TABLE iOF iCONTENT

1
Declaration 03

Preface 04

Acknowledgement 05

Table iof iContents 06

Executive iSummary 07

Introduction iTo iIndustry 08

Introduction iTo iBallarpur iIndustries iLtd 13

Profile iof ithe iCompany i(BILT iUnit iSEWA) i 25

Need iof iStudy 34

Literature iSurvey 35

Objective 39

Supply iChain iManagement 40

Research iMethodology 58

Data iAnalysis 60

Observation 73

Suggestion 75

Conclusion 76

Questioners 77

Bibliography 81

EXECUTIVE iSUMMARY
 The icompetitive iand iglobal inature iof itoday’s ibusiness ienvironment idictates ithat ithis
idirection iand itransformation itakes iplace iin ia iway ithat iis iefficient iand ieffective ias ipossible.
iContinuing iemphasis ion itime, icost iand iquality iimprovements ihave isharpened ithe ineed ito
icoordinate iand icooperate iwith itrading ipartners iaround ithe iworld ito iachieve iresults ithat iallow
icustomers ito ibe isuccessful. iThus iSupply ichain imanagement ifocuses ion ithe iintegration iof
iactivities iacross iseveral icompanies ito imanage ithe iflow iof iproducts, iservices, ipeople, iequipment,
ifacilities iand iother iresources.

The ireport igives ian ioverview iof ithe iIndian iPaper imanufacturing iIndustry, iits imajor iplayers,
igrowth iand ioutlook. iThis ireport ialso iprovide iample iof iinformation iregarding iBallarpur iIndustries
iLtd. i(BILT), ithe iConglomerate iAVANTA iGroup iof iwhich iBILT iis ia iStrategic iBusiness iUnit.
iThis ireport iprovides ian ianalysis iof ithe iInternal ias iwell ias iExternal isituation iof iBILT iin ithe
iform iof iSWOT iAnalysis iand iPORTER’S iFIVE iFORCES iModel.

Though ithe iproject iwork ihas ibeen idone iin iUNIT iSEWA iof iBallarpur iIndustries iLtd. iit icontains
ithe iHistory, iOrganizational iStructure, iProducts iand isome iHR irelated idata iof ithe iOrganization.

Logistics iis ian iImportant iPart iof iSupply iChain imanagement, iso ithis ireport ialso icovers isome
ibasic iideas iof iLogistics, iits ivarious iaspects iand ithe ifunctions iof iLogistic iDepartment.

The iReport icontains ithe iliterature ireview iof iSupply iChain iManagement, iits iimportance iin icurrent
icompetitive ibusiness iscenario, iand ithe ivarious iobjectives iand ianalysis. iEfforts ihave ibeen imade
ito iinterconnect iand iestablish ia irelationship iin ibetween iboth ithe itheoretical ias iwell ias ipractical
iaspects iof iSupply iChain iManagement iin iContext iwith iBILT iUnit iSEWA.

This ireport ialso iincludes ipractical iimplications ito iunderstand ihow isupply ichain iis ibeing imanaged
iin iBILT iUnit iSEWA iby itaking iinto iaccount isix imajor ielements iof iSupply iChain iManagement
iCustomer, iPurchasing, iPlanning, iInventory, iProduction iand iTransportation.

There iare imany ielements iwhich iform ia ibackbone iof iSupply ichain imanagement iand iSupply
iChain iManagement iTechnology iis ione iof ithem. iSo iefforts ihave ibeen imade ito igive ia ibrief iidea
iabout iOPTIVISION i(Technology iBILT iuses iin iits iSupply iChain), iits iworkings iand ibenefits.

INTRODUCTION iTO iINDUSTRY

 The iIndian iPaper iIndustry iis iamong ithe itop i15 iglobal iplayers itoday, iwith ian ioutput iof imore
ithan i6 imillions itones iannually iwith ian iestimated iturnover iof iRs. i150,000 imillions. i(approx.
iUSD i3400 imillion).Paper iIndustry iin iIndia iis iriding ion ia istrong idemand iand ion ian iexpanding
imood ito imeet ithe iprojected idemand iof i8 imillion itones iby i2010 i& i13 imillion itones iby i2020.A
ilarge inumber iof iexpansion iprogramme i& iexpansion iof icapacities iwith ian ioutlay iof iRs. i10,000
icrores ihave ibeen iannounced icovering ithe ivarious isectors ilike ipaper, ipaperboard, inewsprint ietc.
iThe iIndian iEconomy iis iprogressing iwell iand itargeting i8%+ igrowth. iThe ieconomic ireforms
icoupled iwith ithe iliberalized iGovernment iPolicies, iIndia itoday offers excellent
business opportunity for investments. iOne iof ithe ifirst iFDI iProjects imay icome
ithrough ithe iproposed iFinnish iproposal ito iset iup ia i400,000 iTPA icapacity plant
with an investment of US$240 million.

