SUPPLY MANAGEMENT DASHBOARD

i

SUPPLY MANAGEMENT DASHBOARD

This Project Report is submitted to the Center for Executive Education at IBA

Karachi as partial fulfillment of Postgraduate Diploma in Supply Chain Management

by

Beenish Akhter (21160),

Gohar Rafiq (21163),

Mohammad Aqib (21171),

Umair (18328) and

Usama Hamid (21154)

Advised by

Dr. Rameez Khalid

Director IBA- CEE

PGD Supply Chain Management Program

Institute of Business Administration (IBA), Karachi

2020

Institute of Business Administration (IBA), Karachi,

Pakistan

IBA/CEE/SCM-Put/Report-00

ii

Acknowledgements

All praise is due to Almighty Allah, The Omnipresent, The Omnipotent, and

Omniscient, who enables the authors to pursue his education in Procurement and

Supply Management & to Complete the Research Work as well as to submit this thesis

for the degree of Post-Graduation Certification of Supply Chain Management.

The author expresses his/ her sincere thanks and deep gratitude to his honorable

Supervisor Sir Dr. Rameez Khalid (Director- IBA-CEE)- IBA University Karachi,

for his creative help, Scholastic guidance, valuable suggestions and Constructive

criticism throughout the Research work as well as reviewing the manuscript. The

Authors are profoundly grateful to him.

Finally, the authors also pay a gratitude to his/ her family members who relentlessly

give courage and sacrifice a lot for doing the research work.

iii

Table of Contents

Acknowledgements ........................................................................................................ ii

Table of Contents .......................................................................................................... iii

List of Figures .............................................................................................................. vii

Executive Summary: ...................................................................................................... 1

Chapter 1: Introduction .................................................................................................. 5

1.1 Visibility-A Major Supply Chain Challenge: ....................................................... 5

1.2 Scope of Study: ..................................................................................................... 7

1.3 Problem Statement: ............................................................................................... 7

1.4 Research Objectives: ............................................................................................. 8

Chapter 2: Literature Review ......................................................................................... 9

2.1 Significance of Knowing Your KPI: ..................................................................... 9

2.2 KPI Need to Boost Business Revenue: ................................................................. 9

2.3 KPI Can Reveals the Planning and Execution Gap: ........................................... 10

2.4 Essential KPIs for Every Industry/Sector: .......................................................... 11

2.5 Monitoring of Supply Chain Resilience Elements: ............................................ 11

2.6 Transition of Supply Chain to Lean Supply Chain: ............................................ 12

2.7 Possible Reporting Levels in KPI Monitoring: ................................................... 12

2.8 Challenges for Selecting Right KPI: ................................................................... 13

2.9 Visibility through KPI Dashboard: ..................................................................... 14

2.10 Application Significance of BI Tools in KPI Monitoring: ............................... 14

2.11 SCOR (Supply Chain Operations Reference) and AHP (Analytic hierarchy

process) Based Monitoring System: ......................................................................... 15

2.12 There Are No Right and Wrong KPIs: ............................................................. 16

2.13 Comprehensive KPI Map-Sector Specific Indicators: ...................................... 17

2.14 Gaps Identification / Opportunities for Improvements: .................................... 18

2.141 The Oil & Gas Sector: ................................................................................ 18

2.142 The Textile Sector: ..................................................................................... 18

2.143 The FMCG Sector: ..................................................................................... 18

2.144 The Pharmaceutical Sector: ........................................................................ 19

2.145 KPI Generalization to Customization: ........................................................ 19

Chapter 3: Methodology .............................................................................................. 20

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3.1 Research Approach: ............................................................................................ 20

3.2 Systematic Map:.................................................................................................. 21

3.3 Target Population: ............................................................................................... 22

3.4 Sampling: ............................................................................................................ 22

3.5 Sample Size:........................................................................................................ 22

3.6 Data Collection Methods: ................................................................................... 23

3.7 Adaption of Business Analytics for Dashboard: ................................................. 23

Chapter 4: Results ........................................................................................................ 24

4.1 Case of Pharma Industry: ....................................................................................... 24

4.11 Industrial Sector’s Introduction ........................................................................ 24

4.12 Companies’ Introduction: ................................................................................. 25

4.13 Dashboard Need: ............................................................................................... 26

4.14 Gap Analysis: .................................................................................................... 26

4.141 Finding KPI and Prevailing Challenges: .................................................... 26

4.142 Supplier Evaluation & Order Planning Metrics in Supply Management: .. 27

4.2 Case of Oil & Gas: ................................................................................................. 27

4.21 Industrial Sector’s Introduction: ....................................................................... 27


4.23 Dashboard Need: ............................................................................................... 28

4.24 Gap Analysis: .................................................................................................... 29



4.3 Case of FMCG: ...................................................................................................... 30



4.33 Dashboard Need: ............................................................................................... 32

4.34 Gap Analysis: .................................................................................................... 33



4.4 Case of Textile: ...................................................................................................... 34


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4.43 Dashboard Need: ............................................................................................... 35

4.44 Gap Analysis: .................................................................................................... 35



Chapter 5: Discussion and Recommendations ............................................................. 37

5.1 Case of Pharma Industry: ....................................................................................... 37

5.11 Why Do we need an Interactive Dashboard: .................................................... 37

5.12 KPI Dashboard visual: ...................................................................................... 38

5.2 Case of Oil & Gas: ................................................................................................. 39



5.3 Case of FMCG: ...................................................................................................... 41



5.4 Case of Textile: ...................................................................................................... 43



5.3 Comparison of KPI of Different Industry’s KPI: .................................................. 44

5.4 Recommendations: ................................................................................................. 44

5.6 Further Study Area:................................................................................................ 46

Chapter 6: Conclusion.................................................................................................. 47

Chapter 7: Thematic Analysis:..................................................................................... 48

7.1 Interview coding Levels:........................................................................................ 48

7.2 Themes coding: ...................................................................................................... 49

7.3 Summary of Thematic Analysis: ........................................................................... 50

APPENDIX-A.............................................................................................................. 52

References .................................................................................................................... 64

APPENDIX-B .............................................................................................................. 67

PGD-SCM Project Group Members’ Introduction ...................................................... 71

PGD-SCM Project Supervision Log ............................................................................ 73

vi

List of Tables Table 1-KPI Measure for Selected Sectors in Previous Studies .................................. 17

Table 2- Mapping of Objectives with Method.............................................................. 20

Table 3-Pharmaceutical Companies’ Introduction ..................................................... 25

Table 4-Dashboard Need Grid of Pharmaceutical Industry ....................................... 26

Table 5 Top 3 KPI of Pharmaceutical Industry ........................................................... 27

Table 6-Oil & Gas Companies’ Introduction .............................................................. 28

