Supply issues in ACPL – an electrical manufacturing company

2012 ◽  
Vol 2 (8) ◽  
pp. 1-12
Author(s):  
Hari Narain Singh
Keyword(s):  
Supply Chain ◽  
Inventory Management ◽  
Operations Management ◽  
Manufacturing Systems ◽  
Raw Materials ◽  
Subject Area ◽  
Power Utility ◽  
Content Type ◽  
Marketing Function ◽  
Manufacturing Company

Subject area Supply chain management. Study level/applicability The case is suitable for post graduates in management, and for those managing small sector supply and manufacturing systems. Case overview ACPL is an organisation which moved from trading to manufacturing a technology product instrument transformers (ITs) for power utility companies for 11 years, competing with the best in industry, reducing internal costs, and modernising the supply chain. ACPL was started as a trading organisation in electrical items in Delhi by Munish Kumar, an engineer by profession in 2001. In 2004 he ventured into manufacturing, which expanded in two locations in Ghaziabad, NCR Delhi. Later his two sons, engineer and management graduate, respectively, joined the organisation. In less than a decade, by 2007, ACPL had grown to be a private limited organisation. ACPL manufactures ITs required by power boards and companies for conversion and usage of high voltage (11 kV/33 kV) transmitted power into 220 V single phase/440 V three phase power. From tender/enquiry through manufacturing to inspection and despatch takes a long supply chain cycle time holding space as well as inventory. An interview with the chairman of ACPL in the case highlights issues affecting its margins and growth. The long process to delivery time may be in vogue in this type of industry but this holds up a huge inventory. The company management has been working to resolve this crisis along with an urgent need to grow in a competitive environment. The problem is being addressed. Expected learning outcomes This case study should help students to understand the concept of the supply chain and supply cycle, in a manufacturing company in particular. It has been found that students understand the supply chain as part of the marketing function dealing with finished stocks, warehousing and delivery to end customers as per agreements, and arranging payments from customers. The supply chain also deals with in bound materials management. Raw materials planning, purchasing, inventory management are crucial for effective business operations management in any organisation. Supplementary materials Teaching notes are available; please contact your librarian for access.

Strategic buying at National Foods, Pakistan – a recipe for success

2011 ◽  
Vol 1 (1) ◽  
pp. 1-7
Author(s):  
Mohammad Kamran Mumtaz ◽  
Shahid Raza Mir
Keyword(s):  
Supply Chain ◽  
Inventory Management ◽  
Operations Management ◽  
Subject Area ◽  
Raw Material ◽  
Fiscal Year ◽  
Demand Forecast ◽  
Procurement Management ◽  
Content Type ◽  
Inventory Holding

Subject area Operations management, purchasing and procurement management, inventory management and supply chain. Student level/applicability Introductory courses in Operations Management; MBA level and final year undergraduates in management. Masters level in purchasing/procurement management, inventory management and supply chain management. Case overview The case deals with strategic purchase decision of a basic raw material used in ketchups. Ketchups represent 15 per cent of annual sales at National Foods. Mohammad Iqbal, Head of Supply Chain at National Foods, is confronted with the decision of buying tomato paste for fiscal year 2007-2008. He needs to decide how much paste to order from National Foods' supplier in China and when. He has the demand forecast for the paste for 2008 available to help him make the decision. Expected learning outcomes The case will introduce the students to issues in strategic buying of a basic raw material that is crucial to production. The case is not designed to teach just the basic concept of trade-off between inventory holding and stock out cost. The students should bring these basic concepts of operations with them to understand how these concepts are combined with knowledge of other disciplines to tackle a complex raw material planning issue. Students learn how to plan for the purchase of a perishable yet important raw material for an organization. Supplementary materials Teaching note.

ProdVal – production challenges!

2012 ◽  
Vol 2 (8) ◽  
pp. 1-5
Author(s):  
Vikrant Apoorva Kulkarni ◽  
Komal Chopra ◽  
Krishnakant Roy ◽  
Raji Vamadevan ◽  
Sajeesh Hamsa
Keyword(s):  
Inventory Management ◽  
Operations Management ◽  
Production Management ◽  
Raw Materials ◽  
Production Capacity ◽  
Subject Area ◽  
Small Scale ◽  
Good Growth ◽  
List Type ◽  
Content Type

Subject area Operations management. Study level/applicability Management post graduate and corporate executives. Case overview ProdVal Flow Controls Pvt Ltd was company in the SME sector in India. The company focused on quality products and timely delivery. The major challenge for ProdVal was increasing their production capacity. They had no control over their existing suppliers resulting in delay in raw materials delivery. Retention of vendors had an effect on inventory carrying cost. The company had limited production facilities and the workers were outsourced. The company operated with unskilled workers. The case presents the various issues faced by the company based on which strategies to practice and plan the company's future plans could be designed. This is a disguised case and all excerpts from interviews have been anonymized. Expected learning outcomes This case study will give an insight to students to understand how inventory management; impacts production. It even gives an idea about how ProdVal has used the strategy of outsourcing of technology and labour and maintained a good growth rate. Social implications - Production-related outsourcing. Production management in small scale industry. Organization structure of a manufacturing unit. Concept of outsourcing HR and technology in an SME. Supplementary materials Teaching notes are available, please consult your librarian to access.

