SCM+Module+Handbook RA

AURO UNIVERSITY, SURAT
The School of Management & Entrepreneurship

Bachelors of Business Administration (BBA)

Module

Supply Chain Management
Semester-5 (2012-2015)

Module Leader
Ms. Richa Agarwal

http://www.aurouniversity.edu.in

AURO University The School of Management & Entrepreneurship

Operations Management
Course Outcomes and Objectives:
Supply chain management (SCM) and logistics are critical success factors to build an export-
driven economic recovery. Despite the continuing economic challenges, there continues to be
strong demand in the market place for suitably qualified SCM professionals. This subject
provides an ideal opportunity for graduates from a wide variety of disciplines to acquire the
necessary skills, knowledge and competencies to build a career in this exciting and rapidly
developing field. Supply chain managers play a critical role in all main sectors in the economy
including life sciences, electronics and IT, food and drink, third-party logistics (3PL) and retail, as
well as in many parts of the public sector. The Subject provides a solid grounding in all aspects
of SCM based on the principles of world class practice and relevant to the evolving needs of
business in the country.
The course has two pronged focus. Firstly the students are expected to enhance their learning
of the various aspects and dimensions of Supply Chain Management. The students will also
have an enhanced understanding about various tools and techniques to help them in the
process of planning, implementation and control. In the modern times, spread sheets have
been used and are in vogue in the process of teaching decision making.

The course aims at imparting the various tools of planning and decision making at the
workplace pertaining to Supply Chain Management and the spread sheet skills so that the BBA
and MBA participants are comfortable to take decisions at the workplace by modelling the real
world alternatives and scenarios.

This module handbook outlines the essential readings and references for the course and will act
as a reference guide for the full block in semester. The students will leverage the spread sheet
skills acquired earlier and the decision making skills by applying them on real world problems
and situations.
Spread sheet based decision modelling is gaining prominence in the corporate world gradually.
The MBA participants are expected to optimally integrate the knowledge of Supply Chain
Management, Decision making tools and the knowledge regarding Ms-Excel to integrate them
in order to optimize resources and to facilitate planning, decision making and control process.
The students shall also be motivated to combine their power to logically model and analyse
decision making scenarios. The students are required to focus on acquiring skills needed to
apply decision models to different types of organizational decision making situations pertaining
to Supply Chain Management.

There is a growing recognition of the importance of logistics and Supply Chain management
issues in companies. The necessary improvements cannot be achieved without properly
educated and trained "supply chain professionals". There is a prime need for the best young

brains to provide a fresh, innovative impetus. In support of this need the subject in Supply
Chain Management provides training and education of a high academic standard and relevant
to modern industry which allows graduates to address both the theoretical and applied aspects
of the subject. The Course of Supply Chain Management is aimed at the "high-flyers" who will
be the world-class managers of the future.

The aim is to develop these professionals - the leaders of change and business improvement in
manufacturing, process, retail, transport and logistics service companies. IT achieves this
through broad-based vocational postgraduate education, providing the student with a
thorough knowledge of and competence in the key elements of logistics and Supply Chain
Management.
The overall learning outcomes of the subject are to:
Provide participants with a detailed knowledge of the theory and practice of SCM
Develop graduates to contribute effectively to multi-discipline teamwork aimed at radical
improvements in supply chain capability
Prepare graduates of all disciplines for a variety of roles in SCM; and
Provide personal development opportunities for students in parallel with their meeting
career development objectives.
Understand the requirements of successful operations and supply chain practice in modern
business.
Identify and apply a range of operations management initiatives and techniques that can be
considered in the development of an operations strategy.
Develop a conviction that operations can be managed as a strategic resource.
Understand the models, processes and tools used to analyses, design and implement
operations and supply chain management solutions.
Develop a thorough understanding of the components of supply chains, the material and
information flow interactions between them and the analytical and management processes
that facilitate successful supply chain performance.
Understand the role and importance of logistics in competitive business performance.
Describe and evaluate purchasing strategy options.
Apply benchmarking and comparative performance techniques


Learning Outcomes:
Through your own self-study of the reading materials outlined in this hand-out, your
participation in your Supply Chain Management Assignments and through lectures, workshops
and seminars, you should be able to:
Understand the various tools, techniques and applications of Supply Chain Management.
Understand the application of suitable tools and techniques in different alternative
scenarios to maximize the logistics management.
Formulate Supply Chain Strategy in domestic and global context
Model a wide variety of Supply Chain Management problems organizations
Understand the various factors and dimensions that have a significant impact and the
strategies.
Integrate the concepts of Supply Chain Management, Statistics, Spread Sheet Skills and
Management Decision Science to evolve the issues to make the Organization Globally
Competitive.
Recommended Readings:
Janat Shah, 2009, Supply Chain Management, Text and Cases, Pearson