Table 7 Dashboard Need Grid of Oil & Gas Industry................................................. 29

Table 8 Top 3 KPI of Oil & Gas Industry .................................................................... 29

Table 9-FMCG Companies’ Introduction ................................................................... 32

Table 10-Dashboard Need Grid of FMCG Industry.................................................... 32

Table 11 Top 3 KPI of FMCG Industry ....................................................................... 33

Table 12-Textile Companies’ Introduction .................................................................. 35

Table 13-Dashboard Need Grid of Textile Industry .................................................... 35

Table 14 Top 3 KPI of Textile Industry ....................................................................... 36

Table 15- Themes Color Coding .................................................................................. 49

Table 16- Interview Question Guide’s Thematic Coding ............................................ 49

Table 17- Interview Question Guide ............................................................................ 52

Table 18- Pharmaceutical Industry Answer Script ...................................................... 54

Table 19-Oil & Gas Industry Answer Script................................................................ 56

Table 20-FMCG Industry Answer Script ..................................................................... 60

Table 22- Textile Industry Answer Script .................................................................... 62

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List of Figures

Figure 1 - Procurement Dashboard .............................................................................. 6

Figure 2-Supplier Compliance Dashboard ................................................................... 6

Figure 3-Proposed KPI based on ISPO/ RSPO & Expert Judgement......................... 13

Figure 4- three Level of Aligned Metrics ..................................................................... 14

Figure 5- Procurement Quality Dashboard ................................................................ 15

Figure 6- Research Methodology Systematic map ...................................................... 21

Figure 7- Sample Size Criteria from Organization ..................................................... 22

Figure 8- Supply Chain Analytics ................................................................................ 23

Figure 9- Proposed Supply Management Dashboard for Pharmaceutical Industry ... 38

Figure 10- Proposed Supply Management Dashboard for Oil & Gas Industry .......... 40

Figure 11- Proposed Supply Management Dashboard for Oil & Gas Industry .......... 42

Figure 12- Proposed Supply Management Dashboard for Textile Industry ............... 43

Figure 13 Thematic Coding Analysis .......................................................................... 48

Figure 14- AHP Hierarchical Model of Verified Metrics Judgement ......................... 67

Figure 15- Supply chain stages-sourcing KPI ............................................................. 68

Figure 16- Supplier Management Categories and Metrics ......................................... 69

Figure 17- SAP Report (Me2M) .................................................................................. 70

Supply Management Dashboard

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Executive Summary:

In any supply chain model, there are three main components i.e. Material, Information

and Cash. All these components should be observed & analyzed for agile and efficient

Supply chain, But the question is how, the most critical issue in the Pakistani industry

is the lack of proper measurement tools and supply chain visibility that makes the

Supply chain more dependent on person rather on standard process & practices, and

this lack in visibility result in poor decision making. The solution to this problem is the

performance dashboard, not only dashboard but integrated dash board. As supply chain

management integrates supply and demand within and across the companies, therefore

the purpose of this capstone project is to develop an integrated dashboard that can be

implemented with ease across different industrial sectors. Addition to our purpose of

this capstone, it is very important to keep in mind that there are many dashboards

available that organization use internally and many can be accessed on different

consulting portals but those lacks optimal KPI that needed to be tracked by specific

function, specific sector or specific region. For this reason, the aim of this research is

to develop a comprehensive supply analytics dashboard which can be used in all areas

of supply management irrespective of industry complexity. Growing of global

competition, outsourcing of companies’ non-core activities and the demanding shorter

product life cycles have increased businessperson’s interest towards strong Supply

chain. Yet the recent development of supply chain literature discovered that supply

chain management is not just about simple and physical order fulfilment but more than

that and it’s an integrated network of various activities & stages which includes

procurement and purchasing, materials management and manufacturing, logistics and

distribution, marketing, IT and most important knowledge transfer (Laura & Julia,

2019). A good business need to detect, track, and manage its Supply Chain’s Key

Performance Indicators (KPI) so that it can offer timely and reliable delivery for its

products and this also enable a business to perform benchmarking to improve practices

and current & future performance, which can be a competitive advantage for any

business in this dynamin environment. Usually, there are two types of benchmarking

and one Results Benchmarking which emphases on quantitative performance measures

and second is Best Practices Benchmarking which emphases on qualitative side that is


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how well processes are being executed. (Lee, 2014), we will discuss both types of

benchmarking for our dashboards. This leads to another question that benchmarking of

what metrics and KPI is important. Particularly, the supply chain KPI measuring and

its performance monitoring unveils the gap between planning and execution and help a

business to identify opportunity areas for further improvement. Though identifying

potential area and development of required KPI or metrics is really very challenging

task because no set of practical specific guidelines is readily available for business and

for supply chain management mangers. Potential KPIs should be developed for each of

the supply chain operations-reference (SCOR) model's four meta-processes (plan,

source, make, and delivery) and need to be hierarchically grouped such as primary and

secondary metrics (Chae, 2009), or KPI can be developed using both SCOR and AHP

(Analytic hierarchy process) method. (Novar, Ridwan, & Santosa, 2018) used the

SCORs four performance attributes, (1) Reliability, (2) Responsiveness, (3) Cost, and

(4) Asset Management and they concluded that Reliability attribute comes at the Top

in all supply metrics, forecast accuracy, rejection rate, supply rule and supplier roles

comes in reliability attribute. As per one research, (Eckerson, 2011) divides the

performance dashboards into three categories; Strategic Dashboard, which are for

executives’/Board members for monitoring; Tactical Dashboard, for middle managers

concerned with for analysis; Operational Dashboard, for frontline users to manage daily

operations. The tailored dashboard shall enable the company to measure and determine

the capability of a process to achieve its objectives and shall help a company to trace

and track the efficacy and efficiency, and potential failures which leads to a better

decision making.

We have Chosen the Purposive methodology for our research, target population for this

study is CPOs, Procurement managers, Supply chain managers and Operation level

people and four different sectors of Textile, lubricants, FMCG, and pharmaceuticals

from each of these sectors, who rightly represent organization from all three layers

Strategic to Operational.

After series of interview, it has been concluded that in Pharmaceutical Procurement

department does not feel any need to dash board in supply management and they are

very much comfortable with ERP Reporting, to them four areas are important which

make their Order planning process reliable & responsive; PR to PO Conversion for Fast

Orders; Shorter Lead times; Availability and Purchase Price Variance. The

Pharmaceutical Industry Shall require to work Reduce dependency upon china; we have


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witnesses the Covid-19 situation and it is now important for to work GLoCal networks,

and spreading Procurement base. Also at least three months forecast accuracies are must

do for making Order planning process stable. Pharmaceutical sectors need to work on

Supplier issues, as it has been noticed that every time on quality issue, procurement

team change the supplier.

