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    A

    PROJECT REPORT

    ON

    EVALUATION OF SUPPLY CHAIN MANAGEMENT

    Submitted in the partial fulfillment for the degree of

    Master of Business Administration

    Under The Guidance Of: Submitted By:

    Mr. NAVEEN ABHISHEK SINGH

    MBA FACULTY Roll No: 8501

    MBA 4th Sem.

    Doon Valley Institute of Engineering & Technology(DIET)Karnal-132001(HARYANA)

    Approved by AICTE,Government of Haryana & Affiliated to K.U.Kurukshetra[An ISO 9001:2000 Certified institute & institutional member of ISTE]

    (Session 2008-10)

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    ACKNOWLEDGEMENT

    Knowledge is an experience gained in life, it is the choicest possession, which should

    not be shelved but should be happily shared with others. In this regard I am

    extremely fortunate having Dr. Harish Abhichandanias the principal of Doon valley

    institute of engineering & technology, Karnal

    I am highly thankful to Mrs. Manisha Tanwar (HOD) Doon valley institute of

    engineering & technology, Karnal. He has been a consent source of inspiration and

    his critical evaluation our course in the institute has helped me to complete this

    project properly.

    I wish to express my profound gratitude to my project guide Mr. Naveen (Faculty

    Guide), for her consistence direction, guidance and supervision, which has led to

    successful completion of project. It was pleasure to have you as my project guide.

    Finally yet importantly, we would like to thank almighty for blessing me to do and

    complete this project

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    PREFACE

    In todays highly competitive, global marketplace the pressure on organizations to

    find new ways to create and deliver value to customers grow ever stronger.Gradually, in emerging economies as well as mature markets, the power of the

    buyer has overtaken that of customer.

    The rules are different in buyer market. In particular customer service becomes a

    key differentiator as the sophistication and demands of customers continually

    increase. At the same time, market maturity combined with new sources of global

    competition has led to over-capacity in many industries leading to an inevitable

    pressure on price. Price has always been a critical competitive variable in many

    markets and the signs are that it will become even more of an issue as the

    commoditization of markets continues.

    A supply chain management is a network of facilities and distribution options that

    performs that function of procurement of materials, transformation of these

    material into intermediate and finished products, and the distribution of these

    finished products to customer supply chain exist both in service and manufacturing

    organizations, although the complexity of the chain may vary greatly from industry

    to industry and firm to firm. Supply chain management is the process of planning,

    implementing and controlling the operations of the supply chain as efficiently as

    possible. Supply chain management spans all movement and storage of raw

    materials, work in process inventory, and finished goods from point of origin to

    point of consumption. The definition one American professional association put

    forward is that supply chain management encompasses the planning and

    management of all activities involved in sourcing, procurement, conversion and

    logistics management activities. Objective of supply chain management is maximize

    overall profit and make the supply chain management effective by manage product

    information flow and fund flow. Currently there exists a gap in the literature

    available in the area of supply chain management studies, on providing theoretical

    support for explaining the existence and the boundaries of supply chain

    management. Some authors such as halldorsson et al and lavassani et al had tried to

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    provide theoretical foundations for different areas related to supply chain with

    employing organizational theories like resource based view, transaction cost

    analysis, knowledge based view, strategic choice theory, agency theory, institutional

    theory, system theory etc. the literature on business process reengineering, buyer

    supplier relationships and supply chain management suggests various possible

    components that must receive managerial attention when managing supply

    relationships. There are some components like planning and control, work

    structure, product flow facility structure, management methods, risk and reward

    structure etc. Classification of the decisions for supply chain management into two

    broad categories strategic and operational. As the term implies strategic decisions

    are made typically over a longer time horizon. On the other hand, operational

    decisions are short term and focus on activities over a day to day basis. There are

    four major decision areas in supply chain management that location, production,

    inventory, distribution and there are both strategic and operational elements in each

    of these decision areas. The models that describe decisions are huge and require a

    considerable amt of data to facilitate a concise review of the literature and at the

    same time attempting to accommodate the above polarity. In modeling we divide the

    modeling approach into three areas like network design, Rough Cut methods and

    stimulation based methods. The six major movements can be observed in the

    evolution of supply chain management studies creation integration and

    globalization, specialisation1&2 and scm2.0. Study of supply chain management like

    distribution network configuration, distribution strategy. Supply chain management

    is a cross functional approach to manage the movement of raw materials into an

    organization, certain aspects of the internal processing of material into finished

    goods and then the movement of finished goods out of the organization towards the

    end customer.

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    To Whomsoever It May Concern

    Date:

    This is to certify that the project report of MBA entitled Evaluation of

    Supply Chain Management done by Mr. ABHISHEK SINGH .Roll No. 8501 is a

    bonifide work carried out by me. The matter embodied in this project work has not

    been submitted earlier .For award of any degree or diploma to the best of my

    knowledge and belief.

    Signature of the student

    Name of the student: ABHISHEK SINGH

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    To Whomsoever It May Concern

    Date:

    This is to certify that the summer training of MBA entitled Evaluation of

    Supply Chain Management done by Mr. ABHISHEK SINGH .Roll No. 8501 is a

    bonifide work carried out by him under my guidance. The matter embodied in this

    project work has not been submitted earlier for award of any degree or diploma to

    the best of my knowledge and belief.

