THE UPANISHADSBY SWAMI PARAMANANDAMy Creed. (Poe.docx

THE UPANISHADS
BY SWAMI PARAMANANDA
My Creed. (Poems.) Portrait of the author. Flexible
binding, 2.00. Cloth, $1.50. Postage 10 cts.
Rhythm of Life. (Third Volume of Poems.) Flexible
binding, $2.00. Cloth, $1.50. Postage 10 cts.
The Vigil. (Second Volume of Poems.) Portrait of the
author. Flexible binding, $2.00. Cloth, $1.50.
Postage 10 cts.
Soul'* Secret Door. (Second Edition.) Poems. Flexible
binding, gold lettering, $2.00. Cloth, ink lettering,
$1.50. Postage 10 cts.
Book of Daily Thoughts and Prayers. Flexible bindings,
$2.75 and $2.50. Leather, $3.50. Cloth, $2.00.
Postage 15 cts.
The Path of Devotion. I Sixth Edition.) Cloth, $1.00.
De luxe 51.50. Postage 10 cts
The Way of Peace and Blessedness 3rd Edition.) Por-
trait of author. Cloth, $1.00. Paper, 85 cts., Postage
10 cts.

Vedanta in Practice. (Third Edition.) Cloth, $1.00.
Paper, 85 cts. Postage 10 cts.
Reincarnation and Immortality. Cloth, $1.00. Postage
10 cts.
Right Resolutions. Flexible binding, 50 cts. Postage
extra.
Healing Meditations. Flexible binding, 50 cts. Postage
extra.
PRACTICAL SERIES
Cloth. Full set $4.25. Postage extra.
Concentration*and Meditation. New Edition, $1.00.
Faith as a Constructive Force.
*|
Self-Mastery. New Edition.
Creative Power of Silence. > 75c each
Spiritual Healing.
Secret of Right Activity.
COMPARATIVE STUDY SERIES
Emerson and Vedanta. Cloth $1.00. Post, extra.
Christ and Oriental Ideal*. Cloth $1.00 Post, extra.
Plato and Vedic Idealism. Cloth $1.00. Post, extra.
TRANSLATIONS FROM THE SANSKRIT
The Upanishadt. (Third Edition.) Vol. 1. With lucid
commentary. #2.00 Postage 8 cts.

Bhagavad-Gita. (Fourth Edition.) Flexible cloth, gold
lettering, $1.50. Yellow cloth, ink lettering, $1.00.
Postage 6 cents.
THE VEDANTA CENTRE, 420 Beacon,
Boston, Mass., U. S. A.
ANANDA-ASHRAMA
La Crescenta, Los Angeles County, California, U.S.A.
THE UPANISHADS
TRANSLATED AND COMMENTATED
BY
SWAMI PARAMANANDA
FROM THE ORIGINAL SANSKRIT TEXT
VOLUME I
THIRD EDITION
Enlarged
PUBLISHED BY
THE VEDANTA CENTRE
BOSTON MASS U S A
COPYRIGHT, 1919, BY

SWAMI PARAMANANDA
THE-PLIMPTON-PKESS
N OHWOOD-MASS-U-S-A
Annex
5015857
VOLUME IS
REVERENTLY DEDICATED TO ALL SEEKERS
OF TRUTH AND LOVERS OF WISDOM
PREFACE
A HE translator's idea of rendering the
Upanishads into clear simple English, ac-
cessible to Occidental readers, had its origin
in a visit paid to a Boston friend in 1909.
The gentleman, then battling with a fatal
malady, took from his library shelf a trans-
lation of the Upanishads and, opening it,
expressed deep regret that the obscure and

unfamiliar form shut from him what he
felt to be profound and vital teaching.
The desire to unlock the closed doors of
this ancient treasure house, awakened at
that time, led to a series of classes on the
Upanishads at The Vedanta Centre of
Boston during its early days in St. Botolph
Street. The translation and commentary
then given were transcribed and, after
studious revision, were published in the
Centre's monthly magazine, "The Message
of the East," in 1913 and 1914. Still
further revision has brought it to its present
form.
8 Preface
So far as was consistent with a faithful
rendering of the Sanskrit text, the Swami
throughout his translation has sought to
eliminate all that might seem obscure and
confusing to the modern mind. While

retaining in remarkable measure the rhythm
and archaic force of the lines, he has tried
not to sacrifice directness and simplicity of
style. Where he has been obliged to use
the Sanskrit term for lack of an exact
English equivalent, he has invariably inter-
preted it by a familiar English word in
brackets; and everything has been done to
remove the sense of strangeness in order that
the Occidental reader may not feel himself
an alien in the new regions of thought opened
to him.
Even more has the Swami striven to keep
the letter subordinate to the spirit. Any
Scripture is only secondarily an historical
document. To treat it as an object of mere
intellectual curiosity is to cheat the world
of its deeper message. If mankind is to
derive the highest benefit from a study of
it, its appeal must be primarily to the
spiritual consciousness; and one of the
salient merits of the present translation lies

Preface 9
in this, that the translator approaches his
task not only with the grave concern of the
careful scholar, but also with the profound
reverence and fervor of the true devotee.
EDITOR
BOSTON, March, 1919
CONTENTS
PAGE
INTRODUCTION 13
ISA-UPANISHAD 25
KATHA-UPANISHAD 39
KENA-UPANISHAD 95
MUNDAKA-UPANISHAD 121

INTRODUCTION
JL HE Upanishads represent the loftiest
heights of ancient Indo-Aryan thought and
culture. They form the wisdom portion
or Gndna-Kdnda of the Vedas, as con-
trasted with the Karma-Kdnda or sacri-
ficial portion. In each of the four great
Vedas known as Rik, Yajur, Sama and
Atharva there is a large portion which
deals predominantly with rituals and cere-
monials, and which has for its aim to show
man how by the path of right action he may
prepare himself for higher attainment. Fol-
lowing this in each Veda is another portion
called the Upanishad, which deals wholly
with the essentials of philosophic discrimi-
nation and ultimate spiritual vision. For
this reason the Upanishads are known as
the Veddnta, that is, the end or final goal
of wisdom (Veda, wisdom; anta, end).
The name Upanishad has been variously
interpreted. Many claim that it is a com-

pound Sanskrit word Upa-ni-shad, signi-
14 Introduction
fying
"
sitting at the feet or in the presence
of a teacher"; while according to other
authorities it means "to shatter" or "to
destroy" the fetters of ignorance. What-
ever may have been the technical reason
for selecting this name, it was chosen un-
doubtedly to give a picture of aspiring
seekers "approaching" some wise Seer in
the seclusion of an Himalayan forest, in
order to learn of him the profoundest
truths regarding the cosmic universe and
God. Because these teachings were usually
given in the stillness of some distant retreat,
where the noises of the world could not
disturb the tranquillity of the contemplative
life, they are known also as Aranyakas,
Forest Books. Another reason for this

name may be found in the fact that they
were intended especially for the Vdna-
prasthas (those who, having fulfilled all
their duties in the world, had retired to the
forest to devote themselves to spiritual
study).
The form which the teaching naturally
assumed was that of dialogue, a form later
adopted by Plato and other Greek philoso-
phers. As nothing was written and all
Introduction 1 5
instruction was transmitted orally, the
Upanishads are called Srutis, "what is
heard." The term was also used in the
sense of revealed, the Upanishads being
regarded as direct revelations of God;
while the Smritis, minor Scriptures "re-
corded through memory," were traditional