On the contrary, in Oil and gas sector mostly the MNCs are using interactive dashboards

at every levels. The supply of base oil till it in the final phase of Finished goods is being

visible to the procurement persons or stock analytic person to keep tracking all the KPIs.

These dashboards are linked with the ERP solutions as well as SAP. Oil and Gas sector

has similar KPIs like any other sector, but it cannot be compared with other sectors due

to high Quality, Safety measures and HES requirements. Procurement in the Oil and

Gas Industry faces many challenges especially because of the volatility of oil price,

supply and demand; however, with the right effective procurement strategy and sharp

analysis, they could overturn the crisis into opportunity.

In FMCG, based on the interviews it is established that the consumer good

multinationals organizations are more towards productivity enhancement and cost

savings initiatives. Many have developed the systems to achieve their yearly saving

targets, which are synchronized and shared with department personnel top to bottom.

On the other hand, the local FMCG are more tilted towards achieving their yearly

targets based on units and volumes. Recently some of the organizations (local) have

started to use multiple tools including ERP through which they can monitor their

indicators regularly. In FMCG, local consumer good organizations must opt for

centralized procurement operations rather than distributed department wise. This will

result in better operational cost and productivity. And there is a need to focus on

product, research, and development to shift sourcing from single to multiple sources

specially for local industry. MNC working on higher lead time items should develop

alternatives locally to reduce their ordering cost and increase agility and Localized

consumer good industry should opt for better ERP systems to increase supply chain

visibility and improve performance.

Textile sector is largest manufacturing sector in Pakistan. Pakistan is the 8th largest

exporter of textile products in Asia. This abundance of raw material is a big advantage

for Pakistan due to its beneficial impact on cost and operational lead time. Although

this sector is largest manufacturing sector yet hand full of organizations are investing

in improving its supply chain and even fewer understand importance of employee


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training and development, which is a huge gap in the sector and at surface level we

might find this sector is gradually changing but in a closer view we will see even the

companies which are working to adopt world class manufacturing standards its mostly

because of their clients and fashion giants forcing companies to do so. We have tried to

cover over all textile sector from small scale garments manufacturer to large scale

vertical setup to get overall picture of industry and implication of procurement

dashboard. In discussion with all the companies under study it’s found the company is

focused on cost and lead time and there is less focus on relationship management and

long-term planning, they don’t care who is the supplier the only thing matters is on time

availability sometimes even at the cost of quality the reason behind this behavior is

customer’s pressure and short lead times in apparel market the fear of losing orders

leads to this behavior. The Textile Industry will require working on Supplier

relationship management, Employee training, develop hierarchy, introduce of planning

department, Work with fewer number of suppliers and Separate QA assigned to

purchase.

In the end, after secondary research and interview, it has been concluded that shows

that OTIF, Timeliness, PR creation and PPV are the KPIs that are same in any other

industry and if the visibility is there through the dashboard than we are able to make

optimization in sourcing and supplier management.


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APPENDIX-A

Table 17- Interview Question Guide

S No. Section A: Basics-Generalize

1 Number of Warehouse & Factories?

2 Number of Total Staff and Supply chain Staff?

3 Number of Business Lines?

4 Number of Products, How to Manage Big quantum Sourcing

5 Number of Raw Material?

6 What is the strategy of sourcing?

7 Central Procurement or department wise?

Section B:Current Position on Reporting and Future Need

8 Do you use any Dashboard? And on what level?

iv. Strategic Dashboard, which are for executives’/Board members for monitoring,

v. Tactical Dashboard, for middle managers concerned with for analysis,

vi. Operational Dashboard, for frontline users to manage daily operations.

9 What are the 3 Most Important KPI to your supply side? in Daily operations, and

monthly review?

10 Are these Supply chain Resilience elements are important to you?

vi. Trust,

vii. Robustness,

viii. Visibility

ix. Information sharing,

x. Collaboration

11 Mention 3 gaps in your industry’s procurement process that need to improve?

12 Where do you see your industry's procurement as compare to other industries like

FMCG and Pharma? What Benchmark do you use for your KPI?

Section C:Process Reliability

13 Do you use Supplier Performance Evaluation Form? And what areas do you evaluate

?

14 What is the Supplier's Performance Evaluation Frequency?

15 What are the Major Area of Evaluation?

16 Do you visit Supplier or supplier’s Supplier? What areas do you look at visit?

inventory-days-of-supply? Capacity?

17 How many suppliers do you have, and how many are the top 10, and what is the criteria

for selection of top 10?

18 What is the Forecast Accuracy?

19 How you monitor the Supplier's rejection rate? And how?

20 What are the return reason of supply? Do you maintain any log?

21 Level of supplier's defect free deliveries?

22 On time and correctness of Order Rate? How do you evaluate variability in 3rd party

services?

23 Effectiveness of delivery invoice methods?

24 Quality of delivery documentation?


53

25 Supplier's booking procedures?

26 Are your system is using API (application programming interface) for Supplier's

system.

Section D:Process Responsiveness

27 Order Planning Lead Time in Days?

28 Order Processing Lead Time in Days?

29 Order Receiving Lead time in Days from date of Order?

30 What is strategy to manage lead times of large Orders?

iv. Just in time

v. hybrid model

vi. Make-to stock

Section E: Cost Management

31 Raw Material Purchase cost

32 Annual Procurement Savings? How do you evaluate performance of procurement

department?

33 Alternative Source availability?

34 What do you think What is your role as Procurement Executive how you give profit

to your company

Section F: Asset Management

35 Inventory Days of Supply?


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Table 18- Pharmaceutical Industry Answer Script

Industry/Sector: Pharmaceutical Pharmaceutical Pharmaceutical Pharmaceutical

Company: Mid-Size MNC 1 Small-Size MNC 2

Date: 20-Jan-21 20-Jan-21 18-Jan-21 18-Jan-21

Interviewer: Beenish Beenish Beenish Beenish

S No. Section A: Basics-Generalize Mid-Size MNC 1 Small-Size MNC 2

1 Number of Warehouse & Factories? 1, 2 2,3 1,1, 3,7

2 Number of Total Staff and Supply chain

Staff? 600,11

3000,25

100-120

700,60

5 Number of Raw Material? (approx.) 300 300 55 500

6 What is the strategy of sourcing? Multi sourcing Multi sourcing Multi sourcing Multi sourcing

7 Central Procurement or department wise? Centralized Centralized Centralized Centralized

Section B:Current Position on Reporting

and Future Need Mid-Size

MNC 1

Small-Size

MNC 2

8 Do you use any Dashboard? And on what

level?/Dashboard-Current Situation no

no

Power BI

no

i. Strategic Dashboard, which are for

executives’/Board members for monitoring,

-

-

Yes

Yearly Goal Monitoring

ii. Tactical Dashboard, for middle managers

concerned with for analysis, -

Yes, Excel based DB

-

-

iii. Operational Dashboard, for frontline users

to manage daily operations. Yes, Excel

Yes, Excel based DB

-

Weekly Reporting, SNOP,

SAP Reporting

9

What are the 3 Most Important KPI to your

supply side? in Daily operations and monthly review?