    Faculty Guide

    Name:-Mr. Naveen

    Full Address:

    Doon Valley Institute of engineering and technology

    KARNAL-132001

    TABLE OF CONTENTS

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    Certificates

    Preface

    Acknowledgement

    CHAPTER-1 Introduction

    1.1 About Supply Chain Management

    1.2 Objective of Supply Chain Management

    1.3 Advantages of Supply Chain Management

    1.4 Disadvantages of Supply Chain Management

    1.5 Trends in supply chain management

    1.6 Theories of Supply Chain Management

    1.7 Steps in Supply Chain Management

    1.8 Components of Supply Chain Management Integration

    1.9 Supply Chain Decision

    1.10 Approaches and Methods

    1.11 Developments in Supply Chain Management

    1.12 Supply Chain Business Process Integration

    1.13 Supply Chain Management Problem

    1.14 Activities and Functions

    CHAPTER-2 Research Objectives

    CHAPTER-3 Research Methodology

    CHAPTER-4 Results & Findings

    CHAPTER-5 Conclusion

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    CHAPTER-6 Recommendation

    CHAPTER-7 Bibliography

    CHAPTER-8 Appendix

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    CHAPTER-1

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    INTRODUCTION

    1.1 SUPPLY CHAIN MANAGEMENT

    A supply chain is a network of facilities and distribution options that performs the

    functions of procurement of materials, transformation of these materials into

    intermediate and finished products, and the distribution of these finished products

    to customers. Supply chains exist in both service and manufacturing organizations,

    although the complexity of the chain may vary greatly from industry to industry

    and firm to firm. An example of a very simple supply chain for a single product,

    where raw material is procured from vendors, transformed into finished goods in a

    single step, and then transported to distribution centers, and ultimately, customers.

    Supply chain management (SCM) is the process of planning, implementing and

    controlling the operations of the supply chain as efficiently as possible. Supply

    Chain Management spans all movement and storage of raw materials, work-in-

    process inventory, and finished goods from point-of-origin to point-of-consumption.

    The definition one American professional association put forward is that Supply

    Chain Management encompasses the planning and management of all activities

    involved in sourcing, procurement, conversion, and logistics management activities.

    Importantly, it also includes coordination and collaboration with channel partners,

    which can be suppliers, intermediaries, third-party service providers, and

    customers. In essence, Supply Chain Management integrates supply and demand

    management within and across companies.

    Supply Chain Management can also refer to Supply chain management softwarewhich is tools or modules used in executing supply chain transactions, managing

    supplier relationships and controlling associated business processes.

    Organizations increasingly find that they must rely on effective supply chains, or

    networks, to successfully compete in the global market and networked economy. In

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    http://en.wikipedia.org/wiki/Controllinghttp://en.wikipedia.org/w/index.php?title=Channel_partner&action=edit&redlink=1http://en.wikipedia.org/wiki/Supply_and_demandhttp://en.wikipedia.org/wiki/Controllinghttp://en.wikipedia.org/w/index.php?title=Channel_partner&action=edit&redlink=1http://en.wikipedia.org/wiki/Supply_and_demand
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    Peter Drucker's management's new paradigms, this concept of business

    relationships extends beyond traditional enterprise boundaries and seeks to

    organize entire business processes throughout a value chain of multiple companies.

    During the past decades, globalization, outsourcing and information technology

    have enabled many organizations, such as Dell and Hewlett Packard, to successfully

    operate solid collaborative supply networks in which each specialized business

    partner focuses on only a few key strategic activities. This inter-organizational

    supply network can be acknowledged as a new form of organization. However, with

    the complicated interactions among the players, the network structure fits neither

    "market" nor "hierarchy" categories. It is not clear what kind of performance

    impacts that different supply network structures could have on firms, and little is

    known about the coordination conditions and trade-offs that may exist among the

    players. Traditionally, companies in a supply network concentrate on the inputs and

    outputs of the processes, with little concern for the internal management working of

    other individual players. Therefore, the choice of an internal management control

    structure is known to impact local firm performance.

    Traditionally, marketing, distribution, planning, manufacturing, and the

    purchasing organizations along the supply chain operated independently. These

    organizations have their own objectives and these are often conflicting. Marketing's

    objective of high customer service and maximum sales dollars conflict with

    manufacturing and distribution goals. . Purchasing contracts are often negotiated

    with very little information beyond historical buying patterns. The result of these

    factors is that there is not a single, integrated plan for the organization-there was as

    many plans as businesses. Clearly, there is a need for a mechanism through which

    these different functions can be integrated together. Supply chain management is a

    strategy through which such integration can be achieved.

    1.2 Objective of Supply Chain Management

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    http://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Dellhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Dell
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    Effective supply-chain management is a powerful tool for business transformation.

    It can dramatically increase companys profitability while simultaneously

    improving customer service. While today competitive environments are forcing

    businesses in this direction, the steps to take are often not evident Problems of

    supply-chain management can be complex, and their solution requires special

    knowledge and experience. Some of the major objectives of the supply chain

    management are as follows:

    To increase sales volume

    To counter a competitors sales promotion device

    To satisfy customer

    To maximize overall profit

    To assist salesman in selling

    To increase goodwill

    To contribute to continuous growth of enterprise

    Division of specialists

    Creation of demand

    Regular and timely contacts with customer

    These all are the main objectives of the supply chain management. A integrated

    supply chain management helps in achieving all the objectives perfectly. The

    intensive level of competitive activity encountered in most markets has led to a new

    emphasis on measuring performance not just in absolute terms, but rather in terms

    relative to the competition, and beyond that to best-practice

    1.3 Advantages of Supply Chain Management

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    Corbett, Blackburn and Van Wassenhove (1999) show that successful business

    partnerships yield a number of major benefits.

    - Increased market share,

    - Inventory reductions throughout the supply chain,

    - Improved delivery service,

    - Improved quality, and;

    - Shorter product development cycles.

    Leverick and Cooper (1998) argue that greater competitive advantage can be

    gained through effective supply chain management.

    Walters (2002) indicates that supply chain management can lead to:

    - Complementary goals/ objectives between supply chain members.

    - Greater coordination between supply chain members, enabling such

    management philosophies as JIT to have a more beneficial affect.