works of purely human origin. It is a
significant fact that nowhere in the Upan-
ishads is mention made of any author or
recorder.
No date for the origin of the Upanishads
can be fixed, because the written text does
not limit their antiquity. The word Sruti
makes that clear to us. The teaching
probably existed ages before it was set
down in any written form. The text itself
bears evidence of this, because not in-
frequently in a dialogue between teacher
and disciple the teacher quotes from earlier
Scriptures now unknown to us. As Pro-
fessor Max Miiller states in his lectures on
the Vedanta Philosophy: "One feels certain
that behind all these lightning-flashes of
religious and philosophic thought there is
a distant past, a dark background of which
we shall never know the beginning." Some
1 6 Introduction

scholars place the Vedic period as far back
as 4000 or 5000 B.C.; others from 2000 to
1400 B.C. But even the most conservative
admit that it antedates, by several cen-
turies at least, the Buddhistic period which
begins in the sixth century B.C.
The value of the Upanishads, however,
does not rest upon their antiquity, but upon
the vital message they contain for all times
and all peoples. There is nothing pecu-
liarly racial or local in them. The en-
nobling lessons of these Scriptures are as
practical for the modern world as they
were for the Indo-Aryans of the earliest
Vedic age. Their teachings are summed
up in two Maha-Vdkyam or "great say-
ings": Tat twam asi (That thou art)
and Aham Brahmdsmi (I am Brahman).
This oneness of Soul and God lies at the
very root of all Vedic .thought, and it is
this dominant ideal of the unity of all life

and the oneness of Truth which makes the
study of the Upanishads especially bene-
ficial at the present moment.
One of the most eminent of European
Orientalists writes: "If we fix our attention
upon it (this fundamental dogma of the
Introduction 1 7
Vedanta system) in its philosophical sim-
plicity as the identity of God and the Soul,
the Brahman and the Atman, it will be
found to possess a significance reaching
far beyond the Upanishads, their time and
country; nay, we claim for it an inestimable
value for the whole race of mankind. . . .
Whatever new and unwonted paths the
philosophy of the future may strike out,
this principle will remain permanently un-
shaken and from it no deviation can pos-
sibly take place. If ever a general solution
is reached of the great riddle . . . the key

can only be found where alone the secret
of nature lies open to us from within, that
is to say, in our innermost self. It was
here that for the first time the original
thinkers of the Upanishads, to their im-
mortal honor, found it. . . ."
The first introduction of the Upanishads
to the Western world was through a trans-
lation into Persian made in the .seventeenth
century. More than a century later the dis-
tinguished French scholar, Anquetil Du-
perron, brought a copy of the manuscript
from Persia to France and translated it into
French and Latin, publishing only the
1 8 Introduction
Latin text. Despite the distortions which
must have resulted from transmission
through two alien languages, the light of
the thought still shone with such brightness

that it drew from Schopenhauer the fervent
words: "How entirely does the Oupnekhat
(Upanishad) breathe throughout the holy
spirit of the Vedas! How is every one,
who by a diligent study of its Persian
Latin has become familiar with that in-
comparable book, stirred by that spirit
to the very depth of his Soul! From every
sentence deep, original and sublime thoughts
arise, and the whole is pervaded by a high
and holy and earnest spirit." Again he
says: "The access to (the Vedas) by means
of the Upanishads is in my eyes the greatest
privilege which this still young century
(1818) may claim before all previous cen-
turies." This testimony is borne out by
the thoughtful American scholar, Thoreau,
who writes: "What extracts from the
Vedas I have read fall on me like the light
of a higher and purer luminary which
describes a loftier course through a purer
stratum free from particulars, simple,
universal."
Introduction 19

The first English translation was made by
a learned Hindu, Raja Ram Mohun Roy
(1775-1833). Since that time there have
been various European translations
French, German, Italian and English. But
.a mere translation, however accurate and
sympathetic, is not sufficient to make the
Upanishads accessible to the Occidental
mind. Professor Max Miiller after a life-
time of arduous labor in this field frankly
confesses: "Modern words are round, an-
cient words are square, and we may as
well hope to solve the quadrature of the
circle, as to express adequately the ancient
thought of the Vedas in modern English."
Without a commentary it is practically
impossible to understand either the spirit
or the meaning of the Upanishads. They
were never designed as popular Scriptures.
They grew up essentially as text books of
God-knowledge and Self-knowledge, and
like all text books they need interpretation.
Being transmitted orally from teacher to

disciple, the style was necessarily extremely
condensed and in the form of aphorisms.
The language also was often metaphorical
and obscure. Yet if one has the perse-
2O Introduction
verance to penetrate beneath these mere
surface difficulties, one is repaid a hundred-
fold; for these ancient Sacred Books contain
the most precious gems of spiritual thought.
Every Upanishad begins with a Peace
Chant (Shanti-patha] to create the proper
atmosphere of purity and serenity. To
study about God the whole nature must
be prepared, so unitedly and with loving
hearts teacher and disciples prayed to the
Supreme Being for His grace and protec-
tion. It is not possible to comprehend the
subtle problems of life unless the thought
is tranquil and the energy concentrated.
Until our mind is withdrawn from the

varied distractions and agitations of worldly
affairs, we cannot enter into the spirit of
higher religious study. No study is of
avail so long as our inner being is not at-
tuned. We must hold a peaceful attitude
towards all living things; and if it is lacking,
we must strive fervently to cultivate it
through suggestion by chanting or repeating
some holy text. The same lesson is taught
by Jesus the Christ when He says: "If
thou bring thy gift to the altar and there
rememberest that thy brother hath aught
Introduction 2 1
against thee; leave there thy gift before
the altar and go thy way; first be recon-
ciled to thy brother, and then come and
offer thy gift."
Bearing this lofty ideal of peace in our
minds, let us try to make our hearts free
from prejudice, doubt and intolerance, so

that from these sacred writings we may
draw in abundance inspiration, love and
wisdom.
PARAMANANDA
ISA-UPANISHAD
This Upanishad derives its title from the opening words,
Isa-vasya, "God-covered." The use of Isa (Lord) a
more personal name of the Supreme Being than Brahman,
Atman or Self, the names usually found in the Upanishads
constitutes one of Us peculiarities. It forms the clos-
ing chapter of the Yajur-Veda, known as Shukla (White).
Oneness of the Soul and God, and the value of both faith
and works as means of ultimate attainment are the leading
themes of this Upanishad. The general teaching of the
Upanishads is that works alone, even the highest, can bring
only temporary happiness and must inevitably bind a man,
unless through them he gains knowledge of his real Self.
To help him acquire this knowledge is the aim of this and

all Upanishads.
ISA-UPANISHAD
PEACE CHANT
OM!
That (the Invisible-Absolute) is
whole; whole is this (the visible phenom-
enal); from the Invisible Whole comes forth
the visible whole. Though the visible whole
has come out from that Invisible Whole, yet
the Whole remains unaltered.
OM! PEACE! PEACE! PEACE!
'TpHE indefinite term "That" is used in the Upanishads
to designate the Invisible-Absolute, because no word
or name can fully define It. A finite object, like a table
or a tree, can be defined; but God, who is infinite and un-
bounded, cannot be expressed by finite language. There-
fore the Rishis or Divine Seers, desirous not to limit the
Unlimited, chose the indefinite term
"
That " to designate