Other Readings:

V.V.Sople, Logistics Management, Third Impression, 2011, Pearson (Few Chapters from
this book)
K.Sridhara Bhatt, Logistics and Supply Chain Management, 1
st
Edition, 2014, Himalaya
Publication
Edited by Boone and Ganeshan, New Directions in Supply-Chain Management, First
Jaico Impression, 2007,JaicoPublication
Saxena & Sircar, Logistics & Sypply-chain Management Text and Cases, Latest Edition,
Jaico Publication

Copies of the books are available in the library for but given the number of students on the module, you
are required to purchase a copy of the book. There are a number of other reference books on the
subject in the library, which you may use in place of these books.
In addition to the texts mentioned above, it is important to keep abreast of current
/contemporary business news / issues by reading the dailies from India and abroad as the same
facilitates the understanding of business, logistics and supply chain from a holistic view angle in
the light of the exponentially dynamic business environment. A daily dose of leading pink dailies
is highly recommended among but not limited to The Economic Times, Financial Express,
Business Line, The Wall Street Journal etc. Most of these are available in the University library

and are also available free of charge on the internet (If you are unsure of web address, search
for the relevant newspaper using www.google.com).
For e.g. The economic Times -www.epaper.timesofindia.com

Learning Process:
The learning for the Supply Chain Management Course will be mainly by lectures, seminars,
case-studies, self-study, Videos, Presentations and through your assignments, research and
project report.

The students may be required to work in groups as well.

The entire class is to be divided in groups for the discussion of cases in the class.

It is expected that students will co-ordinate their group and arrange meetings etc. to complete
the necessary tasks during their own time. If you are having problems with the group working
element, please contact your module leader, but remember that it is your responsibility to
arrange to meet up as a group and co-ordinate the necessary information gathering.

Please note:
Lectures, workshops and seminar/tutorials (if any) for the module are compulsory for all
students. It will be assumed by the module leader in all assessments (coursework and
examinations) that students have attended all the classes.

Support for your Learning
The main form of support will be through your module leader/s and seminar/workshop
leader/s, who are available on appointment. Also, the online support in the form of material
available on the VLE regarding your module should be used to keep oneself updated.

The library resources are extended through the availability of electronic databases, containing
Research Journals and various other types of publications that provide you with enhanced
readings and facilitate your understanding.

Course Assessments:
1. Mid Term Examinations (20 %)

Students are required to give mid-term examinations in the week 8
th
of the semester.


2. Project Work (15 %)
The students have to identify a company individually & have to cross check with the module
leader so that there is no repetition of the company taken.

The project report is likely to cover the various aspects of production /service produced
/rendered by the organization including but not limited to operations and productivity,
forecasting, design operations, Quality Management, Statistical Process Control, Process
Strategy, Capacity Planning, Expansion, Outsourcing, Location Strategies, Production decisions,
Layout Strategies, Work Measurement, Supply Chain Management, Inventory Management,
Aggregate Planning, MRP/ERP, JIT, Project Management, Decision Making Tools etc.

The students are required to submit the Project Report in hard copy and soft copy to the
program office latest by 10AM in 10
th
week.

The students are required to download the VIPER Software from internet and attach the soft
copy and hard copy of the Viper Report along with the soft copy and hard copy of the project
report. The viper report must not show plagiarism beyond 20%. The soft copy of the Project
Report is to be uploaded on the VLE.

(Please Note: Please consult / contact your tutor regarding any guidance/support during the
course)
3. Group Project/ Presentations/Role Plays (15 %)

For the group/individual assignment element, each team/individual member is expected to
complete a proportionate share of the group assignments. The allocation of specific tasks is the
responsibility of the group. These graded case study presentations/role plays will be held in the
seminar/workshop classes of all the weeks due from week 4
th
of the semester till week 15
th
.
This is a group task. The groups for each group work will be formed by the program office. No
Further changes will be done once the groups are made. The contribution of each student has
to be filled in the list attached in the end of the module handbook.
IMPORTANT: Plagiarism is a SERIOUS ACADEMIC OFFENCE. Please ensure you appropriately
acknowledge the source of your ideas and attribute quotations as appropriate, as these
coursework will be routinely checked for plagiarism using plagiarism software.
Graded Presentations:
Week Group Week Group
2, 9 1, 2 5, 12 7, 8
3, 10 3, 4 6, 13 9, 10
4, 11 5, 6 7, 14 11, 12


Each group will be given cases by the module leader on VLE, failed to present the group
will lose the weightage associated.
The group presentations have to be of 20 minutes each, if time duration is not considered it
will affect your group marks.
Students will be assessed for class participation & relevant question & answer sessions
from the audience sides during the case presentations.

