The issues involved in the case are Sales Forecasting, Strategic Sourcing, Selection of Warehousing Service Provider, Transportation Mode and other nuances in Logistics Management.
The issues involved in the case are Sales Forecasting, Strategic Sourcing, Selection of Warehousing Service Provider, Transportation Mode and other nuances in Logistics Management.
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Logistics
Management
Note: Solve ANY THREE case studies.
CASE I - A CASE OF ALPHA TELENET LIMITED
Alpha Telecom Ltd., a part of Alpha Group was
established in 1976 by its visionary Chairman and Managing Director, A. S.
Verma. The company started with manufacturing of Electronic Push Button
Telephones (EPBT) and Cordless phones in 1985 in Allahabad. On July 7, 1995
Alpha Tele-Ventures Limited was incorporated. A mobile service called 'Web-Tel'
was launched in Kochin, which eventually expanded its operations in Andhra
Pradesh in 1996.
Till 1994, fixed telephone services were provided by
Department of Telecommunications (DoT) which had a monopoly in this business. This was
regarded as self-defeating because DoT was a regulator as well as a competitor. With increasing
pressure for privatisation, the government agreed to give license to
private operators. Finally in December 1996, the bill of privatisation of fixed
telephone services was passed. The New Telecom Policy (NTP) with its targets
for improving tele-density was an ambitious policy. The NTP planned to achieve a
tele-density (number of telephones per 100 people) of 7 by the year 2005 and 15
by the year 2010, which translated into 130
mn lines. The policy also planned an investment of Rs. 4000
billion by the year 2010. The above factors combined with the fact that the
domestic long distance telephony was open to private players, led to
considerable demand for the company's products. But to get the tenders from
Ministry of Telecommunication, Government of India, a license fee was to be
paid over a period of 15 years and the viability of telecom projects was also
affected by the guidelines that required private operators to earmark at
least 10% of their telephone lines for villages. The operating companies did
not like the idea of having to pay for the maintenance of lines
that might not be used most of the times. The license fee of Maharashtra state was
minimum at Rs.643 crores. Thus, Alpha Telenet, a pioneer in every field
wanted to avail this opportunity and started the survey for extending the
services in Pune. Their marketing survey team provided the statistics of
existing customers of DoT, the waiting list of DoT, potential of users for
successive years and so on.
Alpha Telenet Ltd. (ATL) decided to start their fixed
line telephone operations in technical collaboration with Telecom Italia
at Pune in Maharashtra. Initially, they received permission for installing
their exchanges covering 0.5 km. of radius which was too small with respect to
the cost involved and thus difficult to achieve lucrative returns. After
struggling for a year, they finally got permission to set up exchanges covering
1 km. of radius. They set up their exchanges in potential areas in the city.
Another problem was that the consumer's mindset fixated was with DoT and they
were not ready to accept the services of Alpha Telenet Ltd. This was due to
opposite tariff rates for household consumers. Consumers did not rely on
ATL as they were private players. ATL initially had attracted the customers
from the areas where the waiting line for DoT connections was high. Further,
they had provided the connections with wireless CDMA receivers for only Rs. 3000
(movable within the area of 5 km radius) though its actual cost was Rs.15,000.
The connection between exchanges by optical fibre ensured high quality of voice
and data transmission, which was later to be shifted to the conventional copper
wires for consumer connections. The company made the connection using Ring
Topology stay connected even in case of line disturbances.
They also installed a Submarine Optical Fibre Cable to
Singapore with an 8.4 Tbps (terabits per second) capacity providing high-class
worldwide connectivity. Alpha Telenet installed the latest Digital Switches
from Tiemens and other devices, which were fully compatible with the
equipment of other telecom providers in India. The company installed a digital
Geographical Information System (GIS) for network surveillance. A 24-hr
Internal Network Management System for technical support and infrastructure maintenance
were also installed with a dedicated round-the-clock
toll-free call centre to ensure prompt services.
In 1997, Alpha Telenet Ltd. obtained a license for
providing fixed-line services in Maharashtra state circle and
formed a joint venture with Behrin Telecom, Alpha BT, for providing VSAT services. On
June 4, 1998 they started the first private fixed-line services launched in
Pune in the Maharashtra circle and thereby ending fixed-:-line services
monopoly of DoT (now TSNL). Alpha entered into a license agreement with DoT in
2002 to provide international long distance services in India and became the
first private telecommunications service provider. The company also launched
fixed line services in the states of Goa, Uttar Pradesh, Gujarat and Delhi.