The iexpanding iIndustrial iScenario icalls ifor iefforts ito itackle irelated iproblems:

▪ Industry ineeds icapital iand itechnology.

▪ Since ienergy icost iaccounts inearly i25 iper icent iof icost iof iproduction ithere iis ian iurgency
ito iimprove ienergy imanagement iand ienergy iconsumption.
▪ Quantum ijump iin iproduction, icalled ifor iby ithe idemand iprojection iis ipossible ionly iby
iexpansion iof iexisting icapacity iand icreation iof iadditional icapability. iUp igradation iof
itechnology iand inew icapacities ialso iinvolve imassive iinvestment.
▪ Use iof iagro iresidues ifor ipreparation iof ipulp ialso ithrows iup ichallenges ilike ipollution
icontrol, irecycling, iuse iof icost ieffective itechnology ifor iutilization iof iagro iresidues, ietc.

The ifirst imill iset iup iin iIndia imore ithan i100 iyrs iago. iThe iindustry ioperated iunder ia
iProtective itariff isince i1925. iAttracted iby ihigh iprofits iunder ithe iprotective itariff iumbrella, imany
inew ipaper iindustries iwere iset iup. iDuring ithe iperiod iof iplanned idevelopment, ithe ipaper iindustry
imade irapid iprogress, iIndia’s iforest iproviding iabundant iraw iarterial ifor iits ismooth iworking.
iProduction iuse ifrom i3.5 ilakh iMT iin i1960-61 ito i i31 ilakh iMT iin i1997-98 ithe iproduction iof
inewsprint irose ifrom i0.4 ilakh iMT ito i4.6 ilakh iMT ibetween i1961 iand i1998.
Major iPlayers
Plant iLocations iall iover iIndia

Growth iof ipaper iindustry iin iIndia

 There iare iat ipresent i340 iunits iproducing ipaperboard iin ithe iprivate isector iwith iinstalled
icapacity iof
31 ilakh iMT. iThere iare iabout i30 iunits iare iof idiverse isize, itype iand imagnitude, iand iabout i30
ilarge iintegrated imills, iwell iorganized iand iwell iequipped iand ithere iare iabout i270 ismall iunits,
iwhich iare itoo i ismall iand itoo imoderately iequipped. iThe ilast idecade iwitnessed ia iphenomenal
igrowth iin ithe ismall ipaper isector i(a ismall ipaper imill, ihas iinstalled icapacity iof i24000 iMT iper
iannum), iactively ipromoted iby ithe iGovt. iAs ia iresult, ithe ismall isector inow iaccount ifor i50
ipercent iof ithe iinstalled icapacity iand iof iproduction iof ipaper iin ithe icountry.

Rapid iGrowth iof iSmall iUnits

In ithe iearly i1970s, iwhen ithe icountry iwas ifaced iwith ipaper ifamine, ithe iGovt. icame ito
iappreciate ithe irole iof ismall ipaper iunits ibecause iof ithe ishort igestation iperiod, ithe iuse iof icheep
isecond ihand imachinery ireadily iavailable iin iforeign icountries, ithe iuse iof inon-conventional iraw
imaterials isuch ias irice, iwheat, istraw, ibiogases, ijute istalks iand iwaste ipapers. iThe ismall iunits
icould ibe iset iup iin iany ipart iof ithe icountry iand i iwould ihave ian iimportant irole ito iplay iin
ibackward iareas. iThe iGovt. igave inecessary ifillip iand iencouragement ito itechnocrats iand
ientrepreneur’s ito iventure iinto ithe ipaper iindustry iand ithe iinvestment ifunds icame ieasily ifrom ithe
ipublic isector ifinancial iinstitutions isuch ias ithe iIDBI, iIFCI iand ithe iICICI. iThe ismall ipaper iunits
iwent ito iproduction iand iaverted ithe ipaper icrisis iand ialso ithe ineed ito iimport ipaper iand
ipaperboard iand ithus ihave ihelped ithe icountry ito isave iRs.300 iCrores iof iforeign iexchange
iannually. iTo isome iextent, ithe ismall iunits iwere iuneconomic, itheir icost iwas ihigh iand itheir
iquality iwas ilow. iIn iorder ito iensure ithat ithese imills iexist ialong iwith ilarge ipaper imills, ithe
iGovt. igave ivarious iexcise iconcessions iand irelieves ifrom itime ito itime iand ias i741 imentioned
iearlier, ithe ismall ipaper imills ihave igrown iso irapidly ithat ithey iaccount ifor i50 ipercent iof ithe
iinstalled icapacity ias iwell ias iof iannual iproduction.
Following measures need to i i be taken to i i make Indian
paper industry more icompetitive:

• Improvements iof ikey iports, iroads iand irailways iand icommunication ifacilities.
• Revision iof iforest ipolicy iis irequired ifor iwood ibased ipaper iindustry iso ithat iplantation ican
ibe iraised iby iindustry, icooperatives iof ifarmers, iand istate igovernment. iDegraded iforest
iland ishould ibe imade iavailable ito ithe iindustry ifor iraising iplantations.
• Import iduty ion iwaste ipaper ishould ibe ireduced.
• Duty ifree iimports iof inew i& isecond ihand imachinery/equipment ishould ibe iallowed ifor
itechnology iup igradation.