    - Greater cost management effectiveness through negotiating prices

    more closely between supply chain partners as well as arranging more

    effective purchasing arrangements.

    Leverick et al (1998) argue that effective supply chain management reduces risk.

    By operating in a supply chain, risk is spread throughout the supply chain by

    negotiating better inventory management between partners (reducing the risk of

    obsolescence), by negotiating payment arrangements (so that cash can be

    counted on within a certain timeframe) and even by collectively investing in

    large projects.

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    1.4 Disadvantages of Supply Chain Management

    Fuller et al (1993) argue that supply chain management is too internally

    focussed. They believe we should look beyond our own internal process and see

    the total value chainconsumers will not pay for our sloppiness. The whole

    notion of supply chain management has evolved as a better way to manage inter-

    firm processes, with a focus on reducing time to delivery, costs, and improving

    quality. This approach has not necessarily delivered the maximum value for

    supply chain members because customer needs are traditionally ignored in

    favour of achieving some cost target assigned by ignorant management. When

    value shifts occur, supply chain members often are unaware of it for far too long

    due to their inward focus. This can lead to grave consequences.

    This internal focus leads to many problems, including:

    - Rigidity of direction and organisation. A definite direction assigned by

    supply chain members leads to solid structures within the supply chain. This

    is disastrous in turbulent markets where practices such as JIT are

    inappropriate.

    - Ignorance of other stakeholders needs. Focussing on suppliers and

    customers only is not contributory to improving stakeholder value unless

    stakeholder value has common criteria. In other words, if every stakeholder

    has the exact same requirements, then the supply chain will flourish and

    work like a well-oiled machine. In reality, this is very rarely the case.

    - A last year plus 10 percent mentality. Organisations running under

    a supply chain arrangement will usually not be hugely innovative or look for

    new and exciting ways to gain profitability in the long-term. They tend to

    focus their attention on developing better ways to improve operationalefficiency in the current operating environment.

    Kumar (1996) shows trust to be an essential aspect of operating within a supply

    chain framework. Trust is not the easiest thing to come by, especially in tense

    business relationships where each company is trying to get ahead, sometimes at

    the expense of supply chain partners.

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    Kumar (1996) also shows that power relationships within supply chains lead to

    the supply chain becoming ineffective. Although exploiting power may be

    advantageous in the short-run, it tends to be self-defeating in the long-run.

    1.5 Trends in Supply Chain Management

    Hutt and Speh (1998) illustrate a number of trends that they have identified, in

    supply chain management.

    Longer term and closer relationships with fewer suppliers (for example, over the

    past decade, the number of suppliers utilised by Motorola, Chrysler, and Ford

    have been reduced by 60% or more).

    Closer interactions among multiple functions - manufacturing, engineering, and

    logistics as well as sales and purchasing - on both the buying and selling sides

    (for example, through computer links with its suppliers, Motorola can change

    specifications and delivery schedules).

    Supplier proximity to allow just-in-time delivery and to facilitate closer working

    relationships targeted at improving product and service quality along the supply

    chain (for example, Johnson Controls, a producer of auto seats and trim,

    operates ten plants near its major customers, which include Ford, Toyota, and

    General Motors).

    The increasing influence of Information Technology has led to increasing ability

    to manage relationships and knowledge in real-time. This trend is set to continue

    with improvements in technology and technology management.

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    1.6 Theories of Supply Chain Management

    Currently there exists a gap in the literature available in the area of supply chain

    management studies, on providing theoretical support for explaining the existence

    and the boundaries of supply chain management. Few authors such as Halldorsson,

    et al. (2003), Ketchen and Hult (2006) and Lavassani, et al. (2008) had tried to

    provide theoretical foundations for different areas related to supply chain with

    employing organizational theories. These theories includes:

    Resource-based view (RBV)

    Transaction Cost Analysis (TCA)

    Knowledge-based view (KBV)

    Strategic Choice Theory (SCT)

    Agency theory (AT)

    Institutional theory (InT)

    Systems Theory (ST)

    Network Perspective (NP)

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    1.7 STEPS IN SUPPLY CHAIN MANAGEMENT

    The steps involved

    Step 1- designing the supply chain

    Step 2-Optimizing the supply chain

    Step 3- Material flow planning

    Step 4- Transaction processing and short term scheduling

    Step 1- designing the supply chain

    o Determine the supply chain network

    o Identify the levels of service required

    Step 2-Optimizing the supply chain

    o Customer markets to distribution centers

    o Determine the pathways from supplier to end customer

    o Distribution centers to production plants

    o Raw material sources to production plants

    o Identify constraints at vendors, plants and distribution centers

    o Get the big picture

    o Plan the procurement, production and distribution of product

    groups rather than individual products in large time periods

    quarter or years

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    Step 3- Material flow planning

    o Determine the exact flow and timing of materials

    o Arrive at decisions by working back from the projected demand

    through the supply chain to raw material resources

    o Techniques-ERP (Enterprise resource panning)

    Step 4- Transaction processing and short term scheduling

    Customer order arrive at random

    This is a day to day accounting system which tracks and

    schedules every order to meet customer demand

    Order entry, order fulfillment and physical replenishment

    1.8 Components of Supply Chain Management Integration

    The management components of SCM

    The literature on business process reengineering, buyer-supplier relationships and

    SCM suggests various possible components that must receive managerial attention

    when managing supply relationships. Lambert and Cooper (2000) identified the

    following components which are:

    Planning and control

    Work structure

    Organization structure

    Product flow facility structure

    Information flow facility structure

    Management methods

    Power and leadership structure

    Risk and reward structure

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    A primary level channel participant is a business that is willing to participate in the

    inventory ownership responsibility or assume other aspects of financial risk, thus

    including primary level components. A secondary level participant (specialized) is a

    business that participates in channel relationships by performing essential services

    for primary participants, thus including secondary level components, which are in

    support of primary participants. Third level channel participants and components

    that will support the primary level channel participants, and which are the

    fundamental branches of the secondary level components, may also be included.

