IMT MBA OPERATION PROJECT REPORT SAMPLE AT PROJECTHELPLINE.IN

PROJECT REPORT

ON

“AN ANALYTICAL STUDY OF SUPPLY CHAIN MANAGEMENT & OPERATION AT CONTINENTAL INDIA PRIVATE LIMITED”

 

    SUBMITTED BY

NAME:            …………………..

ENROLLMENT NO.: …………………

 

   UNDER SUPERVISION OF

………………..

Submitted in partial fulfillment of the requirements for qualifying

MASTERS IN BUSINESS ADMINISTRATION

In

(OPERATION)

INSTITUTE OF MANAGEMENT TECHNOLOGY

CENTRE FOR DISTANCE LEARNING

GHAZIABAD

 

 

CERTIFICATE

This is to certify that ………………. a student of IMT – CDL Ghaziabad has completed project work on titled “AN ANALYTICAL STUDY OF SUPPLY CHAIN MANAGEMENT & OPERATION AT CONTINENTAL INDIA PRIVATE LIMITED” under my guidance and supervision.

I certify that this is an original work and has not been copied from any source.

Signature of Guide                 :           ____________________________

Name of Project Guide           :           ____________________________

Date                                        :           ____________________________

 

 

    ACKNOWLEDGEMENT

With Candor and Pleasure I take opportunity to express my sincere thanks and obligation to my esteemed guide ………………….. It is because of his able and mature guidance and co-operation without which it would not have been possible for me to complete my project.

It is my pleasant duty to thank all the staff member of the computer center who never hesitated me from time during the project.

Finally, I gratefully acknowledge the support, encouragement & patience of my family, and as always, nothing in my life would be possible without God, Thank You!

NAME:…………………………

ENROLLMENT NO.: …………………

 


DECLARATION

I hereby declare that this project work titled “AN ANALYTICAL STUDY OF SUPPLY CHAIN MANAGEMENT & OPERATION AT CONTINENTAL INDIA PRIVATE LIMITED” is my original work and no part of it has been submitted for any other degree purpose or published in any other from till date.

NAME………………………………

ENROLLMENT NO.: …………………

 

 

 

TITLE OF PROJECT

“AN ANALYTICAL STUDY OF SUPPLY CHAIN MANAGEMENT & OPERATION AT CONTINENTAL INDIA PRIVATE LIMITED”

    


 CHAPTER -1

INTRODUCTION OF THE STUDY

 

 

 

 

 


Figure-1 Generic Supply Chain Module

Key Components of Supply Chain Strategy-

Strategy supply chain can be considered as containing the accompanying key segments.

  1. Sourcing strategy
  1. Distribution strategy
  1. Inventory strategy
  1. Customer service strategy
  1. Integration strategy

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Sourcing Strategy

Very few organizations go for in-house manufacturing .They depends on sourcing and creating sellers with elaborate system to check and control quality. Indeed, even firms which choose in-house fabricating regularly don’t go for assembling full scope of items to meet total market demand but decide on partial sourcing. Settle on and-purchase choices have a critical effect on the cost structure of a company’s products.

 

 

Capacity Management-

This calls for decision to find plants for in-house preparing and suppliers and to settle limits for both plants and suppliers. Generally, the choice on area of plants were taken in light of thought, for example, expense of area, government appropriations. Expense of force, accessibility of work and other labor, government concessions on deals charge and other statutory tolls, mechanical relations, and so on. A large number of these considerations are similarly legitimate today. Be that as it may, more imperative considerations have risen. Nearness to clients, expenses of dissemination, supply channel foundation accessibility, access to administration offices, and access to different methods of transport system, access to IT are the new rising considerations

 

Distribution Strategy

Evans and Danks (2008) define it as the ‘linkage between the firm’s customers and the wellsprings of its items or administrations that the firm gives to the imprints place. System choice is not just vital as it includes thought of dissemination cost which frame a huge rate of aggregate promoting costs. Yet, it additionally requires a long haul duty to certain sort of costs connected with a channel of appropriation. The dissemination methodology has three components.

Channel Selection –

A wide decision of Channels is accessible. These incorporate merchants, makers, stockists, wholesalers, conveyance, and presently, World Wide Web, and so forth. Decision of a proper channel relies on upon the items or administrations to be promoted, the volume included the land areas to be secured and the long haul business arrangement of the firm in completing advertising capacities and practicing controls. Decision of a channel is imperative as it can straight forwardly impact the level of customer service.

