OM0012 – SUPPLY CHAIN MANAGEMENT

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                                                                                      ASSIGNMENT                        

DRIVE	WINTER 2015
PROGRAM	MBADS – (SEM 4/SEM 6) / MBAN2 / MBAFLEX – (SEM 4) / PGDFMN – (SEM 2)
SUBJECT CODE & NAME	OM0012 – SUPPLY CHAIN MANAGEMENT
SEMESTER	3
CREDITS	4
MARKS	60

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.

Q. 1 What are the different factors affecting transportation decisions?

Ans :  There are mainly two factors which affect transportation decisions. These are :

1. Carriers

2. Customers

There are various sub-factors, which come under these two. These are discussed below :

1. Carriers:

Q.2 Write short notes on risk pooling.

Ans : Description of risk pooling:

A risk pool is one of the forms of risk management mostly practiced by insurance companies. Under this system, insurance companies come together to form a pool, which can provide protection to insurance companies against catastrophic risks such as floods, earthquakes etc. The term is also used to describe the pooling of similar risks that underlies the concept of insurance. While risk pooling is necessary for insurance to work, not all risks can

Q.3 Read the following case study and answer the questions given the end of the case study

Best Supplier Relationship Management: Jaguar Land Rover and Gobal & Partner Jaguar Land Rover production line 8 October 2013 | CIPS Supply Management Awards 2013

“Jaguar Land Rover (JLR) transformed its position in customer satisfaction surveys and enhanced the quality of its products through an innovative partnership with a key supplier.

By re-evaluating the way it deals with quality control and suppliers, Jaguar took top spot in the 2012 JD Power Survey for customer satisfaction and Land Rover raced up the chart. In 2008, the survey put Jaguar at nine and Land Rover at 34 for quality, described by JLR as “clearly an unsatisfactory situation” for a premium brand and stated that “something had to change”.

Component quality was identified as the key issue – for some suppliers the proportion of rejected parts was as high as 65 per cent – and some finished vehicles were being put into ‘containment’ due to faulty components. This had knock-on effects including delayed customer shipments, production line stoppages that cost £2,000 per minute and the risk that faulty parts could make their way into completed vehicles. At the time, JLR was working with 16 different suppliers across three factories to undertake parts rework and containment, resulting in differing quality regimes and an inability to share data across the company. As a result, there was no single view of any given supplier’s quality history, which made preventative action impossible. A new director of quality was appointed who launched a review of quality across the supply chain that identified potential improvements that could be made to the inspection of incoming components from suppliers. The Inbound Materials Project was established and the 16 suppliers dealing with quality control were reduced to one – Gobel & Partner (G&P) – who saw it as an opportunity to introduce innovations and boost investment in its Qtrak quality management system, which totals £2 million to date. This evolved into a partnership between JLR and G&P. Both realised that prevention was better than cure, and through Qtrak they could identify the component suppliers causing the most problems. Those with a recurrent history of reject parts were subject to a more rigorous inspection regime. G&P’s aim is to ensure no faulty part ever arrives at JLR production facilities and they now work on the premises of high-risk suppliers to review quality processes. The firm is also working at JLR’s new plant in China to ensure the right quality approach is in place from the beginning. Over six years, the relationship between the firms has evolved from a traditional adversarial situation, where G&P were treated as one of a number of commodity suppliers, to one where the two are working to the same goal of “bringing premium quality to premium brands”.Wolfram Leidtke, JLR board quality director, said: “JLR is a premium brand and accordingly needs to have premium quality vehicles. Procurement has aligned with this objective. G&P has been able to transfer their global knowledge and work with JLR to develop a new approach to incoming material quality and the results are starting to speak for themselves.’ ”

Source: http://www.supplymanagement.com/analysis/features/2013/best-supplier-relationshipmanagement-jaguar-land-rover-and-gobel-partner/

Question:

Illustrate the role quality played as criteria in JLR choosing its supplier Gobel & Partner. Explain the importance of Gobel & Partner in the supply chain(unit 6)

Ans : Importance of  component quality to JLR:

Quality is important because it makes sure products and services meet the required standard. It also encourages consistency, competitive markets, reduced waste, ensures customer satisfaction as well as increased revenues.

The effects of bad quality:

Jaguar Land Rover (JLR) transformed its position in customer satisfaction surveys and enhanced the quality of its products through an innovative partnership with a key supplier.

By re-evaluating the way it deals with quality control

Q.4 “MTR Foods, the Bangalore-based food processing company, is planning to utilise the services of a third party manufacturer for the first time. The contracted plant in Mathura for producing vermicelli is expected to give it a push in the northern and eastern markets where it is trying to expand its presence. The company is also planning a capacity expansion in spices.

MTR has nine plants in Bommasandra Industrial Area in Bangalore which caters to its product categories like spices and masala, beverages, vermicelli and frozen food. The company has so far produced its brands inhouse. ‘The plant in Mathura would help us supply to the north and eastern parts of the country. It would help us source wheat faster and also trim freight costs by 6-7 per cent,’ said Sanjay Sharma, chief executive officer, MTR Foods.”

Source: http://www.business-standard.com/article/companies/mtr-foods-to-outsourcemanufacturing- 110041200084_1.html

Which according to you may then be distribution strategy used by MTR? Justify your answer (unit 8)

Ans : Identification of the strategy:

The strategy used by MTR is capacity expansion strategy. As it is clear that the company is planning a capacity expansion in spices.

Explanation on the facts fitting the strategy:

In fact, adopting capacity expansion can encourage the manufacturer to reduce the amount of production in the first period, which indirectly alleviates the cost of holding inventory. In addition, the manufacturer can take advantage of producing a

Q.5 Explain any four direct benefits of outsourcing with examples.

Ans : Outsourcing as an idea is not novice; it has been for over a thousand years now, the only difference being that it's gaining lot more popularity since a decade for whatever reasons. Outsourcing basically means asking a third-party vendor to work for you on a contractual basis. Companies outsource primarily to cut costs. But today, it is not only about cutting cost but also about reaping the benefits of strategic outsourcing such as accessing skilled expertise, reducing overhead, flexible staffing, and increasing efficiency

Q.6 Describe the supplier integration approach.

Ans : Explanation of the stages of supplier integration :

The possible forms of supplier integration can be framed within the context of the "generic" new product development process shown in Figure . The new product development process is a series of interdependent, often overlapping stages during which a new product (or process or service) is brought from the idea stage to readiness for

Dear students get fully solved assignments

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