Distribution & Logistics Management
Section A: Objective Type (30 marks)
 This section consists of Multiple Choice questi...
c. Service Performance Gap
d. Internal Communication Gap
6. This gap exist between the present level of customer service o...
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselete carries 20...
Examination Paper of Logistics Management
PLANT
ANNUAL
TRANSPORT DISTANCE,
GRID
VOLUME, Coordinatesa
LOCATION CWT.
b
RATE,...
In certain area, for selected heavy weight and bulky items, 50 selectors drive forklift trucks and in the
remaining area, ...
1. Information technology had the major effects on all areas of business. Explain the effective
use of Information Technol...
1. Information technology had the major effects on all areas of business. Explain the effective
use of Information Technol...
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Distribution and logistics

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Transcript of "Distribution and logistics"

  1. 1. Distribution & Logistics Management Section A: Objective Type (30 marks)  This section consists of Multiple Choice questions & short note questions.  Answer all the questions.  Part one questions carry 1 mark each & Part Two questions carry 5 marks each. Part One: Multiple Choices: 1. It deals with the movement of finished goods from the last point of production to the point of consumption. a. Marketing Channel Management b. Logistics Management c. Boundaries d. Relationships 2. Which conflict is one of the major bottleneck in the development & maintenance of partnering channel relationship a. Channel conflict b. Management conflict c. Logistics conflict d. Distribution conflict 3. The phase of externally integrated business function era (1990s onwards) is recognized as the era of a. Logistics Management b. Human Resource Management c. Financial Management d. Supply Chain Management 4. ___________ may be conducted from time-to-time or at least once in a year to know about change in the expectation levels & actual performance a. Customer Service Monitoring cell b. Formal Customer Satisfaction Survey c. Customer Conference d. Customer Feedback System 5. The firm’s incomplete or inaccurate knowledge of customer’s service expectations is known as a. Market Information Gap b. Service Standards Gap 1
  2. 2. c. Service Performance Gap d. Internal Communication Gap 6. This gap exist between the present level of customer service offered and the corporate vision about customer service a. Gap 1 b. Gap 2 c. Gap 3 d. Gap 4 7. This stock refers to window display of an inventory in order to stimulate demand and act as a silent salesman a. Decoupling stock b. Psychic stock c. Pipeline stock d. None 8. This stock is also known as cycle or lot size stock a. Working stock b. Safety stock c. Anticipation stock d. None 9. In this system manufacturer is given the responsibility for monitoring & controlling inventory levels at the retail store level a. Quick Response b. Continuous Replenishment c. Vendor-managed Inventory d. Customer Relationship 10. This mode of transport is a very significant one but with a very restricted scope. It is used primarily for the shipment of liquid & gas a. Airways b. Railways c. Pipelines d. Seaways Part Two: 1. What is Containerization and also mention the main features of Containerization. 2. What is Third Party Logistics? 3. Differentiate between Public & Private Warehouse. 4. What is Logistics Information System? 2
  3. 3. Section B: Caselets (40 Marks)  This section consists of Caselets.  Answer all the questions.  Each caselete carries 20 marks.  Detailed information should form the part of your answer (Word limit 150 to 200 words). Caselete 1 Superior Medical Equipment Company supplies electrical equipment that is used as components in the assembly of MRI, CAT scanners, PET scanners, and other medical diagnostic equipment. Superior has production facilities in Phoenix, Arizona, and Monterrey, Mexico. Customers for the components are located in selected locations throughout the United States and Canada. Currently, a warehouse, that receives all components from the plants and redistributed them to customers, is located at Kansas City, Kansas. Superior’s management is concerned about location of its warehouse since its sales have declined due to increasing competition and shifting sales levels among the customers. The lease is about to expire on the current warehouse, and management wishes to examine whether it should be renewed or warehouse space at some other location should be leased. The warehouse owner has offered to renew the lease at an attractive rate of $2.75 per sq. ft. per year for the 200,000 sq. ft. facility. It is estimated that any other location would cost $3.25 per q. ft. for a similar-size warehouse. A new or renewed lease will be for five years. Moving the inventory, moving expenses for key personnel, and other location expenses would result in a one-time charge of $3, 00,000. Warehouse operating costs are expected to be similar at any location. In the most recent year, Superior was able to achieve sales of nearly $70 million. Transportation costs from the plants to the Kansa warehouse were $2,162,535, and from the warehouse to customers were $4,819,569. One million dollars was paid annually as warehouse lease expenses. To study the warehouse location question, data shown in Tables 1 and 2 were collected. Although transport costs are not usually expressed on a $/cwt./mile basis, given that the outbound transportation costs for the most recent year were $4,819,569, the weighted average distance of the shipments was 1128 miles, and the annual volume shipped was 182,100 cwt., the estimated average outbound rate from a warehouse is $0.0235/cwt./mile. Table 1 Volume, Rate, Distance, and Coordinate Data for Shipping from Plants to the Kansas City Warehouse in Truckload Quantities (Class 100) for the Most Recent Year. PLANT ANNUAL TRANSPORT DISTANCE, GRID LOCATION VOLUME, RATE, $/CWT. MILES Coordinates a CWT. b X Y Phoenix 61,500 16.73 1163 3.60 3.90 Monterrey 120,600 9.40 1188 6.90 1.00 Total 182,100 a Miles =230 X coordinate distance b Cwt.=100 lb. Table 2 Volumes, Rate, Distance, and Coordinate Data for Shipping from Plants to the Kansas City Warehouse in Truck in 5,000 lb Quantities (Class 100) for the Most Recent Year. 3