 

Supply Chain Configuration-

An supply chain has various members. Wellsprings of supplies, stockpiling or stocking stations, and dissemination channels till he supplies span to end-client constitute a portion of the significant members. Choice on choices, for example, number of members and their areas have a vital bearing on the viability of the association supply chain setup just for deciding numbers and area of each of the members.

It calls for indicating the part of each of the members. The responses to these inquiries will take into clients and their geographic areas, expense of transportation, appropriation with the goal that supplies achieve the destinations on time.

 

Distribution Planning-

The supplies can be helped through a wide variety of transportation decisions. A quicker transportation not just accomplishes a more elevated amount of consumer loyalty in making the supplies accessible on time additionally expands the deals by seizing business opportunities, when there is a sudden ascent sought after. To meet these destinations numerous organizations tend own their own armada of transport and central point in a production network framework. This variable, consequently, tries to build up the vehicle mode limit, area, directing and the timetables of circulation so the supplies achieve the destinations on time.

Inventory Strategy-

This constitutes the core of SCM. The real expenses of a supply chain, the level of consumer loyalty, the business development (or fall) are generally affected by the stock procedure. There are a few issues which are at struggle with one another and are required to be determined. Higher stock at a few dispersion focuses might, for instance, helps in making the products effectively accessible to clients and result in development of offers however this will at the same time build costs and cut down incomes .Inventory methodology can be considered as involving three components.

 

Demand Forecasting-

This calls for determination of the demand of the items for the period considered. Numerous items in the business sector have s occasional interest which is administered by components, for example, celebrations, climate (seasons), and so forth. Numerous other take after standard cycle. There are items which discover business sector. At the point when there is lack of options. Request arranging is required as it empowers the organization to sort out its sourcing and stocking strategies. The financial matters of an aggregate framework can go haywire if request arranging at long last finds no similarity to the real economic situations. Then again a precise interest gauge will bring about absolutely smooth operations. Various anticipating apparatuses are accessible to do request arranging in a deliberate way.

         

 

INVENTORY PLANNING-

 

 

Planning of Stocking Facilities-

 

 

 

SUPPLY CHAIN MANAGEMENT’S ROLE IN OPERATIONS AND CORPORATE STRATEGIES:

 

 

 

Definition

There seems to be a universal agreement on what a supply chain is. Jaya shankar et al. characterizes an inventory network to be a system of self-sufficient or semi-independent business substances all in all in charge of acquirement, assembling, and dissemination exercises connected with one or more groups of related items.

 

Issues in Supply Chain Management

 

Decisions on Three Levels

 

 

 

Determine rules for setting the reorder technique another acquiring parameters to augment stock turns and minimize stockouts:

  1. Minimum/Maximum quantities
  1. Economic request quantities
  1. Order up to a particular stock level
  1. Safety stock quantities
  1. Preseason purchases

 

ABOUT LOGISTICS:

Logistics is the art and science of managing and controlling the stream of merchandise, vitality, data and different assets like items, administrations, and individuals, from the wellspring of creation to the commercial center. It is hard to fulfill any promoting or assembling without logistical backing. It includes the incorporation of data, transportation, stock, warehousing, material taking care of, and bundling. The working obligation of logistics is the geological repositioning of crude materials, work in procedure, and completed inventories where required at the most reduced cost conceivable

Logistics and Supply Chain services are given by an extensive variety of outsider suppliers

Components of Logistical System-

Five components combine to shape a logistical system. These are:

  1. Facility structure,
  2. Transportation,
  3. Inventory,
  4. Communication and IT, and
  5. Warehousing and Packaging

 

 

SWOT Analysis for Micro-Level Components-

Facility Structure-

 

Strengths Weakness Opportunities Threats
Vast geographical area for design of distribution network Inadequate facilities

 

 

Need to develop a total system network Clustering of facilities
Land cost generally not high Facilities location decisions are not professionally taken Optimal location of facilities Congestion pollution

 

Inventory Control-

 

Strengths Weakness Opportunities Threats
Indigenous supply of material possible of most case Excessive lead time Lead time

Reduction

Shortages
Materials cost a major factor

 

Uncertain Vendors Source development Black-marketing
Knowledge base exists Excess variety Vendor rating  
  Too much dead stock

Low inventory turnover ratio

Demand uncertainties Record keeping poor quality – assurance problems inflationary pressures.

