnt Review (LLR) in ABC Company
ABC is a media company established in 2000 in New Delhi. The company runs a television
channel and also a monthly news magazine. At the end of every financial year, the management
of the company spent some quality time in preparing a lessons learnt report. The management
was aware that continuous learning is essential to achieve continuous improvement. During the
process of creating the LLR, the officials of the company figured out that lots of negative and
positive things were happening in their business every financial year. After the analysis of their
performance, they documented their findings in a structured manner. They prepared LLR to avoid
repetition of mistakes and improve the overall performance.
Problem
However, after creating LLR on a regular basis, the management of ABC found that the
employees were committing the same mistakes which were explained and analysed in the LLR
many times. After much discussion, it became clear that the LLRs that were created were not
shared with the employees of the organisation properly. As a result of this, most of the
employees were not aware of the mistakes and the new updates.
Solution
The management of ABC deployed a team to check whether the LLR was shared with the
employees immediately after it has been created. The team uploaded the LLR in the intranet and
ensured that it reached every employee of ABC. They thus ensured that the mistakes mentioned
in the LLR were not repeated by any of the employees in their future p rojects.
Result
As a result of the proper sharing of LLR, the overall performance of the employees is now
improved and the company has gained good revenue.
What was the main problem faced by ABC? How did ABC tackle its problems?
A Description of the main problem
Analysis of ABC’s tackling of the problem
description of how ABC correctly identified
the solution to main problem
illustrate how the problem was repeated
despite the solution
summarization of the final solution
conclude with results
2
8(2 marks each)
10
6 Explain any seven steps used for purchasing process sourcing strategy process.
Brief explanation of the following
Profile the category
Supply market analysis
Develop the strategy
Select the supplier process
Negotiate and select the suppliers
Implement and integrate in purchasing
process
Benchmarking and tracking results
1
1.5
1.5
1.5
1.5
1.5
1.5
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDSCMN (SEM 2)
SUBJECT CODE & NAME SC0008 –PURCHASING AND CONTRACTING FOR
PROJECTS
BK ID B1663
CREDITS AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Write short notes on:
3 R's in contract management
Contracting strategies
Target cost contract
Fixed price contract
A 3 R's in contract management
Contracting strategies
Target cost contract
Fixed price contract
10 (2.5 marks each) 10
2 Contract for Transferring the Newspaper Agency
Background
Pranav, a business man, owned a newspaper agency. He wanted to sell the newspaper
agency to another party. Hence, in January 2010, he entered into negotiations with
Mishra who had just started a newspaper agency business. Pranav informed Mishra that
the newspaper agency has been making a profit of about Rs 10 lakh per annum over the
last five years.
Pranav also offered to let Mishra inspect the annual accounts of the newspaper agency,
but Mishra refused to do it. The negotiation proceeded for three months, during which
time the business diminished to such an extent that the profit reduced to approximately
Rs two lakh per annum.
Issues
On 1st June 2010, Mishra entered into a contract with Pranav by which the newspaper
agency business was transferred to Mishra for Rs 50 lakh. On 12th June 2010, Mishra
realised the actual state of the business. He also realised that the business had only
made a profit of Rs five lakh over the last five years and not Rs 10 lakh.
In this case, Mishra had no remedy against Pranav for breach of contract. This is
because a valid contract was created when Mishra agreed to Pranav's offer after months
of negotiation. Without any contrary to the contract, Mishra had entered into the contract
and offered his consent.
After creating the contract, both the parties had not breached any terms of the contract.
Even though Pranav had stated that the agency was earning Rs 10 lakh per annum, the
contract did not indicate that the agency to be transferred was earning Rs 10 lakh per
annum for the last five years.
The contract that existed in this scenario only covered the transfer of ownership of the
agency and the purchase price that was delivered by Pranav as fulfilment of his
obligations. As there was no apparent breach of contract terms, Mishra could not claim
breach of contract even when he identified that the agency was really earning less than
what Pranav had stated previously.
Source: http://ivythesis.typepad.com/term_paper_topics/2009/08/assignment-instructioncase-study-contract-law.html
http://ivythesis.typepad.com/term_paper_topics/2009/08/case-study-contract-law.html
Explain why Mishra could not claim breach of contract against Pranav.
A Background of the case
Explanation terms and conditions of the
contract that was entered into.
Inference of whether what was stated
by Pranav falls under the terms and
conditions
2
4
4
10
3 Assume that you are looking out for a contracting company for the construction of a
hospital. You decide to draft a PQQ to all the proposed tenderers. Which questions you
would include in the PQQ?
