• Displays the name of the user assigned as the primary provider for the case.
• If no primary provider has been assigned, this will be blank.
Case Type:
• Displays the type of case (FAP, FINS, Clinical, etc.)
Status:
• Displays the status of the case (Open, Closed, etc.)
Date Opened:
• Displays the date the case was opened.
Action Items
Users with case assignment and/or form approval rights will see an Action Items section. This
section displays a list of tasks that require the user’s attention, such as:
- Forms awaiting approval/denial
- Case transfers awaiting approval
This document is a 233-page user guide and configuration manual for SAP Financial Supply Chain Management (FSCM). It includes chapters on configuring business partners, dispute management, collection management, and in-house cash. The dispute management chapter covers creating RMS IDs, element types, attribute profiles, status profiles, number ranges, and automatic status changes for dispute case processing. It also details activating process integration for SAP dispute management.
This document provides an overview and introduction to the Business Analysis Body of Knowledge (BABOK). It discusses the purpose and structure of the BABOK, which is organized into knowledge areas that cover key business analysis tasks. The knowledge areas include enterprise analysis, requirements planning and management, requirements elicitation, requirements analysis and documentation, requirements communication, and solution assessment and validation. The document provides high-level descriptions of the knowledge areas and their relationships to each other and the solution development lifecycle.
This document is a report submitted to the Central Government of India on the trend and progress of banking in India for the year ending June 30, 2011. It contains detailed information on developments in commercial banking, cooperative banking, and non-banking financial institutions. The report has chapters on the policy environment, operations and performance of commercial banks, developments in cooperative banking, and non-banking financial institutions. It provides statistics and analysis on various aspects of the banking and financial system in India.
The document provides an overview of the DotNetNuke platform and its features. It discusses the DotNetNuke Corporation and highlights of the DNN 7.0 release including new features for content editors, enterprises, web designers, and developers. The document also covers the DotNetNuke platform, mobile optimization, SharePoint integration, editions comparison, social features, training, resources, and limitations. It includes appendices on installation and bibliography.
Ftc report on consumer reporting agency errors 370 pagesUmesh Heendeniya
This report summarizes the findings of a national study of credit report accuracy conducted by the Federal Trade Commission. The study involved 1,001 participants who reviewed a total of 2,968 of their own credit reports from the three major credit reporting agencies. Participants worked with a study associate to identify potential errors and then used the dispute process to challenge inaccuracies that could impact their credit scores. The study found that 26% of participants identified potential material errors. After the dispute process, 13% of participants experienced a change in their credit scores due to confirmed errors. While the response rate was low, the participant sample was found to be generally representative of the U.S. population in terms of key credit-related characteristics. The study provides insights
The document discusses the five core publications of ITIL Version 3: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement. It focuses on Service Strategy, which provides guidance on how to design, develop, and implement service management as a strategic asset. The publication addresses service strategy fundamentals, developing service strategy, and the relationship between strategy and organizational design, technology, and the other parts of the service lifecycle.
This document provides an overview of the key features and functionality of an online learning system. It describes the intended users, registration and enrollment processes, course material management, practice tests, roles and permissions, and technical infrastructure. The system allows students to take online courses, coordinators to manage content, and reviewers/administrators to oversee operations. It utilizes master and transaction tables with unique identifiers to track user activities and payments. Site maps depict the user interfaces and page flows between public, registered, and custom login views.
• Displays the name of the user assigned as the primary provider for the case.
• If no primary provider has been assigned, this will be blank.
Case Type:
• Displays the type of case (FAP, FINS, Clinical, etc.)
Status:
• Displays the status of the case (Open, Closed, etc.)
Date Opened:
• Displays the date the case was opened.
Action Items
Users with case assignment and/or form approval rights will see an Action Items section. This
section displays a list of tasks that require the user’s attention, such as:
- Forms awaiting approval/denial
- Case transfers awaiting approval
This document is a 233-page user guide and configuration manual for SAP Financial Supply Chain Management (FSCM). It includes chapters on configuring business partners, dispute management, collection management, and in-house cash. The dispute management chapter covers creating RMS IDs, element types, attribute profiles, status profiles, number ranges, and automatic status changes for dispute case processing. It also details activating process integration for SAP dispute management.
This document provides an overview and introduction to the Business Analysis Body of Knowledge (BABOK). It discusses the purpose and structure of the BABOK, which is organized into knowledge areas that cover key business analysis tasks. The knowledge areas include enterprise analysis, requirements planning and management, requirements elicitation, requirements analysis and documentation, requirements communication, and solution assessment and validation. The document provides high-level descriptions of the knowledge areas and their relationships to each other and the solution development lifecycle.
This document is a report submitted to the Central Government of India on the trend and progress of banking in India for the year ending June 30, 2011. It contains detailed information on developments in commercial banking, cooperative banking, and non-banking financial institutions. The report has chapters on the policy environment, operations and performance of commercial banks, developments in cooperative banking, and non-banking financial institutions. It provides statistics and analysis on various aspects of the banking and financial system in India.
The document provides an overview of the DotNetNuke platform and its features. It discusses the DotNetNuke Corporation and highlights of the DNN 7.0 release including new features for content editors, enterprises, web designers, and developers. The document also covers the DotNetNuke platform, mobile optimization, SharePoint integration, editions comparison, social features, training, resources, and limitations. It includes appendices on installation and bibliography.
Ftc report on consumer reporting agency errors 370 pagesUmesh Heendeniya
This report summarizes the findings of a national study of credit report accuracy conducted by the Federal Trade Commission. The study involved 1,001 participants who reviewed a total of 2,968 of their own credit reports from the three major credit reporting agencies. Participants worked with a study associate to identify potential errors and then used the dispute process to challenge inaccuracies that could impact their credit scores. The study found that 26% of participants identified potential material errors. After the dispute process, 13% of participants experienced a change in their credit scores due to confirmed errors. While the response rate was low, the participant sample was found to be generally representative of the U.S. population in terms of key credit-related characteristics. The study provides insights
The document discusses the five core publications of ITIL Version 3: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement. It focuses on Service Strategy, which provides guidance on how to design, develop, and implement service management as a strategic asset. The publication addresses service strategy fundamentals, developing service strategy, and the relationship between strategy and organizational design, technology, and the other parts of the service lifecycle.
This document provides an overview of the key features and functionality of an online learning system. It describes the intended users, registration and enrollment processes, course material management, practice tests, roles and permissions, and technical infrastructure. The system allows students to take online courses, coordinators to manage content, and reviewers/administrators to oversee operations. It utilizes master and transaction tables with unique identifiers to track user activities and payments. Site maps depict the user interfaces and page flows between public, registered, and custom login views.
This document provides a tutorial for building an ASP.NET MVC Music Store application. It begins by creating a new ASP.NET MVC 3 project and adding a HomeController to handle the home page. Next, a StoreController is added to manage store browsing functionality, including listing music genres, browsing albums in a genre, and viewing album details. The tutorial then covers data access using Entity Framework Code First, adding validation, membership, a shopping cart, registration and checkout functionality. It concludes by implementing additional site features like navigation, layout updates, and displaying top selling albums on the home page.
This document provides an overview and tutorial for building an ASP.NET MVC Music Store application. It begins by creating a new ASP.NET MVC 3 project and adding prerequisite software. Controllers and views are then added to implement basic pages for the home, store index, and individual albums. The tutorial progresses to adding data access with Entity Framework Code First, validation, authorization, a shopping cart, registration/checkout, and final styling. Each section builds upon the previous to create a full-featured e-commerce music store application using ASP.NET MVC patterns and practices.
This document provides an overview of the Indian securities market and trading membership. It discusses the primary and secondary market segments, key market indicators like indexes and market capitalization, common products and participants. It also describes the eligibility criteria for membership at the National Stock Exchange of India, the admission procedure, and regulations around suspending or expelling members. Finally, it outlines the relationship requirements between brokers and their clients, including registering clients, executing orders, issuing contract notes, handling funds and securities, and client dispute resolution processes.
This document provides an overview of the Indian textiles industry. It discusses the origins and evolution of textiles from ancient times through the industrial revolution. Currently, the Indian textiles industry is valued at US$55 billion and accounts for 14% of industrial production and 12% of exports. The industry employs 35 million people. Major segments include cotton, silk, handlooms, jute and man-made fibers. Leading players have integrated operations across the textiles value chain. The industry is expected to reach US$115 billion by 2012 through growing exports and domestic demand.
This document provides an overview of the Paladin network security system, including descriptions of the Paladin server, client workstations, and admin console. It discusses system requirements, installation instructions for the Paladin server and running it with SQL or MSDE databases. It also outlines how to configure system settings like email/proxy servers and port settings. The document describes how to set up policies for clients by configuring scan schedules, item actions, preventions, and alerts. It explains how to manage clients and detected spyware items.
SchoolAdmin - School Fees Collection & Accounting SoftwareRanganath Shivaram
MarvelSoft SchoolAdmin Lite Edition is a school fee collection software. You can manage student information, fees defaulters, Generate & print fees and student reports in word, pdf and excel
Indian Banks : Trends and Progress, RBIatul baride
This report is published by Reserve Bank of India showing the detail analysis of the Indian Banking Industry and various tenets like NPA's, Deposit growth, types of credit etc
This document provides a table of contents for a report on a urea production plant. The table of contents lists 9 chapters that will describe: 1) the introduction and history of the plant, 2) a literature review on urea production, 3) the production process description, 4) equipment specifications, 5) mass and energy balances, 6) utilities and waste handling, and 7) the laboratory. It also lists subsections that will be included in each chapter, such as discussions of raw materials, plant units, organization structure, health and safety, marketing, and analysis of process streams.