   


Warehousing and Packaging-

Strengths Weakness Opportunities Threats
Technology base Package poor Value analysis in packaging mechanization Hazards
Manufacturing base Excessive packaging

Cost

Automation Pilferage
Manpower base Insufficient storage with excessive retrieval time Store layout planning Budget constraint for

AS/RS

Lot of challenge for improvement Poor house keeping, low technology Improved work environment Maintenance of mechanized system
  Damage during Storage    

 


WAREHOUSING

 

Warehouse is the area to or from which the stock is transported. Warehouses are the key driver of supply chain performance in terms of responsiveness and effectiveness. Before choosing the area of Warehouses we should consider the accompanying focuses:

  • Location of our stores
  • Rent of the area
  • Format of our retailing

 

 

INVENTORY MANAGEMENT

 

 

OPERATIONS MANAGEMENT:

 

 

COMPANY OVERVIEW

 

 

Synopsis of Past and Present:

 

 

BOARD OF DIRECTORS

Dr. Elmar Degenhart

Chairman of the Executive Board; Corporate Communications; Corporate Quality and Environment; Continental Business System; Central Functions Automotive.

José A. Avila

Member of the Executive Board, Division Power train

Dr. Ralf Cramer

Member of the Executive Board, President & CEO China

Hans-Jürgen Duensing

Member of the Executive Board, Conti Tech Division

Frank Jourdan

Member of the Executive Board, Chassis & Safety division

Helmut Matschi

Member of the Executive Board, Interior division

Dr. Ariane Reinhart

Member of the Executive Board, Human Relations and Director of Labor Relations

Wolfgang Schäfer

Member of the Executive Board, Finance, Controlling, IT, and Law

Nikolai Setzer

Member of the Executive Board, Passenger and Light Truck Tires division

 

CHAPTER – 2

 

REVIEW OF LITERATURE

Carter and Ellram (2003) overviewed the articles distributed in the Journal of Supply Chain Management for the aggregate time of 35 years since its starting i.e. for 1965 to 1999.

 

Gavirneni et al. (2009), and Aviv and Federgruen (2008). Lee et al. (2000) use shared data to improve the supplier’s request amount choices in a serial system with a known autoregressive interest procedure.

 

Anand and Mendelson (2007) study a one-period model in which makers have some neighborhood data that can’t be imparted to either a focal specialists or different producers.

 

John B. Houlihan said in 2003:-

In the world of the logistics administrator ten years prior—another time by and large as far as business financial aspects—the mission, while maybe not generally promptly accomplished, was at any rate clear: adjusting inventories between both creation limit and the requests of client administration.

Gerard P. Cachon said in august 2000:-

In conventional production inventory management, requests are the main data company’s trade, however data innovation now permits firms to share request and stock information rapidly and economically.

 

 

Hau L. Lee said in 2007:-

Consider a progression of organizations in an supply chain, each of whom requests from its prompt upstream part. In this setting, inbound requests from a downstream part serve as a significant enlightening info to upstream creation and stock choices.

 

Seungjin Whang said in 2000:

Progresses in information system technology have huge affected the development of supply chain management. As an aftereffect of such innovative advances, supply chain accomplices can now work in tight coordination to improve the broad execution, and the acknowledged return might be shared among the accomplices.

 

Sita Bhaskaran said in 2007:

A supply chain is a progression of assembling plants that change raw material into completed item. A pipeline inside of an supply chain alludes to the surge of data, material, segments, and congregations that are connected with a specific item.

Jaya Shankar M. Swaminathan, said in 2007:

A global economy and expansion in client desires as far as expense and administrations have put a premium on supply chain reengineering.

Gordon Stewart said in 2005:

Depicts a far reaching set of fact-based execution measures that can be utilized to portray precisely a world-class production supply of arrangement, source, make and convey exercises.

Benita M. Beamon said in 2009

The procedure of picking fitting supply network execution measures is troublesome because of the many-sided quality of these frameworks.

Rhonda R. Lummus, Robert J. Vokurka, (1999):

Interest for supply chain management has consistently expanded subsequent to the 1980s when firms saw the advantages of synergistic connections inside and past their own particular association.

