1. Technical Department

2. SCM Overview
NOC OSS
CH 1 & 2
NOC Infrastructure
Marking & Class Norms CH # 3
NOC Integration
Case Study:
Introduction NOC Operations
Bull whip effect
Technical Department

3. ZEESHAN KHAN.
EDUCATION:
MBA ( SUPPLY CHAIN MANAGEMENT & PROJECT MANAGEMENT)
ELECTRICAL ENGINEERING ( COMMUNICATIONS)
2 RESEARCH ARTICLES IN IEEE.
PMP PDUs COMPLETED.
EXPERIENCE:
WORKING IN PTCL AS MANAGER NOC (5 YEARS)
ASSOCIATED WITH VENDORS LIKE ZTE, HUAWEI, AL-LUCENT ETC.
LECTURER IN UET (ONE SEMESTER)
CONSULTANT FOR TELEPHONE INDUSTRIES OF PAKISTAN FOR
OPTIMIZING DISTRIBUTION SYSTEM OF TELEPHONE SETS
GUEST SPEAKER TO MS-ENGINEERING MANAGEMENT
PROFESSIONALS FOR QUALITY FUNCTION DEPLOYMENT.
CONDUCTED SEVERAL PRESENTATION TO ROSHAN TELECOM
AFGHANISTAN, ETISILAT GROUP UAE & PAK ARMED FORCES
AND MANY OTHERS
Technical Department

4. ZEESHAN KHAN.
COMMUNICATE:
zeeshanpmp@gmail.com
0345-9571133 (only in case of emergency)
Your Introduction:
Name Student ID Current Semester & MBA/BBA CGPA:
Specialization Signature
Technical Department

5. SCM Overview
NOC OSS
CH 1 & 2
NOC Infrastructure
Marking & Class Norms CH # 3
NOC Integration
Case Study:
Introduction NOC Operations
Bull whip effect
Technical Department

6. MARKING:
DISTRIBUTION:
 Quizzes…(5%)
 Assignments…(10%)
 Grand Quizzes/Presentation…(10%)
 Mid-Term…(25%)
 End-Term…(40%)
 Class participation marks (-10% up to +10%)
WHAT YOU HAVE GOT:
I HAVE GIVEN YOU 100/100 MARKS (i-e A GRADE)
NOW ITS UP TO YOU … DON’T LOSE MARKS AND SUSTAIN YOUR
POSITION.
12 MARKS MARGIN FOR A GRADE.
18 MARKS MARGIN FOR B+ GRADE &
40 MARKS MARGIN FOR F GRADE.
Technical Department

7. NORMS:
 Late comers not allowed ( margin 10 mins)
 Assignments (suggestion: do at your own)
 Quiz (in the class in which assignment is to be
submitted)
 Bonus quiz (any time, ADD to class participation marks)
 No LAUGH on questions being asked by fellow students
or if there is a wrong answer.
 CONDUCIVE LEARNING ENVIRONMENT
VIOLATIONS:
WILL LEAD TO REDUCTION IN
CLASS PARTICIPATION MARKS
(-10% TO +10%)
THAT COULD HURT YOUR GRADES EVENTUALLY.
Technical Department

8. SCM Overview
NOC OSS
CH 1 & 2
NOC Infrastructure
Marking & Class Norms CH # 3
NOC Integration
Case Study:
Introduction NOC Operations
Bull whip effect
Technical Department

9. What is Supply chain Management? Why SCM is important or why companies
put emphasis on SCM?
SCM:
“A supply chain is the alignment of firms that bring products or
services to market.”—from Lambert, Stock, and Ellram
“A supply chain consists of all stages involved, directly or indirectly,
in fulfilling a customer request. The supply chain not only includes
the manufacturer and suppliers, but also transporters, warehouses,
retailers, and customers themselves.”—
from Chopra and Meindle
Technical Department

10. What is Supply chain Management? Why SCM is important or why companies
put emphasis on SCM?
SCM:
“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.”—from Ganeshan and Harrison
Supply chain management is the coordination of production,
inventory, location, and transportation among the participants
in a supply chain to achieve the best mix of responsiveness
and efficiency for the market being served.”—
Technical Department

11. What is Supply chain Management? Why SCM is important or why companies
put emphasis on SCM?
SCM:
A set of approaches used to efficiently integrate
Suppliers
Manufacturers
Warehouses
Distribution centers
So that the product is produced and distributed
In the right quantities
To the right locations
And at the right time
System-wide costs are minimized and
Service level requirements are satisfied
Technical Department

12. What is Supply chain Management? Why SCM is important or why companies
put emphasis on SCM?
SCM: Source of Competitive advantage
Suppliers Manufacturers Warehouses & Customers
Distribution Centers
Transportation Transportation
Costs Costs
Material Costs Transportation
Manufacturing Costs
Technical Department Inventory Costs Costs

13. What is Supply chain Management? Why SCM is important or why companies
put emphasis on SCM?
Why Is SCM Difficult?
• Uncertainty is inherent to every supply chain
– Travel times
– Breakdowns of machines and vehicles
– Weather, natural catastrophe, war
– Local politics, labor conditions, border issues
• The complexity of the problem to globally optimize a supply
chain is significant
– Minimize internal costs
– Minimize uncertainty
– Deal with remaining uncertainty
Technical Department