  4. 4. Examination Paper of Logistics Management PLANT ANNUAL TRANSPORT DISTANCE, GRID VOLUME, Coordinatesa LOCATION CWT. b RATE, $/CWT. MILES X Y Seattle 17,000 33.69 1858 0.90 9.10 Los Angeles 32,000 30.43 1496 1.95 4.20 Denver 12,500 25.75 598 5.60 6.10 Dallas 9,500 18.32 560 7.80 3.60 Chicago 29,500 25.24 504 10.20 6.90 Atlanta 21,000 19.66 855 11.30 3.95 New York 41,300 26.52 1340 14.00 6.55 Toronto 8,600 26.17 1115 12.70 7.80 Montreal 10,700 27.98 1495 14.30 8.25 Total 182,100 Kansan City 8.20 6.00 Questions: 1. Based on information for the current years, is Kansas City the best location for a warehouse? If not, what are the coordinates for a better location>? What cost improvement can be expected from the new location? 2. If by year 5 increases are expected of 25 percent in warehouse outbound transport rates and 15 percent in warehouse inbound rates, would your decision change about the warehouse location? Caselete 2 Personal Care limited (PCL) is a large and premier FMCG company in India with a turnover of about Rs 1,200 crore. It has 25 production plants and 10 contract manufacturers spread over the whole country, producing about 120 products ranging from personal care to household goods. Again out of 120 products, about 60 percent have different variants as well as package sizes. The company has four own central warehouses situated in the four zones of north, south, east and west that receive products from almost all the plants on a regular and consignment basis in container by road. These warehouses are responsible for taking care of stocks, order placement for next arrivals, loading and unloading, protective storage, stock recording, apart from order processing and replenishment of good to distributors of respective zone whose numbers come around 150 per warehouse. After receiving goods from various plants, these warehousing are first entered into the computer for inventory recording purposes. Suitable storage location spaces are then assigned after taking into consideration the quantity to be stored, the physical dimension, characteristics of items, frequency of flow, and availability of the space, which is quite variable and flexible. For storage of goods, a flexible racking system is used so that the size of a rack’s space can be changed as per the size on the product’s package. Furthermore, racing is back-to-back in pallet blocks which are 5-storied, and in one block there are about 400 back-to-back racks. 4
  5. 5. In certain area, for selected heavy weight and bulky items, 50 selectors drive forklift trucks and in the remaining area, as many as 350 selectors pick the goods manually and use hand trolley. Selectors are normally less educated and highly experienced, who have well-defined areas of selection. With this existing system, there have been a lot of practical problems, such as underutilization of space, traffic congestion in between the racks as one selector blocks another’s progress while he is picking item from a location, wrong assortment, difficult to track goods, difficult to fill one single order as it contains a variety of items, etc. this result into frequent complaints lodged by distributors. Furthermore, a trucker is required to collect items from different places of the warehouse to make up the order. Frequently, they have to wait for a full load. Then, the driver has to collect challan and other required papers. Normally, this whole process takes seven to ten days, subject to ready availability of the goods in stock. In the case of stock-out item, it may goes anywhere between 15 and 30 days. That is why replenishment cycle time for nearby distributors is about 10-15 days and for others, it comes to around 3 weeks. Due to a gradual increase in the quantum of competition and increasing customer expectations, along with increasing awareness about the overwhelming contribution of logistics in cost reduction and service improvement, the top management of PCL have appointed highly qualified and experienced professionals at all four warehouses with the following objectives:  To improve the efficiency of the warehouses  To reduce the replenishment cycle time by percent  To reduce the total logistical costs by 10 per cent  To have transparency in dispatch of premium products. The chief warehouse manager, who joined the north zone warehouse as had a very successful career of 25 years. He wants to redefine the whole warehouse operating system. Questions: 1. How should the chief warehouse manager of PCL approach this problem? 2. Develop a warehousing operational strategy to overcome the problem and fulfill the redefined objectives of the firm. END OF SECTION B Section C: Applied Theory (30 Marks)  This section consists of Long Questions.  Answer all the questions.  Each question carries 15 marks.  Detailed information should from the part of your answer (Word limit 200 to 150 words). 5
  6. 6. 1. Information technology had the major effects on all areas of business. Explain the effective use of Information Technology in Distribution Management. 2. Explain what Partnering Channel Relationship is and also state the reasons for developing Partnering Channel Relationship. END OF SECTION C
  7. 7. 1. Information technology had the major effects on all areas of business. Explain the effective use of Information Technology in Distribution Management. 2. Explain what Partnering Channel Relationship is and also state the reasons for developing Partnering Channel Relationship. END OF SECTION C

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