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ASSIGNMENT
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DRIVE
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SUMMER 2014
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PROGRAM
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MBADS – (SEM 4/SEM 6) / MBAN2 / MBAFLEX – (SEM 4) /
PGDFMN – (SEM 2)
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SUBJECT CODE & NAME
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OM0012 - SUPPLY CHAIN MANAGEMENT
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SEMESTER
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3
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CREDITS
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4
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MARKS
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60
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Note: Answer all questions. Kindly note that answers for 10 marks
questions should be approximately of 400 words. Each question is followed by evaluation
scheme.
1. What are the different
factors affecting transportation decisions?
[Description/outline of different
factors and its sub factors in students own words]
Answer: The success of transportation engineering depends upon the co-ordination between the
three primary elements, namely the vehicles, the roadways, and the road users.
Their characteristics affect the performance of the transportation system and
the transportation engineer should have fairly good understanding about them.
This chapter elaborated salient human, vehicle, and road factors affecting
transportation.
Human factors affecting
transportation:
Road users can be defined as
drivers,
2. Write short notes on risk
pooling.
[description of risk pooling
importance of risk pooling in SCM listing and summarization(along with suitable
examples for each) of four types of risk pooling]
Answer: A risk pool is one
of the forms of risk management mostly practiced by insurance companies. Under
this system, insurance
3. Read the following case
study and answer the questions given the end of the case study
Best Supplier Relationship
Management: Jaguar Land Rover and Gobble & Partner Jaguar Land Rover
production line 8 October 2013 | CIPS Supply Management Awards 2013
“Jaguar Land Rover (JLR)
transformed its position in customer satisfaction surveys and enhanced the
quality of its products through an innovative partnership with a key supplier.
By re-evaluating the way it deals
with quality control and suppliers, Jaguar took top spot in the 2012 JD Power
Survey for customer satisfaction and Land Rover raced up the chart. In 2008,
the survey put Jaguar at nine and Land Rover at 34 for quality, described by
JLR as “clearly an unsatisfactory situation” for a premium brand and stated that
“something had to change”.
Component quality was identified
as the key issue – for some suppliers the proportion of rejected parts was as
high as 65 per cent – and some finished vehicles were being put into
‘containment’ due to faulty components. This had knock-on effects including
delayed customer shipments,
production line stoppages that cost £2,000 per minute and the risk that faulty
parts could make their way into completed vehicles.
At the time, JLR was working with
16 different suppliers across three factories to undertake parts rework and
containment, resulting in differing quality regimes and an inability to share
data across the company. As a result, there was no single view of any given
supplier’s quality history, which made preventative action impossible. A new
director of quality was appointed who launched a review of quality across the
supply chain that identified potential improvements that could be made to the
inspection of incoming components from suppliers. The Inbound Materials Project
was established and the 16 suppliers dealing with quality control were reduced
to one – Gobble & Partner (G&P) – who saw it as an opportunity to
introduce innovations and boost investment in its Trek quality management
system, which totals £2 million to date.
This evolved into a partnership
between JLR and G&P. Both realised that prevention was better than cure,
and through Qtrak they could identify the component suppliers causing the most
problems. Those with a recurrent history of reject parts were subject to a more
rigorous inspection regime. G&P’s aim is to ensure no faulty part ever
arrives at JLR production facilities and they now work on the premises of
high-risk suppliers to review quality processes. The firm is also working at
JLR’s new plant in China to ensure the right quality approach is in place from
the beginning.
Over six years, the relationship
between the firms has evolved from a traditional adversarial situation, where
G&P were treated as one of a number of commodity suppliers, to one where
the two are working to the same goal of “bringing premium quality to premium
brands”.Wolfram Leidtke, JLR board quality director, said: “JLR is a premium
brand and accordingly needs to have premium quality vehicles. Procurement has
aligned with this objective. G&P has been able to transfer their global
knowledge and work with JLR to develop a new approach to incoming material
quality and the results are starting to speak for themselves.’ ”
Question:
Illustrate the role quality
played as criteria in JLR choosing its supplier Gobel & Partner. Explain
the importance of Gobel & Partner in the supply chain
[Students should illustrate based
on:
How critical is component quality
to JLR
What were the effects of bad
quality
What were the issues JLR had to
tackle to working with 16 suppliers
The steps taken by JLR to improve
quality
Importance of the supplier]
Answer: In 2008, the
survey put Jaguar at nine and Land Rover at 34 for quality, described by JLR as
“clearly an unsatisfactory situation” for a
premium brand and stated that “something had to change”.
At the time, JLR was working with
16 different suppliers across three factories to undertake parts rework and
containment, resulting in differing quality regimes and an inability to share
data across the company. As a result, there was
Which according to you may
then be distribution strategy used by MTR? Justify your answer
[Explanation on the facts fitting
the strategy Identification of the strategy Rationale behind choosing the
strategy Conclusion]
Answer:MTR Foods Ltd. is
one of India's leading purveyors of packaged foods. Its products include a
variety of vegetarian snack foods and chips, ready-to-eat meals, and partially
pre-cooked meals, emphasizing the cuisine of southern India. Other products
include pickles, vermicelli, and over 30 varieties of ice cream and ice cream
cones. The company is one of only a few that sell packaged food nationwide. MTR
Foods also exports canned foods to
5. Write short notes on:
Intercompany – interfunctional
strategic scope: The maximise supply chain surplus view Capacitated plant
location model
Answer: When
transactions occur between two related legal entities in an intercompany
organization or between two groups in the same legal entity, the resulting
balances from these transactions must be eliminated or appropriately adjusted
during the preparation of the organization’s consolidated financial statements.
Failure to properly eliminate these intercompany transactions can result in
erroneous
6. Briefly explain how
information helps in resolving the important trade-offs involved in a supply
chain.
[Explanation of how information
helps in resolving the important trade-offs]
Answer: Banks and
financial intermediaries perform important roles for the smooth functioning of
the economy such as channelling resources from savers to productive projects
and providing payment services. Because bank failure can result in significant
costs for the economy, an efficient resolution mechanism is needed to mitigate
such costs
Dear
students get fully solved assignments
Send
your semester & Specialization name to our mail id
“help.mbaassignments@gmail.com”
or
call
us at -> 08263069601
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