    1) For customer service management: Includes the primary level component of

    customer relationship management, and secondary level components such as

    benchmarking and order fulfillment.

    2)For product development and commercialization: Includes the primary level

    component of Product Data Management (PDM), and secondary level

    components such as market share, customer satisfaction, profit margins, and

    returns to stakeholders.

    3)For physical distribution, manufacturing support and procurement: Includes

    the primary level component of enterprise resource planning (ERP), with

    secondary level components such as warehouse management, material

    management, manufacturing planning, personnel management, and

    postponement (order management).

    4)For performance measurement: Includes the primary level component of

    logistics performance measurement, which is correlated with the information

    flow facility structure within the organization. Secondary level components may

    include four types of measurement such as: variation, direction, decision and

    policy measurements. More specifically, in accordance with these secondary level

    components, total cost analysis (TCA), customer profitability analysis (CPA),

    and asset management could be concerned as well.

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    5)For outsourcing: Includes the primary level component of management

    methods, and the strategic objectives for particular initiatives in key areas of

    information technology, operations, manufacturing capabilities, and logistics

    (secondary level component

    1.9 Supply Chain Decisions

    We classify the decisions for supply chain management into two broad categories --

    strategic and operational. As the term implies, strategic decisions are made typically

    over a longer time horizon. These are closely linked to the corporate strategy, and

    guide supply chain policies from a design perspective. On the other hand,

    operational decisions are short term, and focus on activities over a day-to-day basis.

    The effort in these types of decisions is to effectively and efficiently manage the

    product flow in the "strategically" planned supply chain.

    There are four major decision areas in supply chain management:

    1) Location,

    2) Production,

    3) Inventory

    4) Transportation (distribution),

    And there are both strategic and operational elements in each of these decision

    areas.

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    1) Location Decisions

    The geographic placement of production facilities, stocking points, and sourcing

    points is the natural first step in creating a supply chain. The location of facilities

    involves a commitment of resources to a long-term plan. Once the size, number, and

    location of these are determined, so are the possible paths by which the product

    flows through to the final customer. These decisions are of great significance to a

    firm since they represent the basic strategy for accessing customer markets, and will

    have a considerable impact on revenue, cost, and level of service. These decisions

    should be determined by an optimization routine that considers production costs,

    taxes, duties and duty drawback, tariffs, local content, distribution costs, production

    limitations, etc. Although location decisions are primarily strategic, they also have

    implications on an operational level.

    2) Production Decisions

    The strategic decisions include what products to produce, and which plants to

    produce them in, allocation of suppliers to plants, plants to Distribution Channel's,

    and DC's to customer markets. As before, these decisions have a big impact on the

    revenues, costs and customer service levels of the firm. These decisions assume the

    existence of the facilities, but determine the exact path(s) through which a product

    flows to and from these facilities. Another critical issue is the capacity of the

    manufacturing facilities--and this largely depends the degree of vertical integration

    within the firm. Operational decisions focus on detailed production scheduling.

    These decisions include the construction of the master production schedules,

    scheduling production on machines, and equipment maintenance.

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    3) Inventory Decisions

    These refer to means by which inventories are managed. Inventories exist at every

    stage of the supply chain as either raw materials, semi-finished or finished goods.

    They can also be in-process between locations. Their primary purpose to buffer

    against any uncertainty that might exist in the supply chain. Since holding of

    inventories can cost anywhere between 20 to 40 percent of their value, their efficient

    management is critical in supply chain operations. It is strategic in the sense that top

    management sets goals. However, most researchers have approached the

    management of inventory from an operational perspective

    4) Transportation Decisions

    The mode choice aspect of these decisions are the more strategic ones. These are

    closely linked to the inventory decisions, since the best choice of mode is often found

    by trading-off the cost of using the particular mode of transport with the indirect

    cost of inventory associated with that mode. While air shipments may be fast,

    reliable, and warrant lesser safety stocks, they are expensive. Meanwhile shipping

    by sea or rail may be much cheaper, but they necessitate holding relatively large

    amounts of inventory to buffer against the inherent uncertainty associated with

    them. Therefore customer service levels and geographic location play vital roles in

    such decisions. Since transportation is more than 30 percent of the logistics costs,

    operating efficiently makes good economic sense. Shipment sizes, routing and

    scheduling of equipment are key in effective management of the firm's transport

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    1.10 APPROACHES AND METHODS

    Supply Chain Modeling Approaches

    Clearly, each of the above two levels of decisions require a different perspective. The

    strategic decisions are, for the most part, global or "all encompassing" in that they

    try to integrate various aspects of the supply chain. Consequently, the models that

    describe these decisions are huge, and require a considerable amount of data. Often

    due to the enormity of data requirements, and the broad scope of decisions, these

    models provide approximate solutions to the decisions they describe. The

    operational decisions, meanwhile, address the day to day operation of the supply

    chain. Therefore the models that describe them are often very specific in nature.

    Due to their narrow perspective, these models often consider great detail and

    provide very good, if not optimal, solutions to the operational decisions.

    To facilitate a concise review of the literature, and at the same time attempting to

    accommodate the above polarity in modeling, we divide the modeling approaches

    into three areas --- Network Design, ``Rough Cut" methods, and simulation based

    methods. The network design methods, for the most part, provide normative models

    for the more strategic decisions. These models typically cover the four major

    decision areas described earlier, and focus more on the design aspect of the supply

    chain; the establishment of the network and the associated flows on them. "Rough

    cut" methods, on the other hand, give guiding policies for the operational decisions.