Outlook

Outlook ifor ipaper iindustry iin iIndia ilooks iextremely ipositive ias ithe idemand ifor iupstream
imarket iof ipaper iproducts, ilike, itissue ipaper, itea ibags, ifilter ipaper, ilight iweight ionline icoated
ipaper, imedical igrade icoated paper, etc., is
growing up.
 INTRODUCTION iTO iBALLARPUR iINDUSTRIES iLIMITED

Ballarpur iIndustries iLimited i(BILT), ipart iof ithe iUS$ i3 ibn iAvantha iGroup, iis ithe
iundisputed ileader iof ithe iIndian ipaper iindustry. iIt iis iIndia's ilargest imanufacturer iand iexporter
iof ipaper, iwith ia istrong ipresence iin iall isegments iof ithe iusage ispectrum, iincluding iwriting iand
iprinting i(W&P) ipaper, iindustrial ipaper iand ispecialty ipaper. iComplementing ithis iis ia
idiversified iproduction iinfrastructure iwith isix imanufacturing iunits ispread iacross ithe icountry.

In irecent iyears, iBILT ihas ievolved ias ia idynamic, iknowledge-driven iorganization

ifocused itowards icreation iof istakeholder ivalue. iIn ithe iprocess, iit ihas ialso itransformed ithe
ipaper iindustry ifrom iits itraditional i'commodity imarket' imindset ito ia ibranded ione. iA iconcerted
iprogramme iof iinnovation iand itechnological iexcellence ihelps iit iproactively irespond ito ithe
ineeds iof ieach iindividual isegment. iToday, iBILT inot ionly ihas ithe irange, ibut ialso ia iwell
ientrenched idistribution inetwork ithat ienables iit ito ireach icustomers, iany itime, iany iplace.

As ithe iindustry ileader, iBILT iis icommitted ito ideveloping iits ibusiness itowards
iecological, isocial iand ieconomic isustainability. iCommunity idevelopment iand iupliftment iof ithe
imarginalized isections ihave ibeen iidentified ias ifocus iareas. iBILT ioffers ivocational itraining iand
iprogrammes ion imicro ifinancing ifor ithe iunemployed. iThe icompany iworks iextensively iwith ithe
icommunities ion ia ibroad irange iof iissues, iincluding ihealth, ieducation iand istrengthening iof ithe
ivillage ipanchayat isystem ithrough itraining iof imembers ion iissues irelating ito igovernance,
idevelopment, iand ifund imanagement. iBILT, iin icollaboration iwith iits ipartner iNGOs, ihas ihelped
iestablished iSelf iHelp iGroups i(SHGs) iat ithe ivillage ilevel ito iimplement iits isocial iprogrammes.
iIt ihas ialso ijoined ihands iwith iPratham, ian iNGO ithat iruns iprimary ieducation iprogrammes iall
iover i ithe i icountry. i iA i ikey i iinitiative i iin i ienvironmental i iaccountability i iis i ithe iBILT
ifarm iforestry iprogramme, iwhich ihas, ito idate, ibrought i32,000 ihectares iunder iplantation,
ibenefitting inearly i37,000 ifarmers.

MISSSION iSTATEMENT i-- iOur iaspiration iis ito ibecome ia ileading icreator iof
iShareholder iValue iin ithe iPaper iIndustry.

14
VISION iSTATEMENT i-- iTo iconsistently ioutperform iexpectations iand ideliver isuperior
ivalue ito iboth iour iCustomers iand iStakeholders.

CORE iVALUES i--

Honesty-To ibe iprincipled, istraight-forward iand ifair iin iall idealings

iIntegrity- iMaintaining ithe ihighest istandards iof iProfessionalism

iFlexibility- iAdapting iourselves ito ialways istay ia istep iahead iof

ichanges iRespect ifor iIndividual- iGiving ieach iperson iroom ito

icontribute iand igrow

Respect ifor iKnowledge- iTo iacquire iand iapply ileading iexpertise iin iall iaspects iof iour

ibusiness iTeam iPerformance- iThe iteam icomes ifirst; inone iof ius iis ias igood ias iall iof

ius iSTRATEGIC iINTENT

BILT, iin ithe irecent iyears ihas ievolved ias ia imore idynamic, iknowledge idriven iorganization
iwith ia
singular ifocus ion icreating istakeholders ivalue. iAimed iat imaking ithe iorganization imore imarket-
oriented iand icustomer icentric, ithe ifollowing iinitiatives iare ito idrive iBILT iforward iin ithe
irapidly ichanging ibusiness ienvironment.

Consolidation i– iA icontinuous istreaming iof icapacities iand iproducts iin iour icore ibusiness iarea-Paper.