Aavaran: creating niche through contemporary traditional textiles

2013 ◽  
Vol 3 (2) ◽  
pp. 1-12
Author(s):  
Jagriti Mishra
Keyword(s):  
Supply Chain ◽  
Raw Materials ◽  
Subject Area ◽  
Rural India ◽  
Content Type ◽  
Governmental Organization ◽  
Business Administration Students ◽  
Textiles And Clothing ◽  
Set Up ◽  
Management Students

Subject area Marketing. Study level/applicability The case is aimed at Business Administration students. Case overview Udaipur based Aavaran – the echos of rural India – is a concept by COS-V, a leading non-governmental organization (NGO), which aims at connecting the tribal women of rural India with the mainstream. The NGO, set up in 1988 by Smt. Girija Vyas, was initially involved in imparting vocational training to the rural poor. Later, COS-V was taken up by Alka Sharma, a graduate from the Indian Institute of Crafts and Design, Jaipur, who completely changed the direction of the NGO. Her interest in textiles and crafts led to the genesis of the concept “Aavaran”. Aavaran is a retail outlet which was opened with a vision to provide the Indian market with traditional yet contemporary textiles and clothing. It offers a collection of women's and children's clothing and home textiles using a variety of traditional textiles and crafts. It is an artisan driven concept where the supply chain incorporates the essence of Indian textiles and crafts at every level. From the dyeing, printing, sampling and assembly of garments everything is done by the local women trained by COS-V with the support of DC-Handicrafts. The raw materials – the textiles, grey fabrics, etc. – are sourced directly from the rural weavers and artisans across India. The case study discusses how Aavaran developed the unique positioning of a retail platform for contemporary products made from traditional techniques, skills and hand-based processes; how it could revive the diminishing arts of Dabu and Phetia and how it carved a niche through its channelized marketing efforts. Expected learning outcomes The case will familiarize management students with the concept of niche marketing with Udaipur based firm Aavaran as an example which developed a unique positioning through its traditionally developed products. It will also acquaint students with a basic understanding of a supply chain with a cooperative firm in focus. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Health Pharma: managing supply chain

2012 ◽  
Vol 2 (6) ◽  
pp. 1-5
Author(s):  
Surajit Ghosh Dastidar ◽  
Rahul Thakurta ◽  
Anusha Sreeram
Keyword(s):  
Supply Chain ◽  
Learning Outcomes ◽  
Operations Management ◽  
Bullwhip Effect ◽  
Subject Area ◽  
Classroom Setting ◽  
Content Type ◽  
Information Transparency ◽  
Executive Mba ◽  
Chain Problem

Subject area The case deals with the Bullwhip phenomena that can be observed in a supply chain. Study level/applicability This case is suitable for all levels of students, undergraduate MBA to Executive MBA classes and practitioners. Assignment questions are designed from the perspective of teaching this case to a business student audience. The case is ideally suited for a supply chain management course and can be introduced to demonstrate the bullwhip effect in an operations management course. Case overview Set in May 2011, the case presents the discussions in the meeting summoned by Mr Srinivas, the director (technical) of Health Pharma (not the name of a real organization) in response to the huge losses faced by the organization in the last financial year. The discussions point to the inability of the organization to appropriately forecast demand across the different echelons and also absence of information transparency, leading to the loss. The catastrophe indicated the need to adopt an ERP solution, which was earlier overlooked by Health Pharma management. Expected learning outcomes These are an introduction to the concepts of the bullwhip effect and the case presents a managerial solution to the supply chain problem demonstrated. Supplementary materials Teaching notes are available for facilitating the instructor to present and discuss the case in a classroom setting.