    These models typically assume a "single site" (i.e., ignore the network) and add

    supply chain characteristics to it, such as explicitly considering the site's relation to

    the others in the network. Simulation methods are a method by which a

    comprehensive supply chain model can be analyzed, considering both strategic and

    operational elements. However, as with all simulation models, one can only evaluate

    the effectiveness of a pre-specified policy rather than develop new ones. It is the

    traditional question of "What If?" versus "What's Best?

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    Network Design Methods

    As the very name suggests, these methods determine the location of production,

    stocking, and sourcing facilities, and paths the products take through them. Such

    methods tend to be large scale, and used generally at the inception of the supplychain. The earliest work in this area, although the term "supply chain" was not in

    vogue, was by Geoffrion and Graves [1974]. They introduce a multicommodity

    logistics network design model for optimizing annualized finished product flows

    from plants to the DC's to the final customers.

    Breitman and Lucas attempt to provide a framework for a comprehensive model of

    a production-distribution system, "PLANETS", that is used to decide what products

    to produce, where and how to produce it, which markets to pursue and what

    resources to use. Parts of this ambitious project were successfully implemented at

    General Motors.

    Finally, Arntzen, Brown, Harrison, and Trafton provide the most comprehensive

    deterministic model for supply chain management. The objective function

    minimizes a combination of cost and time elements. Examples of cost elements

    include purchasing, manufacturing, pipeline inventory, transportation costs

    between various sites, duties, and taxes. Time elements include manufacturing lead

    times and transit times. Unique to this model was the explicit consideration of duty

    and their recovery as the product flowed through different countries.

    Clearly, these network-design based methods add value to the firm in that they lay

    down the manufacturing and distribution strategies far into the future. It is

    imperative that firms at one time or another make such integrated decisions,

    encompassing production, location, inventory, and transportation, and such models

    are therefore indispensable. Although the above review shows considerable potential

    for these models as strategic determinants in the future, they are not without their

    shortcomings. Their very nature forces these problems to be of a very large scale.

    They are often difficult to solve to optimality

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    Rough Cut Methods

    These models form the bulk of the supply chain literature, and typically deal with

    the more operational or tactical decisions. Most of the integrative research (from a

    supply chain context) in the literature seems to take on an inventory management

    perspective. In

    Fact, the term "Supply Chain" first appears in the literature as an inventory

    management approach. The thrust of the rough cut models is the development of

    inventory control policies, considering several levels or echelons together. These

    models have come to be known as "multi-level" or "multi-echelon" inventory

    control models.

    Multi-echelon inventory theory has been very successfully used in industry. Cohen

    et al. describe "OPTIMIZER", one of the most complex models to date --- to

    manage IBM's spare parts inventory. They develop efficient algorithms and

    sophisticated data structures to achieve large scale systems integration.

    Although current research in multi-echelon based supply chain inventory problems

    shows considerable promise in reducing inventories with increased customer

    service, the studies have several notable limitations. First, these studies largely

    ignore the production side of the supply chain. Their starting point in most cases is a

    finished goods stockpile, and policies are given to manage these effectively. Since

    production is a natural part of the supply chain, there seems to be a need with

    models that include the production component in them. Second, even on the

    distribution side, almost all published research assumes an arborescence structure,

    i.e. each site receives re-supply from only one higher level site but can distribute to

    several lower levels. Third, researchers have largely focused on the inventory system

    only. In logistics-system theory, transportation and inventory are primary

    components of the order fulfillment process in terms of cost and service levels.

    Therefore, companies must consider important interrelationships among

    transportation, inventory and customer service in determining their polici

    - 25 -25

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    1.11 Developments in Supply Chain Management

    Six major movements can be observed in the evolution of supply chain management

    studies: Creation, Integration, and Globalization (Lavassani et al., 2008),

    Specializations and SCM 2.0.

    Creation Era

    The term supply chain management was first coined by an American industry

    consultant in the early 1980s. However the concept of supply chain in management,

    was of great importance long before in the early 20th century, especially by the

    creation of the assembly line. The characteristics of this era of supply chain

    management include the need for large scale changes, reengineering, downsizing

    driven by cost reduction programs, and widespread attention to the Japanese

    practice of management.

    Integration Era

    This era of supply chain management studies was highlighted with the development

    of Electronic Data Interchange systems in the 1960s and developed through the

    1990s by the introduction of Enterprise Resource Planning systems. This era has

    continued to develop into the 21st century with the expansion of internet-based

    collaborative systems.

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    Globalization Era

    The third movement of supply chain management development, globalization era,

    can be characterized by the attention towards global systems of supplier relations

    and the expansion of supply chain over national boundaries and into other

    continents. Although the use of global sources in the supply chain of organizations

    can be traced back to several decades ago (e.g. the oil industry), it was not until the

    late 1980s that a considerable number of organizations started to integrate global

    sources into their core business. This era is characterized by the globalization of

    supply chain management in organizations with the goal of increasing competitive

    advantage, creating more value-added, and reducing costs through global sourcing.

    Specialization Era -- Outsourced Manufacturing and Distribution

    In the 1990s industries began to focus on core competencies and adopted a

    specialization model. Companies abandoned vertical integration, sold off non-core

    operations, and outsourced those functions to other companies. This changed

    management requirements by extending the supply chain well beyond the four walls

    and distributing management across specialized supply chain partnerships. This

    transition also refocused the fundamental perspectives of each respectiveorganization. OEMs became brand owners that needed deep visibility into their

    supply base. They had to control the entire supply chain from above instead of from

    within.

    Specialization Era -- Supply Chain Management as a Service

    Specialization within the supply chain began in the 1980s with the inception of

    transportation brokerages, warehouse management, and non asset based carriers

    and has matured beyond transportation and logistics into aspects of supply

    planning, collaboration, execution and performance management.

