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Operations and Supply Chain Management Commons™
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Articles 1 - 30 of 48
Full-Text Articles in Operations and Supply Chain Management
Textile And Fashion: Challenges And Strategies For The Industry Edited By V L Mote, Tata Mcgraw Hill, 2000, Pp 159., Atanu Ghosh
Textile And Fashion: Challenges And Strategies For The Industry Edited By V L Mote, Tata Mcgraw Hill, 2000, Pp 159., Atanu Ghosh
IIMB Management Review
Textile and Fashion: Challenges and Strategies for the Industry examines the challenges and opportunities facing India’s textile and garment sectors in the post-Multifibre Arrangement (MFA) and WTO era. Based on expert seminar papers, the book emphasizes the need for global competitiveness through customer focus, product innovation, technology upgrading, workforce skill development, and efficient supply chain management. Contributors discuss retail transformation, buyer power, quality management, human resource development, and international trade policies. The book advocates collaborative leadership, strategic planning, and stronger industry partnerships to overcome global competition and achieve sustainable growth, profitability, and long-term success in the new millennium.
Indian Software Industry : An Operations Perspective, Subramanya Sharma, P Jai Krishna Ramesh, A Ravikiran
Indian Software Industry : An Operations Perspective, Subramanya Sharma, P Jai Krishna Ramesh, A Ravikiran
IIMB Management Review
The history of the Indian software industry may be reckoned from 1974, when Tata Consultancy Services (TCS) started off its operations. TCS with its joint ventures became one of the largest software exporters in the early days. However, exports became the core focus of companies sometime around the late 1980s and early 1990s. A major event in the industry was when Texas Instruments proposed to start a 100% export-oriented, foreign owned and operated subAward Winning Student Essay Indian Software Industry: An Operations Perspective sidiary. This caught on rapidly, with large software companies like Siemens, Motorola, and many more setting up …
Logistics And Supply Chain Management : Cases And Concepts Edited By G Raghuram And N Rangaraj, New Delhi, Macmillan Business, 2000., V K Sharma
IIMB Management Review
No abstract provided.
Production Management Strategies : A Nigerian Perspective, Linus Osuagwu
Production Management Strategies : A Nigerian Perspective, Linus Osuagwu
IIMB Management Review
No abstract provided.
An Efficient Real-World Food Delivery System : The Dabbawallas Of Mumbai, Ashok Kumar, Stephen T Margulis, Jaideep Motwani
An Efficient Real-World Food Delivery System : The Dabbawallas Of Mumbai, Ashok Kumar, Stephen T Margulis, Jaideep Motwani
IIMB Management Review
The “Dabbawalla” or tiffin carrier system that operates in Mumbai (formerly Bombay) is unique and incredible in the complexity and enormity of its task, simplicity of its operation, and surprisingly low error rates for a system of its size. It is a daily service in which thousands of men carry and deliver over 200,000 lunches every day, within three hour block of time, across the city’s 70-kilometre stretch, with each lunch box (known as tiffin or dabba) changing hands at least four times. Yet, for all its complexity and size, it is run and managed by a group of largely …
Supply Chain Management In The Twenty-First Century, Edited By B S Sahay And Ritesh Jain, Macmillan India, 2000., D Sampath
IIMB Management Review
Abstracted from the proceedings of a global conference on SCM (supply chain management) conducted by MDI (Management Development Iinstitute, Gurgaon) the book is an assortment of general and specific, qualitative and quantitative, experiential case studies and thoroughbred researches. It takes effort to assemble such diversity into a cohesive whole, but the editors have done a good job of it. Obviously with such a variety, not all readers would be interested in all topics. Twenty selected topics have been classified into five distinct sections.
Cases In Production/Operations Management By K N Krishnaswamy, Prentice-Hall India, 1999., V K Sharma
Cases In Production/Operations Management By K N Krishnaswamy, Prentice-Hall India, 1999., V K Sharma
IIMB Management Review
No abstract provided.
The Erp Conundrum, B Mahadevan
Managing Manufacturing Through Supply Chain Integration, Jishnu Hazra
Managing Manufacturing Through Supply Chain Integration, Jishnu Hazra
IIMB Management Review
No abstract provided.