A Writing the question
Justifying the need to include the question
in the PQQ
5
5
10
4 Explain payment security
A Description of payment security
Discussion on various payment security
risks
Indication of least and most risk from
contractor’s point of view
2
7
1
10
5
Attractive Incentive Scheme
OP is a major oil company that had a massive blow-out in one of its oil wells. Oil was
flowing out and polluting a major river in an environmentally sensitive area. Only a few
companies in the area had equipment suitable to plug the well. OP’s director had a brief
discussion with one of the companies that specialised in plugging the leak.
This leak had posed a major environmental risk. Hence, the issues that needed to be
considered here were urgency, duration of the work and availability of suitable
contractors. If the leak was not plugged at the earliest it would seriously affect the
public’s perception of the company.
As the situation had to be rectified at the earliest the company had to choose contractors
in the nearby location. Most contractors viewed the situation as an opportunity to make
money. The oil company’s director had noticed this in his discussion with the first
company. However, in this situation the oil company had to seek a solution that satisfied
the contractor’s objective to make money and the company’s aim of getting the work
done quickly.
The offer for the contract was such that the contractor would be paid at the standard
rates for normal work, together with an incentive scheme. Conversely, the two tasks,
plugging the well and cleaning up, had to be treated independently. The offer also stated
that if the oil leak was stopped within an hour a very high bonus would be paid, and the
longer it takes the bonus would be reduced on an hourly basis. If the time taken was
unacceptable, the bonus would be reduced to zero and only the standard rate as agreed
for the work would be paid. The bonus offered was sufficiently high in order to make the
task seem worthwhile.
The clean-up work was also based on a similar incentive formula but with a daily, rather
than an hourly, time schedule. By providing a high incentive the company was able to
get the well plugged in one day and the clean-up in 23 days.
Source: Ward, G. (2008). The Project Manager's Guide to Purchasing: Contracting for
Goods and Services. Great Britain: Gower Publishing Limited.)
What contract and payment terms should be negotiated? What should be the base
criteria for formulating the incentive scheme?
A Analysis with respect to incentive
mechanisms
Interpretation with respect to negatives
of cost incentives
5
5
10
6 Can delivery affect the project? explain
A Statement of the student’s viewpoint
Justification for it with supporting evidence
Conclusion
2
6
2
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
ASSIGNMENT
DRIVE SUMMER 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDSCMN (SEM 2)
SUBJECT CODE & NAME SC0009–SUPPLY CHAIN COST MANAGEMENT
BK ID B1664
CREDITS AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Write short notes on
Methods of calculating costs of inventory
Cycle time
Various costs included in transaction costs
Different methods for identifying fair and reasonable pricing
A Methods of calculating costs of
inventory
Cycle time
Various costs included in transaction
costs
Different methods for identifying fair and
reasonable pricing
10(2.5 marks each) 10
2 What are the tasks that an organisation needs to perform before implementing the cost
management strategy?
A Listing of the tasks
Reviewing business plan and
procurement /marketing strategy
Identifying participants for cost
management team
Selecting primary costs to be managed
Building rest of the cost management
team
Brief discussion on the tasks
2
8( 2 marks for each)
10
3
What is process costing? Discuss the steps involved in process costing method.
A Definition of the process costing
When to use process costing
1
1.5
10
Discussion of steps in process costing(what it
involves and examples)
7.5
4 Discuss the steps involved in overcoming the constraints of cost management plan.
A Description of constraints a company faces
Discussion on steps to overcome constraints
Conclusion
4
5
1
10
5 HP Experiences Cost Savings And Exhibits Environmental Responsibility
Through Sustainable Supply Chain Solutions
HP is committed to its role in creating a low-carbon economy. The leading technology
company was one of the first to measure and report its global logistics and
manufacturing carbon footprint, so transitioning to more sustainable supply chain
operations was a critical next step.
HP leveraged its existing relationship with ModusLink to develop a sustainable supply
chain strategy. For more than 20 years, ModusLink has managed the company’s
complete supply chain for commercial accessories in North America and EMEA,
including procurement, kitting and distribution into direct and indirect channels.
ModusLink’s cradle-to-cradle approach includes services ranging from sustainable
packaging redesign and network optimization to GHG footprinting, recycling and asset
disposition. HP was seeking to accomplish two major goals:
Significantly decrease its GHG emissions
Reduce logistics and transportation costs
In order to achieve these goals, ModusLink used a combination of sophisticated tools,
existing relationships with key sustainable materials suppliers, and an in-house team of
experts to conduct a thorough analysis of HP’s supply chain network and operations.
This analysis confirmed that an eco-friendly product packaging redesign would
significantly reduce HP’s environmental impact and its logistics costs.
The existing packaging design consisted of large boxes and non biodegradable foam.