the Absolute.
In the light of true wisdom the phenomenal and the
Absolute are inseparable. All existence is in the Absolute;
and whatever exists, must exist in It; hence all manifesta-
tion is merely a modification of the One Supreme Whole,
and neither increases nor diminishes It. The Whole there-
fore remains unaltered.
26 The Upanisbads
ALL
this, whatsoever exists in the uni-
verse, should be covered by the Lord.
Having renounced (the unreal), enjoy (the
Real) . Do not covet the wealth of any man.
TXT'E cover all things with the Lord by perceiving the
Divine Presence everywhere. When the conscious-
ness is firmly fixed in God, the conception of diversity
naturally drops away; because the One Cosmic Existence
shines through all things. As we gain the light of wis-
dom, we cease to cling to the unrealities of this world,

and we find all our joy in the realm of Reality.
The word "enjoy" is also interpreted by the great
commentator Sankaracharya as
"
protect," because knowl-
edge of our true Self is the greatest protector and sus-
tainer. If we do not have this knowledge, we cannot be
happy; because nothing on this external plane of phenom-
ena is permanent or dependable. He who is rich in the
knowledge of the Self does not covet external power or
possession.
II
IF
one should desire to live in this world
a hundred years, one should live perform-
ing Karma (righteous deeds). Thus thou
mayest live; there is no other way. By doing
this, Karma (the fruits of thy actions) will
not defile thee.
Isa-Upanishad 27
TF a man still clings to long life and earthly possessions,

and is therefore unable to follow the path of Self-
knowledge (Gndna-Nishta) as prescribed in the first
Mantram (text), then he may follow the path of right
action (Karma-Nishld). Karma here means actions per-
formed without selfish motive, for the sake of the Lord
alone. When a man performs actions clinging blindly to
his lower desires, then his actions bind him to the plane of
ignorance or the plane of birth and death; but when the
same actions are performed with surrender to God, they
purify and liberate him.
Ill
AFTER
leaving their bodies, they who
have killed the Self go to the worlds of
the Asuras, covered with blinding ignorance.
npHE idea of rising to bright regions as a reward for
well-doers, and of falling into realms of darkness as a
punishment for evil-doers is common to all great religions.
But Vedanta claims that this condition of heaven and hell
is only temporary; because our actions, being finite, can
produce only a finite result.

What does it mean "to kill the Self?" How can the
immortal Soul ever be destroyed? It cannot be destroyed,
it can only be obscured. Those who hold themselves
under the sway of ignorance, who serve the flesh and
neglect the A tman or the real Self, are not able to perceive
the effulgent and indestructible nature of their Soul; hence
they fall into the realm where the Soul light does not
shine. Here the Upanishad shows that the only hell is
absence of knowledge. As long as man is overpowered
28 The Upanishads
by the darkness of ignorance, he is the slave of Nature and
must accept whatever comes as the fruit of his thoughts
and deeds. When he strays into the path of unreality,
the Sages declare that he destroys himself; because he
who clings to the perishable body and regards it as his true
Self must experience death many times.
T
IV
VHAT One, though motionless, is swifter
than the mind. The senses can never
overtake It, for It ever goes before. Though

immovable, It travels faster than those who
run. By It the all-pervading air sustains all
living beings.
'T"VHIS verse explains the character of the Atman or Self.
A finite object can be taken from one place and put
in another, but it can only occupy one space at a time.
The Atman, however, is present everywhere; hence,
though one may run with the greatest swiftness to over-
take It, already It is there before him.
Even the all-pervading air must be supported by this
Self, since It is infinite; and as nothing can live without
breathing air, all living things must draw their life from
the Cosmic Self.
V
IT
moves and It moves not. It is far and
also It is near. It is within and also It
is without all this.
Isa-Upanishad 29

TT is near to those who have the power to understand It,
for It dwells in the heart of every one; but It seems
far to those whose mind is covered by the clouds of sensual-
ity and self-delusion. It is within, because It is the inner-
most Soul of all creatures; and It is without as the essence
of the whole external universe, infilling it like the all-
pervading ether.
VI
HE who sees all beings in the Self and theSelf in all beings, he
never turns away
from It (the Self).
VII
HE
who perceives all beings as the Self,
for him how can there be delusion or
grief, when he sees this oneness (every-
where) ?
1LJE who perceives the Self everywhere never shrinks
from anything, because through his higher conscious-
ness he feels united with all life. When a man sees God
in all beings and all beings in God, and also God dwelling
in his own Soul, how can he hate any living thing? Grief

and delusion rest upon a belief in diversity, which leads to
competition and all forms of selfishness. With the realiza-
tion of oneness, the sense of diversity vanishes and the
cause of misery is removed.
30 The Upanishads
VIII
HE (the Self) is all-encircling, resplendent,bodiless, spotless,
without sinews, pure*
untouched by sin, all-seeing, all-knowing,
transcendent, self-existent; He has disposed
all things duly for eternal years.
n^HIS text defines the real nature of the Self. When
our mind is cleansed from the dross of matter, then
alone can we behold the vast, radiant, subtle, ever-pure
and spotless Self, the true basis of our existence.
IX
THEY
enter into blind darkness who
worship Avidya (ignorance and delu-
sion) ; they fall, as it were, into greater dark-

ness who worship Vidya (knowledge).
X
BY Vidya
one end is attained; by Avidya,
another. Thus we have heard from
the wise men who taught this.
XI
HE who knows at the same time bothVidya and Avidya, crosses
over death
by Avidya and attains immortality through
Vidya.
Isa- Upanishad 3 1
'
I ''HOSE who follow or "worship" the path of selfishness
and pleasure (Avidyd), without knowing anything
higher, necessarily fall into darkness; but those who
worship or cherish Vidyd (knowledge) for mere intellectual
pride and satisfaction, fall into greater darkness, because
the opportunity which they misuse is greater.
In the subsequent verses Vidyd and Avidyd are used in

something the same sense as "faith" and "works" in the
Christian Bible; neither alone can lead to the ultimate
goal, but when taken together they carry one to the Highest.
Work done with unselfish motive purifies the mind and
enables man to perceive his undying nature. From this
he gains inevitably a knowledge of God, because the Soul
and God are one and inseparable; and when he knows
himself to be one with the Supreme and Indestructible
Whole, he realizes his immortality.
XII
THEY
fall into blind darkness who wor-
ship the Unmanifested and they fall
into greater darkness who worship the
manifested.
XIII
BY
the worship of the Unmanifested one
end is attained; by the worship of the
manifested, another. Thus we have heard
from the wise men who taught us this.