Mobile Marketing Association - Best Practices Guide 2011Mosio
This document provides the version 6.0 of the U.S. Consumer Best Practices published by the Mobile Marketing Association on March 1, 2011. It establishes guidelines for standard rate, premium rate, and free-to-end-user mobile marketing programs. The guidelines cover topics like opt-in/opt-out procedures, messaging frequency, content restrictions, dispute resolution, and certification requirements. The document aims to standardize practices and simplify mobile advertising while protecting consumers.
The Mobile Marketing Association (MMA) is the premier global non-profit trade association established to lead the growth of mobile marketing and its associated technologies. The MMA is an action-oriented organization designed to clear obstacles to market development, establish mobile media guidelines and best practices for sustainable growth, and evangelize the use of the mobile channel. The more than 750 member companies, representing over forty countries around the globe, include all members of the mobile media ecosystem. The Mobile Marketing Association’s global headquarters are located in the United States and it has regional chapters including North America (NA), Europe, Latin American (LATAM) and Asia Pacific (APAC) branches.
As the primary source for mobile marketing information and expertise, the MMA is dedicated to:
Provide an industry forum to work cooperatively to resolve key issues
Unify industry-wide, global and regional work groups that focus on industry initiatives
Provide representation for the mobile marketing industry for major legislative bodies worldwide
Globally share perspectives on mobile marketing for Europe, Asia, Americas, and Africa
Fuel B2B interaction through seminars, conferences and events
Develop metrics to measure ad delivery and consumer response
Develop open and compatible mobile marketing technical and creative standards
Define and publish mobile marketing practices on privacy, ad delivery, ad measurement, etc.
Provide effective guidelines for mobile marketing to advertisers, agencies and consumers
Serve as the key advocate on behalf of the mobile marketing industry
This document is a software requirements specification for a Web Library Management System (WLMS). It outlines the purpose, scope, functions, and requirements for the system. The system allows librarians and normal users to manage a digital library. Librarians can add library items like books and DVDs, and manage user accounts. Normal users can search the library catalog, view item details, and manage their personal account. The document specifies functional and non-functional requirements, interface designs, and data models for users, librarians, and stored library items.
This document provides summaries of multiple projects involving biofuels, biomass power plants, trigeneration facilities, and transition management. It describes Link's roles on projects including developing processes for an Australian biodiesel group, providing outage management for a biomass power plant, assisting with project development for a trigeneration CHP company, and aiding the transition of the Portsmouth Gaseous Diffusion Facility. The document serves as a reference of Link's past performance on various energy and facility transition projects.
The document provides an introduction to artificial intelligence, including:
- A brief history of AI from the 1980s "AI winter" period of failed projects through to recent advances enabled by improved hardware and new research areas like machine learning.
- Knowledge representation and reasoning, rule engines, hybrid reasoning systems, and expert systems are introduced as key concepts in AI.
- The advantages of using a rule engine are discussed, as well as when rule engines are appropriate versus other approaches like scripting engines. The Rete algorithm, which is commonly used in rule engines, is also introduced.
This document provides best practices for using IBM Blueworks Live to conduct process discovery. It discusses starting a process discovery project in Blueworks Live, creating a "Discovery Map" to identify milestones and activities, developing a process diagram using BPMN notation, and using the "Analyze Mode" feature to analyze bottlenecks and opportunities for improvement. The overall goal is to uncover an as-is view of key business processes in order to identify areas that could benefit from process optimization or automation.
Mathematical programming models for supply chain production and transport pla...SSA KPI
This document provides a review of mathematical programming models for supply chain production and transport planning. It identifies 44 relevant references on this topic from journals and conferences published over 25 years. The review aims to classify the literature based on supply chain structure, decision level, modeling approach, purpose, shared information, limitations, novelty, and application. Most references consider network supply chain structures and tactical decision levels. The review concludes by identifying future research directions in mathematical modeling for supply chain production and transport planning.
Modelling and simulation can help with supply chain management in three key ways:
1. It allows companies to evaluate supply chain performance and identify areas for improvement through analytical methods, physical experimentation, and Monte-Carlo simulation.
2. Simulation enables "what if" analysis to help with strategic design decisions around supply chain configuration and control policies.
3. Both centralized and decentralized simulation approaches can be used, with the latter reflecting the distributed nature of modern supply chains running across multiple organizations.
Supply chain as a tool for solid waste management gurgaonKumar Mukund
Supply Chain Management has turn out to be crucial component of corporate management strategy. The method may be applied to assortment, separation, processing and dumping of organic waste in a city.
Present paper attempts to realize the existing way of disposing organic waste in area of Municipal Corporation of Gurgaon (MCG) and the option to relate the system of Supply Chain Management for the similar task, by using stake holder model. Technically stake holders convey about communication, organization and sheathe frame works meant in provided that value to users. We are interested in applying stake holder’s technology for scheming and controlling the dynamic performance of supply chain.
Jan Claes is a PhD student studying how to merge event logs from different sources to facilitate process mining for supply chains. His research involves developing algorithms like a genetic algorithm and artificial immune system technique. He is currently visiting another university to apply process mining to modeling experiment logs. His future work includes submitting papers on his merging techniques and improving collaborative modeling.
Stochastic modelling and its applicationsKartavya Jain
Stochastic processes and modelling have various applications in telecommunications. Token rings, continuous-time Markov chains, and fluid-flow models are used to model traffic flow and network performance. Aggregate dynamic stochastic models can model air traffic control by representing aircraft arrivals as Poisson processes. Disturbances like weather can be incorporated by altering flow rates. Wireless network models use search algorithms and location stochastic processes to track mobile users.
This very short document appears to be in an unfamiliar language and does not provide much contextual information to summarize. It contains a few words that are unclear in meaning along with references to place names that are not well known out of context. The document leaves off with an ambiguous ending of "The end? To be continued".
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
This document provides a tutorial for building an ASP.NET MVC Music Store application. It begins by creating a new ASP.NET MVC 3 project and adding a HomeController to handle the home page. Next, a StoreController is added to manage store browsing functionality, including listing music genres, browsing albums in a genre, and viewing album details. The tutorial then covers data access using Entity Framework Code First, adding validation, membership, a shopping cart, registration and checkout functionality. It concludes by implementing additional site features like navigation, layout updates, and displaying top selling albums on the home page.
This document provides an overview and tutorial for building an ASP.NET MVC Music Store application. It begins by creating a new ASP.NET MVC 3 project and adding prerequisite software. Controllers and views are then added to implement basic pages for the home, store index, and individual albums. The tutorial progresses to adding data access with Entity Framework Code First, validation, authorization, a shopping cart, registration/checkout, and final styling. Each section builds upon the previous to create a full-featured e-commerce music store application using ASP.NET MVC patterns and practices.
This document provides an overview of the Indian securities market and trading membership. It discusses the primary and secondary market segments, key market indicators like indexes and market capitalization, common products and participants. It also describes the eligibility criteria for membership at the National Stock Exchange of India, the admission procedure, and regulations around suspending or expelling members. Finally, it outlines the relationship requirements between brokers and their clients, including registering clients, executing orders, issuing contract notes, handling funds and securities, and client dispute resolution processes.
This document provides an overview of the Indian textiles industry. It discusses the origins and evolution of textiles from ancient times through the industrial revolution. Currently, the Indian textiles industry is valued at US$55 billion and accounts for 14% of industrial production and 12% of exports. The industry employs 35 million people. Major segments include cotton, silk, handlooms, jute and man-made fibers. Leading players have integrated operations across the textiles value chain. The industry is expected to reach US$115 billion by 2012 through growing exports and domestic demand.
This document provides an overview of the Paladin network security system, including descriptions of the Paladin server, client workstations, and admin console. It discusses system requirements, installation instructions for the Paladin server and running it with SQL or MSDE databases. It also outlines how to configure system settings like email/proxy servers and port settings. The document describes how to set up policies for clients by configuring scan schedules, item actions, preventions, and alerts. It explains how to manage clients and detected spyware items.
SchoolAdmin - School Fees Collection & Accounting SoftwareRanganath Shivaram
MarvelSoft SchoolAdmin Lite Edition is a school fee collection software. You can manage student information, fees defaulters, Generate & print fees and student reports in word, pdf and excel
Indian Banks : Trends and Progress, RBIatul baride
This report is published by Reserve Bank of India showing the detail analysis of the Indian Banking Industry and various tenets like NPA's, Deposit growth, types of credit etc
This document provides a table of contents for a report on a urea production plant. The table of contents lists 9 chapters that will describe: 1) the introduction and history of the plant, 2) a literature review on urea production, 3) the production process description, 4) equipment specifications, 5) mass and energy balances, 6) utilities and waste handling, and 7) the laboratory. It also lists subsections that will be included in each chapter, such as discussions of raw materials, plant units, organization structure, health and safety, marketing, and analysis of process streams.
