DOM05
Supply Chain Management
Assignment – I
Assignment Code: 2016D0M05B1 Last Date of Submission: 15th November 2016
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
Q1. Discuss in detail few methods of Cost Control in Supply Chain Management.
Q2. Discuss in detail few challenges faced by Supply Chain Managers today with few examples.
Section – B Case Study (50 Marks)
ABC Company is electronics, aerospace, electrical machinery, semi-conductors, and computer products Company. Its annual sales are nearly Rs. 1000 crore. It has manufacturing plants in 5 states and 4 foreign countries. It employs 120000 people worldwide. While its operations had expanded, its purchasing, warehousing and shipping functions had lagged behind its other business units in effectiveness. Although a JIT system had been installed, problems with materials remained because no one seemed to be accountable when difficulties arose. For example, a recent order from a supplier arrived late at ABC Company’s Jamshedpur plant. Purchasing blamed the warehouse and shipping. The warehouse blamed production control. Production control blamed warehousing and purchasing. Shipping claimed that the motor carrier lost the order for several days in Patna, thus delaying delivery. Each function pointed an accusing finger at the other functions.
Discuss:
How the problems faced by ABC Company could be solved by the use of Supply Chain Management? What techniques and tools could the Company adopt to ensure problems with Materials are eliminated?
DOM05
Supply Chain Management
Assignment – II
Assignment Code: 2016D0M05B2 Last Date of Submission: 15th November 2016
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
Q1. Write Short Note (Any Five)
i. Reverse Logistics
ii. Just In Time
iii. Third Party Logistics
iv. E – Trading
v. Conveyors
vi. EOQ
Q2. Discuss the role and application of IT in supply chain Management with special reference to customer interaction process.
Section – B Case Study (50 Marks)
Bajaj formed a cross functional team for developing a fresh perspective to what his company foresaw as the change in customer behavior and the key role of logistics. The team zeroed in on TCIL as a 3PL partner. The pattern of full load (say 55 motor cycles) was changed to any number with deliveries in ‘dealer clusters’ rather than a single dealer. Freight vehicles were rigged with modular fittings as the Bajaj product line ranged from an 80 cc step to the high end Avenger
Dealers were encouraged to change their order pattern from push to pull. For the first time in the industry trailers were designed for motorcycles with TCI1 patenting a three deck format to carry 105 to 110 bikes or 28 auto-rickshaws (against 14 in a normal truck). These vehicles were further developed to have a self loading and unloading mechanism for easy discharge of cargo without a ramp. They also have GPS on them for better fleet management. Bajaj dealers now carry 12 to 15 days of inventories against 35 earlier.
The next issue to be tackled was after sales availability of genuine Bajaj spares. It was a dual objective to ensure timely delivery of spares to dealers for their customers as also to check the rampant growth of spurious Bajaj spares. Regular orders were shipped through the hub and spoke arrangement.
The focus on spares was further enhanced by a pilot depot for spares. The spare inventories with dealers fell to 15 days from 45 days and deliveries were made on the same day in the core zone and within 24 hours in the remainder of the zone from the earlier 3 to 5 day schedule.
Discussion Questions:
1. Enumerate on the improvements to the order and replenishment cycle achieved by Bajaj.
2. Distinguish push and pull based order pattern and discus their merits with respect to Bajaj.
3. Identify costs that are relevant to the control of inventories. How does Bajaj tend to gain based on the changes it has made?
4. Discuss on the transport service selection strategy of Bajaj.
5. What sort of customer service goals does Bajaj achieve because of these modifications that it has carried out in its logistics loop?
Supply Chain Management
Assignment – I
Assignment Code: 2016D0M05B1 Last Date of Submission: 15th November 2016
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
Q1. Discuss in detail few methods of Cost Control in Supply Chain Management.
Q2. Discuss in detail few challenges faced by Supply Chain Managers today with few examples.
Section – B Case Study (50 Marks)
ABC Company is electronics, aerospace, electrical machinery, semi-conductors, and computer products Company. Its annual sales are nearly Rs. 1000 crore. It has manufacturing plants in 5 states and 4 foreign countries. It employs 120000 people worldwide. While its operations had expanded, its purchasing, warehousing and shipping functions had lagged behind its other business units in effectiveness. Although a JIT system had been installed, problems with materials remained because no one seemed to be accountable when difficulties arose. For example, a recent order from a supplier arrived late at ABC Company’s Jamshedpur plant. Purchasing blamed the warehouse and shipping. The warehouse blamed production control. Production control blamed warehousing and purchasing. Shipping claimed that the motor carrier lost the order for several days in Patna, thus delaying delivery. Each function pointed an accusing finger at the other functions.
Discuss:
How the problems faced by ABC Company could be solved by the use of Supply Chain Management? What techniques and tools could the Company adopt to ensure problems with Materials are eliminated?
DOM05
Supply Chain Management
Assignment – II
Assignment Code: 2016D0M05B2 Last Date of Submission: 15th November 2016
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
Q1. Write Short Note (Any Five)
i. Reverse Logistics
ii. Just In Time
iii. Third Party Logistics
iv. E – Trading
v. Conveyors
vi. EOQ
Q2. Discuss the role and application of IT in supply chain Management with special reference to customer interaction process.
Section – B Case Study (50 Marks)
Bajaj formed a cross functional team for developing a fresh perspective to what his company foresaw as the change in customer behavior and the key role of logistics. The team zeroed in on TCIL as a 3PL partner. The pattern of full load (say 55 motor cycles) was changed to any number with deliveries in ‘dealer clusters’ rather than a single dealer. Freight vehicles were rigged with modular fittings as the Bajaj product line ranged from an 80 cc step to the high end Avenger
Dealers were encouraged to change their order pattern from push to pull. For the first time in the industry trailers were designed for motorcycles with TCI1 patenting a three deck format to carry 105 to 110 bikes or 28 auto-rickshaws (against 14 in a normal truck). These vehicles were further developed to have a self loading and unloading mechanism for easy discharge of cargo without a ramp. They also have GPS on them for better fleet management. Bajaj dealers now carry 12 to 15 days of inventories against 35 earlier.
The next issue to be tackled was after sales availability of genuine Bajaj spares. It was a dual objective to ensure timely delivery of spares to dealers for their customers as also to check the rampant growth of spurious Bajaj spares. Regular orders were shipped through the hub and spoke arrangement.
The focus on spares was further enhanced by a pilot depot for spares. The spare inventories with dealers fell to 15 days from 45 days and deliveries were made on the same day in the core zone and within 24 hours in the remainder of the zone from the earlier 3 to 5 day schedule.
Discussion Questions:
1. Enumerate on the improvements to the order and replenishment cycle achieved by Bajaj.
2. Distinguish push and pull based order pattern and discus their merits with respect to Bajaj.
3. Identify costs that are relevant to the control of inventories. How does Bajaj tend to gain based on the changes it has made?
4. Discuss on the transport service selection strategy of Bajaj.
5. What sort of customer service goals does Bajaj achieve because of these modifications that it has carried out in its logistics loop?
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