End Term Examination (50%)
The examination will consist of two sections. Students are required to answer both sections.
The duration of the examination is three hours and will be of 100 marks.

Expectations:
There are a number of expectations for your study on this module which you should be aware
of. These are that you will:
Adhere to the guidelines vis--vis submission deadlines; weekly readings and tasks;
practice tests schedule
Regularly log-in to check on the Auro University server for announcements (and
material) pertaining to this module
Attend all the face to face sessions and regularly connect with module/workshop
leaders for any clarification pertaining to the module
Be aware of the plagiarism norms of the Auro University and take care not to infringe
upon the any of the same

Using Unfair Means
All assessments are intended to determine your individual skills, abilities, understanding and
knowledge. Cheating is defined as obtaining an unfair academic advantage and any of you
found using any form of cheating, attempting to cheat or assisting someone else to cheat may
be subject to disciplinary action in accordance with the University Disciplinary Procedure. The
Institute takes this issue very seriously and you may be expelled or have your degree withheld
for cheating in assessments. If you are having difficulty with your work it is important to seek
help from your tutor rather than be tempted to use unfair means to gain marks. Do not risk
losing your degree and all the work you have done. Auro University defines a number of
different forms of cheating, although any form of cheating is strictly forbidden. These are:

Submitting other people's work as your own - either with or without their knowledge.
This includes copying in examinations; using notes or unauthorised materials in
examinations
Impersonation - taking an assessment on behalf of or pretending to be another student,
or allowing another person to take an assessment on your behalf or pretend to be you
Plagiarism - taking or using another person's thoughts, writings or inventions as your
own. To avoid plagiarism you must make sure that quotations, from whatever source,
are clearly identified and attributed at the point where they occur in the text of your
work by using one of the standard conventions for referencing. It is not enough just to
list sources in a bibliography at the end of your essay or dissertation if you do not
acknowledge the actual quotations in the text. Neither is it acceptable to change some
of the words or the order of sentences if, by failing to acknowledge the source properly,
you give the impression that it is your own work
Collusion - except where written instructions specify that work for assessment may be
produced jointly and submitted as the work of more than one student, you must not
collude with others to produce a piece of work jointly, copy or share another student's
work or lend your work to another student in the reasonable knowledge that some or all
of it will be copied
Duplication - submitting work for assessment that is the same as, or broadly similar to,
work submitted earlier for academic credit, without acknowledgement of the previous
submission
Falsification - the invention of data, its alteration, its copying from any other source, or
otherwise obtaining it by unfair means, or inventing quotations and/or references.


Semester Plan Synopsis

Week Lecture Textbook

Week 1
Introduction to Supply Chain
Management:
Key Concepts

Chapter-1

Week 2

Supply Chain Strategy and Performance
Measures

Chapter-2

Week 3 & 4

Outsourcing: Make Versus Buy

Chapter-3

Week 5 & 6

Inventory Management: Managing
Material Flow In Supply Chains

Chapter-4

Week 7

Transportation

Chapter-5

Week 8

Mid Term

Week 9 & 10

Facility Location: Network Design &
Operations

Chapter-6

Week-11 & 12

Demand Forecasting: Role and Methods

Chapter -7

Week 13

Supply Chain Integration

Chapter - 9

Week 14

Warehousing : Role Beyond Storage

Chapter 4
( V.V. Sople)

Week 15

Government Policies & Regulations

Chapter 19
( V.V. Sople)

Week 16

Revision

All Chapters

Week 17

Examination

As per schedule
to be announced

Text Book: Janat Shah, 2009, Supply Chain Management, Text And Cases, Pearson


NOTE: The module leader has the authority to modify the module at
any point of time, if required.
Lecture Outline 1