32 The Upanishads
XIV
HE who knows at the same time both theUnmanifested (the
cause of manifesta-
tion) and the destructible or manifested, he
crosses over death through knowledge of the
destructible and attains immortality through
knowledge of the First Cause (Unmani-
fested).
IS particular Upanishad deals chiefly with the
Invisible Cause and the visible manifestation; and
the whole trend of its teaching is to show that they are
one and the same, one being the outcome of the other;
hence no perfect knowledge is possible without simultane-
ous comprehension of both. The wise men declare that he
who worships in a one-sided way, whether the visible
or the invisible, does not reach the highest goal. Only
he who has a co-ordinated understanding of both the
visible and the invisible, of matter and spirit, of activity
and that which is behind activity, conquers Nature and
thus overcomes death. By work, by making the mind

steady and by following the prescribed rules given in the
Scriptures, a man gains wisdom. By the light of that
wisdom he is able to perceive the Invisible Cause in all
visible forms. Therefore the wise man sees Him in every
manifested form. They who have a true conception of
God are never separated from Him. They exist in Him
and He in them.
Isa- Upanishad 33
XV
face of Truth is hidden by a golden
I disk. O Pushan (Effulgent Being)!
Uncover (Thy face) that I, the worshipper
of Truth, may behold Thee.
XVI
O PUSHAN! O Sun, sole traveller ofthe heavens, controller of
all, son of
Prajapati, withdraw Thy rays and gather up
Thy burning effulgence. Now through Thy
Grace I behold Thy blessed and glorious form.
The Purusha (Effulgent Being) who dwells
within Thee, I am He.
"LJERE the sun, who is the giver of all light, is used as

the symbol of the Infinite, giver of all wisdom. The
seeker after Truth prays to the Effulgent One to control
His dazzling rays, that his eyes, no longer blinded by them,
may behold the Truth. Having perceived It, he proclaims :
"Now I see that that Effulgent Being and I are one and
the same, and my delusion is destroyed." By the light of
Truth he is able to discriminate between the real and the
unreal, and the knowledge thus gained convinces him that
he is one with the Supreme; that there is no difference
between himself and the Supreme Truth; or as Christ said,
"I and my Father are one."
34 The Upatiishads
XVII
MAY my
life-breath go to the all-
pervading and immortal Prdna, and
let this body be burned to ashes. Om!
O mind, remember thy deeds! O mind, re-
member, remember thy deeds! Remember!
CEEK not fleeting results as the reward of thy actions,
O mind! Strive only for the Imperishable. This

Manlram or text is often chanted at the hour of death to
remind one of the perishable nature of the body and the
eternal nature of the Soul. When the clear vision of the
distinction between the mortal body and the immortal
Soul dawns in the heart, then all craving for physical
pleasure or material possession drops away; and one can
say, let the body be burned to ashes that the Soul may
attain its freedom; for death is nothing more than the
casting-off of a worn-out garment.
XVIII
OAGNI
(Bright Being)! Lead us to
blessedness by the good path. O Lord !
Thou knowest all our deeds, remove all evil
and delusion from us. To Thee we offer our
prostrations and supplications again and
again.
Here ends this Upanishad
Isa- Upanishad 3 5

'TpHIS Upanishad
is called Isa-Vasya-Upanishad, that
which gives Brahma-Vidyd or knowledge of the All-
pervading Deity. The dominant thought running through
it is that we cannot enjoy life or realize true happiness
unless we consciously "cover" all with the Omnipresent
Lord. If we are not fully conscious of that which sustains
our life, how can we live wisely and perform our duties?
Whatever we see, movable or immovable, good or bad, it is
all "That." We must not divide our conception of the
universe; for in dividing it, we have only fragmentary
knowledge and we thus limit ourselves.
He who sees all beings in his Self and his Self in all
beings, he never suffers; because when he sees all creatures
within his true Self, then jealousy, grief and hatred van-
ish. He alone can love. That All-pervading One is self-
effulgent, birthless, deathless, pure, untainted by sin and
sorrow. Knowing this, he becomes free from the bondage
of matter and transcends death. Transcending death

means realizing the difference between body and Soul and
identifying oneself with the Soul. When we actually
behold the undecaying Soul within us and realize our true
nature, we no longer identify ourself with the body which
dies and we do not die with the body.
Self-knowledge has always been the theme of the Sages;
and the Upanishads deal especially with the knowledge of
the Self and also with the knowledge of God, because there
is no difference between the Self and God. They are one
and the same. That which comes out of the Infinite Whole
must also be infinite; hence the Self is infinite. That is
36 The Upanishads
the ocean, we are the drops. So long as the drop remains
separate from the ocean, it is small and weak; but when it
is one with the ocean, then it has all the strength of the
ocean. Similarly, so long as man believes himself to be
separate from the Whole, he is helpless; but when he
identifies himself with It, then he transcends all weakness

and partakes of Its omnipotent qualities.
KATHA-UPANISHAD
The Katha-Upanishad is probably the most widely
known of all the Upanishads. It was early translated into
Persian and through this rendering first made its way into
Europe. Later Rdjd Ram Mohun Roy brought out an
English version. It has since appeared in various lan-
guages; and English, German and French writers are all
agreed in pronouncing it one of the most perfect expressions
of the religion and philosophy of the Vedas. Sir Ed-win
Arnold popularized it by his metrical rendering under the
name of
"
The Secret of Death," and Ralph Waldo Emerson
gives its story in brief at the close of his essay on "Immor-
tality."
There is no consensus of opinion regarding the place of
this Upanishad in Vedic literature. Some authorities

declare it to belong to the Yajur-Veda, others to the Sama-
Veda, while a large number put it down as a part of the
Atharva-Veda. The story is first suggested in the Rig-
Veda; it is told more definitely in the Yajur-Veda; and in
the Katha-Upanishad it appears fully elaborated and inter-
woven with the loftiest Vedic teaching. There is, nothing,
however, to indicate the special place of this final version,
nor has any meaning been found for the name Katha.
…
CHAPTER 6
Producing Goods and Services
Supply Chain Management: A Logistics Perspective (10e)
Coyle, Langley, Novack, and Gibson
© 2016 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a
publicly accessible website, in whole or in part.
Discussion Outline
© 2016 Cengage Learning. All Rights Reserved. May not be

scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
The role of production operations in supply chain management
and challenges
Operations strategy and planning
Production execution decisions
Production metrics
2
Role of Production Operations in SCM
Role of Production Operations in SCM Production Process
Functionality
4
Source: Figure 6-1
INPUTS
RESOURCES
OUTPUTS
Feedback
Feedback
TRANSFORMATION

(FORM UTILITY)
Feedback
Links with supply management, input inventory, inbound
transport
(TIME & PLACE UTILITY)
Links with warehousing & distribution management, output
inventory, outbound transport
(TIME & PLACE UTILITY)
Production Tradeoffs
5

2
3
1
4
TRADEOFFS
Volume
vs.
Variety
Responsiveness
vs.
Efficiency
In-house (Make)
vs.
Outsource (Buy)

Production costs
vs.
Supply chain costs
Volume vs. Variety in Production Process Decisions
6
Volume
Variety
Economies of Scale
Higher-volume production with lower cost per unit of output
Suitable in situations where production processes have high
fixed costs and equipment.
Economies of Scope
Low-volume production with flexible capabilities of producing
a wide variety of products
Important in markets characterized by changing customer
demand.
Responsiveness vs. Efficiency in Production Facility Decisions
7

Centralized vs. Regional
Centralized production facilities provide operating cost and
inventory efficiencies.
Regional production facilities allow companies to be closer to
customers and more responsive.
Large vs. Small
Larger facilities with excess capacity provide the flexibility to
respond to demand spikes.
Smaller facilities that are better utilized are more cost efficient.

