This document discusses supply chain management and the role of information technology. It covers topics such as globalization, competitive advantage in supply chains through various strategies, challenges in supply chain management for industries, and how information technology can enable more effective supply chain management. The key points are that supply chain management involves both operational and relationship elements, and that information technology solutions like EDI and ERP systems can help streamline activities across the supply chain to reduce costs and increase efficiency.

1. 1
Supply Chain Management as
part of Business
Dr. Naval Karrir

2. 2
Contents of the presentation
1. Introduction to Supply Chain Management ~ Salience
& Issues
2. Competitive advantage in Supply Chains ~ Strategy
3. IT enabled Supply Chain Management
4. SCM Challenges for Industry
5. Word of Caution on SCM
6. Path to Supply Chain Leadership

3. 3
GLOBALIZATION !
• An English princess with an Egyptian boyfriend,
crashes in a French tunnel, riding a German Car with a
Dutch engine
driven by a Belgian , high on Scottish whisky,
followed closely by Italian Paparazzi, on Japanese
motorcycles,
treated by an American doctor, using Brazilian Medicines !
Isn't this Globalization??

4. 4
GLOBALIZATION !
• You are probably reading this on one of the IBM clones
that
use Taiwanese-made chips,
and Korean made monitors, assembled by Bangladeshi
workers in a
Singapore plant transported by lorries driven by
Indonesians, hijacked by
Pakistanis
and finally sold to you by Chinamen!
• All above is made available to you by an Indian, using
Bill Gates' technology which Bill Gates may have stolen
from the Japanese( as they claim?).
Is this Globalization ?????

5. 5
Introduction To Supply Chain Management ~ Salience
“ Global competitiveness means Customer is supreme” ~
Book by Kenichi Ohmae ‘ The Borderless World’
• Customer can source his goods & services from any
where in the world
• Retaining customer v/s new customer : Costs~ issues :
Quality , timely ness,Costs, services
• If supply chain is not managed the delivery chain gets
affected ~ customer dissatisfaction !
• Define a customer ???? ( Internal / External !!!!!) / 86ed !!

6. 6
Introduction To Supply Chain Management ~ Salience
• Supply chain management involves both hardware &
software.
Hardware: Physical elements of the logistics & purchase.
Software : Overall philosophy of enterprise dealing with the
supplier.
Software issues : Relation of the enterprises with its
suppliers~ a) Power –driven adversarial or b) nurturing
cooperative relationship based on win –win formula
Hardware issues : Logistics & purchase. Inventory
Management , Reduction in lead time means BPR (
basic thinking ) or use of ERP ?

7. 7
Before Moving Further . Interpreting & Understanding
~ RE ENGINEERING ~ Hammer & Champy !!!!!
“Fundamental rethinking and radical redesign of business processes to
achieve dramatic improvements in critical, contemporary measures of
performance, such as costs, quality, service and speed”. Key Words:
Fundamental : basic questions asked : Why do we do what we do ? And
why this way? Reengineering begins with no assumptions and no
givens! from Latin ‘radix’ means ‘root’, getting to the root of the things
Radical :. Its’ about business reinvention- NOT business improvement,
enhancement or modification.
Dramatic : Isn’t about marginal or incremental improvements but quantum
leaps.3 kinds of companies undertake reengineering. A) In deep
trouble ( desperate) B) See trouble coming ( proactive) c) Peak
condition ( defeating competition before it arises)
Process : activities taking inputs and creating outputs that are valued by
customers. Not tasks, jobs or people who do not add value

8. 8
Introduction to supply chain Management~
Issues !
• Costs , Quality & Time ? Tendering procedure ? At what
costs? Reliance commissions its refinery before time !
• Contractors quoting to Government bodies account for the
delays in costs.
• Issues with regards to in house manufacture / fabrication /
services to outsourcing
• Role of IT& Internet as we move towards digital
economy?Locating new vendors & suppliers/ management
of the external environment ? Creativity & innovation !

9. 9
Introduction to supply chain Management~
Issues !
Supply Chain Management is ‘ Actualization of
integrated Logistics’ with IT as an enabler. Integrated
logistics is from systems perspective linking of
production , distribution & marketing.
Logistics~ science of movement of materials ,
intermediaries and final product from producer to the
customer , to full fill demand at the right place, at right
time , with right quality at lowest possible costs
Components of Logistical system : Facility structure,
transportation, Inventory, communication ,
warehousing & packaging.