With the start of basic telephony services in the .state of
Maharashtra, residents of the area and others felt a great sense of breaking away
from the old and traditional government monopoly. The kind of ill-treatment of
customers and also the red-tapism and bureaucracy which prevailed earlier, was
about to end. It was observed that no private telecom company wanted to start
their operations in less profitable areas like Bihar and other eastern states .
. The tariff plans of the TSNL and Alpha
Telenet Ltd. were opposite to each other. TSNLS tariff structure was upwards
i.e., price per unit increase with number of calls and vice versa for Alpha
Telenet. This was the beginning of the entry of private players in the sector.
Questions:
1. Give a critical analysis of
the privatisation of telecom sector in India.?
2.
Highlight
the secrets of success of Alpha Telenet Ltd. in terms of technological advancements
and service provided?
CASE II -GEARING· FOR GROWTH
Premier Differential Gears Pvt. Ltd. (PDGL)
was formed in the year 1991 near Noida in the state of Uttar Pradesh (India).
The company was established to cater to the evergrowing needs of the differential gear market
for cars, jeeps, trucks, and tractors. It was established under the aegis of the parent
company called Premier Gears Pvt. Ltd. which in turn was established in the
year 1962 at Noida. The parent company was engaged in the manufacturing of
automobile transmission gears. With a modest start in 1961, it had never looked
back and by 2006, it became the largest manufacturer of automobile transmission
gears in the country. The parent company had employee strength of 2,500 trained
and dedicated employees and was producing a range of over 1,000
gears. Premier Gears Pvt. Ltd. was making gears for virtually every major brand of
truck, car, jeep and tractor. In 2006,
the group company comprised of three firms namely, Premier
Gears Pvt. Ltd. (manufacturing Transmission gears, Gearbox
assemblies, Laser marking machines, and Material
handling equipments), Premier Differential Gears Pvt. Ltd. (manufacturing
differential gears) and Elve Corporation (a government recognized export house).
PDGL was manufacturing a wide range of
Crown Wheel and Pinions, Bevel Gears, Bevel Pinions, and Spider Kit Assemblies.
The installed capacity was 20,000 sets per month. PDGLs
focus on quality, fast product development and customer service had enabled it
to become an OEM supplier to many car and tractor companies in India, the EU, and
Asia. Almost 75% of the total production was exported
to a number of countries like Germany, Russia, USA, China, Japan, South Mrica,
etc. The domestic OEM and replacement market accounted
for the remaining 25% of the company's sales and in a short span of time, the
company had become one of the major players in the Indian replacement market.
The use of latest technology and comprehensive quality control systems at PDGL
go a long way to ensure that customers get exactly what they want.
PDGL was using world class Gleason machines in its
manufacturing programme. The raw material for manufacturing
gears was in the form of forgings, which were procured from various parts of
the country for manufacturing crown wheels and pinions. These forgings were
subjected to turning followed by drilling. The drilled crowns and pinions were
taken for tapping, which were then rimmed. After this, the teeth cutting
procedure was applied which was called broaching. The broached units were then
heat-treated. Heat treatment was very critical in producing gears having
short tolerance levels. To meet this end, the company had two rotary furnaces
and one state-of-the-art Continuous Gas Carburizing Furnace (CGCF) from
Aichelin ALD of Austria to heat-treat its products. After the heat
treatment, a number of intermediate processes like short blasting, phosphating, lapping
were performed which resulted into the finished product, ready for putting
company marks to avoid imitation/forgery. The company had developed a
state-of-the-art 70-watt NDYAG
laser-marking machine in collaboration with Quantum Laser (UK), which was used
for marking on its produces. Laser marking was environment-friendly and was
applied without any force or contact and thus the
material was not subjected to any stress. The marked products
were" manually pushed onto a conveyer for packing and
dispatching. All the above have
enabled the company to meet international standards and to produce worldclass gears with the
highest performance standards.
