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Case Study Project
Total
Marks: 80
SUBJECT - SUPPLY CHAIN MANAGEMENT
Group A
Case Study 1
-Supply Chain Management
at Bose Corporation
Q. 1. Briefly present the salient features
of the integrated supply chain management system at Bose?
Answer:If your company makes a product
from parts purchased from suppliers, and those products are sold to customers,
then you have a supply chain. Some supply chains are simple, while others are
rather complicated. The complexity of the supply chain will vary with the size
of the business and the intricacy and numbers of items that are manufactured.
SCM is the acronym for the term “Supply Chain Management”. Supply Chain
Management is the management of a network of interconnected businesses involved
in the ultimate provision of product
Q. 2. Discuss how the strategy development
process might work at a company like Bose?
Answer:Bose has a long standing relationship with W.N. Procter. a Boston based
freight forwarder and customs broker. Procter handles customs clearance and
shipping from suppliers to Bose. Procter provides Bose with up-to-the minute
electronic data interchange (EDI) capabilities which enable Bose to track parts
as they move through its global supply chain. Procter provides several other
services to Bose such as selecting overseas agents who can help move goods out
of the Far East. Procter’s well-established network of overseas contacts is
especially useful when shipments must be expedited through foreign customs.
Procter also is electronically linked into the US customs system, which allows
it to clear freight electronically as much as five days
Q. 3. What should be the relationship
between Bose’s supply management strategy and the development ofits performance
measurement system?
Answer:Bose has developed a detailed supplier performance system that measures
on-time delivery, quality performance, technical improvements and supplier
suggestions. A report is generated twice a month from this system to be sent to
the suppliers providing feed-back about supplier performance. Bose has written
contracts with suppliers. After six months of delivery without rejects. Bose
certifies the suppliers as qualified
Q. 4. Discuss the importance of quality of
purchased components to Bose?
Answer:Perhaps one of the most unique features of Bose’s procurement and
logistics system is the development of JIT II. The basic premise of JIT H is:
“the person who can do the best job of ordering and managing inventory of a
particular item is the supplier itself” Bose negotiated with each supplier to
provide a full— time employee at the Bose plant who was responsible for
ordering. shipping and receiving materials from that plant, as well as managing
on-site inventories of the items. This was facilitated through an EDT
connection between Bose’s plant and the supplier’s facility.
Case -2 SKF Bearing’s Best Practices
Q. 1. Discuss the activities involved in
the supply chain of SKF Bearings?
Answer:Supply chain management (SCM) is
the management of the flow of goods and services. It includes the movement and
storage of raw materials, work-in-process inventory, and finished goods from
point of origin to point of consumption. Interconnected or interlinked networks,
channels and node businesses are involved in the provision of products and
services required by end customers in a supply chain.Supply chain management
has
Q. 2. Explain how .SKF establishes strong
control over its outbound logistics?
Answer:SKF’s outbound logistics outsourcing is characterized by strong control
over quality norms and delivery schedules by SKF personnel. Outbound
warehousing which is a completely outsourced activity is controlled by SKF
personnel by integrating the warehouses through their in-house developed ERP
software platform. Training of logistics company personnel to load/unload
goods, assemble and disassemble and for integrating
Q. 3. What is meant by vendor managed
inventory (VMI)?
Answer:The warehousing costs of this company are higher than theiroutbound
transportation costs because of the extensive warehousing practices, but they
have achievedgains through the application of internal control over
implementation of quality norms, strict adherenceto Standard Operating
Procedures (SOPs) and a robust system of IT implementation throughout
theirsupply chain, Future Plans: Moving slowly towards Vendor Managed Inventory
(VMI) for inbound sourcing and also looking at outsourcing more warehouse
management responsibilities. Looking toimplement more definitive 3PL solutions
for outbound activities of the supply chain, but will still, keepoperational
control in its own hands.
Q. 4. What meant by third party (3PL)
logistics solutions? Explain how SKF will be able to implement thesame?
Answer:A third-party logistics provider (abbreviated 3PL, or sometimes TPL) is a
firm that provides service to its customers of outsourced (or "Third
Party") logistics services for part, or all of their supply chain
management functions. Third party logistics providers typically specialize in
integrated operation, warehousing and transportation services that can be
scaled and customized to customers' needs based on market conditions, such as
the demands and delivery service requirements for their products and materials.
Often,
Case -3 Chrysler Unseats its Competition with Supplier
Partnerships
Q. 1. Discuss the approach of
Chrysler’s operations managers in developing arid building the Neon model?
Answer: It was snowing
outside the new Chrysler Headquarters building on Friday afternoon, December 5,
1997, as Thomas T. Stallkamp looked through his window and wondered whether
Chrysler was on the right path. Stallkamp was credited as a driving force
behind the radical innovations in Chrysler's supply chain management that had
fueled the carmaker's resurgence during the last seven years, and had just been
named President of The Chrysler Corporation.
Many questions came to mind as he reviewed his weekly SC
Q. 2. Discuss the relevance of
this case to the study of supply chain management?
Answer: 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. Supply chain management involves coordinating and integrating
these flows both within and among companies. It is said that the ultimate goal
of any effective supply chain management system is to reduce inventory (with
the assumption that products are available when needed). As a solution for
successful supply chain management, sophisticated
Q. 3. What benefits a
manufacturing firm can achieve from its suppliers, through outsourced
manufacturing?