10. 10
Competitive advantage in supply chains !!!!!!
In a world of LPG ( Liberalization , Privatization &
Globalization) ~ survival of the fittest is the maxim
• Corporate Challenges : maximization of efficiency in
operations, optimum utilization of plant capacity,
minimization of cost of operations, optimum utilization of
the plant capacity, minimization of cost of operations,
quality of products & services, reduced inventories and
optimum use of resources.
• Three P’s ( pillars ) of SCM are : Plan , People &
Processes ~ interdependent synergizing to produce
business output in shape of customer satisfaction, market
share and productivity.

11. 11
Competitive advantage in supply chains !!!!!!
• Strategic supply chain strategy gets drawn from
business strategy.
• Key components include :
# Sourcing strategy ,
# Distribution strategy,
# Inventory strategy,
# Customer service strategy and
# strategy of integration
• Sourcing strategy elements : Manufacturing
management , Capacity management and Make
or buy decision

12. 12
Competitive advantage in supply chains ~
Strategy?
• Distribution strategy : Linkage between firms customers &
sources of its products & services that firm provides to the
market place.
Factors : Channel selection ( dealer, retailer , stockiest,
wholesaler, distributor & web based mktg.) , Supply chain
configuration( sources of supplies, storage or stocking
stations, distribution channels up to customers ~ relevant
questions : volume of supplies , number of customers &
their geographic locations, cost of transportation,
distribution costs and levels of customer satisfaction)and
distribution planning ( Inventory strategy , Demand
forecasting and stock facility planning).

13. 13
Competitive advantage in supply chains ~
Strategy?
• Customer service strategy : Defining method & means to
respond to the needs and expectations of the customer in
order to maximize profitability. EX.Service brings profits
when the product differentiation is not marked ( MS, HSD
same)~ cutting edge( 5 point drive way service) ,Fast
repairs , attending to complaints.
Factors : Identification of service needs ( segmentation of
customers including unique segments and identification of
service needs relevant to each customer / product
/Geographical location). Cost of service ( data on present
level of service & desired level). Revenue Management (
SBU’s?)

14. 14
Competitive advantage supply chains~Strategy !
• Strategy Integration : Information integration
;(Participants share confidential & crucial information
~supplier knows what the manufacturer needs ,
manufacturer knows the stock and needs of the
distribution channels . ERP ?
• Decision Integration ( participants expected to meet at
regular intervals for joint decision making on
inventories, distribution, pricing policies etc)
• Financial integration ( implies each of the participant
has a financial stake in the operation of other
participants , EX. suppliers equity holders in the venture
of manufacturers & manufacturers in channels :
Interdependence( Higher Value, Stephen Covey ?)

15. 15
Major Strategies in Supply Chain Management
Procurement Strategy : Proper Specifications _ Quality of
output material & design, value analysis and bargaining
leverage/ market research, vendor analysis and broad
based data bank, information system-use of cost benefit,
Segmental and geographical scope of procurement, long
term agreements and technological coalitions, paper less
procurement- global sourcing and green purchasing
Inventory strategy : service level policy , replenishment policy
, stock turnover target and location
.

16. 16
Major Strategies in Supply Chain Management
Warehouse strategy: Number of stock holding points, location
of depots, ware house design /material handling methods
Transport strategy: Fleet mix , customer pick up / direct
delivery, vehicle utilization targets, lease / buy decisions,
different modes of transportation
Customer satisfaction strategy : Order status policy, order
processing system, policy for acceptance/ claims for
defective supply, stock availability V/s ordering
convenience and frequency and reliability of delivery
including documentation

17. 17
IT- Enabled Supply Chain Management
IT Need : increased focus on reduced response time,
business transformation- towards process redesign and
continuous improvement, achieving global standards and
access to global markets through strategic alliances,
streamlining activities across the supply chain to reduce
costs and increase efficiency.
Changing IT role ; Stage –I: OAS( office automation system)
routine functions replacing clerical systems eg. payroll ,
general ledger etc. Stage-II: focus on effective use of
assets and control of overall expenses to enhance
profitability eg. sales analysis, inventory management etc (
focus on cost reduction). Stage –III:Computing cost
reduced drastically , new opportunities for enhancing
revenues eg. financial consolidation, JIT inventory
management , ERP. Stage –IV:system for improving
decision making process(DSS) Simulation , modeling ,
marketing across organizational boundaries