The upstream portion of the supply chain at PDGL included
a number of forgers located at "geographically
dispersed locations in various parts of the country. These forgers were
supplying the forgings to PDGL, which were then used in manufacturing the differential
gears. All of the raw material was routed to the POGL
works through road transport and"" due to large distances,
transportation costs were a major issue in increasing the efficiency of this
upstream portion of the supply chain. The forgings were supplied according to
the drawings and dimensions set by design engineers at the company. The company
indeed tried some local suppliers to cope up with the increasing transportation
costs but the results on quality front wet satisfactory. To serve this end, the
company was planning to develop some local suppliers. It had
planned to provide them support in the areas of procuring good material for
producing forgings, procuring good quality machines and"
training their workforce in the required technical know-how. This was
considered as an investment by the company to reduce its inbound transportation
costs. To meet the small lot requirements of the forgings, the company was also
contemplating to share the truckloads with the parent company. This was
feasible because of the geographical proximity of the parent company, which
was situated at a distance of less than 15 kms, the similar nature of raw
material and same suppliers supplying to both the units.
The internal supply chain at PDGL comprised of
various processing stations/lines" through which the forgings
were transformed into finished differential gears. The movement of the
work-in-progress between various stations was semi-automatic in which the
workers manually placed the goods on trolleys/carts. Even the finished units
were manually placed on a conveyer; which needed to be pushed to send the units
to the packing section. There was a risk of units being damaged
in this process. To minimize this risk, the company was planning to have
automatic systems for moving the material from one place to another. It was
decided to have hydraulic lifts, cranes, electronic escalators and the likes for
progression of material from forging to packing. The packing
material was stored on first floor as and when it arrived, with the help of
casual laborers, which was inefficient and also involved a: risk of
some· casualty.
The downstream portion of the supply chain at PDGL
included around 10 distributors located evenly in various parts of the country.
These distributors were supplying the products of PDGL to number of car, truck,
jeep and tractor manufacturers. This portion of the supply chain also included
a large replacement market, which accounted for almost half of the company's
domestic sales. To meet its distribution needs the company had a panel of
transporters, who used to distribute the finished goods. At times, the
consignments scheduled for distributors were delayed because of lack of full
truckload. One possible solution to this problem was sharing of truckload with
the parent company. This was feasible because both the companies shared the
same distribution network. The distribution of export consignments was through
an intermediary who helped the company in exporting its products to the US, UK,
Germany, China, Italy, Turkey, Saudi
Arabia, Singapore, Malaysia, Thailand, Indonesia, and Nigeria, amongst other
countries. The company's wide export range included replacement gears
for internationally renowned automotive manufacturers
like MercedesBenz,
Mitsubishi, Toyota, Nissan, Clark, Eaton, Fuller, New Process, ZP, Hino, Fuso,
Tong Feng, Tata, Leyland, Massey Ferguson, Magirus - Deutz and various others.
There was a shortage of skilled employees. Therefore, the
company has recently started training input for all their 400
employees. These training programmes are being conducted in the organization to
enhance the skills of the employees and the duration of these programmes were
20 hours per month. On the financial front, the company is continuously moving
on the growth track showing better financial results year after year. It has
embarked on an ambitious plan to double its turnover by the end of this
financial year and to become the world's numero-uno in the automotive
gear-manufacturing segment. The current capacity utilization was at a meager
6000 sets against a total installed capacity of 20,000 sets per
month.
 |
| The issues involved in the case are Sales Forecasting, Strategic Sourcing, Selection of Warehousing Service Provider, Transportation Mode and other nuances in Logistics Management. |
Questions:
1. Comment on the upstream and downstream
supply chain portions operating in the company.
2.
How far
are the plans to improve the supply chain efficiency in the company feasible?
3.
"Internal
supply chain at the company can be characterized by the lack of it".
Comment.
CASE
III - INTELLIGENT MOVEMENTS: ANYWHERE ANYTIME
Deepak Pai, an engineering graduate and a postgraduate in
management from United States, was working in Transport Corporation of India
(TCI), the market leader in conventional transportation. He established Speed
Cargo as an express cargo distribution company after leaving TCI. Speed Cargo,
started with its head office at Hyderabad, as a small cargo specialist in 1989, upgrading
itself to desk-to-desk cargo in 1992, cargo management services in 1995 and
became a public limited company when it was listed in Bombay Stock Exchange in
1999. The company was maintaining a strong customer base of prestigious
companies like Acer, Cadilla, Sony, Panasonic, Titan, Dabur and Hitachi to name a few.