 

Peter Gilmour, (1998):

In the course of the most recent decade or so various huge exploration examines have concentrated on the qualities of a superb supply chain.


CHAPTER – 3

OBJECTIVES OF THE STUDY

 


CHAPTER – 4

RESEARCH MEHDOLOGY

 

Methodology:  Primary Data

 

Method  use to present data: Classification & tabulation transforms the raw data was collected through questionnaire in to useful information by organizing and compiling the bits of data contained in each questionnaire i.e., observation and responses are converted in to understandable and orderly statistics are used to organize and analyze the data: • Simple tabulation of data using tally marks. • Calculating the percentage of the responses. • Formula used = (name of responses / total responses) * 100 REPORT WRITING AND PRESENTATION Report Encompasses – Charts, diagrams

 

Method use to classify data: PRIMARY DATA: Most of the information was gathered through primary sources’. The methods that were used to collect primary data are: a) Questionnaire b) Interview SECONDARY DATA: The secondary data was collected through:, internet, Magazines, Journals and Text Book

 

No. of respondent                                                                   100

Location of study:                                      Delhi

 

 

 

Explanation of the method: Research methodology in a way is a written game plan for conducting research. Research methodology has many dimensions.   

 

METHODOLOGY ADOPTED:- This research is aimed at studying the  Supply Chain Management & Operation at Continental India Private Limited   .

 

RESEARCH DESIGN:-  The research design was  used in this study is both ‘Descriptive’ and ‘exploratory’.

 

SAMPLING TECHNIQUE:

The selection of respondents was done on the basis of convenience sampling (Non- Probability).

 

 

STASTICAL TOOLS:

 

MS-EXCEL was used to prepare pie- charts and graphs and MS-WORD was used to prepare or write the whole project report.

 

 


CHAPTER – 5

DATA ANALYSIS AND INTERPRETATION

 

Q1. How do you manage your supply chain? Tick all that apply

TABLE -1

Criteria Frequency Percentage
Close partnership with suppliers 10 10%
Close partnership with customers 9 9%
JIT supply 6 6%
E-procurement 8 8%
EDI 5 5%
Outsourcing 9 9%
Subcontracting 8 8%
3PL 7 7%
Plan strategically 6 6%
Supply Chain Benchmarking 7 7%
Vertical integration 5 5%
Holding safety stock 6 6%
Use of external consultants 9 9%
Other, please specify 5 5%

 

ANALYSIS AND INTERPRETATION:-

10% of the respondents said they manage supply chain Close partnership with suppliers, 9% of the respondents said they manage supply chain Close partnership with customers, 6% of the respondents said JIT supply, 9% of the respondents said they manage supply chain outsourcing, 7% of the respondents said 3PL, 6% of the respondents said holding safety stock and other said please specify.


Q2. How successful do you think is Continental India Private Limited in managing its supply chain in general?

TABLE – 2

Criteria Frequency Percentage
Not successful at all 6 6%
Not successful 8 8%
Somewhat successful 28 28%
Successful 40 40%
Very successful 18 18%

 

ANALYSIS AND INTERPRETATION:-

As shown by the pie chart, 40% of respondent Successful think is Continental India Private Limited in managing its supply chain in general, 28% of respondent somewhat successful, 18% of respondent Very successful, 8% not successful and 6% of not successful at all.


Q3. Does your company have a separate logistics or Inventory department?

TABLE – 3

Criteria Frequency Percentage
Most of the time 38 38%
Often 24 24%
Sometimes 20 20%
Rarely 10 10%
Almost never 8 8%

 

ANALYSIS AND INTERPRETATION:

As shown by the graph, 38% of the respondents think most of the time that company have a separate logistics or Inventory department, 24%of the respondents think often that company have a separate logistics or Inventory department, 20% of the respondents think sometimes that company have a separate logistics or Inventory department.

 

Q4. Does your company have a clear SCM and operation strategic plan?

TABLE – 4

Criteria Frequency Percentage
Most of the time 40 40%
Often 34 34%
Sometimes 16 16%
Rarely 6 6%
Almost never 4 4%

 

ANALYSIS AND INTERPRETATION:-

As shown by the graph, 40% of the respondents think most of the time that company have a clear SCM and operation strategic plan, 34% of the respondents think often that company have a clear SCM and operation strategic plan and 16% of the respondents think sometimes that company have a clear SCM and operation strategic plan.