18. 18
IT- Enabled Supply Chain Management
IT solution Options: Electronic Data Interchange (EDI),
Enterprise resource Planning (ERP), Intranet / Extranet,
Internet Commerce
Electronic Data Interchange (EDI): Inter organizational
exchange of business documentation in a structured
machine process able form eg. Purchase orders, invoices
etc. It is not necessary that sender & recipient have
identical data processing system ( or common format
ASCII). Special translator software helps the data
exchange and wraps the document in a electronic
envelope with an ID for intended user.Works through VAN /
ID pigeon holes the data correctly
• Benefits : reduced transaction costs & time( adds value not
cost), increased accuracy, optimized inventory (JIT
replenishments), improved decision making( forecasts the
optimum stock levels) & increased business opportunities

19. 19
IT- Enabled Supply Chain Management ~
Benefits !
Enterprise Resource Planning (ERP): Comprehensive
planning and control framework, genesis in MRP,RDBMS.
• Benefits : Increased customer focus( links all departments
with customer needs), linking markets with manufacturing (
quick changes in production schedule), Rapid product
development
Intranet / Extranet: sharing / leveraging knowledge amongst
various stakeholders
Internet Commerce : Increased revenues( virtual stores ,
lower customer selling & servicing costs ,faster time to
market

20. 20
Supply Chain Management _ The ERP Way $$$
ERP Paradigm :Organization is more than the mere sum of
functions/ departments,operation of all the business are
closely interrelated and global optimization is sought rather
than local maximization.
Efficiency Concept : In a competitive product market, producer
is a price taker, company can make profit by reducing
costs. ERP tightens the interlocking of resources at the
operational level in a manner to minimize wastage or slack.

21. 21
Supply Chain Management _ The ERP Way $$$
Issues addressed by ERP : helps planning for all M’s of
enterprise, integrates corporate with the global
standards,creates synergies between various activities of
the organization & informational islands are interlinked,
regular process improvements on a continual basis ,
positive change in the organizational culture (
interdepartmental conflicts are resolved( battles between
production & sales) and inter phases with the customers
for an immediate feedback ( helps outclass competition)
ERP Implementation strategy ( Pure BPR- complete
change in processes then ERP , Channeled BPR –
reengineering along with ERP and Pure ERP- mapping
current processes and designing ERP ~ rarely followed)

22. 22
Supply Chain Management
Challenges for Industry

23. 23
“The greatest challenge in working with
suppliers is getting them in sync with the
fast pace we have to maintain.
The key to making it work is information.”
Michael Dell, Dell Computer
Harvard Business Review, Mar/Apr 1998

24. 24
Broadened Scope of
Information and Coordination
Supplier Customer Customer’s
Customer
Suppliers’
Supplier
Make DeliverSource Make MakeSourceDeliver SourceDeliver
(internal or
external)
(internal or
external)
Your Company
Source Deliver
Plan

25. 25
Real-World Information Flows
Customer’s
Customer
Supplier
(internal or
external)
Customer
(internal or
external)
Your CompanySuppliers’
Supplier
Suppliers’
Supplier

26. 26
Real-World Roles
Customer
Supplier
Customer
Research
Partner
Your CompanySupplier
Subcontractor
Supplier
Research
Partner
Supplier
Development
Partner

27. 27
Supply Chain Complexity
• More and more complexity
• Organic, not linear
• Boundaries of stability

28. 28
Supply Chain Visibility
• Lack of visibility increases risk, cost,
and time
• All stages of relationships
• Identifying constraints
• Ability to manage bottlenecks

29. 29
Public Policy
•Legal
•Privacy
•Tax
•Control
•Economics
Technical
Standards
•Documents
•Security
•Privacy
•Network
•Computing
Business Services Infrastructure
•Security, payments, catalogs
e Business Applications
•Supply Chain Management
•Marketing •Customer Support
•Channel Management
•Collaboration
Messaging Infrastructure
•XML, EDI, e-mail, HTTP
Content & Publishing Infrastr
•XML, SGML, HTML, Java, WWW
Network Infrastructure
•Telecom, cable, wireless, IP
Computing Infrastructure
•Servers, Clients, Operations
eBusiness Standards Framework

30. Industry’s Mission Into the 21st Century
• Information Technology
• Globalization
• New Products & Services
• Installed Base Services
• Quality