14. What is Supply chain Management? Why SCM is important or why companies
put emphasis on SCM?
The Importance of Supply Chain Management
• Dealing with uncertain environments – matching supply and
demand
– Boeing announced a $2.6 billion write-off in 1997 due to “raw
materials shortages, internal and supplier parts shortages and
productivity inefficiencies”
– U.S Surgical Corporation announced a $22 million loss in 1993 due
to “larger than anticipated inventories on the shelves of
hospitals”
– IBM sold out its supply of its new Aptiva PC in 1994 costing it
millions in potential revenue
– Hewlett-Packard and Dell found it difficult to obtain important
components for its PC’s from Taiwanese suppliers in 1999 due to
a massive earthquake
• U.S. firms spent $898 billion (10% of GDP) on supply-chain
related activities in 1998
Technical Department

15. Competitive and Supply Chain Strategies?
Competitive Strategy:
• Competitive strategy: defines the set of customer needs a firm
seeks to satisfy through its products and services, relative to its
competitors.
– Wallmart – low price, product availability
– Dell – Customization and variety
• Priories of the customer is the determining factor in
competitive strategy.
Technical Department

16. Competitive and Supply Chain Strategies?
SC Strategy:
Supply chain strategy:
•Determines the nature of material procurement, transportation of
materials, manufacture of product or creation of service,
distribution of product.
•Determines the broad structure, what the processes within
company must focus “to do well”, and what roles each entity in the
supply chain should play.
•Supply chain strategy is simply the collection of the strategies for
new product development, marketing, operations, distributions,
and service.
•Consistency and support between supply chain strategy,
competitive strategy, and other functional strategies is
important.
Technical Department

17. Competitive and Supply Chain Strategies?
Seven Eleven Japan
• A chain of small stores selling groceries and variety of products
and services.
• Competitive strategy; convenience and easy access to stores,
availability of variety of products and services (like bill
payment).
• Supply chain strategy; emphasizing the convenience and
variety in marketing, high density of stores, excellent
information system, very responsive forecasting and inventory
management system, flexible distribution system in delivery
schedules.
Technical Department

18. Competitive and Supply Chain Strategies?
DELL:
Competitive strategy; Customization and variety at reasonable
price.
Supply chain strategy; broad structure-direct sale to customer,
built-to-order system to achieve the customization and variety,
using internet (or phone) and e-business for customization, no
finished product inventory, low component inventories, close
relations and information sharing with suppliers for speedy
delivery and reduced defects, using parcel carriers for speedy
delivery, a few assembly plants for economies of scale in
production.
Technical Department

19. Achieving Strategic Fit:
Dell Achieving Strategic Fit: Which option is better?
• Competitive strategy; Customization and variety
• Supply chain strategy;
• Two extreme options;
• Efficient supply chain for low cost products (consolidated
production and distribution, dedicated production capacity,
limited variety, slow modes of distribution, standard products
etc.)
• Responsive supply chain; Flexible production capacity, fast
distribution options, product variety, designing easily
customizable products with as many as possible common
components)
Second option of course better fits with competitive strategy of Dell.
Technical Department

20. SCM Overview
NOC OSS
CH 1 & 2
NOC Infrastructure
Marking & Class Norms CH # 3
NOC Integration
Case Study:
Introduction NOC Operations
Bull whip effect
Technical Department

21. Planning Supply and Demand in a Supply Chain:
Managing Predictable Variability
Predictable variability :
Predictable variability is change in demand that can be forecasted.
Can cause increased costs and decreased responsiveness in the
supply chain
A firm can handle predictable variability using two broad
approaches:
Manage supply using capacity, inventory & subcontracting
Manage demand using short-term price discounts and trade
promotions.
Technical Department

22. Planning Supply and Demand in a Supply Chain:
Managing Predictable Variability
Predictable variability : Managing Supply
Managing capacity
Time flexibility from workforce
Use of seasonal workforce
Use of subcontracting
Use of dual facilities – dedicated and flexible
Designing product flexibility into production processes
Managing inventory
Building inventory of high demand or predictable demand
products
Technical Department

23. Planning Supply and Demand in a Supply Chain:
Managing Predictable Variability
Predictable variability : Managing Supply
Inventory Capacity Trade-off:
Leveling capacity forces inventory to build up in anticipation of
seasonal variation in demand
Carrying low levels of inventory requires capacity to vary with
seasonal variation in demand or enough capacity to cover peak
demand during season
Technical Department

24. Planning Supply and Demand in a Supply Chain:
Managing Predictable Variability
Predictable variability : Managing Supply
Implementing Solutions to Predictable Variability in Practice
Coordinate planning across enterprises in the supply chain
Take predictable variability into account when making strategic
decisions
Preempt, do not just react to, predictable variability
Technical Department

25. Planning Supply and Demand in a Supply Chain:
Managing Predictable Variability
Predictable variability : Managing Demand
 Promotion
 Pricing
 Timing of promotion and pricing changes is important
 Demand increases can result from a combination of factors:
 Market growth (increased sales, increased market size)
 Stealing share (increased sales, same market size)
Technical Department

26. Planning Supply and Demand in a Supply Chain:
Managing Predictable Variability
Assignment # 1:
 How can supply be managed to improve synchronization in the
supply chain in the face of predictable variability?
 How can demand be managed to improve synchronization in
the supply chain in the face of predictable variability?
 How can strategic planning be used to maximize profitability
when faced with predictable variability in the supply chain?
 Submit by next Saturday (hardcopy, Computerized Print)
 +2 BONUS MARKS if softcopy is sent before 25th september
11:59:59 pm
Technical Department

27. SCM Overview
NOC OSS
CH 1 & 2
NOC Infrastructure
Marking & Class Norms CH # 3
NOC Integration
Case Study:
Introduction NOC Operations
Bull whip effect
Technical Department

28. Bull whip Effect
Read NOW and be prepared for the quiz in the
next class.
Technical Department