Introduction to Supply Chain Management
Overview

This introductory class provides a strategic, industrial organisational and decision making
framework for the major in supply chain management. By using in-depth knowledge from the
fields of operations management, operations research and economics, valuable insight can be
given for complex, integrated real-life problems. Students should be able to - Distinguish
strategic, tactic and operational problems in SCM. - Be able to relate to industrial practice in
inter-organisational coordination of supply chains - Understand basic industrial economic
analysis of the supply chain relations. - Identify, formulate, solve and critically review some
strategic problems in the supply chain
This introductory lecture will introduce you to important questions and show you how most are
related to the central issues of transportation. A theoretical framework will be developed,
which will enable students to understand the problem. Links with future lectures will be drawn.
Objectives

To understand the concept of supply chain management in economy and organisation.
To identify the decisions in supply chain.
To illustrate the enablers of supply chain management performance.
Challenges in maintaining of a supply chain in India and for the FMCG sector.

Key Concepts: Evolution of Supply Chain Management, Decisions, Improvements in
communication & IT, Third Party Logistics, Challenges in the logistics industry.

Seminar & Workshop for Week 1: Since this is first week, seminar will include detailed
understanding of the module expectations and assessments. Groups for case studies will be
formed during this seminar.

Lecture Outline 2
Supply Chain Management Strategy & Performance Measures
Overview

Companies must always be concerned with their competition. Today's marketplace is shifting
from individual company performance to supply chain performance: the entire chain's ability to
meet end-customer needs through product availability and responsive, on-time delivery. Supply
chain performance crosses both functional lines and company boundaries. Functional groups
(engineering/R&D, manufacturing, and sales/marketing) are all instrumental in designing,
building, and selling products most efficiently for the supply chain, and traditional company
boundaries are changing as companies discover new ways of working together to achieve the
ultimate supply chain goal: the ability to fill customer orders faster and more efficiently than
the competition.
To achieve that goal, you need performance measures, or "metrics", for global supply chain
performance improvements. Your performance measures must show not only how well
you are providing for your customers (service metrics) but also how you are handling your
business (speed, asset/inventory, and financial metrics).
Objectives

To identify the cost trade-offs & customer service part.
To analyse the Supply Chain performance measures.
To get a linkage between Supply Chain & Business Performance.
To understand the ways by which SCM performance can be enhanced.

Key Concepts: Customer trade off, order delivery lead-time, supply chain responsiveness,
performance measures, Supply Chain Optimisation, Supply Chain Integration,
Restructuring.

Seminar & Workshop for Week 2: Case study/ Role Plays to be completed in groups. Graded
assessments will start from week 2.


Lecture Outline 3 & 4
Outsourcing: Make Versus Buy
Overview

When considering outsourcing, many organizations start with the same question: Which
activities should we outsource, and which tasks should we do in-house? For instance,
imagine that you work in the healthcare industry. Should you outsource your cleaning staff,
or hire in-house cleaners? Would the decision be the same for an IT company? If you
worked for an airline, would you outsource your catering, or hire cooks directly? What if
you managed a luxury hotel?
These are complicated questions, and the answers can have huge effects on your
organization's short-term and long-term success.
Making the right decision can add significantly to your organization's bottom line in terms
of cost savings and increased efficiency. Outsourcing can bring fresh minds to your
business, and it can also free time up for innovation and other vital tasks. However, making
the wrong decision can put your business at a competitive disadvantage. Perhaps you'll
lose control of proprietary information, or receive components that don't meet your
organization's quality standards.
So, how can you ensure that your organization makes the right decision? The Outsourcing
Decision Matrix helps you see clearly which tasks, processes, or functions you should keep
in-house and which can be safely outsourced. In this article, we'll examine the
Outsourcing Decision Matrix and see how your organization can use it to make better
outsourcing decisions.
Understanding the Tool
The Outsourcing Decision Matrix helps you consider two important factors in outsourcing a
task:
1. How strategically important is the task to your business? Strategically important
tasks are sources of competitive advantage.
2. What is the task's impact on your organization's operational performance? Tasks
which have a high impact on operational performance are those which, if done well,
contribute greatly to the smooth running of the organization or, if done badly,
greatly disrupt it.

Objectives


To identify the core processes.
The importance of the market versus hierarchy.
The need for Make- Versus- Buy Continuum.
Need for Sourcing Strategy.

Key Concepts: Make Vs. Buy Decision, market versus hierarchy, portfolio approach,
impact of internet on sourcing.

Seminar & Workshop for Week 3& 4: Case study/ Role Plays to be completed in groups.