Assess your business model strategy to sustain

2011 ◽  
Vol 1 (1) ◽  
pp. 1-9
Author(s):  
Muhittin Hakan Demir ◽  
Aysu Göçer
Keyword(s):  
Supply Chain ◽  
Inventory Management ◽  
Business Model ◽  
Lot Sizing ◽  
Subject Area ◽  
Global Market ◽  
Supply Chain Design ◽  
Multinational Company ◽  
Content Type ◽  
The Right

Subject area This case study considers the supply chain redesign of a multinational company, with specific emphasis on production lot sizing, inventory policy and transportation decisions. Study level/applicability The material is intended for senior level students of business administration, logistics and similar departments. An intermediate knowledge of supply chain, purchasing and inventory concepts is required; therefore, the case is better suited for students who have taken one-semester courses on supply chain management and inventory management. This case can be used in graduate courses as part of discussions on physical distribution, supply chain design/redesign, risk pooling through process optimization. Case overview Within the global market, establishing the right business model where cost of operations is optimized has become key for competitiveness. This necessitates the simultaneous consideration and reevaluation of production, inventory and transportation interactivities within the integrated supply chain. We first discuss the business procurement model of a multinational company with emphasis on critical aspects of the current structure. An alternative model brought into consideration by the managers of the company considers consolidation of shipments through supply hubs and distribution to regional manufacturers. We present an analysis based on perspectives of company managers for and against this new business model. We finally provide numeric evidence on relevant costs of both models in order to enhance further discussion on redesign decisions. Expected learning outcomes The discussion regarding the case will provide a better understanding of key concepts of supply chain integration and coordination as well as the significance of the optimization of underlying processes. Supplementary materials Teaching notes.

A systematic literature review of healthcare supply chain and implications of future research

2019 ◽  
Vol 13 (4) ◽  
pp. 405-435 ◽  
Author(s):  
Anuj Dixit ◽  
Srikanta Routroy ◽  
Sunil Kumar Dubey
Keyword(s):  
Supply Chain ◽  
Literature Review ◽  
Inventory Management ◽  
Cold Chain ◽  
Future Research ◽  
Research Papers ◽  
Content Type ◽  
Drug Manufacturing ◽  
Customer Training

Purpose This paper aims to review the healthcare supply chain (HSC) literature along various areas and to find out the gap in it. Design/methodology/approach In total, 143 research papers were reviewed during 1996-2017. A critical review was carried out in various dimensions such as research methodologies/data collection method (empirical, case study and literature review) and inquiry mode of research methodology (qualitative, quantitative and mixed), country-specific, targeted area, research aim and year of publication. Findings Supply chain (SC) operations, performance measurement, inventory management, lean and agile operation, and use of information technology were well studied and analyzed, however, employee and customer training, tracking and visibility of medicines, cold chain management, human resource practices, risk management and waste management are felt to be important areas but not much attention were made in this direction. Research limitations/implications Mainly drug and vaccine SC were considered in current study of HSC while SC along healthcare equipment and machine, hospitality and drug manufacturing related papers were excluded in this study. Practical implications This literature review has recognized and analyzed various issues relevant to HSC and shows the direction for future research to develop an efficient and effective HSC. Originality/value The insight of various aspects of HSC was explored in general for better and deeper understanding of it for designing of an efficient and competent HSC. The outcomes of the study may form a basis to decide direction of future research.

Effects of CEO and COO overconfidence on the firm's inventory leanness

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bowon Kim ◽  
Jaeseog Na
Keyword(s):  
Inventory Management ◽  
Operations Management ◽  
Market Competition ◽  
Chief Executive ◽  
Stock Option ◽  
Behavioral Characteristics ◽  
Firm Level ◽  
Content Type ◽  
Top Managers ◽  
Managerial Overconfidence

PurposeThis study examines whether the behavioral attributes, such as overconfidence, of chief executive officers (CEO) and chief operating officers (COO) affect firm's inventory leanness. If they do, how are they interacting with each other? Moreover, incorporating market competition into the analysis, this study explores how the competition moderates the relationship between managerial overconfidence and inventory leanness.Design/methodology/approachUsing a large panel data of US manufacturing firms between 1998 and 2015, this study measures top managers' overconfident characteristics using stock option information. Then, a panel regression analysis is adopted to test the effects of managerial overconfidence on inventory leanness. Moreover, a moderation model is applied to investigate the interaction effects of market competition.FindingsFirms with overconfident COOs (CEOs), other circumstances being equal, increase (decrease) the inventory leanness as the market becomes more competitive.Practical implicationsThe study suggests that firms should understand top managers' behavioral characteristics to manage inventory efficiently. Collectively, CEOs (COOs) tend to increase (decrease) inventory levels due to their overconfidence as the market gets competitive. Firms should establish a systematic process to be reviewed by diverse stakeholders to deal with managerial overconfidence.Originality/valueThis study is an exploratory study that examines whether and how top management's behavioral attribute relates to a firm's operations performance. It underlines that CEO and COO's overconfident characteristics determine the inventory leanness when market competition is considered. Numerous studies on firm-level strategies emphasized the top managers' overconfidence as a key factor. However, behavioral characteristics at the top management level have rarely been studied in operations management fields. Based on the results, scholars could compare and understand the effects of CEO and COO overconfidence to provide insights into inventory management.