Mobile Marketing Association - Best Practices Guide 2011Mosio
This document provides the version 6.0 of the U.S. Consumer Best Practices published by the Mobile Marketing Association on March 1, 2011. It establishes guidelines for standard rate, premium rate, and free-to-end-user mobile marketing programs. The guidelines cover topics like opt-in/opt-out procedures, messaging frequency, content restrictions, dispute resolution, and certification requirements. The document aims to standardize practices and simplify mobile advertising while protecting consumers.
The Mobile Marketing Association (MMA) is the premier global non-profit trade association established to lead the growth of mobile marketing and its associated technologies. The MMA is an action-oriented organization designed to clear obstacles to market development, establish mobile media guidelines and best practices for sustainable growth, and evangelize the use of the mobile channel. The more than 750 member companies, representing over forty countries around the globe, include all members of the mobile media ecosystem. The Mobile Marketing Association’s global headquarters are located in the United States and it has regional chapters including North America (NA), Europe, Latin American (LATAM) and Asia Pacific (APAC) branches.
As the primary source for mobile marketing information and expertise, the MMA is dedicated to:
Provide an industry forum to work cooperatively to resolve key issues
Unify industry-wide, global and regional work groups that focus on industry initiatives
Provide representation for the mobile marketing industry for major legislative bodies worldwide
Globally share perspectives on mobile marketing for Europe, Asia, Americas, and Africa
Fuel B2B interaction through seminars, conferences and events
Develop metrics to measure ad delivery and consumer response
Develop open and compatible mobile marketing technical and creative standards
Define and publish mobile marketing practices on privacy, ad delivery, ad measurement, etc.
Provide effective guidelines for mobile marketing to advertisers, agencies and consumers
Serve as the key advocate on behalf of the mobile marketing industry
This document is a software requirements specification for a Web Library Management System (WLMS). It outlines the purpose, scope, functions, and requirements for the system. The system allows librarians and normal users to manage a digital library. Librarians can add library items like books and DVDs, and manage user accounts. Normal users can search the library catalog, view item details, and manage their personal account. The document specifies functional and non-functional requirements, interface designs, and data models for users, librarians, and stored library items.
This document provides summaries of multiple projects involving biofuels, biomass power plants, trigeneration facilities, and transition management. It describes Link's roles on projects including developing processes for an Australian biodiesel group, providing outage management for a biomass power plant, assisting with project development for a trigeneration CHP company, and aiding the transition of the Portsmouth Gaseous Diffusion Facility. The document serves as a reference of Link's past performance on various energy and facility transition projects.
The document provides an introduction to artificial intelligence, including:
- A brief history of AI from the 1980s "AI winter" period of failed projects through to recent advances enabled by improved hardware and new research areas like machine learning.
- Knowledge representation and reasoning, rule engines, hybrid reasoning systems, and expert systems are introduced as key concepts in AI.
- The advantages of using a rule engine are discussed, as well as when rule engines are appropriate versus other approaches like scripting engines. The Rete algorithm, which is commonly used in rule engines, is also introduced.
This document provides best practices for using IBM Blueworks Live to conduct process discovery. It discusses starting a process discovery project in Blueworks Live, creating a "Discovery Map" to identify milestones and activities, developing a process diagram using BPMN notation, and using the "Analyze Mode" feature to analyze bottlenecks and opportunities for improvement. The overall goal is to uncover an as-is view of key business processes in order to identify areas that could benefit from process optimization or automation.
Mathematical programming models for supply chain production and transport pla...SSA KPI
This document provides a review of mathematical programming models for supply chain production and transport planning. It identifies 44 relevant references on this topic from journals and conferences published over 25 years. The review aims to classify the literature based on supply chain structure, decision level, modeling approach, purpose, shared information, limitations, novelty, and application. Most references consider network supply chain structures and tactical decision levels. The review concludes by identifying future research directions in mathematical modeling for supply chain production and transport planning.
Modelling and simulation can help with supply chain management in three key ways:
1. It allows companies to evaluate supply chain performance and identify areas for improvement through analytical methods, physical experimentation, and Monte-Carlo simulation.
2. Simulation enables "what if" analysis to help with strategic design decisions around supply chain configuration and control policies.
3. Both centralized and decentralized simulation approaches can be used, with the latter reflecting the distributed nature of modern supply chains running across multiple organizations.
Supply chain as a tool for solid waste management gurgaonKumar Mukund
Supply Chain Management has turn out to be crucial component of corporate management strategy. The method may be applied to assortment, separation, processing and dumping of organic waste in a city.
Present paper attempts to realize the existing way of disposing organic waste in area of Municipal Corporation of Gurgaon (MCG) and the option to relate the system of Supply Chain Management for the similar task, by using stake holder model. Technically stake holders convey about communication, organization and sheathe frame works meant in provided that value to users. We are interested in applying stake holder’s technology for scheming and controlling the dynamic performance of supply chain.
Jan Claes is a PhD student studying how to merge event logs from different sources to facilitate process mining for supply chains. His research involves developing algorithms like a genetic algorithm and artificial immune system technique. He is currently visiting another university to apply process mining to modeling experiment logs. His future work includes submitting papers on his merging techniques and improving collaborative modeling.
Stochastic modelling and its applicationsKartavya Jain
Stochastic processes and modelling have various applications in telecommunications. Token rings, continuous-time Markov chains, and fluid-flow models are used to model traffic flow and network performance. Aggregate dynamic stochastic models can model air traffic control by representing aircraft arrivals as Poisson processes. Disturbances like weather can be incorporated by altering flow rates. Wireless network models use search algorithms and location stochastic processes to track mobile users.
This very short document appears to be in an unfamiliar language and does not provide much contextual information to summarize. It contains a few words that are unclear in meaning along with references to place names that are not well known out of context. The document leaves off with an ambiguous ending of "The end? To be continued".
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
The Economics of Sustainability in the Comemrcial Real Estate Sectorscottbrooker
The goal of this white peper is to help real estate managers better understand the motivations behind management decisions, through qualitative and quantitative research and models, an provide recommendations to make the case for energy effeciency improvements. Questions answered with the paper include;
-How does energy effeciency improvement get implemented?
-Who is the driver behind the decision?
-What financial metrics are used to determine if an investment makes economic sense?
How does a real estate amanger choose one investment vehicle over another?
This Business Improvement Proposal was created by WebIT2 Consultants (Sarah Killey, Donald Gee, Mark Cottman-fields, Darren Cann and Sean Marshall) for the Queensland University of Technology (QUT) Library.
The plan outlines an in-depth situational analysis, proposal description, recommended solution, key benefits, business drivers, return on investment and implementation plan.
This is an assessment piece for INB346 - Enterprise 2.0 unit, Semester 2, 2009 (Lecturer Dr Jason Watson).
The document provides details about the performance appraisal system used at Proform Interiors Pvt. Ltd., a leading furniture manufacturing company in India. It discusses the company's departments, existing performance appraisal methods, objectives of studying the current system and recommendations for improvement. The key departments mentioned are inventory, carpentry, machine, assembly, polish, quality check, dispatch, engineering, and accounting. The document analyzes the current appraisal system and identifies scope for establishing standardized and more comprehensive practices to better evaluate employee performance.
This document provides an overview of SAP Treasury and Risk Management software. It discusses key topics such as master data, transaction management, position management, integration with other modules, market data, hedge management, reporting, portfolio controlling, interfaces and enhancements. The book is intended to help readers understand all functional areas of SAP Treasury and provide guidance on working with the software.
This document provides an overview of quality improvement initiatives in the Kenyan health sector. It discusses the Kenya Quality Model (KQM) and the Kenya Quality Model for Health (KQMH), which use a systems approach to management. The document also describes how the 5S principles of continuous quality improvement (CQI) - sorting, systematic arrangement, shine, standardization, and sustainability - can be implemented using a step-wise Total Quality Management (TQM) approach. This allows organizations to operationalize the KQMH. Various 5S and CQI tools are also outlined that can aid in the implementation of quality improvement activities according to the KQMH framework.
This document outlines the business plan for Coinaid Earth Project, which aims to install coin exchange machines around the world to facilitate donations for environmental causes. The key aspects of the plan are:
1. The company will install coin exchange machines in high traffic locations like airports and train stations that will allow travelers to exchange coins for bills and donate the cash value to environmental charities.
2. The machines will be funded through an investment offering and will generate revenue through exchange fees from users.
3. Financial projections estimate the company will break even within 3 years and become profitable thereafter, with strong growth potential as more machines are installed globally.
Here are the key stakeholders involved in an IT project and their responsibilities:
Stakeholder Responsibilities
Sponsor Provides funding and resources. Ensures business objectives are met.
Project Manager Plans, organizes, and leads the project team. Manages scope, schedule, budget.
Users Provide requirements. Test and accept deliverables. Train on new system.
Developers Design, code, test, and implement the system. Resolve technical issues.
Testers Test system functionality and report bugs. Ensure quality standards.
Support Maintain and support the system after deployment. Train users. Resolve issues.
The responsibilities of each stakeholder are important for the success of the project.
This document provides an overview of the contents of "The Consultant's Guide to SAP SRM". It includes 18 chapters that cover topics such as supplier relationship management, an overview of SAP SRM, basic SAP SRM settings, deployment scenarios, operational procurement, plan-driven procurement, advanced invoicing topics, business workflows, catalog management, sourcing, service procurement, contract management, supplier self-services, SAP NetWeaver, FAQs, customer scenarios and enhancements, and a conclusion. It also includes appendices with commonly used abbreviations, references, useful links, and author biographies.