 

Q5. How satisfied are you with the current inventory policy regarding SCM?

TABLE – 5

Criteria Frequency Percentage
Not at all 6 6%
Somewhat 12 12%
Satisfied 56 56%
Quite satisfied 24 24%
Very satisfied 12 12%


ANALYSIS AND INTERPRETATION:-

As shown by the pie chart, 56% of respondent satisfied with the current inventory policy regarding SCM, 24% of respondent quite satisfied, 12% of respondent Very satisfied, 12% Somewhat and 6% of respondent Not at all.


Q6. Is supply chain management having all the address of the developer branches of the company?

TABLE – 6

Criteria Frequency Percentage
Highly agree 40 40%
Agree 34 34%
Neutral 16 16%
Disagree 6 6%
Highly disagree 4 4%

 

ANALYSIS AND INTERPRETATION:-

In above pie graph 40% of the respondents highly agree with supply chain management having all the address of the developer branches of the company, 34% of the respondents agree with supply chain management having all the address of the developer branches of the company, 16% of the respondents think neutral and 4% of the respondents highly disagree with supply chain management having all the address of the developer branches of the company.

 

Q7. Rate the working strategies of supply chain management department on the basis of the current programs?

TABLE – 7

Criteria Frequency Percentage
Outstanding 12 12%
 

Excellent

10 10%
Good 48 48%
Average 30 30%

 

ANALYSIS AND INTERPRETATION:-

As shown by the pie chart, 48% of respondent feel good working strategies of supply chain management department on the basis of the current programs, 30% of respondent Average, 12% of respondent Outstanding, 10% Excellent.

Q8. Do you think that stages in Supply Chain Risk Management involving in each company?

TABLE – 8

Criteria Frequency Percentage
Highly agree 42 42%
Agree 32 32%
Neutral 18 18%
Disagree 4 4%
Highly disagree 4 4%

 

ANALYSIS AND INTERPRETATION:-

As per shown in above pie graph 42% of the respondents highly agree that the supply chain management department is having sufficient transportation and capacity, 32% of the respondents agree that the supply chain management department is having sufficient transportation and capacity, 18% of the respondents neutral with above statement and 4% of the respondents disagree that the supply chain management department is having sufficient transportation and capacity.

Q9. Choose the right option, where the supply chain department is facing problem in taking care of the raw material of Continental India Private Limited?

TABLE – 9

Criteria Frequency Percentage
During storage 34 34%
Packaging 30 30%
Testing of packaging 14 14%
Evaluation of defective raw material 22 22%

 

ANALYSIS AND INTERPRETATION:-

As shown by the pie chart, 34% of respondent feel during storage, 30% of respondent Packaging, 14% of respondent Testing of packaging, 22% Evaluation of defective raw material.

 

Q10. Is there any case recorded by the supply chain department in which the production department complained late delivery of raw materials?

TABLE – 10

Criteria Frequency Percentage
Most of the time 34 34%
Often 28 28%
Sometimes 20 20%
Rarely 8 8%
Almost never 10 10%

 

ANALYSIS AND INTERPRETATION:-

34% of the respondents think most of the time that any case recorded by the supply chain department in which the production department complained late delivery of raw materials, 28% of the respondents think often that any case recorded by the supply chain department in which the production department complained late delivery of raw materials and 20% of the respondents think sometimes.

Q11. According to the current growth process of the Continental India Private Limited, which of the following needs much attention and progress to boost the production?

TABLE – 11

Criteria Frequency Percentage
Operational activities 40 40%
Tactical activities 35 35%
Current programming strategies 25 25%

 

ANALYSIS AND INTERPRETATION:-

40% of the respondents said the current growth process of the Continental India Private Limited is operational activities needs much attention and progress to boost the production, 35% of the respondents said the current growth process of the Continental India Private Limited is tactical activities needs much attention and progress to boost the production and 25% of the respondents said the current growth process of the Continental India Private Limited current programming strategies.

Q12. Are you happy with the SCM of Continental India Private Limited?

TABLE – 12

Criteria Frequency Percentage
Yes 78 78%
No 22 22%

 

ANALYSIS AND INTERPRETATION:-

In above graph78% of the respondents said yes they happy with the SCM of Continental India Private Limited and 22% of the respondents said they don’t happy with the SCM of Continental India Private Limited.