Vehicle Routing For Milk Procurement, Janat Shah
Vehicle Routing For Milk Procurement, Janat Shah
IIMB Management Review
In a typical co-operative dairy, one of the significant operating costsunder the control of the management is the cost of milk collectionand transportation. (Exhibit 1 shows the typical cost structure of adairy) The dairy under study picked up milk from 500-800 pick uppoints (nodes) twice a day. The vehicle routes were decided manu-ally keeping in mind the peak load expected at the nodes during thecoming year. The dairy had about 50 odd routes, each route cover-ing an average of 15 nodes. Usually dairies do not own the ve-hicles but use transport contractors who enter into an annual con tract with …
The Quality Movement And Organisation Theory By Robert E Cole And W. Richard Scott, New Delhi: Sage, 2000., Vijay G Vancheswar
The Quality Movement And Organisation Theory By Robert E Cole And W. Richard Scott, New Delhi: Sage, 2000., Vijay G Vancheswar
IIMB Management Review
The Quality Movement and Organisation Theory is different from most books on quality on two main counts. Firstly, it successfully addresses the issues of organisational change and emerging management practices, and their impact on Total Quality Management (TQM). Secondly, the concepts and findings detailed in the book combine the strengths of academic research studies on TQM and the vast experience of executives from leading organisations. Though focused primarily on the practices of TQM in the US, the book is exhaustive in its treatment of the subject. Starting with a lucid introduction to the quality movement and its linkages with issues …
Yield Management In The Airline Industry, B Venkateshwara Rao
Yield Management In The Airline Industry, B Venkateshwara Rao
IIMB Management Review
The Airline Deregulation Act of 1978 changed the competitive landscape for air travel. The CAB allowed low-cost (nonunionised and no-frill chartered service) carriers to compete in the scheduled air travel markets. Scheduled air carriers were at a disadvantage due to their high-cost structure. For example, during the winter of 1976, passengers could travel from New York to Florida on a charter for as little as $99. This fare was less than the average cost for a scheduled carrier to fly that market.
Product-Mix Optimiser For An Integrated Steel Plant, Goutam Dutta, Gopal P Singh, P N Roy
Product-Mix Optimiser For An Integrated Steel Plant, Goutam Dutta, Gopal P Singh, P N Roy
IIMB Management Review
Optimal utilisation of constrained resources is one of the most important problems in the area of operations management. The determination of optimal productmix is an extremely difficult task for an organisation producing multiple products in multiple stages, sharing a set of common plant resources and experiencing a fluctuating market over time. In the absence of a quick method to determine optimality under changing conditions, plant managers have to make decisions based on their experience and intuition.
Optimisation: Maximising Roi Within The Supply Chain, Irvin Lustig
Optimisation: Maximising Roi Within The Supply Chain, Irvin Lustig
IIMB Management Review
Optimisation is the technology employed within a supply chain management system that can have the single greatest impact on reducing costs, improving product margins, lowering inventories, and increasing manufacturing throughput. In short, optimisation is the key to achieving maximum return on investment (ROI). According to John Bermudez of the Boston- based AMR Research, the planning and scheduling modules that depend on optimisation technology have generated 30 to 300% ROI within companies that have already used them1. And the returns should continue to rise. Bermudez called the technology a means to unlock the potential from all of the data residing in …
The Pilgrim's Progress: Operations Research In Queuing, G Raghuram
The Pilgrim's Progress: Operations Research In Queuing, G Raghuram
IIMB Management Review
Good management practice is synonymous with applying operations research (OR). Both imply a systematic approach beginning with clarity in problem definition, understanding the objectives and constraints, characterising the alternatives (these three steps constitute model building), evaluating (analysing) them and finally selecting an alternative for implementation. In addition to this basic methodology, there is also an implication of a quantitative basis to the extent possible. It is this quantitative basis which lends to the common perception that good management practice is much larger than OR
The Wholesale Industry At The Crossroads, Koushiki Chowdhury, Sudas Roy
The Wholesale Industry At The Crossroads, Koushiki Chowdhury, Sudas Roy
IIMB Management Review
Since the late 1980s, the wholesale industry has been experiencing turbulence, What With the growth in direct buying programmes and rising imports that often bypass domestic Wholesalers and directly approach the retail shelves. Many wholesalers are gradually defining their roles as being in the marketing support business and not merely in the distnbution business. They are realising that their primary purpose is to help both suppliers and customers develop effective marketing programmes and there by remain an essential link in the channel.
Vulnerability Analysis: A Tool For Survival, S D Kshirsagar
Vulnerability Analysis: A Tool For Survival, S D Kshirsagar
IIMB Management Review
Managers are often reluctant to tread the unknown path. They do not even try to foresee the unknown. But what you do not foresee can hurt you, and refusing to anticipate the future may lead to major problems and even extinction.
Forward Engineering For Strategic Gearing: The Indian Tea Industry, Subhash Sharma
Forward Engineering For Strategic Gearing: The Indian Tea Industry, Subhash Sharma
IIMB Management Review
Forward engineering provides a foundational premise for the strategic gearing of an organisation, keeping in view its existing and new capabilities with respect to current and anticipated challenges in a competitive environment.
The Horizontal Organization; By Frank Ostroff, London: Oxford University Press, 1999, Ganesh Jejurikar
The Horizontal Organization; By Frank Ostroff, London: Oxford University Press, 1999, Ganesh Jejurikar
IIMB Management Review
No abstract provided.
Corporate Culture And Organisational Performance: A Comparative Study Of Manufacturing Organisations, Indu Saxena
Corporate Culture And Organisational Performance: A Comparative Study Of Manufacturing Organisations, Indu Saxena
IIMB Management Review
No abstract provided.
Supply Chain Analysis And Management, Vikas Chandra
Supply Chain Analysis And Management, Vikas Chandra
IIMB Management Review
No abstract provided.