Product-focused vs. Process-focused
Product-focused facilities performing many processes on a
single product type are more responsive.
Process-focused facilities concentrating on a few functions
across multiple product types are more efficient at its limited
scope of activities.
Production Costs vs. Other Supply Chain Costs
8
MAKE-TO-STOCK
Total Cost of
Manufacturing
Inventory / Warehouse Costs
Lower
Higher
Cost Per Unit
Quantity
MAKE-TO-ORDER
Assemble-to-Order
Build-to-Order
Engineer-to-Order
Production / Purchasing Costs

Transportation Costs
In-house (Make) vs. Outsource (Buy)
9
In-house (Make)
Outsource (Buy)
Internal production processes are more directly visible.
Internal processes are easier to control from a quality
standpoint.
Lower product costs
Free-up resources for other, more strategic needs
BUT
More difficult to maintain visibility and synchronize activities.
More difficult to control over quality, intellectual property
rights, and customer relationships.
Production Challenges
10

1
2
3
4
5
6
7
8
Comply with increased regulation and traceability requirements
Keep up with the pace of product innovation
Overcome a shortage of skilled labor
Control capital, pay, and benefits costs
Manage environmental concerns
Balance productivity throughput with maintenance requirements
Manage competitive pressure driven by globalization
Synchronize activities with the supply chain

Operations Strategy and Planning
Operations Strategy and Planning Evolution of Production
Strategies
12
2010s
2000s
1990s
1980s
1970s
Market differentiator: Cost & inventory protection
Process option: Make-to-stock
Materials release: Push
Performance focus: Production throughput

Smart Manufacturing
Adaptive Manufacturing
Lean Manufacturing
Flexible Manufacturing
Mass Production
Market differentiator: Quality & waste reduction
Process option: Assemble-to-order
Materials release: Pull
Performance focus: Cost management
Market differentiator: Availability & leverage
resources
Process option: Build-to-order & engineer-to-order
Performance focus: Segment market share
Market differentiator: Velocity & real-time execution
Process option: Hybrids
Performance focus: Customer satisfaction
Market differentiator: Sensors + Analytics
& Real-time optimization
Process option: Extreme customization
Performance focus: Infinite flexibility
Operations Strategy and Planning Production Strategy
Challenges
13
Limitation on producer’s responsive-ness
Potential for the bullwhip effect

Difficult to achieve economies of scale
Require technological capabilities to achieve the supply chain
visibility and synchronization
Increased risk of disruption
Smart Manufacturing
Mass Production
Lean Manufacturing
Flexible Manufacturing
Adaptive Manufacturing
High capital investment
System complexity
Require skilled technician
Require disciplined & high level of planning
Require seamless transfer of knowledge and real-time
information
Require capabilities of a network with messaging standards
Require analytical toolkit
Require flexible automation

Operations Strategy and Planning Production Planning
14
Source: Figure 6-4
Planning Horizon
Long Range (1 year or more): Product Groups/families
Medium Range (6 –18 months): End items
Short Range (few days–few weeks: Components/ subassemblies
Capacity Plan
Resource Requirements Planning
Rough-cut Capacity Planning
Capacity Requirements Planning
Materials Plan
Aggregate Production Planning
Master Production Scheduling (MPS)
Material Requirements Planning (MRP)
Production Execution Decisions
Assembly Processes
Production Process Layout
Packaging
Assembly Processes

16
Assembly Processes
Make-to-Stock (MTS)
Make-to-Order (MTO)
Assemble-to-Order (ATO)
Build-to-Order (BTO)
Engineer-to-Order (ETO)
Comparison of Make-to-Order (MTO) Options
17
Table 14.2 Comparison of Make-to-Order (MTO) Options
Source: Table 6-2
ATO
Level of customization
Cost of finished goods
Order fulfillment speed

Process complexity
Example products
Moderate
High
Weeks–months
High
Computer servers, Private jets
Limited
Moderate
Days–weeks
Moderate
Personal computers Automobiles
Total
Very high
Months–years
Extreme
Stadium, JumboTron , Nuclear power plant
BTO
ETO

Production Execution Decisions Production Process Layout
18
Production process layout involves the arrangement of
machines, storage areas, and other resources within the four
walls of a manufacturing or an assembly facility. The layout is
influenced by a number of factors.
The production strategy and assembly process employed
Product characteristics (weight, fragility, size)
Demand characteristics (volume & variability)
Service commitments
Production mixes
Facility costs
Images courtesy of University of Twente
Production Execution Decisions Production Process Layout
(continued)
19
Production process layouts generally fit into a spectrum of work

flow that moves from projects to continuous processes.
MANUFACTURING
CELL
Product
Standardization
Product Volume
High:
Commodity
Low:
One of a Kind
High
Low
WORKCENTER
ASSEMBLY
LINE
CONTINUOUS
PROCESS
PROJECT
Production Execution Decisions Packaging
20
Well-designed packaging can: (1) Facilitate efficient handling
and shipping of the finished goods; (2) Improve labor and
facility efficiency (space & equipment utilization); and (3)
Provide another level of product differentiation sought by the

customer.
Key Considerations:
Ease of handling (materials handling & transportation)
Protection of goods in the package
Compatibility with customers’ materials-handling equipment
Information provision to production & logistics personnel
Sustainability
Images courtesy of Trending Packaging
Production Metrics
Establishing Production Metrics
22
Using KPIs that are too narrow.
Encouraging wrong outcomes.
Focusing on issues that are not key priorities.
Use Golden Metrics
Avoid Mistakes
Total cost on a cash basis

Total cycle time
Delivery performance
Quality from the perspective of the customer
Safety in terms of frequency, severity, and cost (financial
impact)
Summary
Process functionality can create a competitive advantage such
as: low cost, high quality, fast delivery speed, high delivery
reliability, ability to cope with demand change, and the
flexibility to offer variety.
Production strategies have advanced from forecast-driven mass
production to demand-driven, lean, flexible, adaptive, and smart
manufacturing approaches.
Most manufacturers use a combination of make-to-stock and
make-to-order (including assemble-to-order, build-to-order,
and engineer-to-order) production methods to satisfy demand
for their products.
Tradeoffs made regarding production are: volume vs. variety,
responsiveness vs. efficiency, in-house vs. outsource, and
production costs vs. other supply chain costs and services.
Critical production KPIs address total cost, total cycle time,
delivery performance, quality, and safety.
23

CHAPTER 7
Demand Management
Discussion Outline
Essence and importance of demand management
Balancing supply and demand
Demand forecasting
Sales and Operations Planning (S&OP)
Collaborative Planning, Forecasting, and Replenishment (CPFR)
2
Demand Management

The Essence of Demand Management
3
To estimate and manage customer demand and use this
information to make operating decisions.
To further ability of firms throughout the supply chain to
collaborate on activities related to the flow of products,
services, information, and capital.
Desired End Result
Greater value for the end user or consumer
Demand Management
Importance of Demand Management
4
Common Problems in Demand Management
Lack of coordination between departments
Too much emphasis placed on forecasts of demand, with less
attention on the collaborative efforts and plans needed to be
developed from the forecasts
Non-strategic uses of demand information

Demand Management
Importance of Demand Management (continued)
5
Effective demand management unifies channel members with
the common goals of satisfying customers and solving customer
problems.
1
2
3
4
5
6
Gather & analyze knowledge about consumers, their problems,
and their unmet needs.
Identify partners to perform functions needed in demand chain.
Move functions to the channel member that can perform them
most effectively and efficiently.