Answer: When most people
think of the term outsourcing in regard to a manufacturing company, they
immediately think of moving production out of the United States to another
country or offshore outsourcing. Manufacturing companies have a myriad of
reasons for outsourcing production, but the main impetus for deciding in favor
of outsourcing usually boils down to one thing: cost reduction.
Q. 4. Discuss the differences
between outsourcing and out-partnering?
Answer: The terms
"partnering" and "outsourcing" are thrown about so
frequently .... and in so many contexts .... that it's hard to nail down an
exact definition for either.
These two practices are becoming
ever so common among the business community, and although the distinction
between them is becoming increasingly blurred, they do have distinguishing
traits, which bear consequential benefits and risks.
It has been said that the
practice of outsourcing should be looked upon not as a simple customer-vendor
relationship, but rather as a partnership where the engaging parties mutually
benefit from their agreement. While this may be a sound
Case -4Delphi Automotive Setting New
Norms
Q. 1. Explain the supply chain of Delphi
Automotive.
Answer:Delphi Automotive India Ltd. is the Indian arm of the global giant Delphi
Automotive. The major components that Delphi supplies in the country are
steering columns, half shafts, AC Units, Engine Management systems, Catalytic
Converters and Wiring Harnesses. The Company also takes up sourcing
requirements of clients based out of India.
Q. 2. Explain how Delphi Automotive manages
its inbound sourcing.
Answer:Delphi Automotive India has outsourced the entire inbound sourcing part
of the supply chain to its suppliers, totaling about 150. They are responsible
for the inbound transportation and warehousing of components before the latter
reaches any of Delphi’s manufacturing plants.
Nexteer might be a relatively new name among
tier suppliers but its production history goes back decades. Formerly the
steering division of Delphi, it was taken over and run as a separate business
unit by General Motors when Delphi emerged from bankruptcy in 2009. In 2010,
after GM emerged from its own bankruptcy, the company was bought by
Q. 3. Explain how Delphi Automotive manages
its outbound logistics.
Answer:For outbound transportation and warehousing. the company works with a
mixture of national transporters and organised logistics solution providers,
Its outbound warehousing has been outsourced to a trading company with
capabilities in warehouse management. To make sure that quality norms are
adhered to and supply schedules are met, logistics service provider and
transporter evaluation is done on the basis of requirement levels met, which is
100 percent for any component before it goes on to the line. This is a very
Important service level definition on which logistic solution providers and
transporters are evaluate
Q. 4 Suggest a suitable strategy for Delphi
Automotive to Improve its supply chain effectives.
Answer:Since the stock and inventory checking aspects of the supply chain have
been automated, details of stocksand status of delivery can be tracked. Web
enabledconsignment tracking facilities are provided by Delphi India to its
foreign customers enabling the latter totrack the status and location of their’
consignments at any given point in time. Indian customers areslowly being
provided with this facility. Also, Indian customers can place
Group B
Case-5 Karnataka Engineering Company
Limited
Q. 1. At what volumes is the opening of a
warehouse in a state justified primarily on the grounds of the 4 percent
central sales tax for transactions across states?
Answer:The problem here is a relatively
complex one, in theory, because of the number of different but interrelated
decisions that have to the made. Two options are suggested to approach this
problem. One is to decompose the decision areas (typically in the order of the
hierarchy described above) and calculate only the aggregate contributions from
other decisions. For example, a shipment size can be assumed while deciding the
number and location of warehouses (and that would determine the relevant
costs), and this can be repeated for each significant option. Another approach
is to explicitly and simultaneously
Q. 2. How many warehouses do you think are
required for the distribution of KEC’s products in AndhraPradesh? What could
the candidate locations of the warehouses be? What would be the criteria on
whichto select the candidates?
Answer:By 1983 (the case time context), the two-wheeler market had been
liberalised and companies had to deal with the new realities. Logistics was one
of the business activities which got a strong look. The case of Karnataka
Engineering Company Limited (KEC) provides the background for analysing a key
set of logistical concerns.
Strengthening the distribution network for
finished products is one of the most direct ways of improving service
effectiveness and cost efficiency of a firm’s marketing related operations. The
cost of selling up and operating different facilities in the
Q. 3. Determine the optimal selection of
warehouses and the best allocation of demand points to the selectedwarehouses?
Answer:Five hierarchical decisions have to be made in this case; deciding on the
number of warehouses, the location of those warehouses, the allocation of
demand points to a warehouse, the selection of a shipment size, and an order
processing and routing policy for the actual distribution from warehouse to
demandpoints. Here, shipments from depots to dealers are through trucks or
LCVs. Depending on the order processing discipline that is selected, one could
have the possibility of meeting the demands of two or more dealers with a
Q. 4. What are the best choices for
shipment (truck) size from warehouses to demand points? Given the size,what
routing would you recommend for a typical dispatch run?
Answer:In 1987, there was a slump in the Two-wheeler market which affected all
manufacturers badly. The market became extremely competitive. This forced KEC
to look for ways to tackle the increased competitiveness. It was felt by the
Staff Vice-President (Corporate Planning) that the physical distribution
function was a source of competitive advantage which, if properly handled,
could yield substantial dividends that would be visible
Dear
students get fully solved assignments
Send
your semester & Specialization name to our mail id :
“
help.mbaassignments@gmail.com ”
or
Call
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