The Indian Passenger Car Market: Outlook For Maruti, Sooraj Bhat, Puneet Dhamija
The Indian Passenger Car Market: Outlook For Maruti, Sooraj Bhat, Puneet Dhamija
IIMB Management Review
The Indian passenger car industry was, until the 80s, the domain of the Ambassador. In December 1983, the first car rolled out from Maruti's plant at Gurgaon, marking the beginning of a revolution in the Indian automobile industry. Today, Maruti boasts almost 80% of the market share by volume. But in the new liberalised regime, with increasing competition including that of several world class players in the market, Maruti no longer commands a monopoly. Sooraj Bhat and Puneet Dhamija study the industry and Maruti's practices and conclude that unless they are able to change with the changing market and adhere …
Dimensions Of Tqm In Indian Organisations, Vijay G Vancheswar, Purnima Mathur
Dimensions Of Tqm In Indian Organisations, Vijay G Vancheswar, Purnima Mathur
IIMB Management Review
The paradigm shift from an inward production-led philosophy to the outward customer-oriented approach has given an impetus to the concept of total quality management in Indian organisations. To provide an insight into the practices of TOM in India, Vijay Vancheswar and Purnima Mathur studied six large manufacturing organisations, two each from the multinational, private and public sectors. Cutting across sectors, it emerged that apart from focusing on customer needs and improving the quality of products, facilitating employee involvement and ownership through a participative process and stock options where feasible, providing a just and fair climate which encourages the free flow …
Improving Supply Chain Performance Through Postponement Strategy, Janat Shah, Balram Avittathur
Improving Supply Chain Performance Through Postponement Strategy, Janat Shah, Balram Avittathur
IIMB Management Review
Managing high product variety and high demand uncertainty, while keeping operational and inventory costs under control and maintaining high customer service levels, is the supply chain challenge for many firms. An important and recent development in supply chain management is the concept of postponement strategy. Postponement delays an operational process to a later point in the supply chain, thereby delaying the point of product differentiation. Among other benefits, postponement strategy helps in reducing inventory levels, transport and operation lead times and transport costs, and facilitates responsiveness to customer demand. Demonstrating the concept through a number of case studies, Janat Shah …
Extending The Effectiveness Of Service Mapping, John Bicheno, M R Gopalan, V S Mahesh
Extending The Effectiveness Of Service Mapping, John Bicheno, M R Gopalan, V S Mahesh
IIMB Management Review
In most organisations that offer either a service or a product service bundle to the market, much time is spent on resolving an apparent conflict of interests between achievement of external effectiveness and internal efficiencies in the preparation and delivery of service. Bicheno, Gopalan and Mahesh contend that this apparent conflict can be resolved to a great extent if due care is taken in the use of appropriate tools. They review existing service mapping tools and extensions like Information flow, the Kano model and Failsafing which can be successfully used with existing models. They also propose exploratory extensions using the …
Liberalisation And After, Janat Shah
Liberalisation And After, Janat Shah
IIMB Management Review
R Seshasayee is the Managing Director of Ashok Leyland and has been part of the core team that directed the company’s expansion programmes right from the 70’s. A chartered accountant, Seshasayee has been on the National Council of Confederation of Indian Industries for over a decade, has served on several professional committees such as the Accounting Standards Board and the research committees of the Institute of Chartered Accountants, and has been a director on the boards of several public limited companies, including ICICI. Ashok Leyland is a leading manufacturer of commercial vehicles and diesel engines. With an employee strength of …
High-Performing And Self-Managed Work Teams: A Comparison Of Theory To Practice: By Dale E. Yeatts And Cloyd Hyten, Sage Publications, Y Sriram
IIMB Management Review
No abstract provided.
Impact Of Technical Change On Operating Performance: Evidence From Indian Industry, S Chandrashekar
Impact Of Technical Change On Operating Performance: Evidence From Indian Industry, S Chandrashekar
IIMB Management Review
No abstract provided.
Constraints As Opportunities, Umesh Rajamani
Constraints As Opportunities, Umesh Rajamani
IIMB Management Review
Though India is avowedly a food giant, its food processing industry is still at a nascent stage. Lila Poonawalla, CMD of Tetra Pak India, a company that is in the forefront of packaging and promoting liquid food in the country, speaks about the challenges of marketing packaged liquid food - the immense possibilities, the constraints - ranging from a vacillating government policy to the conservatism of the Indian consumer - the need for constant innovation and Tetra Pak's firm belief in growing their business in tandem with their customers'.
Gaining Competitive Edge Through Strategy-Driven Bpr, K B S Saxena
Gaining Competitive Edge Through Strategy-Driven Bpr, K B S Saxena
IIMB Management Review
Global competition, sluggish economies and the potential offered by emerging technologies have pushed firms to fundamentally rethinking the functioning of their business. Business Process Reengineering (BPR) is the relatively new management approach to looking at the functioning of an organisation in a novel way and restructuring bureaucratised business processes to achieve the objectives of increased efficiency, reduced costs, improved quality and greater customer satisfaction. KBC Saxena proposes a strategy-driven BPR approach, involving a top-down reappraisal and redesign of the total business architecture, and identifying business strategy and linking it with the required business processes to ensure that this strategy is …