Share with other supply chain members knowledge about
customers, technology, and logistics challenges and
opportunities.
Developing products and services that solve customers’
problems.
Develop & execute best methods to deliver products & services
to consumers in the desired format.
Demand Management
Importance of Demand Management (continued)
6
Effective demand management supports business strategy.
Source: Table 7.1
Balancing Supply and Demand
Problem of Supply-Demand Misalignment
8

Source: Figure 7.1
Supply-Demand Balancing Methods
9
Some combinations of supply-demand balancing methods are
used, depending on the nature of the product, the cost of
stocking out, and the organization’s ability to properly forecast
customer demand.
Change the manner in which the customer orders:
Price
Lead time
External Balancing Methods
Manage gap using internal processes:
Inventory
Production flexibility
Internal Balancing Methods
Demand Forecasting
Types of Forecast Error Measures
Common Forecasting Techniques

Demand Forecasting
Demand forecasting is a major component of demand
management. Forecasts serve as a plan for both marketing and
operations to set goals and develop execution strategies.
11
The demand for the primary item, known as base demand
Independent Demand
The demand directly influenced by demand for independent item
Dependent Demand
Two Types of Demand
Most forecasting techniques focus on independent demand.
Demand Forecasting
Factors Affecting Demand
All demand is subject to certain fluctuations.
12
Seasonal patterns that will normally repeat themselves during a
year for most organizations.

Random fluctuation
A development that cannot be anticipated and is usually the
cause to hold safety stocks to avoid stockouts.
Trend fluctuation
Gradual increase or decrease in demand over time for an
organization.
Seasonal fluctuation
Demand Forecasting
Types of Forecast Error Measures
13
CFE
Cumulative sum of forecast errors (CFE) calculates the total
forecast error for a set of data, taking into consideration both
negative and positive errors.
MSE
Mean squared error (MSE) squares each period error so the
negative and positive errors do not cancel each other out.

MAD
Mean absolute deviation (MAD) takes absolute value of each
error, so the negative and positive signs are removed.
MAPE
Track signal
Tracking signal can be used to measure forecast error,
especially good at identifying if a “bias” exists in the forecast
errors.
CFE/ MAD
Demand Forecasting
Common Forecasting Techniques
All statistical techniques used to generate forecasts require
accurate data and rely on the assumption that the future will
repeat the past. The key to good forecasting is to minimize
forecast error by utilizing a forecasting technique that best fits
the nature of the data. Three common forecasting techniques
are:
14

Makes forecasts based on recent demand history and allows for
the removal of random effects.
Pros: quick and easy to use
Cons: old demand dropped quickly; not accommodate seasonal,
trend, or business cycle influences
Simple moving average
Assigns a weight to each previous period with higher weights
usually given to more recent demand.
Pros: allows emphasis on more recent demand as a predictor of
future demand.
Cons: not easily accommodate seasonal demand patterns.
Weighted moving average
Pros: simplicity and limited requirements for data, good for
relatively constant demand
Cons: forecasts will lag actual demand; Not appropriate for
highly seasonal demand patterns or patterns with trends
Exponential smoothing
Demand Forecasting
Common Forecasting Techniques (continued)
Forecast Accuracy Summary
15
Source: Figure 7.6

Arriving at Internal Consensus Forecast
17
Preliminary demand forecast
Financial forecast
Manufacturing forecast
Marketing forecast
Distribution forecast
Internal Consensus Forecast
S&OP
It is necessary for an organization to arrive at a forecast
internally that all functional areas agree upon and can execute.
A process that can be used to arrive at this consensus forecast is
called sales and operations planning (S&OP).

A Five-Step Process
18
Source: Figure 7.2
Arriving at Inter-Organizational Consensus Forecast
Trading partners (retailers, distributors, and manufacturers) use
available Internet-based technologies to collaborate on
operational planning, allowing them to agree to a single forecast
for an item where each partner translates this forecast into a
single execution plan.
20
Source: CPFR 2.0 GS1 (2014)

Summary
Demand management involves “focused efforts to estimate and
manage customers’ demand, with the intention of using this
information to shape operating decisions.”
Three common techniques for demand forecast are simple
moving average, weighted moving average, and exponential
smoothing. Using a forecasting technique that best fits the
nature of the data is key to minimize forecast error.
Many forecasts are made across internal functions and
throughout the supply chain.
The S&OP process involves participation from sales,
operations, and finance to arrive at an internal consensus
forecast.
CPFR is a method to allow trading partners in the supply chain
to collaboratively develop and agree upon a forecast of sales to
enable integrated operational planning and execution.
(||/)100
MAPE
tt
ED
n
å
=
||
MAD
t
E
n
å
=
2

MSE
t
E
n
å
=
1
CFE
t
t
n
e
-
=å
CHAPTER 8
Order Management and Customer Service
Discussion Outline
Order management and customer service: Concept and

relationships
Order management
Customer Service
Order management influences on customer service
Service recovery
2
Order Management Concept
3
Two Phases of Order Management
Order shipments
Order fulfillment
Order receipt
Phase 1: Influence the Order
Organization attempts to change the manner by which its
customers place orders.
Phase 2: Execute the Order
Electronically vs. Manually
Inventory policy; number & location of warehouses
Transport mode choice
Customer Service Concept
4

Customer service is anything that touches the customer,
including all activities that impact information flow, product
flow, and cash flow between the organization and its customers.
Customer service as a philosophy
Elevates customer service as an organization-wide commitment.
Customer service as performance measures
Emphasizes customer service as specific performance measures.
Customer service as an activity
Treats customer service as a particular task that an organization
must perform.
Relationship between Order Management and Customer Service
5
Source: Figure 8.1
Customer Relationship Management (CRM)
Determine Performance Measures/Levels
Provide Pretransaction Order Information
Service Recovery
Manage to/Measure Performance Levels
Order Execution
Order Management
Influence the Order
Execute the Order
As Philosophy
As Performance Measures
As an Activity

Customer Service
Order Management
Influencing the Order: Customer Relationship Management
(CRM)
Executing the Order: Order Management & Order Fulfillment
Order Management: Influencing Order
Customer Relationship Management
The concept behind customer relationship management (CRM)
is simple: Align the supplier’s resources with its customers in a
manner that increases both customer satisfaction and supplier
profits.
7
CRM
How
How much
What
When
Maximize the efficiencies of the shipping organization’s
logistics network

Customer Relationship Management (continued)
8
Four basic steps in the implementation of the CRM process
Segment the Customer Base by Profitability
Step 1
Use techniques such as activity-based costing and cost-to-serve
(CTS) model
Identify the Product/Service Package for Each Customer
Segment
Step 2
Determine what each customer segment values in its
relationship with the supplier based on feedback from customers
and sales representatives
Develop and Execute the Best Processes
Step 3
Deliver on customer expectations determined and set in Step 2
Measure Performance and Continuously Improve
Step 4
Determining if (1) the different customer segments are satisfied
and (2) the supplier’s overall profitability has improved.
9