31. • Integrate Entire Supply Chain
• Apply Intra / Inter-business Work Flows
• Increase Legacy System ROI
• Provide End-to-End Enterprise
Commerce Services
• Share Best Practices Globally on
Intranets/Extranets
Vision for Electronic Commerce
Create Electronic Commerce Centers of Excellence

32. 32
EDI & Extranets
• Secure Network-Based Transmission
of Data
• BI-Directional Communication Between
Trading Partners
• Linkages Between Supply Chain Activities
& Internal Applications
• Custom Application Development
• Structured Messaging Protocols
• Inter-Company Transaction Requirements
• Drive Toward Real-Time Collaborative
Messaging
• Flexibility to Incorporate New Standards &
Technologies
• Supply Chain Ramp & Implementation
Richness
Reach
Late 1970’s
1980’s-90’s
Late 1990’s-2000+
EDI
Extranets
Gateways
EC Outsourcing

33. The Goal
• Increase market reach and revenue
• Shorten the inter-business value chain
• Increase productivity
• Improve customer service
• Reduce costs
• Disseminate information quickly

34. 34
The Value Chain Challenge
Manufacturer
Supplier Distributor Merchant
Legacy systems
Cumbersome communications
High costs
Too much stock
Outdated pricing
Long turn around time
Large
support
staff
Customer
service
Issues

35. As Global Player ~ Challenges
Supply Chain Integration is the Competitive Differentiator
Source
Build
Integrate
Assemble
Distribute
Plan / Forecast
Traditional Productivity Focus
CUSTOMERS
Design
SUPPLIERS
….. Move Productivity Beyond the Shop Floor

36. Hidden Costs of Purchasing
Total E-commerce solutions Economically Tackle Hidden Costs
Typical Focus
Invoice Rework
Missed Volume Discounts
“Just-in-case” Inventory
Materials
Cost
Transaction Processing
Hidden
Costs

37. Electronically Establish Virtual Global Trading Communities to
Drive Growth, Improve Quality, and Expand Productivity
COMPANY
MANUFACTURERS
DISTRIBUTORS
CUSTOMERS
SUPPLIERS
BANK
VISION - Virtual Global Trading Communities

38. 38
Functional Units
Supply Chain Component Definitions
• Supplier Selection & Identification
• Electronic Requisition & Purchasing
Process
• Information Exchange & Updates
• JIT Manufacturing & Delivery
• Product, Pricing & Inventory
Information
• Order to Remittance (OTR) Process
• Vendor Managed Inventory
• Industry Information
• Shipping & Tracking Information
• Order Tracking
• Shared Catalog Information
• Industry Standards Compliance
• Electronic Funds Transfer
DISTRIBUTORS
DISTRIBUTORS
LOGISTICS
COMPANY
PEERS
SUPPLIERS
FINANCIAL HUMAN RESOURCES

39. EC Productivity Focus
SUPPLIERS
Distribute
Source
Build
Integrate
Assemble
Design
CUSTOMERS
Concurrent
Engineering
Supply Chain
Connectivity
Gateway
Solutions
Extranet
Solutions
Electronic Commerce Solutions

40. 40
The Business Value of Electronic Commerce
• Order processing cycle times can be reduced by 30% to 70%
• Customer service levels can be improved by 5% to 25%
• Inventory can be reduced by 10% to 15 days
• Inventory turns can be increased by up to six fold
• Distribution personal productivity can be increased by 25% to 30%
• Demand forecast errors can be reduced by 50% to 60%
• Profit can be improved by 150% to 250%
Commerce”
EC managers should pursue personal and organizational alliances
with Business Managers( BM’s) responsible for process re-
engineering strategies since BM’s are best-positioned to use EC tools
to the benefit of the enterprise

41. The EC Solutions~ benefits !
• Collaborative environments
• Easy for trading partners to use
• Leverage existing investments
• Supports business processes
• Provide secure transactions
• DELIVER Real time results

42. 42
Ex. Multi-enterprise Design Collaboration
Dramatically Decreases Cycle Time While Improving Quality
Collaborative
Environment
Design
Data
Value-added Suppliers
and Manufacturers
High-speed
Lines
CAD/CAM Models;
E-mails
Distributors & Customers
Internet
Technical Data;
2D Drawings;
E-mails
CAD/CAM Models;
E-mails
Develoment Parnters
and/or Customers
High-speed
Lines
Technical Data;
2D Drawings;
E-mails
Internet
Piece Part Suppliers