Lecture Outline 5 & 6
Inventory Management: Managing Material Flow In Supply Chains Overview

Overview

Matching supply with demand constitutes the temporal dimension of logistics. Inventories
allow companies to decouple supply and demand and thereby to design the supply processes
more efficiently. However, inventories come at a cost. This lecture discusses different roles that
inventory can play in the supply chain. It introduces quantitative models that capture the trade-
off between inventory holding costs and performance. This also complements supply-side
inventory management with demand-side revenue management techniques.
Objectives

How inventories can be used to manage supply chain performance.
To distinguish different functions of inventory in different supply chain environments.
To analyse inventory systems quantitatively and to determine the right inventory levels to
achieve given performance objectives.
To get acquainted with the basic principles of revenue management and understand how
these are interrelated with inventory management

Key Concepts: Types of inventory, the associated costs, managing cycle- stock, managing
safety stock, marginal seasonal stock, Impact of Supply chain redesign on the inventory.

Seminar & Workshop for Week 5 & 6: Case study/ Role Plays to be completed in groups.

Lecture Outline 7
Transportation
Overview

Transportation refers to the movement of product from one location to another as it makes its
way from the beginning of a supply chain to the customers handle. In this exciting new broad
look at the business of transportation, including Supply Chain Management, Logistics, &
procurement. Freight transportation costs in the United States amount to about 6% of the GDP.

Many manufacturers & retailers have found that they can use state of the art supply chain
management to reduce inventory & warehousing costs while speeding up delivery to the end
customer. Any supply Chains success is closely linked to the appropriate use of transportation.
Wal- Mart has effectively used a responsive transportation system to lower its overall costs. At
DCs, Wal- Mart uses cross-docking, a process in which product is exchanged between trucks so
that each truck going to a retail store has products form different suppliers.

Meanwhile, the booming growth in shipments to & from China is creating both bottlenecks
opportunities. Many major corporations have invested in significant buying offices in China,
India, & elsewhere.

There are two keys players in any transportation that takes place within a supply chain. The
shipper is that party that requires the movement of the product between two points in the
supply chain. The carrier is the party that moves or transports the product. For eg, when Dell
uses UPS to the ship its computers from the factory to the customer, Dell is the shipper & UPS is
the carrier.
Objectives
Recognize the relationship between marketing channels, logistics, and supply chain
management.
Describe the key logistics functions in a supply chain.
Evaluate multiple methods and tools used by today's Supply Chain managers in
Transportation, Logistics and Distribution (TLD) Operations.
Discuss contemporary issues facing carrier management including profitability, industry
consolidation, security, insurance availability, and labor shortages.
Evaluate various transportation mode alternatives and provide strategic
recommendations for a series of customer deliveries.


Key Concepts: The key drivers, various modes of transportation, devising a suitable
strategy for transportation, vehicle scheduling, and transportation costs incurred in E-
retailing.

Seminar & Workshop for Week 7: Case study/ Role Plays to be completed in groups.
Lecture Outline 8

Mid Term Examinations
Lecture Outline 9 & 10:
Facility Location: Network Design & Operations
Overview

Facility location decisions play a critical role in the strategic design of supply chain networks. In
this lecture, a literature review of facility location models in the context of supply chain
management is given. We identify basic features that such models must capture to support
decision-making involved in strategic supply chain planning. In particular, the integration of
location decisions with other decisions relevant to the design of a supply chain network is
discussed. Furthermore, aspects related to the structure of the supply chain network, including
those specific to reverse logistics, are also addressed. Significant contributions are taken into
account numerous factors. Supply chain performance measures and optimization techniques
are also reviewed. Applications of facility location models to supply chain network design
ranging across various industries are presented.
Objectives
To learn about the various types and classes of facilities those are integral to the supply
chain and transportation operations of a global company.
To comprehend the operational and financial trade-offs inherent in employing a range of
facility location strategies.
To analyze the impact of investments in automation and other enabling technologies.
To be able to evaluate these and other managerial decision processes using various
analytical toolsets available to a logistics professional.
Key Concepts: The network operations planning, network design problem, the extensions
to network design and operations models, Data for network design, Strategic role of units
in the network, Location of service systems.