    - 27 -27

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    At any given moment, market forces could demand changes within suppliers,

    logistics providers, locations, customers and any number of these specialized

    participants within supply chain networks. Supply chain specialization enables

    companies to improve their overall competencies in the same way that outsourced

    manufacturing and distribution has done; it allows them to focus on their core

    competencies and assemble networks of best in class domain specific partners to

    contribute to the overall value chain itself thus increasing overall performance and

    efficiency. The ability to quickly obtain and deploy this domain specific supply chain

    expertise without developing and maintaining an entirely unique and complex

    competency in house is the leading reason why supply chain specialization is gaining

    popularity.

    Outsourced technology hosting for supply chain solutions debuted in the late 1990s

    and has taken root in transportation and collaboration categories most dominantly.

    Supply Chain Management SCM 2.0

    Building off of globalization and specialization, SCM 2.0 has been coined to describe

    both the changes within the supply chain itself as well as the evolution of the

    processes, methods and tools that manage it in this new "era".

    Web 2.0 is defined as a trend in the use of the World Wide Web that is meant to

    increase creativity, information sharing, and collaboration among users. At its core,

    the common attribute that Web 2.0 brings is it helps us navigate the vast amount of

    information available on the web to find what we are looking for. It is the notion of a

    usable pathway. SCM 2.0 follows this notion into supply chain operations. It is the

    pathway to SCM results the combination of the processes, methodologies, tools

    and delivery options to guide companies to their results quickly as the complexity

    and speed of the supply chain increase due to the effects of global competition, rapid

    price commoditization, surging oil prices, short product life cycles, expanded

    specialization, near/far and off shoring, and talent scarcity.

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    1.12 Supply chain business process integration

    Successful SCM requires a change from managing individual functions to

    integrating activities into key supply chain processes. An example scenario: the

    purchasing department places orders as requirements become appropriate.

    Marketing, responding to customer demand, communicates with several

    distributors and retailers as it attempts to satisfy this demand. Shared information

    between supply chain partners can only be fully leveraged through process

    integration.

    Supply chain business process integration involves collaborative work between

    buyers and suppliers, joint product development, common systems and shared

    information. However, in many companies, management has reached the conclusion

    that optimizing the product flows cannot be accomplished without implementing a

    process approach to the business. The key supply chain processes are:

    Customer relationship management

    Customer service management

    Demand management

    Order fulfillment

    Manufacturing flow management

    Supplier relationship management

    Product development and commercialization

    Returns management

    - 29 -29

    http://en.wikipedia.org/wiki/Process_integrationhttp://en.wikipedia.org/wiki/Process_integrationhttp://en.wikipedia.org/wiki/Process_integrationhttp://en.wikipedia.org/wiki/Process_integration
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    One could suggest other key critical supply business processes combining these

    processes such as:

    a. Customer service management

    b. Procurement

    c. Product development and commercialization

    d. Manufacturing flow management/support

    e. Physical distribution

    f. Outsourcing/partnerships

    g. Performance measurement

    Customer service management process

    Customer Relationship Management concerns the relationship between the

    organization and its customers. Customer service provides the source of customer

    information. It also provides the customer with real-time information on promising

    dates and product availability through interfaces with the company's production

    and distribution operations. Successful organizations use following steps to build

    customer relationships:

    determine mutually satisfying goals between organization and customers

    establish and maintain customer rapport

    produce positive feelings in the organization and the customers

    Procurement process

    Strategic plans are developed with suppliers to support the manufacturing flow

    management process and development of new products. In firms where operations

    extend globally, sourcing should be managed on a global basis. The desired outcome

    is a win-win relationship, where both parties benefit, and reduction times in the

    design cycle and product development are achieved. Also, the purchasing function

    - 30 -30

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    develops rapid communication systems, such as electronic data interchange (EDI)

    and Internet linkages to transfer possible requirements more rapidly. Activities

    related to obtaining products and materials from outside suppliers requires

    performing resource planning, supply sourcing, negotiation, order placement,

    inbound transportation, storage, handling and quality assurance, many of which

    include the responsibility to coordinate with suppliers in scheduling, supply

    continuity, hedging, and research into new sources or programmes.

    Product development and commercialization

    Here, customers and suppliers must be united into the product development process,

    thus to reduce time to market. As product life cycles shorten, the appropriate

    products must be developed and successfully launched in ever shorter time-

    schedules to remain competitive. According to Lambert and Cooper, managers of

    the product development and commercialization process must:

    1. coordinate with customer relationship management to identify customer-

    articulated needs;

    2. select materials and suppliers in conjunction with procurement, and

    3. Develop production technology in manufacturing flow to manufacture and

    integrate into the best supply chain flow for the product/market combination.

    Manufacturing flow management process

    The manufacturing process is produced and supplies products to the distributionchannels based on past forecasts. Manufacturing processes must be flexible to

    respond to market changes, and must accommodate mass customization. Orders are

    processes operating on a just-in-time (JIT) basis in minimum lot sizes. Also, changes

    in the manufacturing flow process lead to shorter cycle times, meaning improved

    responsiveness and efficiency of demand to customers. Activities related to planning,

    - 31 -31

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    scheduling and supporting manufacturing operations, such as work-in-process

    storage, handling, transportation, and time phasing of components, inventory at

    manufacturing sites and maximum flexibility in the coordination of geographic and

    final assemblies postponement of physical distribution operations.

    Physical distribution

    This concerns movement of a finished product/service to customers. In physical

    distribution, the customer is the final destination of a marketing channel, and the

    availability of the product/service is a vital part of each channel participant's

    marketing effort. It is also through the physical distribution process that the time

    and space of customer service become an integral part of marketing, thus it links a

    marketing channel with its customers (e.g. links manufacturers, wholesalers,

    retailers).