OTIF

Favorable PPV

Alternate suppliers

PR to PO Conversion-Fast

Order

Delivery as per

approved Specs OTIF

Service Rate

OTIF

PPV, Savings

New Projects

Forecast Accuracy

Favorable PPV

11 Mention 3 gaps in your industry’s

procurement process that need to improve?

Too much rely on

China

1 Interdepartmental

alignment- Lack of

communication from Supplier

1 Alternative suppliers

1 Demand Stability,

Commercial 3 Months

Custom IOCO

approval

2 Broader Vendor

performance evaluation, Due to company Policies

2 Information across

suppliers

2 RM high Price, No Price

Change

DRAP approval for

Quota products

3 Extensive documentation

3 Trust

3 DRAP Regulations on

API,

12

Where do you see your industry's procurement as compare to other industries

like FMCG and Pharma? What Benchmark

do you use for your KPI?

Our (Pharma)

industry is regulated then other industries

One of the best amongst

the lot, we strive for good practices

Its stagnant due to

strict regulations. Reliable suppliers are

benchmark, DRAP

rules for Manufacturer 2 years

KPI Rigors Monitoring,

Internal Historic, 29% Growth, 9% Growth Rate

Section C:Process Reliability Mid-Size

MNC 1

Small-Size

MNC 2

13

Do you use Supplier Performance Evaluation Form? And what areas do you

evaluate ?

Quality

Price, Quality, Delivery

Yes, all there we use

Quality Monitors, (ISO), Cost and Lead (no need to

go for form).

14 What is the Supplier's Performance

Evaluation Frequency? Monthly

2-5 supplier/month

Order basis

annually (Review Month

on Month 10 Supplier)

15 What are the Major Area of Evaluation? Quality, Delivery

then Cost Pricing, timely delivery

Quality

quality, KAPA, on site ,

Pricing , timeline

16

Do you visit Supplier or supplier’s

Supplier? What areas do you look at visit?

inventory-days-of-supply? Capacity?

Yes, Quality & Capacity

Yes/Both

Supplier and visit its

production area and warehouse to see

capacity

yes, Local Monthly, International (critical),

auditors, remote audits (preset of defined

Question), Quality

Questionnaire, LDPA


55

(process and in out ,

Policies)

17

How many suppliers do you have, and how

many are the top 10, and what is the criteria for selection of top 10?

400

70 Top Sale Brands

>1000 suppliers, Approx.

85% of vendors are reliable.

18, criteria for

selection is quality and cost

400 Plus

18 What is the Forecast Accuracy? 70 to 80%

0.9

10-20% (Varies in different quarters)

0.85

19 How you monitor the Supplier's rejection rate? And Frequency?

RM rejection rate is almost

zero, while 15% rejection

observed in PM

orderly basis

Quality

20 What are the return reason of supply? Do

you maintain any log? Quality, Yes

Quality/appearance/Yes

shelf life since it’s the factor which decide

production

Quality

21 Level of supplier's defect free deliveries? Always free

Yes

No

ABC ,Quality base,

Availability

22

On time and correctness of Order Rate?

How do you evaluate variability in 3rd party services?

Order base

Delivery time varies while

correctness is 99%

Quarterly basis

23 Effectiveness of delivery invoice methods? within 1 week

Proper guidance provided

to vendors for invoicing PO accuracy

Important

24 Quality of delivery documentation? COA

Wonderful in

Import/average in local

various docs like FDA

approved sources etc. etc.

25 Supplier's booking procedures? email & Call email Email

26

Are your system is using API (application

programming interface) for Supplier's

system.

No

NO

No

Nope

Section D:Process Responsiveness Mid-Size MNC 1 Small-Size MNC 2

27 Order Planning Lead Time in Days? 1 day

Auto MRP

4-8 days

60, 90,120 (Local, Import,

Lead

28 Order Processing Lead Time in Days? 3 days Implemented /As per SOP 6-10 days 5 days

29 Order Receiving Lead time in Days from date of Order?

Vary

Implemented /As per SOP

20-40 days

30

30 What is strategy to manage lead times of

large Orders?

i. Just in time

ii. hybrid model Yes Yes Yes

iii. Make-to stock Yes

Section E: Cost Management Mid-Size MNC 1 Small-Size MNC 2

31 Raw Material Purchase cost, Monthly, Annually (estimated)

200M/month

Not particular

Not particular

Not particular

32

Annual Procurement Savings? How do you

evaluate performance of procurement

department?

90 M/year

KPI, 50M

1M – 2M

105M,

33 Alternative Source availability? Yes Yes Yes

34

What do you think What is your role as

Procurement Executive how you give profit

to your company

CI projects

Critical

Getting reliable suppliers onboard that

provide quality

materials and cost-effective as well

Saving

Section F: Asset Management Mid-Size MNC 1 Small-Size MNC 2

35 Inventory Days of Supply? 45days 70-120 Days 4 months 90, 30 45 , 120 critical


56

Table 19-Oil & Gas Industry Answer Script Industry/Sector: Oil Industry Oil Industry Oil Industry Oil Industry Oil Industry Oil Industry Oil Industry

Company MNC1- Response 1 MNC1- Response

2 MNC 2-Response 1

MNC 2-Response

2 MNC 3-Response 1 MNC 4 MNC 5

Date: 18/1/2021 18/1/2021 18/1/2021 18/1/2021 26-Jan-21 26-Jan-21 26-Jan-21

Interviewer: Gohar Gohar Gohar Gohar Gohar Gohar Gohar

S

No.

Section A: Basics-

Generalize

1 Number of Warehouse &

Factories?

6 Terminals And 1

Port 7 + 1

6 Warehouses & 1

Plant

7 Storage

Terminals

4 Warehouses , 01

Plant ( LOBP )

7 Storage

Terminals

2 Number of Total Staff and

Supply chain Staff?