Brand iBuilding i– iIncreasing ibrand iinvolvement ifor ithe iproducts iamongst icustomers ito ireduce
imarket ifragmentation iand i‘generic ibrand’ istatus ifor iBILT ivia istrategic ibranding.

Decommoditasation iand iService iOrientation i– iRedefining ipaper iindustry iwith icustomer iat
ithe icentre-stage.

Wider iProduct irange i- iAdding ihigh ivalue-added iproducts ito iBILT’s iportfolio iexpanding iit ito
icover ithe iwidest irange iof ibasic ito ihigh-end iusage ipaper iproducts.
Product-mix iRationalization i– iMaintaining ian iintelligent iproduct-mix ibased ion ivalue iand
idemand icurves ito imaximize ireturns.
Exploring iGlobal iMarkets i– iReaching iout ito iinternational imarkets iwith iworld-class iproducts
iwhile imaintaining ileadership iin iIndia.

Operational iImprovements i& iCost iCompetitiveness i– iTo iattain ihigher iefficiency ilevels iand
iworld- iclass iquality iin iproduction iprocesses.

Increasing iCapacities i– iExpansion iof imanufacturing iand iprocessing icapabilities iacross iproduct
irange, iin iline iwith imarket idynamics.

Sound iInvestments i- iAccelerate igrowth iby iway iof iinvestments iinto ifocused, isynergetic
iacquisitions.

Captive iMarket iShare i– iSustaining iand istrengthening iBILT’s ileadership iposition iin iits
imarket isegments iway iahead iof icompetitors.

Extending iTouch-Points i– iBuilding ia iwider iand i‘intelligent’ idistribution inetwork ithat ienables
iBILT ito iserve iits imarkets iin ia icustomized iand ilocalized imanner iand iattain ihigher
ipenetration, iwithout ilosing ithe ieconomies iof iscale.
Unit iLocations iall iover iINDIA

1. UNIT iBALLARPUR

2. UNIT iSHREE iGOPAL

3. UNIT iSEWA

4. UNIT iKAMALAPURAM

5. UNIT iBHIGWAN

6. UNIT iASHTI
PRODUCTS iOF iBILT

BILT iprovides ifor iall imajor iand iusage’s iranging ifrom iworld iclass icoated ipaper ifor
icatalogues iand icalendars ito ihi-speed iuncoated iprinting ipaper ifrom iwater imarket ipremium
ibusiness istationary ito ihi-end icopy iused iin ioffice iand ifolding ibox iof ipackaging.

BILT iis ithe ileader iin ithe iIndian ipaper iindustry iwith ian iimpressive iannual iproduction iof i50,
i0000 iMT. iBILT iprovides ipaper ifor iall imajor iend iusage’s iranging ifrom iworld iclass icoated
ipaper ifor icatalogues iand icalendars ito ihi-speed iuncoated iprinting ipaper, ifrom iwater imarked
ipremium ibusiness istationary ito ihi-end icopy ipaper iused iin ioffices iand ifolding ibox iboards ifor
ipackaging.

In ihousing iR&D ibased ion ilong istanding iexperiences iand iexpertise iin ipapermaking ihas
ienabled iBILT ito ibe ibrand iof ichoice. iBILT iproduces ithe ifinest ivarieties iof ipaper ithat ihave
ialready imade ia imark iin imore ithan ithirty inations iacross ithe iglobe iincluding ideveloped
icountries imarket ilike iUSA, iAustralia iand iEurope. iThe iBILT

Products irange icomprises iof ithe ifollowing ibrands, iwhich ihave ibecome igeneric ito itheir icategory.

➢ 1. iBILT iRoyal

➢ 2. iSunshine iSuper iPrinting

➢ 3. iRoyal iExecutive iBond

➢ 4. iCopy iPower

➢ 5. iEasy iPrint.

BILT’s iproduct iprocess iis isupported iby i7 iworld iclass imanufacturing ifacilities ithe iuse ithe
ilatest iequipment ialong iwith istringent iquality icontrol iprocesses. iUndisputed imarket ileadership
icombined iwith ithe ilargest idistribution inetwork iand icommitment itowards icustomer icare iensures
ithat ithere iis iBILT iIN iEVERY iPAPER.
 SWOT iAnalysis iof iBILT

Strength i(S)

• Maximum iVarity i& ihigh iquality iOf i Paper

• Good iEmployer-employee iRelationship

• Efficient imanagement

• Totally iComputerized

• CSR iby ikeeping iEnvironment iclean

• Strategic iLocation ifor ieasy iavailability iOf iRaw imaterial

Weaknesses i(W)

• Large iStructure iof iorganization

• Old iMachinery

• High iFixed iCost

• Remote iLocation iof iPlants

• Logistic iIssues

Opportunities i(O)