20090712 commodities in the if study undp exeuctive summarywith coversLichia Saner-Yiu
This document summarizes a study analyzing Diagnostic Trade Integration Studies (DTISs) carried out under the Integrated Framework for Trade-related Technical Assistance to Least Developed Countries. The study assessed whether and how the DTISs addressed commodity development strategies. It found that approaches to commodity development were heterogeneous both within and between countries. There was also a policy-oriented bias found, with less emphasis on supply chain and value chain issues. The study provided recommendations to strengthen commodity development strategies by focusing more on supply chain and value chain interventions at different levels.
This is a report detailing my industrial placement year at Tomo Motor Parts Ltd. This report was submitted to Brunel University and formed the majority of my A+ result for the year.
This document outlines a methodology for accelerating the growth of women-led enterprises in the Mekong region. It describes a program called MWEC that provides training, workshops, peer learning, and business coaching to existing women entrepreneurs. The goal is to help a small percentage of businesses that have potential for faster growth. The methodology was tested in Lao PDR and involved selecting women entrepreneurs, providing an initial workshop on innovation and competitiveness, follow-up seminars and peer learning, and individual business coaching. Initial results found increases in business knowledge, sales, and employment among participating firms. Key lessons included the importance of selecting existing growth-oriented entrepreneurs and providing ongoing support through coaching and networking.
This document provides an overview and summary of WebSphere Business Integration technologies for integrating SAP systems. It discusses key concepts in business integration and the IBM and SAP integration architectures. It also describes a business scenario involving the merger of two companies that uses this technology. The scenario involves sharing product and customer data between the companies' SAP and other systems. The document then evaluates solution approaches and technologies for implementing this integration, including WebSphere adapters, integration servers, and the SAP Exchange Infrastructure. It concludes by providing a high-level design of the solution, covering aspects like system context, architecture, and a process flow diagram for sharing product data.
This document provides an overview of the technical realization of the client/server architecture in SAP R/3 and describes how to perform basic system administration tasks. It covers topics such as starting and stopping the database and SAP instances, monitoring system status, managing background jobs, configuring the update system, and setting up output management. The document also discusses user administration, authorizations, and transport management.
Web2.0 And Business Schools Dawn HendersonDawn Henderson
This document provides an overview of a dissertation exploring how business schools can leverage social media and Web 2.0 technologies in their marketing strategies. The dissertation contains 7 chapters that analyze business schools' adoption of these technologies, present case studies of top programs, and interview marketing professionals. Chapter 1 introduces the topic and outlines the research objectives and approach. Chapter 2 provides industry context on social media and an overview of business education. Chapter 3 reviews relevant literature on traditional business school marketing, customer empowerment trends, marketing to younger generations, and new marketing strategies using social technologies. Chapter 4 details the mixed methods research methodology used, including framework development, internal/external analysis of schools, case studies, and interviews.
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Modelling supply chain
1. Logistics & Supply Chain Management
ASSIGNMENT
Name of the Student: Paul Franklin
2. Abstract
In a competitive world, organizations are constantly looking for opportunities to
produce and deliver products at the most cheapest price with a sufficient profit margin and in
the process of dealing with these issues, the organizations are required to master the good
practices of Supply Chain Management. Organizations are realizing that it is very important
to follow good Supply Chain Management practices to achieve the company’s goals and to
meet customer requirements. It is imperative that a successful supply chain will win the
confidence of stake holders and deliver efficiency and effectiveness in all phases of the
organizations processes. So, supply chain management, its tools and techniques are of great
importance in the present manufacturing scenario.
The assignment consists of 3 parts. Each part is designed in such a way as to cover
major principles of Supply Chain Management. The first part consists of a debate validating
the statement, ― “Research-based innovative models are essential for managing complex
global supply chains”. Appropriate literature reference, case studies, discussions and personal
opinions have been provided to validate the statement. The second part of the consists of the
Bajaj Pulsar 180’s demand forecasting, planning as to how to meet the demand, breaking
down the product into key parts and making Make or Buy decisions for each part. A
discussion on the company’s vendor base is also provided to see how cost efficient the
process can be made by minimizing logistics cost. Role of Supply Chain Management in each
stage is shown. The third part of the assignment consists of two supply chain models for
Bajaj Auto Limited.
The outcome of the assignment involves: The learning that the organizations need to
continuously update their supply chain with the latest technologies and in the most efficient
manner; the process of estimating a company’s future demands and planning towards meeting
those demands; creating efficient supply chain model based on mathematical calculations.
Most important outcome of the assignment is the knowledge received during the process of
completion of the assignment.
3. Table of Contents
Abstract ....................................................................................................................................... i
Table of Contents .......................................................................................................................ii
List of Figures ........................................................................................................................... iv
List of Table ............................................................................................................................... v
Nomenclature ............................................................................................................................ vi
CHAPTER 1 .............................................................................................................................. 1
1. Introduction: ......................................................................................................................... 1
1.2 Stance Taken ................................................................................................................... 1
1.3 Current Trends on Supply Chain Competitiveness.............................................................. 1
1.4 Discussion and Interpretations on Managing Complex Supply Chains ..................................... 2
1.5 Case Study .......................................................................................................................... 3
1.6 Conclusion.......................................................................................................................... 3
CHAPTER 2 .............................................................................................................................. 5
2.0 Introduction to Bajaj Auto Limited ....................................................................................... 5
2.1 Rationale for Identifying the Company ................................................................................. 5
2.2 Bajaj Pulsar......................................................................................................................... 6
2.3 Demand Estimation ............................................................................................................. 6
2.3.1 Forecasting Demand...................................................................................................... 8
2.4 Translation of demand into deliverable quantities .................................................................. 9
2.4.1 Capturing Market Share............................................................................................... 10
2.5 Break down of Manufactured Product in to Key Parts .......................................................... 11
2.5.1 Engine........................................................................................................................ 12
2.5.2 Ignition Coil ............................................................................................................... 13
2.5.3 Handle Bar Assembly.................................................................................................. 13
2.5.4 Braking System........................................................................................................... 14
2.5.5 Suspension ................................................................................................................. 14
2.6 Make or Buy Decision ....................................................................................................... 15
Logistics & Supply Chain Management
ii
4. 2.6.1 Engine........................................................................................................................ 15
2.6.2 Ignition Coil ............................................................................................................... 15
2.6.3 Handle Bar Assembly.................................................................................................. 16
2.6.4 Braking System........................................................................................................... 16
2.6.5 Suspension ................................................................................................................. 16
2.7 Discussion on Vendor Base................................................................................................ 16
2.8 Role of SCM ..................................................................................................................... 17
2.9 Conclusion........................................................................................................................ 17
CHAPTER 3 ............................................................................................................................ 18
3.0 Introduction to Bajaj Auto Limited ..................................................................................... 18
3.1 Manufacturing locations .................................................................................................... 18
3.1.1 Akurdi, Pune............................................................................................................... 18
3.1.2 Waluj Aurangabad ...................................................................................................... 19
3.1.3 Chakan, Pune.............................................................................................................. 19
3.1.4 Pantnagar , Uttarakhand............................................................................................... 19
3.2 Data Collection and Evaluation .......................................................................................... 19
3.3 Modeling a Supply Chain................................................................................................... 20
3.3.1 Capacitated Plant Location Model ................................................................................ 20
3.3.2 Gravity Location Model .............................................................................................. 23
3.4 Analysis and interpretation with respect to framework ......................................................... 24
3.5 Decision Making From the Analyzed Data .......................................................................... 24
3.6 Results and Conclusions .................................................................................................... 25
CHAPTER 4 ............................................................................................................................ 26
4.1 Comments on Learning Outcome: ...................................................................................... 26
REFERENCES ........................................................................................................................ 27
BIBILIOGRAPHY .................................................................................................................. 29
Logistics & Supply Chain Management
iii
5. List of Figures
Figure 2. 1 Two-Wheeler Domestic Sales Trend ............................................................................. 6
Figure 2. 2 Various Two-wheeler Company Sales in 2009 and 2010 ................................................ 7
Figure 2. 3 Bajaj Pulsar 180 Sales in the Months of 2011 ................................................................ 7
Figure 2. 4 Comparison on Current and Future Demand .................................................................. 8
Figure 2. 5 Bajaj Pulsar 180 Specifications ................................................................................... 11
Figure 2. 7 Bajaj Pulsar Engine.................................................................................................... 12
Figure 2. 6 Bajaj Pulsar Engine.................................................................................................... 12
Figure 2. 10 Reflectors on LH & RH Switches ............................................................................. 13
Figure 2. 8 Ignition Coil .............................................................................................................. 13
Figure 2. 9 Handle Bar Assembly ................................................................................................ 13
Figure 2. 12 Bajaj Pulsar Suspension ........................................................................................... 14
Figure 2. 11 Braking System ....................................................................................................... 14
Fugure 3. 1 Distribution Network ................................................................................................ 19
Logistics & Supply Chain Management
iv
6. List of Table
Table 1. 1 Merits & Demerits of the Current Trends........................................................................ 2
Table 2. 1 Demand Forecast for 2012............................................................................................. 8
Table 2. 2 Aggregate Plan Decision Period ..................................................................................... 9
Table 2. 3 Constraints ................................................................................................................. 10
Table 2. 4 Aggregate Plan Costs .................................................................................................. 10
Table 2. 5 Present Market Share .................................................................................................. 10
Table 2. 6 Fine and Whitney Framework ...................................................................................... 15
Table 3. 1 Plant Wise Capacity .................................................................................................... 19
Table 3. 2 Demand in Various Regions ........................................................................................ 20
Table 3. 3 Inputs: Costs,Capacities, Demands .............................................................................. 22
Table 3. 4 Decision Variables ...................................................................................................... 22
Table 3. 5 Constraints ................................................................................................................. 22
Table 3. 6 Gravity Location Model .............................................................................................. 24
Logistics & Supply Chain Management
v
7. Nomenclature
Acronyms
BAL Bajaj Auto Limited
GCMMF Gujarat Cooperative Milk Marketing Federation Ltd
SCM Supply Chain Management
Logistics & Supply Chain Management
vi
8. CHAPTER 1
1. Introduction:
Supply chains are continually subjected to forces, internal and external, that are in
constant states of flux. Managing a supply chain is therefore a demanding activity that
requires a thorough understanding of the concepts and mechanisms that underpin the
operation of the supply chain and the factors that influence its performance. In a global
environment, these factors are many, often interrelated and beyond the reach of most
organizations to influence or control. Knowing what these factors are and understanding how
they are likely to impact on the strategic and operational decisions that must be made while
managing the global supply chain is critical. Sharing information is critical to the
management of relationships, and Information Technology (IT) is an important facilitator in
this regard.[1]
1.2 Stance Taken
After conducting an analysis on the topic, it has been decided to stand for and validate
the statement, ―“Research-based innovative models are essential for managing complex
global supply chains”.