Seminar & Workshop for Week 9 & 10: Case study/ Role Plays to be completed in groups.
Lecture Outline 11& 12:
Demand Forecasting: Role and Methods

Overview

The learning objectives for this week of the course are that you should understand the role of
forecasting as a basis for supply chain planning. That you will be able to compare the
differences between independent and dependent demand. Thirdly, that you will be able to
identify the basic components of independent demand, including average, trend, seasonal and
random variation. You will be able to describe the common qualitative forecasting techniques
such as Delphi Method and Collaborative Forecasting. You will understand basic quantitative
forecasting techniques and the use of decomposition to forecast when trend and seasonality is
present. Forecasts can be divided into two types, strategic and tactical. Strategic forecasts are
used to assist the creation of the strategy that will determine how demand is met. Tactical
forecasts are used to assist decision making on a day to day basis. Demand management is used
to influence the sources of product or service demand, either increasing demand, decreasing
demand or maintaining it at a constant level.
Objectives
To see forecasts of future demand are essential for supply chain management decisions.
To identify whether demand forecasts are used in supply chain design, planning as well
as in operations.
To see whether demand forecasts are used in various subcomponents of supply chain.

Key Concepts: Role of forecasting, Qualitative & Quantitative Method of forecasts, Time series
forecasting Models.

Seminar & Workshop for Week 11& 12: Case study/ Role Plays to be completed in groups.
Lecture Outline 13:
Supply Chain Integration

Overview

Once the idea of significant business collaboration was farfetched. Most companies were only
interesting in getting ahead on their own terms and without interference from other
companies, particularly those that might be competition. However, in recent years, those
attitudes have changed and more businesses are finding that working together can be more
rewarding than trying to go it alone.

Collaborating with suppliers, for instance, definitely has many advantages. One major vendor
decided to collaborate with a buyer by developing a web-based program that allows them to
monitor the buyer's inventory levels and to ship goods whenever those levels fall below an
agreed upon amount. The result has been mutually beneficial. The buyer maintains the goods
they need to do business and to keep their customers satisfied, and the supplier ensures a
continuation of their vendor/buyer relationship. This process decreases expenses because
suppliers only have to send shipments when they are needed; resulting in a reduction of
storage and inventory holding requirements.

Of course, those types of collaborations are not the only examples. Vendors involved in the
logistics end of the supply chain can also collaborate. If one company is shipping to Denver from
Chicago and another company is shipping from Chicago to Denver, then instead of having two
different trucks take care of those shipments, it makes economic sense to have only one take
care of both. However accomplishing those types of arrangements requires communication and
advance planning: two things that are definite aspects of collaborative relationships.

While there are obvious profitable benefits inherent in these types of collaborations, they can
sometimes be difficult to set up. Companies, particularly those in the same industry, will
naturally be leery of attempts to share business by working together. For that reason, many
firms are finding that it helps to have a liaison. These liaisons are generally neutral
organizations which can negotiate an agreement between the companies involved and that can
help iron out all the details so that the arrangement runs smoothly.

Obviously one of the major problems involved in collaboration is finding solutions that will
benefit all partners. In some cases and in the worst-case scenarios thought up by potential
partners, one side of the collaborative equation ends up reaping extra profits, increased
productivity, and/or increased revenue while the other side struggles to stay competitive in
their industry and to work with other customers. Striking that balance is something that
requires significant planning. Plus, planning in advance how the relationship will play out can
help a business inspire others to join in since they'll be able to clearly outline the benefits to all

of those who are involved not just to themselves.

Another problem is the technology itself. Unfortunately, not all businesses today are at the
same place technologically. Some companies have stay-of-the-art computers, fully-
implemented ERP systems, and effective e-procurement programs while others are still barely
turning on their computers and have to look up acronyms like SCM (supply chain management).
Collaborations today usually involve technology in some capacity so this difference can be
problematic. Part of overcoming this potential problem is selecting vendors and suppliers who
are already at the same technological level. Another solution is to simply be able to clearly
define the benefits of upgrading computer systems to the other businesses. Many stragglers
simply have never realized the potential benefits their business can access simply by joining the
technology revolution.

If current trends are any indicator, collaboration is definitely on the upswing for both buyers
and vendors. While so many companies are feeling the pinch from offshore competitors,
valued-added collaborations that provide extra profitability and increased security are the best
answer for a great number of businesses.
Objectives
To identify the components of internal integration
To identify the external integration components
To look at the building partnerships and trust in the supply chain process
The Industry level Initiatives
Key Concepts: Internal Integration, the centralised and decentralised system, the hybrid
system, the external Integration & its components, Steps in building partnerships, vendor-
managed inventory.
Lecture Outline 14:

Warehousing: Role beyond Storage

Overview


Warehousing is the placement of products, merchandising and goods in storage units as a
major part of distribution management. Goods may move between multiple warehousing and
distribution systems from the time they are initially manufactured to the time they ultimately
are delivered to end users. The managerial logistics that ensure an efficient and timely flow
between these distributions points define the objectives of warehousing and distribution.
Warehouse operations involve receiving and storing goods. Storage is typically defined as the
safekeeping of goods in a depository. Warehouse storage is a temporary state for goods moving
along the distribution trajectory to the customer. While in storage, the objective is to provide a
secure and controlled environment that is consistent with the material nature of the goods
Warehousing Functions and Objectives
The basic warehousing functions traditionally have been considered to be as follows (Tompkins
and White, 1984):
1. receiving;
2. identification and sorting;
3. dispatching to storage;
4. placing in storage;
5. storage;
6. retrieval from storage;
7. order accumulation;
8. packing;
9. shipping
10. Record keeping.
Objectives
To identify the components of warehousing functions.
To locate the suitability of warehouse site selection.
To analyze the layout design of warehouse
The cost factor involved
The warehousing strategies.
To check the performance parameters.
To see the actual scenario of warehousing in India.
Key Concepts: Warehousing Functions, warehousing options, site selection, the design or
layout of the warehouse, costing of warehouse, warehouse strategies, virtual warehouse,
warehousing in India.

Lecture Outline 15:

Government Policies & Regulations

Overview

The revolution in manufacturing increasingly known as global value chains has changed the
world of trade policy as much as it has changed the global industrial landscape. This lecture
discusses new research suggesting that border management and transport and
telecommunications infrastructure services matter far more than trade tariffs. Improving
infrastructure and management would increase global GDP far more than the complete
elimination of tariffs. However, it is not easy. Tackling supply chain barriers will require dynamic
and responsive national and international trade policymaking procedures that are more in step
with industrial practices.

Objectives
To identify the factors responsible for industrial growth.
To understand the government policies.
To have a clear picture of Consumer Protection
The operational Controls by Government in Supply Chain Industry
Key Concepts: Brushing up the Warehousing Functions, transportation functions, packaging
activities, inventory valuation & the regulatory framework of the government.

Lecture Outline 16:
Review Sessions


APPENDIX 1

Group Contribution Sheet for presentation of Case Studies/ Role
Plays
Group Based Task
Name
Section
responsible for:
Actual contribution towards the group
task
Signature
1.

2.

3.

4.

5.

6.

7.

8.

9.

ANY OTHER COMMENT:


APPENDIX 2

Some specific guidelines about the Harvard system of referencing:
a) When making the reference list at the end of your essay/report, use left alignment and
make the author's name stand out by using indentation of the text.
b) The parts of other work e.g. chapters of books, articles in newspapers, reports in
journals, parts of a websites: give in plain font.
c) Complete works e.g. books, government reports, newspapers, journals, stand-alone
articles: give in italics
d) If you can't find an individual author, use the name of the organization instead.
e) For printed work, give the place of publication if possible, then the publisher. Note the
punctuation in the reference.
f) For internet sources, as well as the author (or organisation if there is no clear author)
and year, give the date you accessed it and the full URL along with the details of the
material e.g. the title of the article, the name of the newspaper etc.
g) For a news report, give the exact date, not only the year. Check that the link you give
actually works in that it would take your reader directly to the exact source if she
wanted to read it for themselves. Giving a broad website such as 'www.bbc.co.uk'ww is
not enough.
h) If the same author has more than one publication in the same year, use a,b,c etc.
i) Always make sure that the correct edition is referred to as pagination often differs.

Some examples follow:
(For a book source)
Horngren, C.T. (1972) Cost Accounting, A Managerial Emphasis, 3rd Edition, Englewood Cliffs,
N.J.: Prel]tice-Hall.

(For a press release source)
Baker, S. (2003) "Environment Agency Press Release: Repeat Offenders Take the Shine Off
Pollution Reductions," Environment Agency, 30/7/2003.

(For a journal article)
Bloggs, J. (2006) "Accounting is a Wonderful Subject," Journal of Accounting Education, Vol. 20,
No.4, pp. 653-685.

(For a report)
Severn Trent Pic (2003a) Water and Waste.Birmingham: Severn Trent Pic.


APPENDIX 3

SELF-HELP CHECKLIST
Format
Has the coursework declaration sheet disclaimer been signed?
Does the cover sheet have all necessary information included?
Are the font and spacing clear and legible?
Does it follow the specifications for word count/number of pages?

