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Published by Junaid Jawed

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Published by: Junaid Jawed on Aug 17, 2011
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LISKO PAKISTAN (PVT.) LTD.Duration: From 1st May to 11th June, 2011Report based on THEORIES LEARNED AND THEIR APPLICATIONDue date of the report 25th June, 2011(2 weeks after the successful completion of internship)Report submitted on 7nd July, 2011Delayed by 12 daysReasons for delay: MBA exams scheduled on 25th June, 2011, leading to delay in compilation.Name department(s) in which you worked, giving duration in each, stating thesupervisor’s name and designation according to the following format:DepartmentSupply Chain DepartmentSupervisors NameNazar TalibDesignationDirectorDuration 6 weeksCONTENTSSUPPLY CHAIN AND ITS LINK WITH CORPORATE OBJECTIVES4CONTRIBUTIONS TO THE SUPPLY CHAIN DEPARTMENT5Introduction6Overview of the industry7SUPPLY CHAIN DEPARTMENT10THEORIES LEARNED AND THEIR APPLICATION10SUPPLY CHAIN PROCESS [Supply chain mangement]10Logistics: [Supply chain mangement]11Quality Management: [Supply chain mangement] & [Production Management]11Distribution13INVENTORY MANAGEMENT [Supply chain mangement]13INVENTORY PLACEMENT [Supply chain mangement]13
AGGREGATE PLANNING [Supply chain mangement] & [Production Management]14VENDOR EVALUATIONS PROCESS [Supply chain mangement]15ADEQUACY OF FECILITIES AT THE WORKING ENVIROMENT [Supply chain mangement]15OUTSOURCING [Supply chain mangement]18Practices for Lowering Costs and Increasing Sales19SOCIALLY RESPONSIBLE PRACTICES [Supply chain mangement]20E-commerce: [Supply chain mangement]20TOTAL QUALITY MANAGEMENT21Enterprise Resource Planning [Supply chain mangement]21WORKFORCE COSTING [Supply chain mangement] & [organizational behavior]22PERFORMANCE GAUGING: [production management]23ENVIRONMENTAL MANAGEMENT SYSTEM23BALANCED SCORECARD: [Supply chain mangement] & [ Strategic Management]24FAILURE MODE AND RISK ANALYSIS: [Supply chain mangement]2526Process analysis [production management]27Process Evaluation Matrix [Production Management]30Conclusion and Recommendations31References32Bibliography32SUPPLY CHAIN AND ITS LINK WITH CORPORATE OBJECTIVESOrganizations increasingly find that they must rely on effective supply chains,or networks, to compete in the global market, networked economy syncing it withits corporate objectives. In Peter Drucker
s (1998) new management paradigms, this concept of business relationships extends beyond traditional enterprise boundaries and seeks to organize entire business processes throughout a value chain of multiple companies.During the past decades, globalization, outsourcing and information technology have enabled many organizations, such as Dell and Hewlett Packard, to successfully operate solid collaborative supply networks in which each specialized businesspartner focuses on only a few key strategic activities enabling it to pursue its corporate objectives. This inter-organizational supply network can be acknowledged as a new form of organization. However, with the complicated interactions among the players, the network structure fits neither "market" nor "hierarchy" categories (Powell, 1990). It is not clear what kind of performance impacts different supply network structures could have on firms, and little is known about thecoordination conditions and trade-offs that may exist among the players. From asystems perspective, a complex network structure can be decomposed into individual component firms (Zhang and Dilts, 2004). Traditionally, companies in a supply network concentrate on the inputs and outputs of the processes, with little concern for the internal management working of other individual players. Therefore, the choice of an internal management control structure is known to impact local firm performance causing to deviate from key goals and objectives.In the 21st century, changes in the business environment have contributed to the development of supply chain networks. First, as an outcome of globalization and the proliferation of multinational companies, joint ventures, strategic alliances and business partnerships, significant success factors were identified, complementing the earlier "Just-In-Time", "Lean Manufacturing" and "Agile Manufacturing" practices. Second, technological changes, particularly the dramatic fall ininformation communication costs, which are a significant component of transaction costs, have led to changes in coordination among the members of the supply chain network allowing a more focused and integrated approach to the firms mission, vision, and corporate goals.Many researchers have recognized these kinds of supply network structures as a new organization form, using terms such as "Keiretsu", "Extended Enterprise", "Virtual Corporation", "Global Production Network", and "Next Generation Manufacturing System". In general, such a structure can be defined as "a group of semi-independent organizations, each with their capabilities, which collaborate in ever-
changing constellations to serve one or more markets in order to achieve some business goal specific to that collaboration" (Akkermans, 2001).The security management system for supply chains is described in ISO/IEC 28000 and ISO/IEC 28001 and related standards published jointly by ISO and IECCONTRIBUTIONS TO THE SUPPLY CHAIN DEPARTMENTAs an internee in the department my job included:Assisting the supply chain officer in their routine activities for e.g. daily calls to key clients for updates on requirement and market demandFiling of documents and their history backupIdentifying weaknesses in the department and devising solutions to resolve themLearning routine job activities by doingPreparing a cost and benefit approach for all the activitiesCosting for the business decision and promotional activities for the clientsGetting to know the nuts and bolts of the process in the department.INTRODUCTIONLisko Pakistan (Pvt.) Ltd is one of the leading and deep-rooted National companythat specializes in the production of human medicines. The company was established in 1972 and in No time, it managed to position itself at a very vanguard ofthe Pharmaceutical and Health Sector.The company operates in compliance with the good manufacturing practice on pattern set by the WHO, owing to its un-remitted pursuit of perfection, the company got the ISO 9001:2000 performance certification and is continuing to work with consumer trust.A major part of the company’s success is attributed to its technical staff that incorporates a number of highly qualified experts. Our employees from various prospects are continously advancing through systematically kept special training programs, that are set periodically by Board to ensure complete efficiency in work.At Lisko Pakistan strategies are always drawn by keeping consumer satisfaction ,needs, wants & attitudes as our first priority. From the very beginning the company committed itself in supplying consumers with reliable medicaments combiningefficacious, quality, safeness and economical price. These are with other factors that have made Lisko Pakistan a popular performer over the years.Due to Lisko Pakistan’s commitment with its consumers that highest quality medicines will always be provided to them, therefore it is made sure that the Raw Materials present in their products should be imported from quality & reliable worldwide sources such as, U.K, Netherlands, Italy, Spain, Japan, Belgium, France, Germany India and China etc.Currently the company is manufacturing Antibiotic, Anti-allergy, Anti-malerial,Anti-depressent, Anti-T.B, Anti fungal and General Health Care Products, that have established their names due to their high quality & appropriate price. With this, not only in Pakistan but these products are also highly trusted and demanded in international markets, that has enabled Lisko Pakistan to export them in different parts of the world. OVERVIEW OF THE INDUSTRYPakistan has a very vibrant and forward looking pharma industry. At the time ofindependence in 1947, there was hardly any pharma industry in the country. Today

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