Degree

Master of Business Administration Executive

Faculty / School

Faculty of Business Administration (FBA)

Year of Award

2015

Project Type

MBA Executive Research Project

Access Type

Restricted Access

Executive Summary

The driving force behind this project was that whilst working and interacting with other professionals in the field of Supply Chain, we used to discuss matters that were of mutual interest. Particularly, when coming from different industries', different industry practices were part of the discussions. What came to our common view was that, there were of course the similarities in the various challenges we faced working in our respective sectors; but there were so many similarities, and things were not standardized. This simply caused a waste of resources, as most of the people would spend their time incorporating those compliances/rules that were similar, yet, unfamiliar at an operational level. There was no real guideline or no existing framework to guide people or introduce them to standards, which would not only add convenience and ease of work to their work environment, but also cause them to increase their level of proficiency at a professional level. It would enable them to address the needs of Supply Chain in their respective areas, such as the ones identified by the Supply Chain Council (SCC) being Plan, Source, Make, Deliver and Return. The very important V's Velocity and Visibility could be the direct aim of this framework. Although, it is not as research is required only in this particular area in Supply Chain, but the focus of this study would be limited to that of a Warehouse. This is so because most of an organization's working capital is stuck here. It is an area where there is a core focus of both the prime needs of a Supply Chain is expected to deliver- Velocity and Visibility. The more so, the better the performance of the business would be. As businesses continue to grow, and the volume increases whatever risk margins they have inculcated in their policy, need to be revisited. For example, if a meager 1% pilferage is set on a 200,000 volume level, and the same 1% set on a 2,000,000 volume level has a tremendous implication. This is just a simple example in one area, there are many areas in a warehouse that need to be looked at. Thus a need was identified, and there was gap that had to be filled in. In fact, it is highlighted by peers that there is a need for a framework for Supply Chain in all the five areas as designated by the sec. It must be noted that there have been efforts to set about guidelines, or there have been some studies in some sectors, but these remain relevant to the challenges that are faced by that particular industry, and more importantly, they do not keep in mind any International guidelines such as the SCOR (Supply Chain Operations Reference) model.

Pages

43

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