• Setting iup ia inew iplant iin icentral ipart iof iIndia

• Exploring inew ioverseas imarket

• Maximize iproduction icapacity iby ireplacing iold imachinery

• Decreasing icost iby iincreasing iRail i& iWater ias imode iof iTransportation

• Acquiring isome iweak iand ipoor iPaper imanufacturing icompanies

Threats i(T)

• Global iWarming

• Raw imaterial iUnavailability

• Increasing iCompetition

• Import iof iPapers

ORTER’S iFIVE iFORCES iMODEL ifor iBILT

 Threat iof iNew iEntrants iis iLOW

POTENTIAL
iENTRANTS

Industry iRivalry iis iHIGH

SUPPLIERS
iPOWER INDUSTRY
iRIVALRY BUYERS iPOWER

Bargaining ipower iof iSupplier iis iHIGH Bargaining iPower iof iBuyer iis iHIGH

Threat iof iSubstitute iis iLOW

SUBSTITUTES

Some iMajor iDates iof iBILT

Its ipathway ithrough ithe ihistory ican ibe isummarized ibelow:

➢ 1945: iBallarpur ipaper iand istraw iBoard iMills iLimited iincorporated. iFirst ibrand Names
i‘three iAces’ ifor ipaper iand iwisdom ifor istationary.
➢ 1969: iShree iGopal iPaper imills ilimited imerged iwith iBallarpur ipaper iand istraw iBoard imills
iLtd.
➢ 1975: iEntity iname ichanged ito iBallarpur iIndustries iLtd.
➢ 1883: iModernization iof iBallarpur iand iShree iGopal iMills iinitiated.
➢ 1988: iEntry iinto iindustrial ipaper isegment.
➢ 1990: iSEWA ipaper iMills iacquired.
➢ 1992: iChoudwar iunit iacquired.
➢ 1994: iUS i$ i35 iMillion iFCCB iissue ilaunched.
➢ 2000: iBusiness iportfolio irestructuring icompleted.
➢ 2001: iSinar iMas iPulp iand iPaper i(India) iLimited iacquired iand ire-named iBILT iGraphics
iPapers iLimited i(BGPL).

BILT’s iNew iGroup iIdentity

The iGautam iThapar-led iGroup iof iCompanies, ia ileading iglobal itransnational icorporation,
itoday iunveiled iits inew iGroup iCorporate iIdentity. iThe igroup iwith ipresence iin imore ithan isix
idiverse ibusiness iverticals iglobally iis inow ithe i“AVANTHA” iGroup. iThe inew ilogo iwas
ilaunched iat ispecial icelebrations iheld iin iall iAvantha ioffices iworldwide itoday. iThe iidentity iand
ilogo icommemorate inearly isix imonths iof iwork iselecting iand iimplementing ia inew ibrand
iidentity.
With ia iglobal ifootprint iand ioperations iin iten icountries, ithe iAvantha igroup iemploys i20,000
ipeople ibelonging ito i20 idifferent inationalities. iThe igroup iis iin idiverse ifields isuch ias iPower
igeneration iand idistribution, iPower itransmission iand idistribution iequipment iand iservices; ipaper
iand ipulp; ifood iprocessing; ifarm iforestry; ichemicals; iinfrastructure, iIT iand iITES. iThis iover
iUS$ i3 ibn igroup iis ion icourse ito itrebling ito iUS$ i10 ibn iby i2013. iMr. iGautam iThapar,
iChairman isaid, i““Consolidation iinvolves icoming itogether ias ia igroup, ileveraging ion iindividual
iand icollective istrengths iand iworking itogether ifor ihigher iambitions iand imarket iaggressiveness.”
iHe iadded, i“The igroup istructure iand iformalizing iit i iwith i ia igroup iidentity iis ia istep itowards
irealizing iour idefined igrowth ipath.”
This ibusiness ihouse iestablished i80 iyears iago iis itoday iknown ifor iits ifuture iorientation. iIt ihas
isuccessfully igone iinto iuncharted iwaters iand iexpanded iwith iits iwinning iM&A istrategy. iThe
igroup ihas
also iadapted ito ichanged ienvironment ireadily iwith ipioneering, iinnovating iand iimagination.
iAmong ithe ifirst imanufacturing iindustries ito isee ichange ias ian iopportunity, ithe igroup
iembraced iglobalization iand iset iforth ito iacquire iboth imarkets iand iresource ibases.

The inew igroup iidentity i– iAVANTHA i– icombines iFrench iand iSanskrit iterms ito iexpress
i“Growth iwith istability”. iInspired iby ithe ilever, ithe ithree-pronged iwheel iof ithe iAvantha ilogo
iis imodern iand isignifies icontinuous iforward imovement. iIt isymbolizes ithe iorganization ias ia
ipowerhouse iof iprogress, iimpelled iby iits ithree ifundamentals iof iImagination, iIntegrity iand
iIndividual. iMr. iGautam iThapar iexplained, i“as ithe inew iand iemergent iglobal itranslational,
iAVANTHA iis ibased ion ia icommitment ito iworld iclass isystems iand iprocesses iand ia i360
idegrees ireputation ias ia iglobal iemployer ibrand.”