450 In Total, 5 In Procurement And 4

In Supply Chain

1000 + 50

<200

100+ Engaged In

Terminal Operations And

Managing Supply

Chain

Over 2000 ,

Supply Chain 10

100+ Engaged In

Terminal Operations And

Managing

Supply Chain

3 Number of Business Lines? 1 2

3

Supplying

Petroleum Product

To 700+

Many

Supplying

Petroleum

Product To 700+

4

Number of Products, How

to Manage Big quantum

Sourcing

N/A 50 +

50+

2 (Diesel And

Petrol), Through Local Refineries

And Imports

Multi Sourcing

2 (Diesel And

Petrol), Through Local Refineries

And Imports

5 Number of Raw Material? N/A

Major Raw

Material Are Base Oil And Additives

N/A

Confidential N/A


Multi Sourcing

Multi Sourcing Multi Sourcing Long Term Supply Contracts

With Local Refineries And

Overseas

Suppliers

Multi Sourcing

Long Term Supply Contracts

With Local Refineries And

Overseas

Suppliers

7 Central Procurement or department wise?

Department Wise Central

Centralized For

Direct, Department Wise

For Indirect

Centralized

Procurement Centralized

Centralized Procurement

Section B:Current

Position on Reporting

and Future Need

8

Do you use any

Dashboard? And on what level?

Power BI Sync

With ERP And SAP

On All Levels

Yes, Dashboard

Visibility

Available At All Levels In Supply

Dept.

Strategic

Dashboard

Yes, Dashboard

Visibility

Available At All Levels In Supply

Dept.

i. Strategic

Dashboard, which are for executives’/Board

members for monitoring,

No ERP

Yes

Tactical Same Dashboard

Available To Executives And

Board Members

Yes

Same Dashboard

Available To Executives And

Board Members

ii. Tactical Dashboard, for middle

managers concerned with for analysis,

Yes ERP

Yes

Detailed Working

Of Analysis And

Data Through SAP

Yes

Detailed

Working Of

Analysis And Data Through

SAP

iii. Operational

Dashboard, for frontline

users to manage daily operations.

Yes ERP

Yes

Detailed Working

Of Analysis And Data Through

SAP

Detailed

Working Of Analysis And

Data Through

SAP

9

What are the 3 Most Important KPI to your

supply side? in Daily

operations, and monthly review?

1. Seeking Discounts Through Negotiation

Cost Effective Solution

HES

On Time Delivery

Stocks Available

At Depots V/S

Normal Demand For The Day,

Week And Month

Quality

Stocks Available

At Depots V/S

Normal Demand For The Day,

Week And

Month

2. Procure To

Payment Process Quality

Quality

Complaint Resolution Time

Stock In Transit V/S Lead Time On Time Deliver

Stock In Transit

V/S Lead Time


57

To Reach

Destination

To Reach

Destination

3. Timely Deliveries Timelines

Timeliness

Yes

Stock Cover V/S

Procurement Plan

Stock Cover V/S

Procurement

Plan

10

Are these Supply chain Resilience elements are

important to you?

i. Trust, Yes Yes Yes Yes Yes Yes

ii. Robustness, Yes Yes Yes Visibility Yes

iii. Visibility Yes Yes

Yes Yes Information

Sharing Yes

iv. Information

sharing, To Limited Extent Yes

Yes Yes

v. Collaboration Not In Our Industry Yes Yes Yes Yes

11

Mention 3 gaps in your

industry’s procurement

process that need to improve?

Post Award

Contract

Management

Visibility

1. Approval

Processes In

Purchase Order Creation

Clarity On The

Needs/Demands

Monitoring And

Control Of KPI

Supplier

Diversity

Unexpected

Variation In

Demand

Long Terms

Commitment

Unexpected Variation In

Demand

2. Online Tender

Processing (Mostly

Vendors Are Not Aware Of

Technology)

Manual Invoice

Processing

Supplier

Relationship

Management

Regulatory

Barriers

Regulatory

Barriers

3. Online Invoicing

And Payment

Process

They Have A

Different Model

Of Working And We Can

Compare With

OMCS

3 Transportation Of

Product(S)

It Varies From

Different Sectors Since We Have

Change In Supply

Line Unlike Any Other Industry To

Meet The Demand

Transportation Of Product(S)

12

Where do you see your

industry's procurement as compare to other industries

like FMCG and Pharma?

What Benchmark do you use for your KPI?

Procurement In Oil

Industry Cannot Be

Compared To Any Other Industry

Owing To Their

Highly HSE Critical Practices And

International Pricing.

Timely Supply of

Petroleum Products to End

Customers Is Far

More Critical in Petroleum

Industry Than

FMCG or Pharma as The Demand Is

Very Inelastic in

Nature. Secondly,

The Supply Chain

of All Industries

Is Directly Related to

Petroleum

Industry as Only Timely Supply of

Petroleum

Products Can Ensure Movement

of Road, Rail, Sea

and Air Traffic. Hence, Almost

All Industries

Depend Upon Smooth And

Efficient Running

Of Petroleum Industry.

Timely Supply

of Petroleum

Products to End Customers Is Far

More Critical in

Petroleum Industry Than

FMCG or Pharma as The

Demand Is Very

Inelastic in Nature.

Secondly, The

Supply Chain of All Industries Is

Directly Related

to Petroleum Industry as Only

Timely Supply

of Petroleum Products Can

Ensure

Movement of Road, Rail, Sea

and Air Traffic.

Hence, Almost All Industries

Depend Upon

Smooth And Efficient

Running Of

Petroleum Industry.


58

Section C:Process

Reliability

13

Do you use Supplier

Performance Evaluation

Form? And what areas do you evaluate ?

Yes, We Use Vendor

Score Card To Keep Track Of Timely

Delivery, Best

Pricing, Quality Of Product And

Following Safety

Protocols.

HSE, Performance &

Price

Yes. Quality, Delivery,

Responsiveness,

Safety, Technical Assistance

Quality, Cost,

Delivery

Yes, Timely

Supply Of

Products

Quality, Delivery

Time And Cost.

Yes, Timely Supply Of

Products

14

What is the Supplier's

Performance Evaluation Frequency?

As Per Need Basis

(Upon End User's Request)

Annual

Yearly

Yearly

Quarterly Quality Quarterly

15 What are the Major Area of

Evaluation?

Quality And HSE

Protocols HSE

Quality, Delivery,

Safety

Feedback From

The End Users

On The Overall Performance Of

A Vendor

During The Contractual

Period

Reliability

Capacity Reliability

16

Do you visit Supplier or

supplier’s Supplier? What areas do you look at visit?

inventory-days-of-supply?

Capacity?

Yes, Implementation

Of Safety Protocols

(HSE) In Their Premises

Ethical Audits

Yes.

Capacity,

Technology Competitiveness

In The Related

Industry

No Top 10 No

17

How many suppliers do

you have, and how many

are the top 10, and what is the criteria for selection of

top 10?

Approx. 1200, Top 10 Are Selected If

Vendors Is She

Cleared, And Performed Highest

Value Of Business

With Us

1000 + (She

Best Practices & Performance)

250+ Supplier.