    Outsourcing/partnerships

    This is not just outsourcing the procurement of materials and components, but also

    outsourcing of services that traditionally have been provided in-house. The logic of

    this trend is that the company will increasingly focus on those activities in the value

    chain where it has a distinctive advantage and everything else it will outsource. This

    movement has been particularly evident in logistics where the provision of

    transport, warehousing and inventory control is increasingly subcontracted to

    specialists or logistics partners. Also, to manage and control this network ofpartners and suppliers requires a blend of both central and local involvement.

    Hence, strategic decisions need to be taken centrally with the monitoring and

    control of supplier performance and day-to-day liaison with logistics partners being

    best managed at a local level.

    - 32 -32

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    Performance measurement

    Experts found a strong relationship from the largest arcs of supplier and customer

    integration to market share and profitability. By taking advantage of supplier

    capabilities and emphasizing a long-term supply chain perspective in customer

    relationships can be both correlated with firm performance. As logistics competency

    becomes a more critical factor in creating and maintaining competitive advantage,

    logistics measurement becomes increasingly important because the difference

    between profitable and unprofitable operations becomes narrower. According to

    experts internal measures are generally collected and analyzed by the firm including

    1. Cost

    2. Customer Service

    3. Productivity measures

    4. Asset measurement, and

    5. Quality.

    External performance measurement is examined through customer perception

    measures and "best practice" benchmarking, and includes

    1) Customer perception measurement, and

    2) Best practice benchmarking.

    Components of Supply Chain Management are.

    1. Standardization

    2. Postponement

    3. Customization

    - 33 -33

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    Cash-Flow: Arranging the payment terms and the methodologies for

    exchanging funds across entities within the supply chain.

    Supply chain execution is managing and coordinating the movement of materials,

    information and funds across the supply chain. The flow is bi-directional

    1.14 Activities/functions

    Supply chain management is a cross-functional approach to manage the movement

    of raw materials into an organization, certain aspects of the internal processing of

    materials into finished goods, and then the movement of finished goods out of the

    organization toward the end-consumer. As organizations strive to focus on core

    competencies and becoming more flexible, they have reduced their ownership of raw

    materials sources and distribution channels. These functions are increasingly being

    outsourced to other entities that can perform the activities better or more cost

    effectively. The effect is to increase the number of organizations involved in

    satisfying customer demand, while reducing management control of daily logistics

    operations. Less control and more supply chain partners led to the creation of

    supply chain management concepts. The purpose of supply chain management is to

    improve trust and collaboration among supply chain partners, thus improving

    inventory visibility and improving inventory velocity.

    - 35 -35

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    Strategic

    Strategic network optimization, including the number, location, and size of

    warehouses, distribution centersand facilities.

    Strategic partnership with suppliers, distributors, and customers, creating

    communication channels for critical information and operational

    improvements such as cross docking, direct shipping, and third-party

    logistics.

    Product design coordination, so that new and existing products can be

    optimally integrated into the supply chain, load management

    Information Technology infrastructure, to support supply chain operations.

    Where-to-make and what-to-make-or-buy decisions

    Aligning overall organizational strategy with supply strategy.

    Tactical

    Sourcing contracts and other purchasing decisions.

    Production decisions, including contracting, scheduling, and planning

    process definition.

    Inventory decisions, including quantity, location, and quality of inventory.

    Transportation strategy, including frequency, routes, and contracting.

    Benchmarking of all operations against competitors and implementation of

    best practices throughout the enterprise.

    Milestone payments

    Focus on customer demand.

    - 36 -36

    http://en.wikipedia.org/wiki/Strategic_partnershiphttp://en.wikipedia.org/wiki/Cross_dockinghttp://en.wikipedia.org/wiki/Third-party_logisticshttp://en.wikipedia.org/wiki/Third-party_logisticshttp://en.wikipedia.org/wiki/Product_designhttp://en.wikipedia.org/wiki/Information_Technologyhttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Best_practicehttp://en.wikipedia.org/wiki/Strategic_partnershiphttp://en.wikipedia.org/wiki/Cross_dockinghttp://en.wikipedia.org/wiki/Third-party_logisticshttp://en.wikipedia.org/wiki/Third-party_logisticshttp://en.wikipedia.org/wiki/Product_designhttp://en.wikipedia.org/wiki/Information_Technologyhttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Best_practice
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    Operational

    Daily production and distribution planning, including all nodes in the

    supply chain.

    Production scheduling for each manufacturing facility in the supply chain

    (minute by minute).

    Demand planning and forecasting, coordinating the demand forecast of

    all customers and sharing the forecast with all suppliers.

    Sourcing planning, including current inventory and forecast demand, in

    collaboration with all suppliers.

    Inbound operations, including transportation from suppliers and

    receiving inventory.

    Production operations, including the consumption of materials and flow

    of finished goods.

    Outbound operations, including all fulfillment activities and

    transportation to customers.

    Order promising, accounting for all constraints in the supply chain,

    including all suppliers, manufacturing facilities, distribution centers, and

    other customers...

    - 37 -37

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    - 38 -38

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    CHAPTER-2

    RESEARCH OBJECTIVES

    To increase sales volume.

    To satisfy customer .

    To maximize overall profit.

    To assist salesman in selling.

    To increase goodwill.

    To contribute to continuous growth of enterprise.

    Division of specialists.

    Creation of demand.

    Timely contacts with customer.

    - 39 -39

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    CHAPTER-3

    RESEARCH METHODOLOGY

    - 40 -40

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    This part of the report i.e. Research Methodology is intended to give the details of

    the conceptual framework within which the study has been carried out. This section

    covers the following aspects:

    NATURE OF THE STUDY:

    The research project relates to EVALUATION OF SUPPLY CHAIN

    MANAGEMENT. In it the problem proposed is to be research is find out;

    what is the behavior of the companies towards adopting supply chain

    management.