43. 43
• Vendor report cards
• Shipment tracking
• Store locator
• Forecasting tools
• Sales projection tools
• Charge back records
• Commitment schedules
• In-stock positioning
• In-house application integration
• Integration with Internet Forms Based EDI
Retail Vendor Extranet solution
Adding interactive
information access
and transaction
processing to the
EDI community

44. The Three Nets of Electronic Commerce
Your
Electronic
Marketplace
Internet
Your
Business
Partners
ExtranetIntranet
Your
Company

45. Intranet: Communicating within your Enterprise
Your
Company
Business Benefits:
• Reduce Time To Market
• Lower Costs
• Enhance Quality
• Gain Competitive Advantage
Technology Drivers:
• Electronic Messaging
• Workgroup Collaboration
• Process Automation
• Browser-Based Paradigm
TheThe Three Nets of Electronic
Commerce

46. Your
Business
Partners
Extranet: Communicating with your Business Partners
Business Benefits:
• Better Manage Supply Chain
• Tighten Partner Integration
• React Quickly To Changing
Market Conditions
Technology Drivers:
• Internet Based EDI
• Secure Network Access
• Legacy System Integration
The Three Nets of Electronic Commerce

47. Your
Electronic
Marketplace
Internet: Communicating with your End Customers
Business Benefits:
• Increase Revenue
• Expand Market Share
• Develop New Markets
• Improve Customer Service
Technology Drivers:
• Electronic Catalogs
• Content Management
• Secure Payments
• Robust Servers / Databases
The Three Nets of Electronic Commerce

48. 48
• Significant mailing cost reductions depending on the
level of electronic commerce implementation (For
example, a 200-page document weighing
approximately half kilogram can cost as much as Rs
40 nationally / Rs 800 internationally by courier.
• Reduced paper costs .Reduced copying costs
(currently Rs0.60 per copy) and labor costs associated
with making copies
• Reduced savings in labor to fax and mail documents
• Reduced paper document costs from $5.00 per page
to $0.13 per page
Documented Savings
Based on inputs from Industry studies & various other businesses
and industry electronic commerce efforts

49. Drives Cost/Revenue Benefits
• Retool business processes
• Decrease transaction costs
• Find new revenue sources
• Shorten cycle times
• Add electronic trading partners
Increases Affinity
• Better serve trading partners
• Build stronger relationships with
customers and business partners
• Improve customer service
In Summary….EC, the Internet & Collaborative Extranets
Business-to-Business Opportunities in
Electronic Commerce can be Revolutionized
with Internet Technologies!

50. 50
Word of Caution on SCM !!!!
Often heard/ read in SCM circles :
• SCM is and will continue to be different because of the
opportunities offered by the Web based information
systems
• Everything is different / changed than it was two / three
years back
I AGREE with First & not Second

51. 51
Word of Caution on SCM !!!!
What has not changed in both B2B & B2C markets ,are
following
• Only “ Total Cost “ matters, and “ Companies do not
compete , their supply chains do”.Technology can
reshape a supply chain, but firms need a clear strategy
with a focus on “ Total Costs” from the customers’ view
( read as “ Total Value “ to customer including quality ,
delivery and other attributes).
• Customer pays for inventory where ever it is. Surges in
demand ? Flexibility to changes in demand? Extra
capacities ?

52. 52
Word of Caution on SCM !!!!
• Tradeoffs are forever. Companies must select some
performance attributes to favor at the expense of others.
Grandmothers advice: You can’t have
everything.Tradeoff’s are complicated and often involve
several terms , not just two.
~ Eg. In B2C, different parameters are important in different
situations, but trade off need to consider at least the fixed
cost of production , inventory , speed and reliability of
service and the number of options offered.

53. 53
Word of Caution on SCM !!!!
• Consider the transportation cost. Home delivery
companies may say the transportation costs have
increased whereas the inventory costs have reduced
.Some will pay extra to save time , others will be
pleased to move product the “ last mile “ to save
money.
“ Profit matters, People matter, Character Counts and
Purpose Matters”. Selectively understand customers
& build operation plan that serves from initial contract
to returns and / or service ”.