Mission

To iprovide ivalue iat ievery iinteraction iand inot ionly imatch ibut iexceed ithe iexpectations iof iour
iclients, icustomers, iemployees iand istakeholders iat iany ipoint iin itime. iEvery itime.

A iCentre iof iRelevance iand iExcellence i(CORE) ihas ibeen iset iup iat iThapar iUniversity iby
iTIFAC iMission iREACH iof iDepartment iof iScience i& iTechnology, iGovt. iof iIndia iin iits ifirst
iphase iof isetting iup ieight iCORES iat ivarious iInstitutes iand iUniversities ispread iall iover ithe
icountry. iScience iand iTechnology iEntrepreneur’s iPark i(STEP) ihas ibeen iestablished ijointly iby
iThapar iUniversity iand iDST, iGovt. iof i iIndia. iThapar iUniversity ihas iimpressively igrown iin
isize iand iactivities iduring ithe ilast ifive idecades iof iits iexistence. iNearly i10,500 iengineers ihave
ileft iits iportals iso ifar, idistinguishing ithemselves ias iproud iThaparians iin idiverse ifields iin iour
icountry iand iaboard. iAs ia ifitting irecognition iof iits ipioneering irole iin ipromoting ithe igrowth
iand idevelopment iboth iat iNational iand iInternational ilevels, iThapar iUniversity iwas igranted ifull
iautonomy iand ithe istatus iof ia iDeemed iUniversity iin i1985 iUGC.
Our iofferings iinclude iIT iinfrastructure isupport imanagement, iprofessional iand iengineering
iservices, iand iconsulting iand ibusiness iprocess ioutsourcing iAvantha ienjoys ian ienviable iimage
ifor iits ileadership istatus iin iIT, iITES, iengineering, iand imanufacturing idomains. iIt ialso ihas
istrong iroots iin ieducation iand i iresearch. iThis ihelps ius iin iattracting iand iretaining ithe ibest
italent iand ithus isafeguards iyour iinvestments i i& iknowledge irepository. iOur igroup istrength
iprovides ithe icapacity iand icapability ito ihelp iensure iwe iserve iour iclients iextraordinarily iwell.
iIn iaddition iour istrong ibusiness ialliance iwith ileading iplayers iin ithis iarena ihelps ius iin
itransferring itechnology ito iour iclients iand iin ihelping ithem ito iadopt ithe ibest itechnology
ipractices iin ithe iindustry. iNeedles ito isay iwe ifollow istrict iprocedures ito imaintain icomplete
iconfidentiality iand iintegrity iof iour icustomers’ idata. iOur ibackbone iinfrastructure imeets ithe
irigorous istandards iof iISO/IEC i27002:2005 i- iInformation iSecurity iManagement iSystems
i(ISMS).

Ballarpur iIndustries iLtd. iAmbulam

Color iRed…

Stands ifor ichange, imarket ileadership, iachievement iand ia iplace iof ihonour iin ithe iIndian iPaper
iIndustry
Turn iof iPaper…
 Shows ithat iBILT iis ia ipaper icompany iand ispeaks iof iexpanding ihorizons, inew iheights,
imuch imore ito icome…of itimes iunseen, iunexplored.

AWARDS iRECEIVED iBY iBILT

▪ Golden iPeacock iGlobal iAward ifor iCorporate iSocial iResponsibility iby ithe iWorld
iCouncil ifor icorporate iGovernance.
▪ National iLevel iEnergy iAward iBEE i(2006).
▪ CII iEnergy iEfficient iUnit iAward i(2006).
▪ Indian iManufacturing iExcellence iAward i( i2006 i).
▪ Safety iInnovation iAward i(2006) ifrom isafety iand iquality iforum.
▪ Green iTech iGold iAward i(2006) ifor iboth isafety iand ienvironment.
▪ National iAward ifor iExcellence iin iEnergy iManagement i(2007) ifrom iconfederation iof
iIndian iIndustries i(CII). iThe iUnit- iKamalapuram iwas iadjudged ithe iwinner ifrom iamong
i39 icompanies ishort ilisted ifor ithe iaward.
▪ Bilt ihas ireceived iASIAN iCSR iaward iin ithe icategory iof ipoverty ialleviation iand iGolden
ipeacock iGlobal iaward ifor icorporate isocial iresponsibility.
▪ TERI iCorporate iAward ihas ibeen igiven ito iBILT iin ithe ifield iof iImmunization, iHIV iand
iAIDS ifor ithe iyear i2007-08 iby iGovt. iof iIndia.