Product/Service Package Examples: Option 1 (most commonly
used)
Offer the same product/service offering to each customer
segment, while varying the product quality or service levels.
Pro: Easy for the supplier to manage. Con: Assumes that all
customer segments value the same types of supplier offerings.
10
Product/Service Package Examples: Option 2
Vary the service offerings for each customer segment. Pro: Meet
the needs of each segment. Con: Difficult for the supplier to
manage. CUSTOMER SEGMENT AProduct quality (%
defects)Less than 1%Order fill98%Lead time3 daysDelivery
timeWithin 1 hour of requestPayment terms4/10 net 30Customer
service supportDedicated repCUSTOMER SEGMENT BProduct
quality (% defects)5%–10%Credit holdLess than 48
hoursReturn policyUp to 10 days after deliveryCUSTOMER
SEGMENT COrder fill88%Ordering processThrough Web site

Order Management: Influencing Order Activity-Based Costing
and Customer Profitability
Combining Activity-Based Costing (ABC), customer
profitability, and customer segmentation tools to build
profitable revenue is a strategy being utilized by an increasing
number of organizations today.
11
Source: Figure 8.2
Order Management: Influencing Order ABC and Customer
Profitability (continued)
12
Source: Figure 8.4
ABC Example: Flow-Through Costing for a Distribution Center
Customer Profitability Analysis
13

Start with gross sales less returns and allowances (net sales) and
subtract the cost of goods sold to arrive at a gross margin
figure.
Traditional Customer Profitability Analyses
Identifies many other cost drivers that are impacted by
customers and how they interact with the shipper.
Cost-to-Serve Model
Provides a general guideline for the profitability of a customer,
but falls short on capturing the real costs of serving a customer.
Customer Segmentation
14
Protect
Most profitable
Cost Engineer
Build
Danger Zone
Least profitable
Net Sales Value of Customer
High
Low
Low
High

Cost to Serve
Source: Figure 8.5
Danger zone segment strategies are: (1) Change the manner in
which the customer interacts with the shipper to move the
customer to another segment; (2) Charge the customer the actual
cost of doing; or (3) Switch the customer to an alternative
distribution channel.
Build segment strategies aim to maintain the cost to serve but
build net sales value to help drive the customer into the
“Protect” segment.
Cost engineer segment strategies aim to find more efficient
ways for the customer to interact with the shipper.
Order Management: Executing Order
Order-to-Cash (OTC) vs. Replenishment Cycles
15
OTC: Refer to outbound-to-customer shipments. The order to
cash (or order cycle) is all of the activities that occur from
when an order is received by a seller until the product is
received by the buyer, plus the flow of funds back to the seller
based on the invoice.
Replenishment Cycle: The term replenishment cycle is used
more frequently when referring to the acquisition of additional
inventory as in materials management.
Basically, one organization’s order cycle is another’s
replenishment cycle.

Order-to-Cash (OTC) Cycle
16
Process D1: The Order to Cash (Process in a Deliver from
Stock Environment)
D1.1 through D1.7
Information Flow
D1.8 through D1.14
Product Flow
D1.15
Cash Flow
Illustration modified from image courtesy of CSCMP”s Supply
Chain Quarterly

Length and Variability of the OTC Cycle
17
Source: Figure 8.7
Customer Service
Customer Service
The Logistics/Marketing Interface
19
Source: Figure 8.8
Marketing Objective: Allocate resources to the marketing mix to
maximize long-term profitability of the firm.
Logistics Objective: Minimize total costs, given customer
service objective, where:
Total costs = Transportation costs + Warehousing costs + Order

processing & Information costs + Lot quantity costs + Inventory
carrying costs
Customer Service
Customer Service and ROI
20
Source: Figure 8.9
Service Level (%)
Suppliers must recognize the importance of balancing the
tradeoffs between service levels and the cost of providing that
service.
100
0
50
100
ROI (%)
Customer Service
Elements of Customer Service
21

From the perspective of logistics, customer service can be
viewed as having four distinct dimensions.
1
3
2
4
Communications
(pretransaction, transaction, & posttransaction)
Convenience
(flexible logistics service level)
Dependability
(consistent lead time, safe delivery, correct orders)
Time
(absolute length of lead time)
Customer Service
Elements of Customer Service (continued)
22
Lead Time Frequency Distribution Example
Source: Figure 8.10

Customer Service
Performance Measures: SCOR Metrics Level 1
23
Supply Chain Responsiveness
Order fulfillment cycle time
Supply Chain Agility
Upside SC flexibility
Supply Chain Costs
SC management costs
Upside SC adaptability
Downside SC adaptability

COGS
Supply Chain Asset Management
Cash to cash cycle time
Return on SC fixed assets
Supply Chain Reliability
Perfect order
Customer Service
Stockout Issues
A stockout occurs when desired quantities of finished goods are
not available when or where a customer needs them.
As a result, one of four possible events might occur.
24

Stockout
1
2
3
4
The seller loses a buyer and future revenue.
The buyer waits until the product is available.
The buyer back-orders the product.
The seller loses current revenue.
Order Management Influences on Customer Service
Linking Order Management Outputs
26
Each of the five major outputs of order management impacts
customer service/satisfaction, and the performance of each is
determined by the seller’s order management and logistics
systems.

Product Availability
Postsale Logistics Support
Order Cycle Time
Logistics Operations Responsiveness
Logistics System Information
Source: Figure 8.12
Product Availability Metrics
27
Source: Figure 8.12
Fill Rate (%)
Increasing fill rates has a direct effect on a seller’s inventories.
100
85
95
100
Inventory Investment ($)
90
Product Availability Metrics
Internal Metrics
Item fill rate
Line fill rate
External Metrics
Order fill rate
Perfect order

Cash Flow Lost vs. Inventory Investment Tradeoff
Product Availability Financial Impacts
28
Source: Figure 8.14
Financial Impact of Order Fill Rate
Improvement in order fill results in improvement in cash flow,
but might require some type of investment in inventories and/or
technology.
Order Cycle Time Metric: Customer Wait Time
29
Source: Figure 8.15
Often overlooked definition of order cycle time is customer wait
time (CWT). CWT includes not only order cycle time but also
maintenance time.

Logistics Operations Responsiveness
The concept of logistics operations responsiveness (LOR)
examines how well a seller can respond to a buyer’s needs.
This “response” can take two forms:
How well a seller can customize its service offerings to the
unique requirements of a buyer
How quickly a seller can respond to a sudden change in a
buyer’s demand pattern.
30
Logistics Operations Responsiveness Metrics
31
Images courtesy of ispionage.com, SPC, and alarmbiller.net
Metrics for LOR
Flexibility/
Adaptability of Process
Customization of Product/Service
Delivery Agility Metrics
Upside deliver adaptability
Downside deliver adaptability

Upside deliver flexibility
Customization Metrics
The time it takes the seller to offer a new package for sale in
the retailers’ stores.
Logistics System Information
LSI is critical to successful order management and customer
service.
(1) Pretransaction information is used for planning,
(2) Transaction information is used for execution
(3) Posttransaction information is used for evaluation.
32
Source: Table 8.9
Logistics System Information Metrics
Examples
Forecast accuracy (measure accuracy of data on past
consumption and predictions on future consumption)
Inventory accuracy (measure accuracy of inventory counts in a
distribution center)
Data integrity (measure the quality/accuracy of inputs to an
LSI)