1.3 Curre nt Trends on Supply Chain Competitiveness
Information technology plays a vital role in the field of SCM. To keep up with the
dynamic market demands, companies are taking IT support to enhance its SCM system.
Proper flow of information is very crucial in SCM system. For smooth operation and taking
decision, the information about customer, inventory status, demands, shipment schedule,
payment etc. should be available to the supply chain members. Various IT enabled services
make this information available to them.[2]
Two most important factors in SCM are planning and coordination. Companies now
depend on various software like Material Requirements Planning (MRP), Manufacturing
Resource Planning (MRP-II), Distribution Requirement Planning (DRP), Advance Planning
and Scheduling System (APSS) for effective planning and coordination among various
functional part of the organization.[2]
Data mining and warehousing are also two important aspects of supply chain management
system. Data mining is the process of analyzing data in different viewpoints to emphasize on
9. the most significant factors of the business. Data warehousing is the process of centralization
of data which facilitates the available access and analysis. [2]
Another current trend in Supply Chain is the electronic services (E-Commerce and Digital
Business). Customers are able to purchase goods or book tickets from their home itself
through internet services. Going to shops or booking counters are not necessary.[2]
1.3.1 Merits and Demerits of the Current Trends
Merits Demerits
Marking/Retailing- Data mining helps aid in
Time consuming.
direct marketing
Banking/Crediting- Data mining can assist
financial institutions in areas such as credit Costly to implement.
reporting and loan information.
Manufacturing Sector- MRP and ERP helps in Accurate bills of materials, part numbers and
speeding up the whole process. inventory records is required
Distribution and retail Stores- DRP helps access
Not 100% accurate or perfect
the status of the goods.
Transport Sector- MRP and ERP help transmit
Inconsistent manpower also acts as limitation.
commodities through online transactions.
Project Service industry- MRP and ERP helps Serious problem may arise if small organization
fastens the compilation of reports. fails to maintain good inventory record.
Table 1. 1 Merits & Demerits of the Current Tre nds[3][4]
1.4 Discussion and Interpretations on Managing Complex Supply Chains
Upon conducting various researches, it has been discovered that the ideal solution to
manage a complex supply chain is one that:
Integrates all activities of the physical and financial global supply chain.
Translates physical and financial activities into information.
Contextualizes information and provides visibility to operators and decision makers.
Supports decision- making and accelerates required action.[5]
The task of simplifying a highly complex global supply chain requires five fundamental
components:
Logistics & Supply Chain Management
2
10. 1. A global data repository to maintain both internal and external data necessary to manage
and comply with global business requirements.
2. A comprehensive execution platform to enable operations and management to complete
their job requirements effectively, efficiently and in relative independence.
3. An open, integrated and synchronized information infrastructure to provide total visibility
of the global supply chain and all supporting information.
4. A business information reporting tool to provide immediate access to the information so
that operators and managers can view and quickly analyze critical information to support
decisions and ultimately take effective action.
5. A business collaboration environment to support the free flow of information to
authorized individuals.[5]
This ideal solution requires the use of the latest Information Technologies.[5]
1.5 Case Study
AMUL is a dairy cooperative in the western India that has been primarily responsible,
through its innovative practices, for India to become the world’s largest milk producer. The
distinctive features of this paradigm involves managing a large decentralized network of
suppliers and producers, simultaneous development of markets and suppliers, lean and
efficient supply chain and breakthrough leadership.[6]
From the very beginning, in the early 1950s, AMUL adopted its network as a basic model for
long-term growth.
The network explicitly includes secondary services to the farmer-suppliers.
Several of the entities in the network are organized as cooperatives linked in a
hierarchical fashion.[6]
To manage the supply chain at AMUL was a complex task. The task was overcome by the
use of a research based basic model that linked everyone involved in the chain.[6]
1.6 Conclusion
Developing, manufacturing and selling a product can challenge the best organizations
in the best of times. As a company’s business driver’s change, SCM technology investment
and the overall approach to SCM must change and keep pace. Researches need to be carried
Logistics & Supply Chain Management
3
11. out and innovative Supply Chain models need to be created to manage a company’s global
Supply chain. An inefficient and poorly functioning supply chain can negatively impact
every aspect of an organization, jeopardizing the long-term performance and success of a
business.
Logistics & Supply Chain Management
4
12. CHAPTER 2
2.0 Introduction to Bajaj Auto Limited
Bajaj Auto Limited (BAL) is a major Indian automobile manufacturer and is India's
largest and the world's 4th largest two and three-wheeler maker. BAL is based in Pune,
Maharashtra, with plants in Akurdi and Chakan (Pune), Waluj (Aurangabad) and Pantnagar
(Uttaranchal). Bajaj Auto produces and exports scooters, motorcycles and the auto rickshaws.
Over the last decade, the company has successfully changed its image from a scooter
manufacturer to a two wheeler manufacturer. BAL’s real growth in numbers came in the last
six years after the successful introduction of a few models in the motorcycle segment. The
company is headed by Rahul Bajaj. Bajaj Auto came into existence on November 29, 1945 as
M/s Bachraj Trading Corporation Private Limited. The company started off by selling
imported two and three-wheelers in India. In 1959, it obtained license from the Government
of India to manufacture two and three-wheelers and it went public in 1960. In 1977, BAL
managed to produce and sell 100,000 vehicles in a single financial year. In 1985, BAL started
producing at Waluj in Aurangabad. In 1986, BAL managed to produce and sell 500,000
vehicles in a single financial year. In 1995, it rolled out its ten millionth vehicles and
produced and sold 1 million vehicles in a year.[7]
2.1 Rationale for Identifying the Company
Bajaj Auto Limited is automobile manufacturer that started booming recently. Its top
most products the Bajaj Pulsar series hit the market with a huge success. Before the
introduction of this product series, the Indian motorcycle market trend was towards fuel
efficient, small capacity motorcycles. The introduction of the Bajaj Pulsar in the year 2001
changed the total market trend in India which then later encouraged other manufacturers like
Honda, TVS and Hero Honda to come up with higher capacity and more powerful vehicles.
Also, it was the Bajaj Pulsar that introduced the trend of alloy wheels, DTS-I (digital twin
spark ignition), digital meters, disk brakes, black coloured engine, etc, into the Indian market.
The process through which Bajaj was able to change the trend in India without putting a
heavy burden on the prices was the inspiration and rationale for selecting the company and
carrying out studies on its Supply Chain.
Logistics & Supply Chain Management
5
13. 2.2 Bajaj Pulsar
Bajaj Pulsar is a motorcycle brand owned by Bajaj Auto in India. The two-wheeler
was developed by the product engineering division of Bajaj Auto in association with
motorcycle designer Glynn Kerr Tokyo. Currently there are four variants available with
engine capacities of 150, 180 220cc and 220cc FI. Since the introduction and success of Bajaj
Pulsar, the Indian youth began expecting high power and other features from affordable
motorcycles.[7]
2.3 Demand Estimation
Two- wheeler sales in the country have boomed in the recent years and the annual
sales of motorcycles in India crossed the 10 million mark in 2010. The low penetration of
two-wheelers in the country 31 two-wheelers per 1000 citizens (2004) changed rapidly over
the time. Overall the industry sales of two-wheelers have grown by 15% from 6.57 million in
2004/2005 to 7.57 million in 2005/2006. The buoyant Indian economy with a growth rate of
around 8% per annum is further expected to fuel the growth of two wheelers in the country.
