Save trees use e-Question Paper Go green DOWNLOAD THIS FREE AT www.vturesource.com usw [TT | LE] OSMBA: Fourth Semester MBA Degree Examination, June / July 08 Logistics and Supply Chain Management Time: 3 hrs. Max{Marks-fgo Note : J. Answer any FIVE full questions. 2. Question No. 8 is compulsory. @ 1a. Briefly explain the term ‘Demand Management’ in logistics. (03 Marks) b. State the objectives and explain scope of ‘Logistic Management’ (07 Marks) ©. Explain the role of logistics in ‘supply chain managemen briefly the elements of logistics ~ mix. (10 Marks) 2 a. What is customer service in logistics management? (03 Marks) 'b. What is logistics information system? What are the diffe ®@blevels of logistics information system? (7 Marks) ©. Explain how customer service requirements differ in eMggentphases of the transaction process. Explain with the help of a diagram. (10 Marks) 3 a. State three key issues of SCM. (03 Marks) b. State the objectives of SCM and explain su ives. (07 Marks) ©. Explain a framework for network design ded the help ofa figure. (10 Marks) 4 a. State the important factors affecting gftribytign network: (03 Marks) b. Explain customer relationship m nt irategies. Also explain briefly supplier relationship strategies. (07 Marks) What are the functions and e) Piventory? Explain its various methods that are commonly used for controlli Coffin industries, (10 Marks) Sa. Doyou think SCM is fea for SW&lf’medium enterprise? Justify why or why not? (03 Marks) b. What is bull whip eff& sit relate to lack of coordination in the supply chain? (07 Marks) c. Identify thestype! importance’ e Is that are best solved by aggregate planning. Explain the ing as a supply chain activity (10 Marks) theRigphf safety inventory in a SCM. (03 Marta . Explain the reQyirements of logistics packaging. (07 Marks) ing of strategic parmerships and trust valuable within a supply chain? that help in achieving supply chain coordination in practice, (40 Marks) expljin FIL and LT caries. (a3 Maris) als’ of SCM might be to increase profitability, exibility and customer 1, Do you agree? Why or why not? 7 Marks) in the role of IT in SCM. Also explin the importance of EDI, ERP, Internet, Bar and E —Business in supply chain management (G0 Marts) BRANCHES | ALL SEMESTERS | NOTES | QUESTON PAPERS | LAB MANUALS A Vturesource Go Green initiativeSave trees use e-Question Paper Go green DOWNLOAD THIS FREE AT www.vturesource.com OSMBA43 8 CASE STUDY : (Compulsory) FARM EQUIPMENT MANUFACTURE LTD, Farm equipment manufacture L1d (FEML), established in 1965, is one of the world’s le of agricultural equipment and one of the leaders in construction and forestry equipment, and other powertrain components, FEML"s latest efforts on supplier relationships have th the plant redefining its business strategies during the 1990s. As a rsult of this redefinition was focused on sheet stee! stampings, welding, assembly and paint as cofe manufacturing ith this strategy, purchased part costs began to represent an increasing percentage of th ‘manufactured costs. This laid the frst comerstone in FEML.'s re-examination of supplier relations. The second cornerstone fell in place when, because of eapacity constraints, FEML: steel prping, department was unable 0 fll the factory's total stamping requirements. Ti lopment of external stamping sourees. Now the third comerstone was Inid : Diseussions began to arise as to wheth« I stamping epartment should be treated the same as external stamping “suppliers” tion that the internal department should compete for business and receive the same port as any outside source of supply. ‘Typically, FEML's suppliers are small a si ‘manufacturers. Inereasingly, sueh companies have been under industry wide competiv 0 reduce overhead and trim costs, Many of them have reduced their employees to igyninit essary 10 run daily operations. Planning and implementing new manufacturing s beyond the eapabilities of many of these companies because of lack of expertise on thei alization led to the fourth tnd final comerstone. A vigorous debate began in the management and external suppliers at “Why don’t strategic outside sources (1 receive the level of support provided to FEML's internal sources (i.e. departments)?” us, if an internal department Fequests assistance with manufacturing improvement ‘and implementation, then you provide it with technical and personnel resources "you give similar support 1 stratogic ‘external suppliers? The four comerstones wore now "EML to construct its answer. In 1995, Mr. Sonawala, General Manager of S ly Chain Management at FEML’s ‘corporate Headquarters, initiated a pilot Suppli gramme. The aim Was to resolve the ‘debate via pilot experiment to support 16 s ‘agreement was forged withthe pilot suppliers that would entitle FEML to share im any’ sa from the resulting improvements. Over the ext 18 months, the same FEML's corporate incers who normally worked on supply chain mnuinagement improvement projects w: rk with the suppliers who participated in the pilot project. The results of the pilot 7 vg unambiguous. They showed that the price reductions that resulted for FEML enabled it to Based on these results, in 2001, formed a dedicated supplier development group foeused on providing resource fezic suppliers in implementing SCM improvements Services are provided a no re are no cost savings to the supplier as a result of a project, no price reduetions from the sufi ing price reductions to FEML (after providing for the supplier's share 1uch as 15%, The programme has clearly yielded mutual benefits to FEML and its supplier base -ating a competitive advantage in the market place. Questi ould lye basis for sharing benefits becween FEML and its suppliers? 1g 18Ke-time is more important than reducing the inventory in a Supply Chain”. Defend ant in the context of FEML. jef the performance indicators at FEML and at the supplier's end. What performance Fs should be evolved so as to capture the impact of *Bullwhip” Effect? lest four factors on which the suppliers of FEML needs to be evaluated. um BRANCHES | ALL SEMESTERS | NOTES | QUESTON PAPERS | LAB MANUALS A Vturesource Go Green initiative