EDI compliance (measure how well trading partners are
complying with EDI standards when sharing data).
33
Most metrics involved with LSI address how accurate and
timely the data are to allow a decision to be made or an activity
to be performed.
Image courtesy of brainscape.com
Postsale Logistics Support and Metrics
34
The management of product returns from the customer to the
supplier
Metrics for a PLS that manages spare parts are the same as
those used for all products, but availability and time are
relatively more critical for spare parts logistics.
The delivery and installation of spare parts
For the most part, the PLS that manages product returns is
measured by the ease with which a customer can return a
product.
Two Forms of Postsale Logistics Support (PLS)
Images courtesy of mntcoupons.com, dreamstime.com

Service Recovery
Service Recovery
36
Service recovery requires an organization to realize that
mistakes will occur and to have plans in place to fix them.
Key Aspects of Service Recovery
Measuring the costs of poor service.
Anticipating the needs for recovery.
Developing employee training and empowerment.
Images courtesy of qainfotech.com, innorange.fi,
studiotheory.net
Summary
Order management and customer service are not mutually
exclusive; there is a direct and critical relationship between
these two concepts.
Two distinct, yet related, aspects of order management are:
influencing the customer’s order and executing the customer’s
order.
Combining ABC, customer profitability, and customer

segmentation tools with CRM allows companies to differentiate
their offerings to different customer segments.
Order execution is the buyer-seller interface in the market and
directly influences customer service (time, dependability,
communications, and convenience).
Five outputs from order management influencing customer
service, customer satisfaction, and profitability are: (1) Product
availability, (2) Order cycle time, (3) Logistics operations
responsiveness, (4) Logistics system information, and (5)
Postsale logistics support.
Requirements
· All responses in the discussion board must be written in your
own words demonstrating your understanding and analysis of
the topics being discussed.
· Use APA Format and Cite all work
· Each Discussion
Discussion Cases Part 1
Case 6.2 Elvis Golf Ltd. PG. 204; Complete questions #1 and
#3.
Identify a key Fortune 500 Company and identify its work in a
Supply Chain.
Submit 2 paragraphs (50-100 words) describing the Company
and its work as a Supply Chain and include what is in the
Supply Chain and how they operate.

Case 8.2 Webers, Inc PG. 286; Complete question #1.
Text Book
Title: Supply Chain Management: A Logistics Perspective
ISBN-13: 9781305888692 / ISBN-10: 1305859979
Author: John J. Coyle; C. John Langley; Robert A. Novack;
Brian Gibson
Edition: 10
Philosophy 7: Asian Philosophy (Spring 2020)
Paper Guidelines
1
Paper #1: Hinduism
Choose from one from the following two options:
1) a passage from a particular Upanishad or from the Bhagavad
Gita.
2) a mahavakya (e.g., tat tvam asi—“you are that”) [see Hindu
terms handout for all 4
mahavakyas]
and
Analyze and explain the passage/mahavakya as thoroughly and
precisely as you can,
staying close to the text. I want you to try to capture the essence
of the passage/mahavakya
you choose. You might imagine that what you are trying to do is
teach someone what the

passage/mahavakya means within the context of Hinduism.
I am looking for in-depth and detailed analysis/explanation, as
well as the deployment of
appropriate Hindu terminology (e.g.: karma, Brahman, Atman,
samsara, maya, etc.).
See more below.
N.B.: All of the ideas we have learned in Hinduism
interpenetrate. You won’t be able to
talk about one idea without talking about some of the others.
But try to focus your
efforts explaining the passage, defining and using terminology
as need-be, given the
passage/mahavakya you choose.
Paper Details
Due Date
FRIDAY, February 21st on Canvas by MIDNIGHT
Paper Length
At least 3 full pages of text (“full” beginning from the place on
the page that your first
paragraph starts, not the top of the piece of paper). No more
than 4 pages.
Paper Format
Double-spaced
12-point font (use a standard font, of your choice, but nothing
difficult to read, please)
1” margins
Terminology
Philosophical writing generally assigns weight to technical

terms that are unique and
significant within that specific system or thinker’s texts (think
of Plato’s “Forms” or
Descartes’ “thinking thing”). The weight of terms like
“Brahman,” and “Atman” (Self),
and karma are essential to understanding Hinduism, so make
sure you strive to use
these terms correctly, defining them when you introduce them,
and—overall—show
comprehension of the work they do within Hindu thought,
generally, and your
passage/mahavakya, specifically.
Philosophy 7: Asian Philosophy (Spring 2020)
Paper Guidelines
2
Textual Evidence/Citations
I expect you to use the text, which means: offer quotes from the
text that support your
analysis/explanation. USE ONLY PRIMARY TEXT (i.e., no
material from introductions
or the chapter introductions). You are writing a text-based
analysis/explanation, and I
expect you to explain your passage/mahavakya with textual
support from other Hindu
primary texts (i.e., other passages from particular Upanishads,
or from the Bhagavad
Gita).

Please simply cite parenthetically within the body of your text
(no footnotes), using the
following model (note that the title of an Upanishad are
italicized, but the Bhagavad
Gita, like the Bible, is not):
For The Upanishads = (Name of Upanishad, page #). E.g.:
(Mundaka, 186).
The line and verse numbers are often confusing within
individual Upanishads, so since
we all used the same edition, please just give the page number.
For The Bhagavad Gita = (BG, verse #:line #). E.g.: (BG, 6:29).
Since most students seem to be completely oblivious when it
comes to in-text,
parenthetical citations, here is a paradigm to follow, in terms of
grammar and
punctuation:
…Krishna tells Arjuna, “quit your whining, you big baby” (BG,
2:12). [not a real quote]
The quotation marks designate only the quoted text, and the
period goes at the end of
the sentence, after the parentheses. This is a rule that far too
many students do not know
and/or follow. (And periods and commas go inside double-
quotation marks).
****YOU ARE NOT ALLOWED TO USE OR CITE OUTSIDE
SOURCES****
Final Comments

I will be grading these papers with an eye toward their
execution and presentation, which
includes grammar, syntax, spelling, punctuation, etc. This is an
“execution-based”
assignment (see Syllabus).
Likewise, I am looking for you to strive to articulate yourself
clearly and with precision.
Admittedly, this is not an easy task when it comes to
philosophical issues and especially
to ideas that exist beyond “name and form”—it takes practice
and effort. I am looking to see
genuine effort to really grapple with the text, make important
connections, follow the
movement of its thinking, and attempt to offer an explanation
that goes beyond a
superficial reading.
If you struggle with writing, seek help at the University Writing
Center:
https://pennstatelearning.psu.edu/tutoring/writing
Make sure you hand in a proofread, polished, college-level
essay!
Good luck writing!

THE UPANISHADSBY SWAMI PARAMANANDAMy Creed. (Poe.docx

Recommended

Recommended

More Related Content

Similar to THE UPANISHADSBY SWAMI PARAMANANDAMy Creed. (Poe.docx

Similar to THE UPANISHADSBY SWAMI PARAMANANDAMy Creed. (Poe.docx (18)

More from wsusan1

More from wsusan1 (20)

Recently uploaded

Recently uploaded (20)

THE UPANISHADSBY SWAMI PARAMANANDAMy Creed. (Poe.docx