The major factors that determine the demand in the automobile industry are
affordability, product innovation, style, looks and power and fuel efficiency. Rapidly growing
middle class and the change in life style of Indians has lead to a huge demand in India for
performance vehicles like the Bajaj Pulsar 180. Statistics shows a steady upward trend in
domestic as well as exports passenger vehicle sales.[7]
Two-Wheeler Sales Domestic
12000000
10000000
8000000
Sales
6000000
4000000
2000000
0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
Year
Figure 2. 1 Two-Wheeler Domestic Sales Trend[7]
Logistics & Supply Chain Management
6
14. The graph above shows the two-wheeler domestic sales trend from 2004 to 2010. The
steady increase in the sales can be noticed which shows that the two-wheeler demands are
increasing.
Company Sales in 2009 and 2010
400000
350000
300000
250000
Sales
200000
150000
100000 2009 April
50000
0 2010 April
Two-Wheeler Companies
Figure 2. 2 Various Two-wheeler Company Sales in 2009 and 2010[7]
The graph above shows the sales comparison of various companies in 2009 and 2010.
The sales of Bajaj Auto Limited increased dramatically from 150,000 in April 2009 to
280,000 in April 2010.
Bajaj Pulsar 180 Sales
2000
1800
1600
1400
1200
Sales
1000
800
600
400
200
0
Jan Feb Mar Apr May June July
Months of 2011
Figure 2. 3 Bajaj Pulsar 180 Sales in the Months of 2011[8]
Logistics & Supply Chain Management
7
15. The graph above shows the sales of Bajaj Pulsar 180 in the months of year 2011
(present year). The pulsar 180 series itself accounts for a major portion of the sales with
minimum sales of 1220 vehicles to a maximum of 1750 vehicles per month.
2.3.1 Forecasting Demand
The Bajaj Pulsar demand for the year 2012 is going to be forecasted using the Exponential
Smoothing Forecasting Model. Exponential Smoothing Forecasting Model is a weighted
moving average in which the forecast for the next period’s demand is the current period’s
forecast adjusted by a fraction of the difference between the current period’s actual demand
and its forecast.
Exponential Smoothing
Month of Forecast for Month of
Period 2011 Demand 2012
1 Jan 1264 #N/A
2 Feb 1463 1264
3 Mar 1211 1403.3
4 Apr 1743 1268.69
5 May 1467 1600.707
6 June 1584 1507.1121
7 July 1467 1560.93363
Table 2. 1 Demand Forecast for 2012[7]
Exponential Smoothening
2000
1800
1600
1400
1200
Demand
1000
800 Demand
600
400 Exponential Smoothing Forecast
200 for Month of 2012
0
Jan Feb Mar Apr May June July
1 2 3 4 5 6 7
Period
Figure 2. 4 Comparison on Current and Future Demand
Logistics & Supply Chain Management
8
16. The demand for the next year has been forecasted using the Exponential Smoothing
Method. The sales for the next year (2012) have been forecasted. The table and graph above
show the forecasted demand.
2.4 Translation of demand into deliverable quantities
After the demand estimation is carried out, the company must plan in advance as to
how it will meet the demand. The planning is done using the Aggregate Planning Method.
Aggregate Planning is the plan for the production process which is done in advance based on
the demand forecast for a certain period. This provides the company management with an
idea about the level of capacity, inventory and subcontracting required over a specified time
period. This framework also provides the company with the information as to whether
outsourcing is required or not, number of regular time hours and overtime hours of labour
required etc. The following information is required to carry out the aggregate planning:
Workforce, resources and facilities available.
Demand forecast of the period for which the planning has to be carried out.
Production cost, inventory holding cost, ordering cost, stock out or backlog cost,
labour cost, subcontracting cost, hiring/laying off cost and cost of adding or reducing
machine capacity.
The number of labour/machine hours required for each unit.
Constraints regarding the usage of above alternatives.
The goal of aggregate planning is to satisfy the demand from the customers while
maximizing profit.[9]
Ht Lt Wt Ot It St Ct Pt Dt
Laid
Period Hired off Workforce Overtime Inventory Stockout Subcontract Production Demand
0 0 0 40 0 500 0 0 0
1 0 0 40 0 0 0 0 764 1264
2 0 0 40 0 0 0 0 1403.3 1403.3
3 0 0 40 0 0 0 0 1268.69 1268.69
4 0.017675 0 40.017675 0 0 0 0 1600.707 1600.707
5 0 0 40.017675 0 0 0 0 1507.1121 1507.112
6 11.50567 0 51.52334075 0 500 0 0 2060.9336 1560.934
Table 2. 2 Aggregate Plan Decision Period
Logistics & Supply Chain Management
9
17. Workforce Production Inventory Overtime
-7.10543E-15 836 6.0254E-11 400
1.42109E-14 196.7 0 400
1.42109E-14 331.31 0 400
-6.31439E-15 0 -2.27374E-13 400.17675
7.10543E-15 93.5949 0 400.17675
-3.55271E-15 0 4.54747E-13 515.2334075
Table 2. 3 Constraints
Regular Over Stock Sub
Period Hiring Lay off time time Inventory out contract Material
1 0 0 40000 0 0 0 0 764000
2 0 0 40000 0 0 0 0 1403300
3 0 0 40000 0 0 0 0 1268690
4 530.25 0 40017.675 0 0 0 0 1600707
5 0 0 40017.675 0 0 0 0 1507112.1
6 345170 0 51523.34075 0 1000000 0 0 2060933.6
Total Cost 10202002
Table 2. 4 Aggregate Plan Costs
Total cost for January 2012 to July 2012 is Rs. 10202002
2.4.1 Capturing Market Share
The present market share of two-wheeler automobiles are shown in the figure below.
Hero Honda Motors Ltd 44.80%
Bajaj Auto Ltd 23.20%
TVS Motor Company Ltd 15.90%
Honda Motorcycle & Scooter 12.00%
India Yamaha Motor Pvt Ltd 1.50%
Suzuki Motorcycle India Pvt Ltd 1.20%
Kinetic Motor Company Ltd 0.70%
Royal Enfield 0.50%
Electrotherm (India) Ltd 0.20%
Majestic Auto Ltd 0.10%
Table 2. 5 Present Market Share[7]
Bajaj Auto’s future plans for the year 2012 will be the year of investment for Bajaj
Auto. The company is developing an all new breed of its Pulsar range of motorcycles. The
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18. company expects a market share growth of 20%. The aggregate plan developed above should
help the company grow its market share from the present 23.20% to 35%.[11]
2.5 Break down of Manufactured Product in to Key Parts
The product taken for the analysis is the Bajaj Pulsar 180 DTSi. The figure below
shows the specifications of the vehicle.
Figure 2. 5 Bajaj Pulsar 180 Specifications[12]
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19. The manufactured product has been broken down into 5 key parts and analysis is
carried out. The 5 key parts are:
2.5.1 Engine
The DTSi stands for Digital Twin
Spark Ignition. It is a technology from Bajaj
which potentially revolutionized the
motorcycle world in India. The DTSi
technology incorporates twin spark plugs at
either ends of the combustion chamber for
faster and better combustion. This is the heart
of the new technology from Bajaj.[17]
Figure 2. 6 Bajaj Pulsar Engine[13]
Figure 2. 7 Bajaj Pulsar Engine[14]
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20. 2.5.2 Ignition Coil
The Ignition coil is another major part of the
Bajaj Pulsar DTSi vehicle. This Ignition coil has
two terminals and also harness for ground (Earth)
connection is provided. The benefits of the DTSi
technology engine can only be fully realized when
the ignition system consisting of the ignition coil are
combined and used.[18]
Figure 2. 8 Ignition Coil[18]
2.5.3 Handle Bar Assembly
The handle bar assembly consists
of the locking mechanism, switches, and
brake and clutch levers. It is this part of
the Bajaj Pulsar released in 2006 that
created more demand among the
customers. The switches on the handle
bar come with reflectors. It can be seen
in the figures below.
Figure 2. 9 Handle Bar Assembly[15]
Figure 2. 10 Reflectors on LH & RH Switches[15]
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21. 2.5.4 Braking System
The Bajaj Pulsar uses a
260 mm ventilated disc braking
system for the front wheel and
the traditional 160 mm drum
braking system for the rear
wheel. The combination of both
the braking systems provides
the vehicle rider with utmost
control of the vehicle. Bajaj
Pulsar was among the first two-
wheelers to introduce disc
brakes in India. The figure
Figure 2. 11 Braking System[16]
below shows the disc brakes of
the Bajaj Pulsar.[12]
2.5.5 Suspension
The Bajaj Pulsar uses 37 mm inner telescopic forks for the front of the vehicle and
triple rated hydraulic, gas filled shock absorbers for the rear. This provides a through
suspension system providing the rider and pillion rider with utmost comfort. The figures
below show the suspension system of the Bajaj Pulsar.[12]
Figure 2. 12 Bajaj Pulsar Suspension[17]
Breaking down of the product into key parts helps the organization to decide which
parts should be manufactured in- house and which parts should be outsourced.