Speed Cargo Limited (SCL), a leader in the
express cargo movement pioneered in distribution and supply chain management
solutions in India. It differentiated the concept of cargo, from conventional
transport industry by offering door pickup, door delivery, assured
delivery date and containerized movement. It had a turnover of Rs.3600 million
in 2005-06. The company had a strong team of 6400 employees with the fleet of
2000 vehicles on road and an extensive network covering 3,20,000 kilometers per
day and a reach of 594 out of 602 districts in India. In addition to this, it
was having a well-structured multimodal connectivity and 6lakh square feet
mechanized warehousing facility. Warehousing facilities were comprised of the
most modern storied system and material handling
equipment offering very high level of operational efficiency. The four modes of
transport - Road, Air, Sea and Rail were seamlessly integrated, enabling SCL to
effortlessly reach anytime anywhere.
The international wing of SCL took care of
the SAARC countries and Asia Pacific region covering 220 countries with a
specialized India-centric perspective. The company had gone online by
connecting 90 percent of its offices to provide web-centric solutions to its
customers.
The company also offered money back guarantee
to express cargo services. The services offered were customized for corporate,
small and medium enterprises, cluster markets, wholesale markets and
individuals. The state-of-the-art technology made things
easier for the customers whose cargo could be tracked and traced in the
simplest manner, because SCL had an effective tracking system. SCL believed
that best of technology enabled best of service, and its outlays on providing
the IT edge had always resulted in innovative services and solutions. SCL, in
its day-to-day operations, used technologically advanced equipments like Fork
Lifters, Hydraulic Trucks, Hand Trolly, Drum Trolly, Rubber Pads cushioning,
Taper Rollers to move big crates, color codes for identification to delivery
what it promised.
Between 1989, when company was born, and
1995, SCL started a unique value added service called Cash-On-Delivery for the
advantage of its customers. SCL introduced Call Free Number for the first time
in the logistics industry in India. To establish largest network in air
and to facilitate faster delivery of shipments, SCL entered into a tie-up with
Indian Airlines in 1996; The Company introduced the concept of 3rd
party logistics and later started offering complete logistics and supply chain
solutions in 1997. The courier service Suvidha
later rechristened as Zipp was launched in 1998. The company entered into a
tieup with
Bhutan and Maldives Postal Departments to expand its operations to SAARC
countries in 1999. The Speed Cargo Development Center was set up at Pune in India
for training of its employees in the same year.
An exclusive cargo train in association with
Indian Railways between Mumbai and Kolkata was launched in 2001.
Based on a survey conducted by Frost and Sullivan, SCL was conferred the Voice
of Customer Award for being the best logistics company in 2003. After
simplifying the internal process for faster and better
communication, and a smarter way to work, SCL set up its corporate office at Singapore
in 2003 to create an international hub with an aim to reach out to the world.
The company introduced a mechanized racking system in the
automated warehouse at Panvel (Maharastra) in 2004.
SCL was sensitive to the avenues where it
could contribute to building a better society. Displaying continuous social
responsibility, SCL associated itself with several community development
programs and contributed generously to many social causes.
SCL was the first to build makeshift houses for 400 families who were affected
during a massive earthquake in Bhuj district of Gujarat in India during January
2001. They reached the devastated village the same day to provide food,
clothes, medication and water to the affected people.
In 2003, SCL accepted to develop one of the
government schools located at Banjara Hills in Hyderabad, and built a building
with basic facilities like classrooms, staff rooms and toilets, and provided
furniture for students and staff. The housekeeping and security of
the school, which was now having 1100 students, was
also taken care of by the company. After Tsunami, one of the worst natural
disasters that struck South East Asia in December 2004 leaving over 10 lakh
people dead and over 4 million displaced, SCL was on the rescue scene as it
brought in food, water, clothing, medication, a team of doctors and cooks, and
provided the affected people with essential utensils. After rehabilitating the
people in Nagapattnam and Cuddalore, it took up the development of a high
school in Nagore where 500 students came in from the Tsunami affected families.
SCL also actively participated in Kargil contributions and other rescue and
rehabilitation works in India.
LOOKING
AHEAD
SCL believed that in the age of convergence, it had kept
pace with time with its infrastructure, people and technological capabilities
for moving cargo to its destination on time, by making intelligent movements in
air and sea, as well as on road and rail. The company had experience of
handling wide range of materials including confidential papers related to
University examination and sensitive goods like polio drops and life-saving
medicines. In view of the strengths of its competitors
such as DHL, Safexpress and Blue Dart, the company had enhanced services with a
greater focus on cargo management and customer satisfaction with the new operations
backed by better strategic planning. To achieve its aim, SCL had strategically tied-up
with Jubli Commercials, an lATA accredited freight forwarder, which started its operations
as Air Cargo Agent.