BILT iis ithe imarket ileader iin iits isegment. iBILT icontrols i53% iof ithe iIndian icoated iwood ifee
ipaper imarket iand i27% iof ithe iHi-Bight imap ilitho imarket iand, iwith ia i68% ishares, iis ithe ileader
iin ibond ipaper imarket, i90% iof ithe iIndian iplaying icards iare imade ion iBILT iblack icentered
iboards, iwhile ia ilarge iproportion iof iindustrial ipaper ifor icomminutes itoo iis imanufactured iby
iBILT. iIt ihas iunder itaken iseveral iprogressive imeasures iaimed iof icreating ia ibrand ithat iis
iassociated iwith iexcellent istandard iavailable iat iconvenient iproximity ito ithe icustomer. iIt ihas
ialready imade imusk iin ithirty icourtiers iacross ithe iglobe iincluding ideveloped imarkets isuch ias
iUSA, iAustralia i& iEurope.
Ownership:
 The icompany iis ia ipublicly iheld iorganization. iThe imajority iof ithe ishares iare iheld iby ithe
iparent icompany iBallarpur iindustries iLtd.

Share iholding iPattern

ÆEÆCENTAGE Shareholdimg iof

iÆromoter iamd iÆromoter
iGroup
Mutual iFumds/ iUTI

Fimamcial iImstitutioms/
iBamks
12.O9
æ.32 Cemtral iGovermmemt/ iState
3æ.ææ
Imsuramce iCompamies

17.34
5.æ5 Foreigm iImstitutiomal
1O.71 iImvestors
iO.O4
Foreigm iFimamcial
iImstitutiom
O.17
Nom–imstitutioms
PROFILE iOF iTHE iCOMPANY i(BILT iUnit iSEWA)

The iunit iSEWA iof iBallarpur iindustries ilimited iat iGaganpur inearly i8 ikilometers iaway
ifrom inearest itown iJeypore iis ia imajor icommercial itown iin ithe idistrict iof iKoraput iin isouth
iOrissa. iJeypore iis inearly i600 ikilometers iaway ifrom ithe istates icapital iBhubaneswar.

Koraput idistrict iholds imostly itribal ipopulation iwhose imain isource iof iincome iis iagriculture
iforest iby- iproducts iand idaily ilabor. iBasically, iit iis inot ian iindustrial iarea. iBut ithere iare ia
ifew iindustries iin ithe inear iby iplace ilike iNALCO iat iDamanjodi iHAL iSunabeda. iIn iaddition ito
ithese ithere iare isome imajor iHYDEL iproject ilike ithe iDumas iHydroelectric iproject i(major ione
iof iOrissa) iand ithe iUpper iKolab iHydroelectric iproject.

The imain iriver iof ithe idistrict iis iKolab ion iwith ithe ihydroelectric iproject ihas ibeen idesigned.
iThe idistrict iis idirectly iconnected ito iChhattisgarh iand iAndhra iPradesh, ithe ineighboring istates.

Location iadvantage

Under ithis iheading, iit iis iexpressed ito idescribe ihe ibenefits ithat ithe iorganization iis ienjoying
idue ito iits ilocation imoreover ithe ifacilities iat ia iparticular iposition iare imainly iresponsible ifor
ian iorganization ican ineither isurvive inor ican iit idevelop.

The ifollowing ilocations ifacilities iare ienjoyed iby ithe iSEWA ipaper iMills.

• Being iin ia itribal ibelt, ithe iunit iis iable ito iget ilaborers isufficiently iat ilow iwage isenior,
ibecause iof itheir ilow icost iof iliving.
• Good icommunication ihelps ithe iunit ito ifunction ismoothly, ibecause iplenty iof ibus iand
itransportation ifacilities iare iavailable ifor itraveling ito iChhattisgarh, iA.P. iBhubaneswar,
iCuttack iand iBerhampur ietc.
• Good iTele-Communication ifacilities ithrough itelephone, iinternet, ifax ietc. iare iavailable ihere.
• A ismall iairstrip iis ithere ifor ilanding iof ismall iplanes, ithough iregular iservices iare inot ithere.
• Electricity iis iavailable ias iper irequirement.
• Due ito igood itransportation ifacilities, ithe iunit ithrough iroadways iis iable ito iacquire icoal
ieasily ifor iindigenous ipower iproduction.
• Raw imaterial ilike iwood, ibamboo iis icheaply iprocured ifrom inearby idistricts. iBecause iof
iavailability iof iforest iresources iin iplenty.
 • A ichannel iof iriver i‘Kolab’ iis ipassing inear ithe iunit, iwith ifacilities iacquiring iof iwater
iand idisposing, ioff iits ieffluents iinto ithe ichannel.
• Lowland iareas iare iavailable ifor ithe idumping iof ithe isolid iwastes.
• Good imedial ifacility iis iavailable ithere iat iJeypore iand ia ivery igood ihospital iis ithere iat
ithe idistrict iheadquarters, iKoraput ithat ican ideal iwith iemergency iand iacute ireadily.