54. 54
Word of Caution on SCM !!!!
• Uncertainty is certain : Web communication only removes
some uncertainty . As long as some remains ,
countermeasures ( “buffers” ) will be needed. When
information moves faster, firm has shorter period of
uncertainty.
• Only 3 buffers exist : inventory , Excessive capacity (
above the amount needed on average) and customer
waiting time.Internet does not reduce the changeover time
or process variability or makes the process more flexible ,
can reduce ( but not eliminate ) uncertainty.

55. 55
Word of Caution on SCM !!!!
• Old approaches to dealing with above issues in both
operational management and marketing remain
valid.The fundamental ‘laws” of inventory and
manufacturing have not been repealed.
~ The concept of “ Mass Customization ” involves
complexity reduction and postponement of
differentiation ( 87 , 91, 93 octane /un leaded/ power )
• Automobile industry has been talking of a ‘ three Day
Car’ , product is more complicated than a computer.
With more common & fewer parts B2B will be
cheaper to operate.

56. 56
Word of Caution on SCM !!!!
~ Another good idea is ‘Centralized Inventory’. If demand is
unpredictable, holding inventory in one location (
aggregating demand) can dramatically reduce the total
inventory.
~ In a supply Chain ( or any portion thereof) inventory is
directly related to the flow time for material in the chain.If
you want to be fast , reduce the inventory and if you want
to reduce inventory , be fast. But the physical system
does not allow to make changes simply as reducing
inventory without making other changes( changeover
time , process uptime & reliability)
~ In M2M ( Manufacturing to manufacturing) when
production schedules are shared, still core business
processes must continuously be analyzed , tracked and
improved

57. 57
Word of Caution on SCM !!!!
It is frequently said “ information has replaced inventory ”.
Inventory formulas in many software compute
inventories using a variety of factors as variability related
to lead time & demands. Information reduces the period
of uncertainty , therefore the lead time and inventory. But
the approach is unchanged. It does not mean that
people want information about their refrigerators instead
of the refrigerator!

58. 58
Word of Caution on SCM !!!!
Positively speaking:
~ There have been costs & benefits associated with
cultivating & maintaining long term
relationships.These have been reduced.
~ Capacities can be bought ( out sourced). A contract
manufacturer’s capacity can be purchased, delaying
precise product mix decision. This is form of demand
aggregation / inventory centralization.

59. 59

60. 60
Leadership Lessons in SCM ~ Milton Olson
Fact 1: As each goose flaps its wings it creates an "uplift" for the birds
that follow. By flying in a "V" formation, the whole flock adds 71%
greater flying range than if each bird flew alone.
• Lesson: People who share a common direction and sense of
community can get where they are going quicker and easier because
they are traveling on the thrust of one another.
Fact 2: When a goose falls out of formation, it suddenly feels the drag
and resistance of flying alone. It quickly moves back into formation to
take advantage of the lifting power of the bird immediately in front of it.
• Lesson: If we have as much sense as a goose, we stay in
formation with those headed where we want to go. We are willing to
accept their help and give our help to others.
Fact 3: When the lead goose tires, it rotates back into the formation and
another goose flies to the point position.
• Lesson: It pay to take turns doing the hard tasks and sharing
leadership. As with geese, people are interdependent on each other's
skills, capabilities,and unique arrangements of gifts, talents or
resources.

61. 61
Leadership Lessons in SCM ~ Milton Olson
Fact 4: The geese flying in formation honk to enourage those up front to
keep up their speed.
• Lesson: We need to make sure our honking is
encouragement. In groups where there is encouragement, the
production is much greater. The power of encouragement (to stand
by one's heart or core values and encourage the heart and core of
others) is the quality of honking we seek.
Fact 5: When a goose gets sick, wounded or shot down, two geese
drop out of formation and follow it down to help and protect it. They
stay with it until it dies or is able to fly again. Then, they launch out
with another formation or catch up with the flock.
• Lesson: If we have as much sense as geese, we will stand by
each other in difficult times as well as when we are strong.
• "The final test of a leader is that he [she] leaves behind
in others the conviction and will to carry on." --Walter
Lippman

62. 62
Thank You
for your
KIND ATTENTION
Dr Naval Karrir
Centre for Environmental Studies
The Energy & Research Institute(TERI)
New Delhi - 110 003 / India
Tel. 468 2100 and 468 2111
Fax 468 2144 or 468 2145
Email nkarrir@teri.res.in
Web www.teriin.org