scholarly journals A literature review on multi-echelon inventory management: the case of pharmaceutical supply chain

2018 ◽  
Vol 200 ◽  
pp. 00013 ◽  
Author(s):  
Nouçaiba Sbai ◽  
Abdelaziz Berrado
Keyword(s):  
Supply Chain ◽  
Customer Service ◽  
Inventory Management ◽  
Raw Materials ◽  
Integrated Approach ◽  
Service Level ◽  
Pharmaceutical Products ◽  
Management Problem ◽  
Pharmaceutical Supply Chain ◽  
Customer Service Level

Inventory management remains a key challenge in supply chain management. Many companies recognize the benefits of a good inventory management system. An effective inventory management helps reaching a high customer service level while dealing with demand variability. In a complex supply chain network where inventories are found across the entire system as raw materials or finished products, the need for an integrated approach for managing inventory had become crucial. Modelling the system as a multi-echelon inventory system allows to consider all the factors related to inventory optimization. On the other hand, the high criticality of the pharmaceutical products makes the need for a sophisticated supply chain inventory management essential. The implementation of the multi-echelon inventory management in such supply chains helps keeping the stock of pharmaceutical products available at the different installations. This paper provides an insight into the multi-echelon inventory management problem, especially in the pharmaceutical supply chain. A classification of several multi-echelon inventory systems according to a set of criteria is provided. A synthesis of multiple multi-echelon pharmaceutical supply chain problems is elaborated.

scholarly journals Framework for successful supply chain implementation in healthcare area from provider’s prospective

2018 ◽  
Vol 12 (2) ◽  
pp. 135-145 ◽  
Author(s):  
Ik-Whan Kwon ◽  
Sung-Ho Kim
Keyword(s):  
Health Care ◽  
Supply Chain ◽  
Inventory Management ◽  
Health Care Providers ◽  
Management Practices ◽  
Cost Of Care ◽  
Care Providers ◽  
Financial Health ◽  
Content Type ◽  
Supply Chain Finance

Purpose This paper aims to explore avenue where suppliers and manufacturers are aligned with health-care providers to improve supply chain visibility. Supply chain finance is explored to link suppliers/manufacturers with health-care providers. Design/methodology/approach Existing literature on supply chain visibility in health care forms a basis to achieve the study purpose. Alignment calls also for financial health where supply chain partners’ working capital is readily available to execute joint supply chain plan. Findings There is a disjoint in supply chain alliance between suppliers/manufacturers and providers where providers are unable to trace the origin of supplies. Quality care suffers and cost of care rises as providers search for supplies on an emergency basis. This paper provides a framework where solution can be formulated. Research limitations/implications Suppliers/manufactures form a direct strategic alliance with providers where product visibility enables health-care providers with a better patient management with lower cost of supplies. Inventory management and logistics cost will be lowered as better planning/forecasting is in place. This paper does not call for testing any hypothesis. Perhaps, next move along this line will be to investigate financial health of supply chain partners based on supplier relationship management practices. Originality/value This paper proposes health-care supply chain as an alternative solution to achieve the following twin purposes: controlling the cost while improving quality of care through supply chain finance. As far as we know, this study is the first attempt to achieve the goals.

scholarly journals BENEFITS ASSESSMENT OF TRAINING ON SUPPLY CHAIN MANAGEMENT

2015 ◽  
Vol 7 (2) ◽  
Author(s):  
Claudemir L. Tramarico ◽  
Fernando A. S. Marins ◽  
Ligia M. S. Urbina ◽  
Valerio A. P. Salomon
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Inventory Management ◽  
Operations Management ◽  
Evaluation Model ◽  
Core Competencies ◽  
Critical Factor ◽  
Organizational Capability ◽  
Chain Management ◽  
Chemical Company

<p>Supply chain management (SCM) is a critical factor in the current global scenario. This organizational capability has a recent knowledge base, which is being accumulated, validated, and certified by groups like the Association for Operations Management (APICS). Therefore, training in SCM has been growing as one of the most convenient ways of becoming “Certified in Production and Inventory Management” (CPIM) from APICS. Companies all over the world have invested in SCM training; however, some companies have conditioned the continuity of their training programs to the benefits assessment. This paper contributes by proposing an evaluation model for specific program training on SCM. This model was applied in a global chemical company, which allowed capturing its impact on organizational and individual competencies, as well as on the core competencies. The proposed model includes the Analytic Hierarchy Process (AHP) and concepts in the SCM literature. The main result revealed by this research is that an SCM training based on APICS CPIM is really perceived as beneficial, in individual or organizational terms, for a real-world company. Therefore, this company should be confident that its SCM training program is improving and strengthening its core competencies.</p>

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