CHAPTER – 7

FINDINGS AND RECOMMENDATIONS

The findings of the study of “AN ANALYTICAL STUDY OF SUPPLY CHAIN MANAGEMENT & OPERATION AT CONTINENTAL INDIA PRIVATE LIMITED”

 

RECOMMENDATIONS

  • Good coordination among employees.
  • Despite of long and regular shifts employees are enthusiastic at work.
  • Long shift may now be organized and work may be divided.
  • Manual entries are still predominant which take on resources.
  • Regular training to staff on subjects like materials management, logistics, time management, operations and process may increase productivity.
  • Structure is defined but authority and responsibility is not clearly defined at Warehouse.
  • No schedule is currently being followed for delivery of goods at Stores

 

CHAPTER – 8

CONCLUSION AND LIMITATIONS

 

 

 

LIMITATIONS OF THE STUDY

The findings of the study are based on the information provided and data provided at particular area. Efforts will be made to make the study as accurate as possible, 100% accuracy cannot be claimed because of the following reasons: –

  • The sample size to study is Limited to the particular area only.
  • Sample to be drawn by Quota sampling, so the possibilities of sample error cannot be ruled out.
  • Time was the biggest constraint but all effort was made to get all the relevant information required for this study.

Some of the sampling and non-sampling errors may creep into the study.

 

REFERENCES

  1. Harland, C.M. (2002) Supply Chain Management, Purchasing and Supply Management, Logistics, Vertical Integration, Materials Management and Supply Chain Dynamics. In: Slack, N (ed.) Blackwell Encyclopedic Dictionary of Operations Management. UK: Blackwell.
  2. Mentzer, J.T. et. al. (2001): Defining Supply Chain Management, in: Journal of Business Logistics, Vol. 22, No. 2, 2001, pp. 1–25
  3. Lambert, Douglas M. Supply Chain Management: Processes, Partnerships, Performance, third release, 2008.
  4. Doug Page, “Dayton Region a Crucial Hub for Supply Chain Management”, Dayton Daily News, 2009-12-21.
  5. Anand, K., H. Mendelson. 2003. Data and association for level multimarket coordination. Administration Sci. 43 1609– 1627.
  6. Aviv, Y. 2006. The impact of anticipating ability on inventory network coordination. Working paper, Washington University, St. Louis, MO.
  7. Rolf G. Poluha: Application of the SCOR Model in Supply Chain Management. Youngstown, New York 2007, ISBN 1-934043-23-0.
  8. Peter Bolstorff, Robert Rosenbaum (2003). Inventory network Excellence: A Handbook for Dramatic Improvement Using the SCOR Model. AMACOM Div American Mgmt Assn. ISBN 0-8144-0730-7.
  9. Simchi-Levi, P. Kaminski, E. Simchi-Levi (2008). Planning and Managing the Supply Chain: Concepts, Strategies and Case Studies. McGraw-Hill International. ISBN 978-0-07-127097-7.
  10. Shreekant W Shiralkar, Amol Palekar (2012). Inventory network Analytics With SAP Net Weaver Business Warehouse. Tata McGraw-Hill Education. ISBN 978-1-25-900608-1.
  11. Fisher. 1997. Campbell Soup’s constant item renewal program: Evaluation and improved choice tenets. Goad. Oper. Administration 6 266–276.
  12. Cachon, G. 1995. Precise assessment of group requesting approaches in two-echelon supply chains with occasional audit. Oper. Res. Prospective.
  13. Vaart T. V. Also, Pieter D., “Purchaser centered operations as an inventory network technique”, International Journal of Production and operation Management (26: 1), 2003, pp8-23.
  14. Zhu Q. Furthermore, Sarkis J., “Connections in the middle of operational practices and execution among ahead of schedule adopters of green store network administration hones in Chinese producing endeavors”, Journal of Operations Management, (22: 3), 2004.
  15. Wisner J. D. Furthermore, K. C. Tan. “Production network Management and Its Impact on Purchasing,” The Journal of Supply Chain Management, (36: 4), 2000, pp. 33-42.
  16. In this way, C. Tang. 2000. The estimation of data partaking in a two-level production network. Administration Sci. 46(5) 626–643. Liljenberg, Peter. 1996. The estimation of concentrated data in a two-echelon stock framework with stochastic interest. Working paper, Lund University, Lund, Sweden.
  17. Mc Gavin, E., L. Schwarz, J. Ward. 1993. Two-Interval stock portion approaches in a one-stockroom N-indistinguishable retailer appropriation framework. Administration Sci. 39 1092–1107.
  18. .Svoronos, A., P. Zipkin. 1988. Evaluating the execution of multilevel stock frameworks. Oper. Res. 36 57–72.
  19. Accepted by Luke Van Wassenhove; got March 13, 1997. This paper was with the creators 12 months for 2 modifications.
  20. Gavirneni, S., R. Kapuscinski, S. Tayur. 1999. Estimation of data in capacitated supply chains. Administration Sci. 45 16–24.
  21. Kurt Salmon Associates Inc. 1993. Effective Consumer Response: Enhancing Consumer Value in the Grocery Industry. Nourishment Marketing Institute, Washington, DC.
  22. Lee, H., K. Moinzadeh. 1986. Bunch size and stocking levels in multi-echelon repairable frameworks. Administration Sci. 32 1567–1581.
  23. Padmanabhan, S. Whang. 1997a. Data mutilation in a production network: The bullwhip impact. Administration Sci. 43 546–558.
  24. A solitary thing stock model for a non stationary request process. Producing Ser. Oper. Administration 1 50 – 61.
  25. .Peter Gilmour, (1998) “Benchmarking production network operations”, Benchmarking: An International Journal, Vol. 5 Iss: 4, pp.283 – 290.
  26. http://www.continental-corporation.com