Top 10 Are Based On Overall Spend

150 Plus

4 Local And 2

Overseas 90% 4 Local And 2

Overseas

18 What is the Forecast

Accuracy? N/A 80% +

Remaining Questions

Pertains To

Operations In Chevron, Not

Procurement

80% For Local Purchases And

90% For Imports Supplier

Evaluation

80% For Local Purchases And

90% For Imports

19

How you monitor the

Supplier's rejection rate?

And how?

By Technical And HSE Evaluation

Before Even

Considering Vendor In Selection Pool

Based On Their

Performance During The

Projects

Sample Based

Observation Is Done, If Any

Defects the Whole

Lot Is Returned. Later Complete

Lot Is Inspected

To See Number Of Defected

Pieces That Will

Be Rejected

Very Rare As

Products Are Procured As Per

Government

Specifications And All Supplies

Are Subject To

Pre Shipment Tests And Only

Product

Conforming To

Specifications Is

Procured.

SAP

Very Rare As

Products Are Procured As Per

Government

Specifications And All Supplies

Are Subject To

Pre Shipment Tests And Only

Product

Conforming To

Specifications Is

Procured.

20 What are the return reason of

supply? Do you maintain any

log?

N/A

If Not As Per The

Required

Standards/

Specifications,

Yes

Damaged/Defected

Products. Yes.

Only Off Specs.

Product Is Rejected.

Yes Complete

Record Of Test

Reports Is

Maintained.

None

Only Off Specs.

Product Is

Rejected. Yes

Complete Record

Of Test Reports Is

Maintained.

21 Level of supplier's defect

free deliveries? No No

Almost 100% Monitor In SAP

And ERP Almost 100%

22

On time and correctness of

Order Rate? How do you evaluate variability in 3rd

party services?

TPPL Doesn’t

Evaluate 3rd Party. Only Deal With

Main Vendor

Daily Monitored. A Log Is

Maintained

Against The Order Placed And

Order Received

To Review The

Variability

The Product Available in

Company Storage

Tanks Is On Specs. At All

Time.

Yes

The Product

Available in

Company Storage Tanks Is

On Specs. At All

Time.

23 Effectiveness of delivery

invoice methods?

Very Low, As Its

Being Performed Manually

ERP Based

System For

Receiving Of Goods &

Invoices

N/A Yes N/A


59

24 Quality of delivery documentation?

Delivery Note

DN &

Supporting

Docs

N/A Yes N/A

25 Supplier's booking

procedures? In SAP System Based

Re-Ordering To Local Refineries

Against Monthly

Allocations And To Overseas

Suppliers Through

L/C

Yes

Re-Ordering To Local Refineries

Against Monthly

Allocations And To Overseas

Suppliers

Through L/C

26

Are your system is using

API (application programming interface) for

Supplier's system.

Yes ERP

No

No

Section D:Process

Responsiveness

27 Order Planning Lead Time in Days?

As Per Business Units' Demand

Based On Forecast

7 To 10 7 To 10

28 Order Processing Lead Time in Days?

10-15 Days

(Depending On

Project)

Po Issuance

Same

Same

29

Order Receiving Lead time

in Days from date of

Order?

Depending On Project

Based On

Agreed

Timelines

3 Days For Local

Sourcing, 10 To 15 Days For

Imports

3 Days For Local

Sourcing, 10 To 15 Days For

Imports

30 What is strategy to manage

lead times of large Orders?

i. Just in time JIT Just In Time

ii. hybrid model Make To Stock

iii. Make-to stock Yes

Stocks Are

Maintained To

Meet Customers Demand + Govt.

Mandatory Stocks

Stocks Are

Maintained To

Meet Customers Demand + Govt.

Mandatory

Stocks

Section E: Cost

Management

Monthly

31

Raw Material Purchase

cost, Monthly, Annually (estimated)

N/A In Millions

N/A

Yes N/A

32

Annual Procurement

Savings? How do you evaluate performance of

procurement department?

5% Of Total Purchases.

Register Monthly

Savings Against Every Project

Kips Set For Performance

Estimated 5-10%.

Usually On the

Basis of Projects and Global

Agreements.

Performance Is Measured On The

Basis Of Annual

Targets Set

Savings Are

Captured On

Each Transaction.

These Include

First Cost, Cost Avoidance,

Total Cost Of

Ownership.

None, As

Marketing Of

Petroleum Products Through

An Oil Marketing

Company Is Regulated By The

Govt.

Yes

None, As

Marketing Of

Petroleum Products

Through An Oil

Marketing Company Is

Regulated By

The Govt.

33 Alternative Source

availability?

Yes, TPPL Has A

Pool Of Vendors Yes

Yes Alternatives Are Used Where

Available

Imports Through Spot Market Yes

Imports Through

Spot Market

34

What do you think What is

your role as Procurement Executive how you give

profit to your company

Coming Up With

Huge Discounts Or Any Bi-Lateral

Business Options

By Adding

Competitive

Supplier Base And Enhancing

Competition

Among Them

By Helping Business Reduce

Cost of Direct and

Indirect Material Which Eventually

Becomes Part of

the Balance Sheet. Less Cost Of

Purchase Directly

Enhances The

Bottom-Line

Procurement Support The

Business In

Achieving Their Goals In A Cost

Effective,

Reliable Manner.

Availability of Products in Time

to Satisfy

Customer Demands. Procure

Products When

Price In International

Market Is Low.

Availability of

Products in Time

to Satisfy Customer

Demands.

Procure Products When Price In

International

Market Is Low.

Section F: Asset

Management

35 Inventory Days of Supply? N/A 30 Govt. mandated

inventory level

Govt. mandated

inventory level


60

Table 20-FMCG Industry Answer Script

Industry FMCG FMCG

Company: MNC Local (Large)

Date: 10th Jan 2021 18th Jan,2021

Interviewer: Umair Samad Umair Samad


1 Number of Warehouse & Factories? 1 Factory and 2 internal Warehouse 2 Factories (Pakistan) and 3 (Main Warehouses)

2 Number of Total Staff and Supply chain Staff? 10 Permanent Staff and 60 Temporary Staff 100 + both temp and permanent. 15 SC Staff

3 Number of Business Lines? Powdered Beverage TANG Spice Mixes, Deserts, Pickle, Recipe Mix,, Vegetables

4 Number of Products, How to Manage Big

quantum Sourcing 15 SKUs produced for local market 250 + SKUs both in Local and Export variants

5 Number of Raw Material? 7 Core Raw Materials 20 Core Raw Materials

6 What is the strategy of sourcing? Few or Many suppliers Few or Many Suppliers, Low Cost, Vertically

Integrated only in Recipe Mixes

7 Central Procurement or department wise? Centralized Region Wise MEA Centralized

Section B:Current Position on Reporting and

Future Need

8 Do you use any Dashboard? And on what level?

i. Strategic Dashboard, which are for

executives’/Board members for monitoring, Yes Yes

ii. Tactical Dashboard, for middle managers

concerned with for analysis, Yes Yes

iii. Operational Dashboard, for frontline users to

manage daily operations. Yes Yes

9 What are the 3 Most Important KPI to your supply side? in Daily operations, and monthly review?

DIOH Days Inventory on Hand Net Sales vs Target & OTIF

GE % & OTIF Logistics Spend vs Net Sales %

Compliance to Schedule CTS % Compliance to Schedule CTS %

10 Are these Supply chain Resilience elements are

important to you?

i. Trust, Yes

ii. Robustness, Yes NA

iii. Visibility Yes Yes

iv. Information sharing, Yes Yes

v. Collaboration Yes Yes

11 Mention 3 gaps in your industry’s procurement

process that need to improve?