The company was confident that it was set to
become 24 x 7 one-stop solution provider for all freight forwarding services
including customs clearance for international cargo. SCL having 40 percent share in express distribution business was developing a huge centralized
warehouse on 22 acres of land at
Nagpur in India. The centralized warehouse, which was about
to be commissioned, was designed as a major hub or express
distribution center for 200 smaller hubs as its spokes catering to the needs of
its customers across India. SCL believed that it is a concept, a vision and an idea ahead of
its time, which looked at a global perspective and was constantly reinventing
itself in delivering the
future of logistics.
Questions:
1.
What
made SCL a leader in the logistics industry?
2.
Discuss
the strategies adopted by SCL for its survival in the competitive scenario.
3.
Comment
on the contributions of SCL to society.
4.
What
steps the company should take to globalize its network reach?
Discuss the strategies adopted by SCL for expansion.
CASE
IV - LOGISTICS OUTSOURCING
Company
Profile
Indian Steels Limited (ISL) is a Rs. 6000 crore company
established in the year 1986. The company envisaged being a continuously
growing top class company to deliver superior quality and cost effective
products for infrastructure development. With major customers being from Public
Sector Undertakings, the company has established itself well and is said to be
considering its expansion plan and proposed merger with another steel making
giant in the country.
In 1996, owing to the cut throat competition in the
emerging dynamic global markets, ISL emphasized on both effectiveness and
efficiency. The company strongly believed in focusing on its core
competency (i.e. manufacturing of steel) and outsourcing the rest to its
reliable partners. Outsourcing of its outbound logistics was one such move in
this direction. ISL out sourced its stockyards and other
warehousing services to a third party called Consignment Agent, who was
selected on an annual basis through a process of competitive bidding. The CA
was responsible for the entire distribution of the products within the
geographical limits of the allotted market segment and was paid by the company
according to the loads of transaction (measured in metric tonnes) dealt by him.
The company also believed in maintaining long-term relationships with the
suppliers as well as the buyers. It always prioritized the needs of its regular
and important customers over others and this worked out to be a win-win
strategy. The case brings out the model of outsourcing logistics the company
has adapted for the enhancement of its supply chain competency and thus
leveraging more on its core competency which led to increased productivity.
Indian Steels Limited (ISL) is a Rs. 6000 crore
company established in the' year
1986. The company envisaged being a continuously growing top class company to
deliver superior quality and cost effective products for
infrastructure development. The company performed with a mission to attain 7
million ton liquid steel capacity through technological up-gradation,
operational efficiency arid expansion; to produce steel with international
standards of cost and quality; and to meet the aspirations of the stakeholders.
The production started in the year 1988 and initially, it manufactured Angles, Pig
Irons) Beams and Wire Rods that were mainly used for constructing roads) dams
and bridges. These products were mainly supplied to Public Sector Undertakings
such as Railways, Public Works Department (PWD) Central Public Works Department
(CPWD) Rashtriya Setu Nigam Limited, Audyogik Kendra
Vikas Nigam Ltd. and various foundry units. The company had its headquarters at
Raipur with three stockyards (a kind of warehouse with a huge land to store the
products).
The company has established itself well and is said to be
considering its expansion plan and proposed merger with another steel making
giant in the country. The company was awarded ISO 9001, ISO 14001 and ISO 18001
certifications. The temperature in the plant premises is
reportedly about 6°C lesser than that of the township, thanks to the greenery
being maintained therein.
Logistics
Outsourcing
Outbound logistics which basically connects the source
of supply with the sources of demand with an objective of bridging the gap
between the market demand and capabilities of the supply
sources was always a problem for companies operating in this industry.
Consisting of components like warehousing network, transportation
network) inventory control system and supporting information systems outbound
logistics was always playing a key role in making the right product
available at the right place, at the right time at the
least possible cost. In 1996 owing to the cut throat competition in the
emerging dynamic global markets, ISL emphasized on both effectiveness and efficiency.
The company strongly believed in focusing on its core competency (Le.
manufacturing of steel) and outsourcing the rest to its reliable partners.
Outsourcing of its outbound logistics was one such move in this direction.