 

APPENDIX
QUESTIONNAIRE

Dear respondents,

 I am ………………., a student doing MBA (OPERATION). I am underlying a project named “AN ANALYTICAL STUDY OF SUPPLY CHAIN MANAGEMENT & OPERATION AT CONTINENTAL INDIA PRIVATE LIMITED” So by filling this questionnaire please help me in completing my research project.

Name               : ……………………………….

Age                 : ……………………………….

Address           : ……………………………….

Designation     : ……………………………….

Contact No.    : ……………………………….

Q1. How do you manage your supply chain? Tick all that apply

  • Close partnership with suppliers
  • Close partnership with customers
  • JIT supply
  • E-procurement
  • EDI
  • Outsourcing
  • Subcontracting
  • 3PL
  • Plan strategically
  • Supply Chain Benchmarking
  • Vertical integration
  • Holding safety stock
  • Use of external consultants
  • Other, please specify

Q2. How successful do you think is Continental India Private Limited in managing its supply chain in general?

  • Not successful at all
  • Not successful
  • Somewhat successful
  • Successful
  • Very successful

Q3. Does your company have a separate logistics or Inventory department?

  • Most of the time
  • Often
  • Sometimes
  • Rarely
  • Almost never

Q4. Does your company have a clear SCM and operation strategic plan?

  • Most of the time
  • Often
  • Sometimes
  • Rarely
  • Almost never

Q5. How satisfied are you with the current inventory policy regarding SCM?

  • Not at all
  • Somewhat
  • Satisfied
  • Quite satisfied
  • Very satisfied

Q6. Is supply chain management having all the address of the developer branches of the company?

  • Highly agree
  • Agree
  • Neutral
  • Disagree
  • Highly disagree

Q7. Rate the working strategies of supply chain management department on the basis of the current programs?

  • Outstanding
  • Excellent
  • Good
  • Average

Q8. Do you think that stages in Supply Chain Risk Management involving in each company?

  • Highly agree
  • Agree
  • Neutral
  • Disagree
  • Highly disagree

Q9. Choose the right option, where the supply chain department is facing problem in taking care of the raw material of Continental India Private Limited?

  • During storage
  • Packaging
  • Testing of packaging
  • Evaluation of defective raw material

Q10. Is there any case recorded by the supply chain department in which the production department complained late delivery of raw materials?

  • Most of the time
  • Often
  • Sometimes
  • Rarely
  • Almost never

Q11. According to the current growth process of the Continental India Private Limited, which of the following needs much attention and progress to boost the production?

  • Operational activities
  • Tactical activities
  • Current programming strategies

Q12. Are you happy with the SCM of Continental India Private Limited?

  • Yes
  • No