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22. 2.6 Make or Buy Decision
The make or buy decision is the act of making a strategic choice between producing
an item internally (in-house) or buying it externally (from an outside supplier). The buy side
of the decision also is referred to as outsourcing. Make or buy decisions usually arise when a
firm that has developed a product or part is having trouble with current suppliers, or has
diminishing capacity or changing demand, or finds it easier and economical to outsource the
part.[19]
Bajaj Auto Limited does not manufacture all the parts required for the Pulsar 180
motorcycle. Major portion of the parts are outsourced from various suppliers depending on
which supplier produces the best of the component in the industry. Bajaj Auto’s decision
whether to Make or Buy is based on the Fine and Whitney Framework for Make or Buy
Decision. The table shows the framework.
Dependant for In dependant of In dependant of
Product Knowledge and Knowledge. Dependant Knowledge And
Capacity for Capacity Capacity
Outsourced Item Outsourcing Opportunity
Outsourcing is Risky Outsourcing Opportunity
Is Modular to Reduce Cost
Outsourced Item Worst Outsourcing
Outsourcing is an Option Keep Production Integral
is Integral Situation
Table 2. 6 Fine and Whitney Frame work[20]
2.6.1 Engine
The engine of the Bajaj Pulsar is one of its integral parts. BAL has both the
knowledge and capacity to produce its own engines. The Pulsar’s engine is also the core
competency of the vehicle. So, the decision is to Make the engine internally.
2.6.2 Ignition Coil
The ignition coil of the Bajaj Pulsar is a modular part. BAL has both knowledge and
capacity to produce its own ignition coil, but this part is outsourced reduce cost. Outsourcing
option was found more cost effective and so the decision here was to Buy the part from
Minda Industries Ltd.
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23. 2.6.3 Handle Bar Assembly
The handle bar assembly of the Bajaj Pulsar is a modular part. BAL has the
knowledge to produce this part but does not have the capacity. So, the decision was to Buy
this part from Minda Industries Ltd. This decision also gave a boost to the vehicle sales as
Minda Industries developed the reflectors for the switches on the handle bar assembly which
turned out to be a huge attraction among customers.
2.6.4 Braking System
The braking system is a modular part of the Bajaj Pulsar. Outsourcing this part is a
risky option, but it has been outsourced as BAL does not have the knowledge or the capacity
to produce its own braking system. So, the decision was to Buy the braking system from
Endurance Group.
2.6.5 Suspension
The Suspension is a modular part of the Bajaj Pulsar. Outsourcing this part is a risky
option, but it has been outsourced as BAL does not have the knowledge or the capacity to
produce its own braking system. So, the decision was to Buy the braking system from
Endurance Group.
2.7 Discussion on Vendor Base
Bajaj auto has approximately 198 vendors for their raw materials and parts.
Some of the key vendors are:-
JBM – Frames. Company located at Faridabad, Noida and Nashik.
MRF–Tyres. Company located at Goa, Medak, Arakonam, Tiruvottiyur, Pondicherry,
Kottayam.
Minda – Handle Bar Assembly & ignition system. Company located at Haryana, Pune,
Mumbai, Bangalore, Hyderabad, Pantnagar.
Endurance – Brakes and Suspension. Company located at Pantnagar, Pune, Chennai.
Varroc – Plastic parts & Digital Meter. Company located at Aurangabad.[22]
BAL manufacturing plants are situated in the states of Maharashtra, Aurangabad and
Uttarakhand. The vendor locations (mentioned above) also come in and around these states
and so procurement of parts and raw materials is not a time taking process and also t he cost
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24. of logistics is reduced thus providing an efficient supply chain. Bajaj auto maintains seven
days inventory. All the Mediators are connected with each other through IT linkage to know
exact status of delivery of goods. [21]
2.8 Role of SCM
From the viewpoint of a manufacturing or distribution company, Supply Chain
Management can be thought of as the Pull of raw materials or products into a company from
suppliers and Vendor Compliance as the Push of manufactured finished goods or products to
customers who then sell to consumers.
The goal of supply chain management is to bring the most efficiency to the movement
of goods. Having all vendors operate in the same manner, utilizing standards such as barcode
labels and EDI (Electronic Data Interchange), helps to a huge extent in keeping costs down.
The customer, supplier and consumer all benefit from supply chain management. The
costs saved by the customer can translate to lower retail prices, ensuring supplier’s products
are selling off and more money can be spent on opening retail locations. This increases the
sales by the consumer and thus purchases by the customer of the supplier's goods.[21]
2.9 Conclusion
In today’s global world where competition is extremely high, forecasting demand and
manufacturing according plays a crucial role in the survival of the company. This has been
carried out using the Exponential Smoothening Method. A plan also has to created to meet
the demand requirement forecasted which has been done using the Aggregate Planning
Method. Breaking down of the product into key parts and the making decision as to whether
to Make or Buy the parts has been carried out using the Fine and Whitney Framework.
Selection of suitable vendors also plays a crucial role. The closer the vendor location, the
better as the logistics cost reduces there by reducing overall costs. Bajaj Auto Limited
efficiently and effectively manages these activities and that is the reason why Bajaj Auto
remains competitive as one of the best two-wheeler brands in the country.
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25. CHAP TER 3
3.0 Introduction to Bajaj Auto Limited
Bajaj Auto was founded in 1945.It is India's second largest two wheeler manufacturer
and the world's 4th largest two and three wheeler manufacturer. It is based in Pune with
plants in Akurdi and Chakan (Pune), Waluj and Pantnagar in Uttaranchal currently. It holds a
market share of 22% over all two wheeler industry and a phenomenon 71% share in 125- 250
cc category. It has a joint venture with Kawasaki and 31.72 % stake in Australian based
company KTM.[22]
Figure 3. 1 Manufacturing Plant Layout[22]
3.1 Manufacturing locations
3.1.1 Akurdi, Pune.
This is one of the oldest plants of BAL with a production capacity of 0.6 million vehicles per
year. The plant has been closed in order to equip the plant for four wheeler production.[22]
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26. 3.1.2 Waluj Aurangabad
This is second plant with a production capacity of 0.86 million per year. Products
manufactured here are Kristal, XCD, Platina and commerial GC series.[22]
3.1.3 Chakan, Pune
This is the biggest plant of BAL and it has a production capacity of 1.2 million per year.
Product manufactured here are Pulsar, Avenger and commercial GE series.[22]
3.1.4 Pantnagar , Uttarakhand
This is the most advanced plant of BAL with a production capacity of 0.9 million per year.
Products manufactured here are Platina and XCD.[22]
3.2 Data Collection and Evaluation
The capacity of the present plants is shown below:
State Town Units Capacity (Nos)
Aurangabad Waluj Kristal, XCD, Platina 1,860,000
Maharashtra Chakan Pulsar, Discover, Avenger 1,200,000
Uttarakhand Pantnagar Platina, XCD 900,000
Table 3. 1 Plant Wise Capacity[22]
Products manufactured at these locations are distributed as shown below.
Delhi
Chakkan
West Bengal
Khadakpur Chennai
Waluj
Bengaluru
Pantnagar
Pune
Fugure 3. 1 Distribution Network[22]
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27. The present situation does not satisfy the current market requirements and as a result
of this customers need to wait for a certain period before the product is delivered to them.
This poses a great threat to the company as there is a huge chance of customers focusing their
attention to other brands to avoid the waiting period.
Data has collected for starting manufacturing and distribution centre at 5 locations,
Pune, Bengaluru, Delhi, West Bengal and Chennai. Demand, manufacturing cost, fixed costs
and transportation cost are collected. The table below shows the demand in various regions.
Regions Demand in Million
Delhi 25
Chennai 25
Pune 32
West Bengal 25
Bengaluru 32
Table 3. 2 Demand in Various Regions[22]
3.3 Modeling a Supply Chain
Modelling a supply chain is very important task for a company especially when the
customer location is wide. This method helps to identify the new plant locations and to find
the optimum point at which the supply can be done. Organizations perform supply chain
modelling to investigate changes they may have to make to improve the supply chain
efficiency.
Two models used for modelling supply are demonstrated below. They are the Capacitated
Plant Location model and Gravity Location Model.
3.3.1 Capacitated Plant Location Model[10]
The capacitated plant location model is performed to discover the most convenient
location for the plant to be set up to meet the customer demands from the various markets.
This is an important factor in designing the supply chain.
The following details are required for creating and calculating the model:
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28. n = number of potential plant locations/capacity
m = number of markets or demand points
Dj = Annual demand from market j
Ki = Potential capacity of plant i
fi = annualised fixed cost of keeping factory i open
Cij = Cost of producing and shipping one unit from factory i to market j
And the variables are:
yi = 1 if plant i is open, 0 otherwise
Xij = Quantity shipped from plant i to market j
Formula:
Obj. func. Minimises the total cost (fixed
+variable)
Constraints are:
- Demand to be met at each location.
- No plant can supply more than its capacity.
- Enforces the plant is open or closed.
The formulae and constraints are applied in MS Excel and solved using Solver tool as shown
below.