Global Sourcing Multiple Sourcing

Product Development Vendor Development

12

Where do you see your industry's procurement as compare to other industries like FMCG and

Pharma? What Benchmark do you use for your

KPI?

Top of the line KPIs in MNC manufacturing

sector comparable with P&G and Unilever.

When it comes to local FMCG's, Shan Foods is at

verge of achieving top of the line performance indicators.


13 Do you use Supplier Performance Evaluation Form? And what areas do you evaluate ?

Lead Time, Rejection Rate, Cycle Time, Continuous Improvement,

Yes. Supplier Performance Related KPIs, Gap Analysis,

14 What is the Supplier's Performance Evaluation

Frequency? Once a Year. Embedded Year End Review once an year

15 What are the Major Area of Evaluation? Cost Reduction and JIT Supplier Performance and Cost Reduction.


61

16

Do you visit Supplier or supplier’s Supplier? What

areas do you look at visit? inventory-days-of-

supply? Capacity?

Supplier Continuous Improvement. Yes

17

How many suppliers do you have, and how many are the top 10, and what is the criteria for selection

of top 10?

Around 30 main suppliers including RM and

PM.

More than 100 core suppliers out of 30 are the at the top. Rating is performed based on indicators like, lead

time, returns, continuous improvement

18 What is the Forecast Accuracy? 85% NA

19 How you monitor the Supplier's rejection rate?

And how?

RFT Right First Time from operations is communicated to procurement and supplier is

involved.

Supplier Rejection Rate is calculated on monthly basis.

20 What are the return reason of supply? Do you

maintain any log?

Mainly in Packaging lamination issues are

observed. In Raw Material no specific rejection is observed over an year.

In Packaging mostly defected or deviation from art

work are rejected. In Raw any deviation from recipe, physical appearance and sensory is conducted.

21 Level of supplier's defect free deliveries? NA 90%

22 On time and correctness of Order Rate? How do you evaluate variability in 3rd party services?

90%

23 Effectiveness of delivery invoice methods?

Since the implementation of Coupe ERP

system delivery invoices are posted via ERP

and reviewed.

24 Quality of delivery documentation? Synchronized with ERP Delivery documentation is finalized at the time of each

delivery.

25 Supplier's booking procedures? Embedded in Accenture ERP System Embedded in localized in system.

26 Are your system is using API (application

programming interface) for Supplier's system. Yes No


27 Order Planning Lead Time in Days? Advance Planning of 3 Months and ordering

is done as per the data,

28 Order Processing Lead Time in Days? Depends upon the material

29 Order Receiving Lead time in Days from date of

Order? Pack Mat 60 days and Raw Material 30 Days Raw Material Avg. 7 Days. Packaging Avg. 4 Days

30 What is strategy to manage lead times of large

Orders?

i. Just in time

ii. hybrid model Mixture of JIT and MTS Mixture of JIT and MTS

iii. Make-to stock


31 Raw Material Purchase cost, Monthly, Annually (estimated)

600 Million PKR Annually More than 1000 Million PKR

32 Annual Procurement Savings? How do you evaluate performance of procurement department?

Procurement department has been trained on

latest purchasing methods. Team has a great potential to deliver the targets during stringent

times.

Procurement department has been trained on latest

purchasing methods. Team has a great potential to

deliver the targets during stringent times.

33 Alternative Source availability? Not Applicable. Started working mostly in Pack Mat

34

What do you think What is your role as Procurement Executive how you give profit to

your company

Placing bulk orders Through Negotiation and implementing best practices.


35 Inventory Days of Supply? 60 days 45 days


62

Table 21- Textile Industry Answer Script Industry Textile Textile Textile

Company: Medium -Size Small-Size Medium -Size

Date: 19/01/2021 20/1/2021 20/1/2021

Interviewer: M. Aqib Rajper M. Aqib Rajper M. Aqib Rajper


1 Number of Warehouse &

Factories?

01 Factory Pakistan And 01 Warehouse In

Canada

3 Productions Units In Karachi And 1

Ware House In UK 1 And 1

2 Number of Total Staff and Supply

chain Staff? 300 Total And 10 People SCM 450 Total 12 Person In SC 1100 And 06

3 Number of Business Lines? 8 Lines 6 Lines Home Textile & Terry Towel Yarn , Socks,

Health Care And Institutional Textile

4 Number of Products, How to

Manage Big quantum Sourcing

All Men's Ladies And Toddlers Top And

Bottom Knits, Categories By Process (Dry

And Wet)

All Knitted Products 55 Million Dollar

5 Number of Raw Material? 08 Type Of Raw Material Fewer Supplier For Yarn And Many

For Trims Safety Stock Of 6 Month


Pack Mat (Cash) , Yarn On Forecast, Material

Wise Different, Yarn Thread SRM Call

Supplier On Floor(Quality And Quantity),

Carton Bust, Bulk Order For Year,

Central Customer Wise Central

7 Central Procurement or

department wise? Central(Material Wise)

Section B:Current Position on

Reporting and Future Need

8 Do you use any Dashboard? And on

what level? No No Yes

i. Strategic Dashboard, which

are for executives’/Board members

for monitoring,

ii. Tactical Dashboard, for

middle managers concerned with for

analysis,

Yes

iii. Operational Dashboard, for

frontline users to manage daily

operations.

Yes

9

What are the 3 Most Important KPI

to your supply side? in Daily

operations, and monthly review?

1-Delivery Accuracy(Quality/Quantity) 1-Cost Per Order 1- Time Delivery

2-Number Of Errors 2- Delivery Time 2- Error Rate

3- Cost (With In Cost)/Payment Terms 3- Defects Rates 3-Back Supplier 8 For Cotton

10 Are these Supply chain Resilience

elements are important to you?

i. Trust, No No Yes

ii. Robustness, No No No

iii. Visibility No No Yes

iv. Information sharing, No No No

v. Collaboration No No No

11

Mention 3 gaps in your industry’s

procurement process that need to

improve?