ModusLink has developed a 4D methodology — a process that analyzes ergonomics,
cost, logistics and sustainability — to redesign product packaging using less materials,
eliminating plastic and finding more environmentally sound alternatives. As a result, the
foam was replaced with protective end-caps made from 100 percent recycled plastic,
and cubic feet and pounds of the finished packaging were significantly reduced.
The 4D Methodology for Product Packaging
1. Ergonomics
Design for easier assembly
Design for a supreme point-of-purchase and out-of-box experience
2. Cost
Reduce materials where possible
Use cost-effective materials
3. Sustainability
7Rs concept (Remove, Reduce, Recycle, Renew, Revenue, Read)
Determine CO2 footprint via ECRM scorecard
4. Logistics
Reduce empty space and size for pallet maximization and freight reduction
Reduce packaging while still protecting the product
ModusLink then conducted a network simulation and GHG analysis incorporating the
new packaging design to understand the impact on transportation cost and other factors
in the supply chain. The analysis showed that HP could reduce GHG emissions by 10
metric tons per year and yield transportation cost savings of more than $50 thousand
per year, which is a savings of 12 percent per unit. With more compact, eco-friendly
packaging in place, HP continues to uphold its commitment to the environment while
benefiting from the cost savings and efficiency resulting from a more sustainable supply
chain.
Results:
HP experienced substantial, measurable savings:
Direct Packaging Benefits Per Year
More than 350 thousand U.S. dollar savings in packaging
materials alone
74 thousand cubic feet removed from packaging
88 thousand pounds of packaging eliminated
62 metric ton reduction in GHG, equaling:
11.9 passenger cars driven in one year
144 barrels of oil saved
6,974 gallons of gasoline
20.9 tons of waste recycled , not sent to landfills
Estimated Indirect Savings Per Year
More than 50 thousand U.S. dollars in outbound transportation costs
10 metric tons less packaging
http://www.moduslink.com/images/uploads/resources/CS_HP_DOWNLOAD.pdf
Why did HP redesign its packaging? How did they achieve these goals?
A listing of the reason to reduce cost 2
5
10
Summarization of the analysis of HP’s
supply chain, findings, redesign product
packaging, analysis of the redesigned
packaging
Evaluation of benefits
Conclusion
2
1
6 Healthcare supply chains face many challenges
By NCT11. October 2013
Medical supplies and equipment are a significant cost center for hospitals.Medical
supplies and equipment are a significant cost center for hospitals.
An aging population continues to place pressure on the healthcare industry. Hospitals
are expected to deliver immediate care to anyone who walks through the door, but the
number of people needing treatment is likely to continue to grow.
This dynamic is creating new jobs within the industry - more than 5.6 million positions
are expected to be created by 2020, according to a study from Georgetown University's
Center on Education and Workforce, as reported by The Huffington Post. However, the
growth is also placing new demands on supply chains. The Supply Chain Council noted
that healthcare organizations may have to absorb 10 to 20 percent more capacity to
account for the increase in equipment and medications needed to treat an aging
population.
There is already considerable pressure to reform hospital distribution networks, as the
supply chain can represent nearly half of healthcare companies' operating costs, making
it the second largest expense behind labor. A blog post on the medical site KevinMD
stated that changes in supply chain management could contribute to significant saving
for hospitals.
Overcoming obstacles with effective shipping
Hospitals face several challenges when it comes to streamlining their supply chains. The
first is the need to cover emergency care. On any given day, a facility may have the
need for a wide range of equipment and medications. Regular, timely deliveries ensure
they have the supplies they need. The second issue facing healthcare supply chain
reform is the range of products required. Everything from cardiac stents to artificial joints
may be needed at anytime. To complicate the situation, physicians may have
preferences for select brands of medications.
More products create complex distribution networks, but hospitals could benefit from
LTL freight management. This shipping strategy lets organizations move various
quantities of goods from a variety of locations at a minimal costs. The carriers are able
to use product to increase capacity, reducing their overall operating expenses, and the
savings are passed along to customers. Switching to LTL services could help hospitals
gain control of supply chain costs.
Product quality is essential to controlling expenses in the healthcare industry.
Pharmaceuticals that are stored wrongly could deteriorate and become ineffective.
Keeping merchandise at the ideal temperature is essential for reducing waste within
supply chains, and hospitals can use refrigerated trucking services to maintain the
optimal climate for medications during delivery. This provides the guarantee that
shipments will arrive as scheduled and in good condition
Source: http://www.nctrans.com/Trucking-Industry-News/post/2013/10/11/healthcaresupply-chains-face-many-challenges
What are the challenges faced by faced by hospitals in streamline their supply
chain? How can these be overcome?
A Listing and brief explanation of the challenges
Solution to overcome the challenges
5
5
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
***********
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