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29. Demand Region
Production and Transportation Cost per 10,00,000 Fi xed Low Fi xed High
units
Suppl y costs costs
Delhi Chennai Pune West Bengal Bengaluru Capacity Capacity
region Rs Rs
Delhi 1300 2563 1834 1500 1754 8500 15 17000 30
Chennai 2563 1300 1560 1850 1465 7500 15 15000 30
Pune 1834 1560 1300 1657 1657 9000 15 18000 30
West Bengal 1500 1850 1657 1300 1547 8500 15 17000 30
Bengaluru 1754 1465 1657 1547 1300 7500 15 15000 30
Demand 25 25 32 25 32
Table 3. 3 Inputs: Costs,Capacities, Demands
Demand Region-Production Allocation Plants Plants
Suppl y region Delhi Chennai Pune West Bengal Bengaluru (1=open) (1=open)
Delhi 25 0 0 0 0 0 1
Chennai 0 25 2 0 2 0 1
Pune 0 0 30 0 0 0 1
West Bengal 0 0 0 25 0 0 1
Bengaluru 0 0 0 0 30 0 1
Table 3. 4 Decision Variables
Suppl y region Excess Capaci ty
Delhi 5
Chennai 1
Pune 8.75815E-11
West Bengal 4.999999999
Bengaluru 6.63007E-11
Delhi Chennai Pune West Bengal Bengaluru
Unmet Demand 5.54934E-12 6.33804E-12 -5.86198E-11 -9.48219E-10 -3.3296E-11
Objecti ve Function
Cost = 263550
Table 3. 5 Constraints
Result obtained
Plants have to be opened at all 5 locations, Delhi, Chennai, Pune, West Bengal and
Bengaluru to meet customer requirements.
Plant at Delhi meets requirements at Delhi.
Plant at Chennai meets requirements at Chennai.
Plants at Pune and Chennai meet requirements at Pune.
Plant at West Bengal meets requirement at West Bengal.
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30. Plants at Bengaluru and Chennai meet requirements at Bengaluru.
3.3.2 Gravity Location Model[10]
The gravity location method uses data like co-ordinates of location, demand, supply
and transportation cost to find out locations with minimum transportation cost. This is done
to find the optimal location for the plant which will minimize the cost for the manufacturer. It
will give a particular location at which all the supply chain cost is minimum.. The factors
used are:
Geometric distance between two points
Transportation cost
Quantity shipped
Formula:
Total Cost (TC) is given by:
The formula is applied in MS Excel and solved using Solver tool as shown below.
Quantity
Sources Rs/Unit Coordinate Coordinate
Dn in dn
/Market Fn Xn Yn
Shipment
Pune 50,000 2500 18.53 73.87 2
Sources Aurangabad 50,100 2000 19.88 75.33 0
Uttarakhand 49,900 2000 30.25 79.25 11
Delhi 51,000 1250 28.67 77.22 9
Chennai 51,100 1250 13.09 80.29 8
Markets Pune 50,000 1500 18.53 73.87 2
West Bangal 51,000 1000 22.59 88.63 14
Bengaluru 50,100 1500 12.98 77.58 7
Facility Location
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31. X= 20
Y= 75
Cost= 3852057439
Table 3. 6 Gravity Location Model
Result obtained
A new location for a plant is obtained. The coordinates are ( X=20 , Y=75)
The place best suited for the plant location is identified as Panchora in the state of
Maharashtra.
3.4 Analysis and interpretation with respect to framework
The framework designed solves various issues faced by the previous frame work. In
the previous framework, all the products manufactured by the three plants were first sent to
Khadakpur and then distributed from there to various parts of India. The derived framework
reduces the cost of transportation and logistics as the products are manufactured at locations
where major requirements come from. Also, the number of products manufactured has been
increased according to the customer requirement which reduces the waiting time spent by the
customers to procure the product.
The location identified by the Gravity Location model – Panchora, situated in
Maharashtra brings in various benefits for the company as well as its suppliers. Most of Bajaj
Auto’s suppliers are situated in and around Maharashtra. Also, the state of Maharashtra has a
high demand for Bajaj Auto’s products.
3.5 Decision Making From the Analyzed Data
Bajaj Auto Limited’s products have a huge customer demand and in order to meet this
demand, plants have to be set up at areas where the supply chain cost will be least. In this
way, the cost of the product can be reduced which in turn increases the competitiveness. The
locations, Delhi, Pune, Chennai, West Bengal and Bengaluru have vast lands which can
satisfy the land requirement for the plant. Skilled labour is also available in these and so are
the materials. So, the decision made from the analysed data is to set up plants as per the
framework derived.
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32. 3.6 Results and Conclusions
To model a supply chain, a systematic approach is needed with respect of Quantitative
and qualitative factors. The result obtained from the process seems to meet all requirements
of the company.
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33. CHAP TER 4
4.1 Comments on Learning Outcome:
Traditional manufacturing knowledge will never help an engineer to grow or permit
him to take part in the growth of the business. An engineer who is ignorant of the Supply
Chain Management techniques will have to look into learning them, else leaving the field
might be the best option. Yet, engineering students often find that they leave the University
without learning these important skills. The course module EMM 506 Supply Chain
Management and the assignment involved train us in such a manner that almost major portion
of the Supply Chain Management techniques and the methods to design an efficient supply
chain to help in the growth of a business are understood and learnt.
In short, the module Supply Chain Management and the assignment involved have provided
sufficient knowledge as to how to:-
Run a successful supply chain.
Estimate and Forecast product demands.
Plan on how to manufacture to meet the demand.
How to make a Make or Buy Decision.
Modeling a supply chain.
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34. REFERENCES
[1] Tage Skjott Larsen., Philip Schary., Juliana Mikkolaand., Herbert Kotzab., Managing the
Global Supply Chain, Transnational Corporations, Vol. 17, Issue No. 1, April 2008.
[2] Boby Jhon Sust., Recent Trends in Supply Chain Management, http://ezinearticles.com
/?What-Are-Some-Recent-Trends- in-Supply-Chain- Management?&id=6447132,
Retrieved on August 8th 2011.
[3] Unknown., Merits and Demerits of Data Warehousing, http://www.whamtech.com/
adv_disadv_dw.htm, Retrieved on August 9 th 2011.
[4] Unknown., Advantages and Disadvantages of ERP, http://www.systems-
erp.com/?id_razdel=1107, Retrieved on August 9th 2011.
[5] Blinco Systems Inc., The State of Managing Complex Global Supply Chains, 3rdwave
GCM, July 2009.
[6] Unknown., Assignment on Supply Chain Management, http://www.scribd.com/
doc/20277585/Supply-Chain-Management-of-amul-and-Wal- mart, Retrieved on 8th
August 2011.
[7] Nihareika Sinha., Padmadevi., Saurabh Pandey., Gaurang Sahlot., Isha Vashisht., Siraj
Siddiqui, Automobile Industry in India, Project Report, LBSIM, 2009.
[8] Unknown, Bajaj Pulsar Sales, www.bajajauto.com, Retrieved on August 12th 2011.
[9] Unknown., Aggregate Planning, http://en.wikipedia.org/wiki/Aggregate_planning,
Retrieved on August 12th 2011.
[10] Asst
[11] Mahavir., Bajaj Auto Reveals Future Plans, http://bikeadvice.in/bajaj-auto-reveals-
future-plans/, Retrieved on August 10th 2011.
[12] Bajaj Auto., Pulsar 180 DTSi, Catalogue and Specifications, 2009
[13] Unknown., Picture of Pulsar Engine, http://bikeadvice.s3.amazonaws.com/wp-
content/uploads/2010/02/Bajaj-Pulsar-135-LS-Review-Photos-3.jpg, Retrieved on August
12th 2011.
[14] Unknown., Picture of Pulsar Engine, http://imageshack.us/photo/my-
images/132/79130309qc8.jpg/, Retrieved on August 12th 2011.
[15] Unknown., Picture of Pulsar Handle Bar,
http://1.bp.blogspot.com/_Y5JU0n4majU/S27BpiRuayI/AAAAAAAAFR4/1o8z79D4Qt
Y/s400/2010+Pulsar+150+DTS- i+01.jpg, Retrieved on August 12th 2011.
Logistics & Supply Chain Management
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35. [16] Unknown., Picture of Pulsar Disc Brakes, http://bikes.indiandrives.com/bikes/wp-
content/themes/bikes.indiandrives/images/photo_gallery/bajaj-pulsar-220f/disc-brake.jpg,
Retrieved on August 12th 2011.
[17] Cisituasik., DTSi Technology, http://www.zimbio.com/Motorcycles/articles/
2258/DTSi+Technology+Bajaj+Pulsar+Bikes, Retrieved on August 12th 2011.
[18] Unknown., Ignition Coil, http://www.indiamart.com/nehaimpex/automotive-spare-
parts.html, Retrieved on August 12th 2011.
[19] E-notes., Make or Buy Decision, http://www.enotes.com/management-
encyclopedia/make-buy-decisions, Retrieved on August 12th 2011.
[20] Charles Fine., Daniel Whitney., Is the make-buy decision PROCESS a core
competence, MIT Center for Technology, Policy, and Industrial Development, February
1996.
[21] Unknown., Vendor Compliance, http://www.vendorcompliance.info/vc_scm.htm,
Retrieved on August 12th 2011.
[22] Harsh Patel., Supply Chain Management of Bajaj Auto Ltd, Documentary Report,
Indukaka Ipcowala Institute of Management, 2009.
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36. BIBILIOGRAPHY
[1] Sunil Chopra, Peter Meindl, D.V.Kalra, Supply Chain Management, 3rd edition, Pearson, New
Delhi, 2007.
[2] David Simchi-Levi, P hilip Kaminsky, Edith Simchi-Levi, Ravi Shankar, Designing and
Managing the Supply Chain, 3rd edition, Tata McGraw Hill, New Delhi, 2008.
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