Structure and Argumentation
Is there a helpful introduction?
Is effective reasoning used? (Do you supporting points with explanation, illustration,
justification, evidence?)
Are headings / subheadings helpful?
Are the points in logical order?
Does the paragraphing help the reader understand the argument and flow of ideas? Is
there one topic per paragraph?
Are there clear breaks between paragraphs to show where they start and end?
Is it clear how the ideas link together? (both within and between paragraphs)

Style, appropriateness and accuracy of language
Is a formal style used, including full paragraphs (not notes or bullet points)?
Is it clear and easy to follow (not too cryptic or overcomplicated)?
Is English grammar used accurately e.g. tenses, word endings etc.
Is the punctuation clear and accurate e.g. full stops. commas, semi-colons?
Is the spelling accurate?



Referencing conventions:
Within the text
Are citations given in the text for all the source material used?
Are direct quotations given in quotation marks with surname, date and page number
where available?
Are paraphrase summary and quotation used appropriately (eg. not too much quotation)?
Are sources which the student has read for her/himself acknowledged clearly with
surname and date?
Are indirect sources - ones the students has not read him/herself but has seen mentioned
by other writers acknowledged properly, giving the original source? E.g.(Kim and Um 2003
cited in Brown 2004)

Are websites cited in the text concisely (i.e. author/organisation and date only)?
Are all the sources acknowledged within the text also included in the reference list at the
end?

In the reference list at the end
Are the references in alphabetical order of surname, with the surname first followed by the
initial(s}?
For books, are all the details included? (author, date, title, place of publication and
publisher.)
For journal articles, are all the details included? (author, date, journal title, volume/issue
number, page range.)
Are journal titles and book titles given in italics?
For electronic sources are all the details included? (author/organisation, date, full URL and
date accessed)



Useful websites for academic writing and relevant issues
http://www.uefap.co.uk/
http://owl.english.purdue.edu/ (US English)
http://www.bradford.ac.uk/ acad/management/external/els/informationsheets. php
(for management students - excellent overall advice, especially on referencing)
http://www.brad.ac.uk/acad/management/external/els/pdf/refandbib.pdf)
http://unilearning.uow.edu.au/main.html
http://www.writing.utoronto.ca/advice/generaI/generaI-advice
http://www.lancs.ac.uk/depts/celt/sldcl?openpage


APPENDIX 4: GENERAL GUIDANCE FOR PRESENTATIONS
Oral presentations should get easier the more you give. A frequent reaction after giving your first
one is 'that wasn't so bad but I'd make a better job if I gave it again'. This hints that the key to a
good talk is preparation. Be well prepared, practice your talk beforehand.

Transforming what you did or what you have found out into a presentation involves hard work.
Preparation isn't just practice. Before you draft what you will say, remember
Decide what you would like the audience to learn from your presentation.
Get the overall picture clear in your mind so you can decide on a logical order for the content
Distil from the mass of information you have accumulated, the points that need to be made at
each stage

The following points refer mainly to the mechanics of the presentation itself.
1. Plan the structure of your talk, preparing themes for overheads
2. Make the content of your talk coherent.
3. Normally keep diagrams on overheads to one per overhead, making them as large as possible.
Make the writing on the overheads large enough to be completely clear from the back of the
room.
4. It's not essential but it's a good idea to begin the presentation with an overhead showing a clear
title, the author(s) names and, either on the overhead or accompanying it, a few sentences
summarizing why the audience will find the topic interesting.
5. Rehearse very well the first few sentences; stand up when you're introduced and take a deep
breath, look at the audience and put up your opening slide or produce something else for them
to look at while you relax and deliver your opening at a pace that's not hurried.
6. Talk to the audience, making eye contact with them, using the overhead projector as a diversion
from the main attraction, namely you. This requires remembering a fair bit what you are going
to say and not reading from a script all the time.
7. Talk loudly enough to be heard above the noise of the audio / visual aid.
8. Don't rush, but keep to time and use the time available to you. A few practices beforehand will
let you know you've got the timing right.
9. Do finish on a positive and definite note. Don't just peter out. This is very important since your
final comments remain in the minds of those assessing the talk. Conclude by reminding people
of the key points or emphasizing the achievements of what you have done.

The presentation will be graded on the following grounds:
Well balanced with proper emphasis on relevant details.
Clear visuals & easy to hear
Creative thoughts
All sections adequately covered
Succinct presentation
Knowledgeable about material

Please note: The indications are provided to help you. There is not necessarily a straightforward
relationship between them and your final grade. Categories are not equally weighted and other
factors will be taken into account.

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