1- Lack Of Planning 1- Supplier Relationship Area

Neglected 1- Marketing Uncertainty

2- Info Sharing

2- Unavailability Of Dedicated Quality

Person 2-

3- Quality Control By Visiting 3- Planning 3-

12

Where do you see your industry's

procurement as compare to other

industries like FMCG and Pharma?

What Benchmark do you use for

your KPI?

Skill Set, Qualification, Planning ,Training

With Exception of Few Companies

Textile Is Far Behind Other Sectors

Bench Mark Info Sharing Is Non

Existing - No Collaboration - No

Involvement of Purchasing Dept. In

Product Development

No Comparison


13

Do you use Supplier Performance

Evaluation Form? And what areas do

you evaluate ?

Standard Form From ISO () Yes, Quality, Delivery Time And

Product Accuracy

Yes, Quality Cost, Grading, Social Compliance,

Error Rate. Returns

14 What is the Supplier's Performance

Evaluation Frequency? Once In Start Not Standard Annual


63

15 What are the Major Area of

Evaluation?

Capacity, Financial Condition, Lead Time

Timely Delivery, Quality , Quality Cost Quality And Delivery Time Minimum Criteria;

16

Do you visit Supplier or supplier’s

Supplier? What areas do you look at

visit? inventory-days-of-supply?

Capacity?

Only Supplier To Check Capacity , Status

Accuracy , Out Sourcing Yes Only For Service

Yes, Sub Supplier , Technical Area , Safety,

Documentation Agreement (Management

Maturity)

17

How many suppliers do you have,

and how many are the top 10, and

what is the criteria for selection of

top 10?

24 Suppliers (RM) Knitting Dying 10 4 Point Criteria For Scoring 40 , Top 10 Evaluation Form

18 What is the Forecast Accuracy? ?? Common Yarn And Common Color Of Fabric

19 How you monitor the Supplier's

rejection rate? Qc Check In Store By 10% Check Qc Check And Department Feedback Supply Report, Qc Visit And Inter Check

20 What are the return reason of supply?

Do you maintain any log? Log Is Maintained In ERP(Quality Reason) Varies Quality

21 Level of supplier's defect free

deliveries? -

22

On time and correctness of Order

Rate? How do you evaluate

variability in 3rd party services?

Manual Record(3 Times Continues Error Will

Be Rejection)/Merchandiser 4 Point Criteria For Scoring Evaluation Form

23 Effectiveness of delivery invoice

methods? PO And Invoice Matching 2 Level Verification Yes

24 Quality of delivery documentation? PO And Invoice Matching 2 Level Verification Yes

25 Supplier's booking procedures? Steps Sop In Process

26

Are your system is using API

(application programming interface)

for Supplier's system.

No No No


27 Order Planning Lead Time in Days? PP Dept. TNA As Per Order Standard In For Both And New And Running

28 Order Processing Lead Time in

Days? Depends On Order (Continues) As Per Order

29 Order Receiving Lead time in Days

from date of Order? 8 To 12 Days

30 What is strategy to manage lead

times of large Orders? Hybrid Model Hybrid Model

i. Just in time

ii. hybrid model Hybrid Model

iii. Make-to stock


31 Raw Material Purchase cost,

Monthly, Annually (estimated) Order Dependent: (Estimated) 0.65 Million

32

Annual Procurement Savings? How

do you evaluate performance of

procurement department?

No Of Supplier/Costing Vs Actual/

Relationship/Cost And Quality/ Mostly On Response Time

Saving By Collaboration Training Lean,

Quality Time Cost

33 Alternative Source availability? Yes 2 Sources Yes Always Yes

34

What do you think What is your role

as Procurement Executive how you

give profit to your company

RM Is Major Component Cost And Role Of

PE Is Crucial In It

It’s Very Important Not Just In Material

Cost But Overall CCC Huge


35 Inventory Days of Supply? Order Base Order Wise Not Available


64

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67

APPENDIX-B

Figure 14- AHP Hierarchical Model of Verified Metrics Judgement

Source: (Novar, Ridwan, & Santosa, 2018) Pg-04


68

Figure 15- Supply chain stages-sourcing KPI

Source: (Shepherd & Gunter, 2005)


69

Figure 16- Supplier Management Categories and Metrics

Source: Pg-06 (Krishnadevarajan, Ravichandran, Balasubramanian, & Kannan, 2015)


70

Figure 17- SAP Report (Me2M)

Source: SAP ME2M


71

PGD-SCM Project Group Members’ Introduction

Beenish Akhter

A Strong Analytical individual with more than 10 Years of successful experience in

Supply Chain Up & Down stream planning & inventory management. Currently

Working with the Dawaai.pk as Senior Lead Supply chain/Head of Department. My

interest area for working are Order Planning, Supply Planning, budgeting &

forecasting, business & Pricing analysis. Hands on SAP, Oracle, Power BI.

[[email protected]]

Gohar Rafiq

Having 15 years of experience in different industries i.e. Business Processing

Outsourcing, Finance and Procurement. Hands on SAP, ARIBA and MS Power BI.

Working with Chevron Pakistan Lubricants Pvt. Ltd as a Procurement Specialist in

Karachi, Pakistan. My interests are: Supplier Risk Management, Inventory

management, agile behavior, ERP solution provider and problem solving skills.

[[email protected]]

Muhammad Aqib

An Operations management professional having 5+ experience of operations in Energy

and textile sector. Currently working as head of operations in BlackNwhite Clothing.

My focus areas are cost optimization of end to end supply chain and alignment of third

part operation with In-house operations and budgeting.

[[email protected]]

Umair Samad

A Mechanical Engineer Six Sigma Green Belt and a Lead Auditor with more than 8+

years of experience in Multinational FMCG/Oil & Energy companies (Monsalwa, Shan

Foods, Unilever & Mondelez International, TOTAL) in Production Planning.

Warehousing. Quality, Process Improvement and maintenance. His interests are:

Continuous and Quality Improvement, Manufacturing, Production Planning,

Maintenance. He is a CSCP. [[email protected]]


72

Usama Hamid

Highly Skilled person having Engineering Background and more than 4 years’

Experience in Supply Chain in Wavetec Pvt. Ltd in Karachi Pakistan. My focused areas

are Sourcing and Procurement by employing best business practices that improve

efficiency, reduce operating costs whilst increasing performance, tight time scales and

within budget. Email [ [email protected]]


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PGD-SCM Project Supervision Log

S. No. Date Time

01 2nd July 2020 05:05 PM

02 9th Oct 2020 10:30 PM

03 18th Oct 2020 01:15 PM

04 8th Dec 2020 05:00 PM

05 12th January 2021 05:20 PM

06 26th January 2021 07:45 PM

07 7th February 2021 05:30 PM

Documents

SUPPLY MANAGEMENT DASHBOARD