om0012 smu mba summer 2014 IIIrd sem assignment

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DRIVE: SUMMER 2014

PROGRAM: MBADS (SEM 3/SEM 5)  MBAFLEX/ MBA (SEM 3)  PGDOMN (SEM 1)

SUBJECT CODE & NAME: OM0012 SUPPLY CHAIN MANAGEMENT

BK ID: B1542

CREDITS AND MARKS: 4 CREDITS AND 60 MARKS

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

 (Description/outline of different factors and its sub factors in students own words- 10 [5 marks for each factor – any 2])

ANS:

Description/outline of different factors and its sub factors in students own words:

The two major factors that affect transportation decisions are:

·         Carriers

·         Customers

Q.2: Write short notes on risk pooling.

(description of risk pooling- 1 marks, importance of risk pooling in SCM- 1 marks, listing and summarization(along with suitable examples for each) of four types of risk pooling-8 [2 marks each])

ANS:

Description of risk pooling:

Risk pool is a term used in risk management, mostly in 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.

Q3. Read the following case study and answer the questions given the end of the case study

Best Supplier Relationship Management: Jaguar Land Rover and Gobel & 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.’ ”

(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)

A Students should illustrate based on:

·         How critical is component quality to JLR

·         What were the effects of bad quality

·         What were the issues JLR had to tackle to working with 16 suppliers

·         The steps taken by JLR to improve quality

Importance of the supplier) 10 marks

Answer.

The role quality played as criteria in JLR choosing its supplier Gobel & Partner

·         Quality plays a very important role as criteria In JLR choosing its supplier. It is critical component.

·         As we see in the case study JLR was working with 16 different suppliers across three factories to

Q4 “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.”

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

·         (Explanation on the facts fitting the strategy

·         Identification of the strategy

·         Rationale behind choosing the strategy

·         Conclusion) 10 marks

Answer.

Explanation on the facts fitting the strategy

MTR Foods Ltd. is one of India's leading purveyors of packaged foods.The company is one of only a few that sell packaged food nationwide. It pushed into more cities in southern India, where it eventually gained leading market share in every region that enjoyed a predominantly vegetarian cuisine. Market

Q.5: Write short notes on:

Intercompany - inter functional strategic scope: The maximise supply chain surplus view

Capacitated plant location model- 10 (5 marks each)

ANS:

Intercompany - inter functional strategic scope: The maximise supply chain surplus view:

The objective of maximising company profits can sometimes build conflicts between stages of a supply chain. In intercompany - inter functional scope, the two parties work together to minimise the amount of inventory required. By working together, they can share the information that helps to reduce inventories

Q.6: Briefly explain how information helps in resolving the important trade-offs involved in a supply chain.

[Explanation of how information helps in resolving the important trade-offs-10 (2 marks for each trade-off)]

ANS:

The large amount of information available now helps the supply chain to meet all the apparently

Get fully solved assignment, plz drop a mail with your sub code

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Charges rs 125/subject and rs 700/semester only.

our website is www.smuassignment.in

if urgent then call us on 08791490301, 08273413412