Recognizing the growing demand for its products from the
big, diversified and geographicallydispersed customers, the company started
expanding the number of warehousing stockyards. From a
humble beginning, the company today has 26 stockyards; most of them are
outsourced. Each of the outsourced stockyards was managed by a third party,
which the company referred to as Consignment
Agent (hereafter referred to as CA) in the area. The CA was selected on an
annual basis through competitive bidding process. The
performance of CA was closely monitored by a company representative (full time
employee of ISL working in the site of CA). The CA was responsible
for the entire distribution of the products within the geographical limits of
the allotted market segment and Was paid by the company according to the loads
of transaction (measured in metric tonnes) dealt by him. Based on their sales
turnover CAs were trifurcated into A, Band C categories. The CAs with a monthly
turnover of Rs. 150-200 crore fell under A category) whereas those with Rs. 100
- 150 crore were B and less than Rs. 100 \ crore were C category.
In addition to the company representative) a team of
marketing division operated in the town where, the site
of CA was located. This department was responsible or estimating the future
demand, translating it into orders and sending to the manufacturing plant.
Material dispatch was done using either one or a combination of the two modes:
Rail, Road. While using rail as the mode of transportation, the company had a
choice to book a Normal Rake (a full
train with about 35 wagons, each wagon with an approximate capacity of 60
tonnes) or a Jumbo Rake (a full train
of about 52 wagons, each wagon with an approximate capacity of 60 tonnes). At
times, the company was engaging the services of the CONCOR (Container
Corporation of India) where a train of 62 to 70 wagons, each
wagon with about 26 tonnes capacity was used for transportation. Instead, if the
company decided to send the material by road, the company had a choice between
Trailor (25-30 tonnes} and Truck (15-20 tonnes). The choice of transportation
mode was based on the quantity of dispatch.
As soon as the material was dispatched from the manufacturing
plant, the respective CA used to get a Stock
Transfer Chalaan electronically through Virtual
Private Network, which was developed by a professional software service
provider. In-transit, monitoring was generally done with the help of Indian
Railways, if the mode was Rail. Otherwise, truck/trailor drivers were contacted
through mobile phone. Transit generally took five to six days, providing time
for CA to plan for receiving materials. The CA used to utilize this time for
arranging material handling devices like heavy cranes and required labour. The
material thus unloaded was reaching the warehousing stockyard where CA was
responsible for arranging the materials as per the warehousing norms of ISL.
The company broadly classified materials into Long Products and Rounds. Products falling into each category were further classified
by their size, shape and utility and the company used a distinct colour code
for this purpose. Each subcategory of material had a specific place for
downloading. The company used Bin System for
this purpose. While downloading the material in stockyard, the company norms
insisted that CA arrange for providing Dunnagt
Material. This enabled the CA to store material without 1 direct
contact with the land surface and thus reduced the probability of material
deterioration. Material was stored in the stockyard until an
authorized representative of the customer used to come and collect it. While
dispatching material to the customer, a Loading
Slip was generated against the Delivery
Order. The company" also believed in
maintaining long-term relationships with the suppliers as well as the buyers.
It always prioritized the needs of its regular and important customers over
others and this worked out to be a win-win strategy.
Operational problems were majorly because of
uncertainties in transportation, fluctuation in supply of electricity and the
load bearing capacity of the soil in the stockyard. Some: more problems were
encountered whenever there was a change in CA and these were overcome by
training the employees of the new CA and keeping the old CA responsible for
the: material in his stockyard for six months after the contract as well.
Observations reveal that, at times there were situations wherein CAs
had to do those things which they were not legally supposed to do (like
subcontracting) because of the pressures mounted by political leaders with
selfish interests.
Despite these problems, this model of outsourcing
logistics was working out very well for the company. The practices, which were
started in the year 1996 have sustained major changes in the environment and
are being practiced even in 2006. It has enhanced the supply chain competency
of the company by enabling it leverage more on its core competency, which leads
to increased productivity.
Questions:
1. Analyze the case in view of the
logistics outsourcing practices of the ISL.
2.
Discuss
the importance of logistics outsourcing with reference to supply chain
management.
3.
Suggest
strategies for further strengthening the supply chain of ISL.
4.
The
participants/students are expected to have a clear understanding of Supply
Chain and Logistics Management concepts.
5.
The
issues involved in the case are Sales Forecasting, Strategic Sourcing,
Selection of Warehousing Service Provider, Transportation Mode and other
nuances in Logistics Management.
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