    SAMPLE DESIGN:

    The target for study was of distt kurukshetra etc. Survey has been done using

    questionnaire method, open and close ended Questions being included in the

    questionnaire. Secondary data for the research study has been collected from

    various magazines, newspaper, journals, books and website.

    OBJECTIVE OF STUDY:

    Increase ones knowledge in the subject of supply chain management with an

    integrated approach dealing with the various components which make up the

    spectrum of supply chain management.

    Develop a solid knowledge required for systematic analysis of corporations

    supply chain networks and management

    Enhance ones thinking process and problem analysis approach in dealing

    with supply chain management issues and the optimization of a supply chain

    process.

    Increase ones value contribution in the subject of supply chain management

    through acquiring an understanding and application of the various

    components of supply chain

    To counter a competitors sales promotion device

    To maximize overall profit

    - 41 -41

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    To assist salesman in selling

    To increase sales volume

    SAMPLE SIZE:

    The sample size of the research project has been taken of 5 companies.

    DATA COLLECTION:

    The relevant data for the research project is hybrid of primary & secondary

    data.

    Primary data:

    Using personal interview technique, survey, questionnaire & observation

    method the data has been collected from targeted focus group, which are companies

    manager & related staff. The primary data collection for judgment sampling has

    done this purpose has been formatted with both open & close ended structured

    questions.

    Secondary data:

    In addition to the reactions of the selected companies, the factual information

    historic background has been collected with the help of various trade /business

    journals, company magazines, brochures & company reports & concern trade

    associationreport

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    CHAPTER-5

    RESULTS & FINDINGS

    - 43 -43

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    The training period has been a very valuable experience for me from the entire

    study conducted by me. During the survey it was found:

    It was found that most of companies using supply chain management whichis the part of logistics

    Most of companies use customer relation to support their supply chain

    management.

    It was found that only 33% companies are able to manage their supply chain

    management properly.

    Only 27% companies are satisfied toward public policy regarding supply

    chain management.

    - 44 -44

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    - 45 -45

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    CHAPTER 7

    RECOMMENDATION

    - 46 -46

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    Still most of Indian companies have not proper knowledge regarding supply

    chain management. So focus on giving information regarding supply chain

    management.

    Imparting proper training to personnel so that they are able to use the supply

    chain properly.

    Make the system more transparent so that cost of the every product reduced.

    Make new laws for proper functioning of supply chain management.

    Companies should maintain their supply chain management properly so

    every department of the company should be benefited.

    - 47 -47

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    BIBLIOGRAPHY

    BOOKS:

    - 48 -48

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    Christopher martin, Pearson Education, second Edition(logistics

    and supply chain management)

    Singhal D.D., Arya Publishing, Third Edition (International

    marketing)

    Trehan mukesh, VK Enterprises, (Advertising and Sales

    management)

    WEB LINKS:

    www.supplychainseminars.com

    www.sdcexec.com

    www.javelingroup.com

    www.supplychainmanagement.in

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    QUESTIONARE FOR SUPPLY CHAIN MANAGEMENT

    - 50 -50

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    Company Profile

    1. Name of Company

    2. Address

    3. Country

    4. Tel 5. Fax 6. Website

    7. Contact person: 9. E-mail:

    8. Position in company:

    11. Sector Types: Manufacturing Service Both

    12. Industry: Food Automotive Other (define) ___________________

    No of employees: [______] Turnover 2008: [_________________]

    1. Which part of Logistics operation do you belong to?

    1

    Supply Chain Management (SCM)

    2

    Reverse Logistics

    3

    Maritime Logistics

    4

    Freight Logistics

    5

    Other, Please enter

    2. How do you manage your supply chain?

    1 Close partnership with suppliers

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    2 Close partnership with customers

    3 JIT supply

    4 Few suppliers

    5 Supply Chain Benchmarking

    6 Many suppliers

    7Holding safety stock

    3. How successful do you think is your company in managing its supply chain in

    general?

    Not

    successful

    at all

    Not successfulSomewhat

    successfulSuccessful

    Very

    successful

    4. Which of the following you think that your company needs to do in order to

    manage its supply chain better?

    Imepro

    v

    Start

    Implementi

    ng

    Satisfied

    already

    Not

    appropri

    ate

    Close partnership with suppliers

    Close partnership with customers

    JIT supply

    Supply Chain Benchmarking

    Few suppliers

    5. Does your company have a separate logistics department?

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    YES NO

    6. Does your company have a clear logistics strategic plan?

    YES NO

    7. Whattypes of systems are currently in use in your company to support Supply

    Chain Management?

    Custom

    -

    Standar

    Not in

    Material Requirements Planning (MRP)

    Supply Chain Management (SCM)

    Customer Relationships Management (CRM)

    Supplier Relationships Management (SRM)

    Just In Time (JIT)

    E-commerce

    Bar coding

    8. How much did you actually benefit from using these systems?

    Not at all Little Average Greatly A lot Dont

    know(1) (2) (3) (4) (5)

    10. How satisfied are you with the current public policy regarding SCM

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    Not at all Somewhat Satisfied Quite satisfied Very satisfied

    1 2 3 4 5

    11. How important are the following future measures for supporting your company

    effort in SCM

    Not at allsomewha

    t

    importan

    t

    quite

    im ortan

    Very

    im ortan(1) (2) (3) (4) (5)

    More education, e.g. formal

    Easier access to vocationalMore funding and financial

    More inter-country regional

    Better infrastructure e.g.

    Improved information provision

    Increased regional cooperation

    Closer cooperation between

    Other (specify)