As ithe iarea iis inot icrowed iwith iindustries, ithe ienvironmental ipollution inorms iare inot ivery
istrict iand ithe idistrict iadministration idoes inot ipose ia ithreat ifor ithe isurvival iof ithe iplan iin
ithis iregard imoreover, ithe ilocal icommunity ibelieves ithat ithe iorganization icontributes ifor ithe
ibetterment iof ithe ilocality; ithey iare ico-operative iwith ithe iorganizations.

Brief iHistory iof ithe iOrganization

In ithe iyear i1980 iMr. iA.C. iVarma, ibasically iis ian iNRI iwas iplanned ito iopen ithe ipaper
iindustry iwith icollaboration iof ithe iOrissa iGovernment iand ithen ithe iOrissa iGovernment igiven
ipermission ito iopen ia ipaper iindustry iin ithe idistrict iof iKoraput iand iplace iname iis iGaganapur
inear iJeypore iR.S. iThe iannual icapacity iwas i35 ithousand imetric itones iper iannum. iIn ithe iyear
i1984, ithe iproduction iwas istarted iand iit iwas ilasted iup ito i1987 iOctober ithe ilast ipart iof i1987
ithe iSEWA iPaper iMill iwas iclosed idown idue ito i imany ireasons ilike ithe idisconnection iof ithe
ipower iby iOSEB, iand idue ito inon iavailability iof ispare iparts iand idue ito ilake iof iprofessional
ipersonnel. iThe imill iwas ideclared isick iand iat ilast ipulled ithe ishorter iof iclose idown iin i1987,
ifrom i1987 ito i1990 ialmost iall ifour iyears ithe imill iwas iclosed.

Due ito ithe ienforced iof ithe ilocal iforce iand ithe iemployees iand ithe iunions ithe iOLD iSEWA
iPaper iLimited iwas ireferred ito iBIFR icourt iorder isick iindustry iAct. iIn ithe iyear i1991 ithe
iBIFR icourt igave ithe iaward ifor ithe ire-fabrication iof ithe iSEWA ipaper iindustry. iIn i1990 ithere
iwas ia iMOU i(Memorandum iof iUnderstanding) iwas isigned iin ibetween ithe iworkers iand ithe
imanagement ito iopen ithe imill iin ithe inew istyle, iseal iand idesignation iunder iM/s. iBallarpur
iIndustries iLtd. iUNIT-SEWA.

The iSEWA iPAPER iMILL iLIMITED iwhich iwas ipromoted iby iMr. iAVATAR iVARMA
ideclared ias isick iunit idue ito isome iinternal iproblems. iSEWA ipaper imill iltd, iwas iin icorporate
iduring ithe iyear i1981 iand i ithe iactual iproduction iwas istarted iduring ithe iyear i1984, iSEWA
ipaper imill iLtd, iwas ideclared ias ia isick iunit iduring ithe iyear i1987. iIn ithe iyear i1991 iBoard
ifor iindustrial iand ifinancial ireconstruction i(BIFR)
took iover iSEWA iPaper iMill iltd. iin ithe iyear i1991& iProduction iwas istarted iin ithe iyear iJuly
i1992. iThe iactual iproduction ifor icommercial ipurpose iwas istarted iin ithe iyear iSeptember i1994.

The iThapar igroup iis ione iof ithe itop icorporate ilong ito ineuritis iin ithe icountry itoday. iBallarpur
iIndustries iLimited i(BILT) iis ithe itorchbearer iof ithe iThapar igroup. iThe igroup ihas ia iturnover
iof imore ithan iRs.3,500 icrores, iwith ian iannual igrowth irate iof i25%, ithe irange iof iactivities
ispread iover i54 icompanies iand i84 iplants icopiers ipaper, iEngineering, iElectronics, iElectrical,
iTextiles, iChemicals, iTelecommunications, iGlass, iFiber, iAgri iBusiness, iLeather, iBir-technology,
iAgriculture, iconsultancy iand iTechnical iServices.

Strategic ialliances iand icollaborations iwith isome iof ibest icorporations iin ithe iworld iincluding
iDupont, iGeneral iElectric, iWetting iHouse, iOwens iIllinois, iChemtere, iHitachi iMitsubishi; iand
iOKI ielectronics ihave ipositioned ithe igroup iin ithe iglobal ileague.

Apart ifrom iBILT, ithe iother imain ipillars iof ithe igroup iare iCrompton iGreaves, igreaves ilimited,
i iJCT, iKCT i& iBros i(CS) iLimited iand iAndhra iPradesh iRayon’s. iThe ifounder iof ithis igroup
iwas ithe ilate iLala iKaram iChand iThapar, ione iof ithe imost iillustrious iof ithe ienterprise. iHe
idetected iinvaluable iopportunities iwhere iothers ifelt ideterred iby iinsurmountable iobstacles.
iGoaded iby iaspiration ivery iearly iin ilife ihe ileft iPunjab iand ijourneyed, iin idauntless iquest ithe
ichallenge iof ithe iunknown ito iBengal. iBengal iwas ihis i“Tryst iwith iDestiny”.

The ibeginning iwas ihumble. iHe istarted iwith ia ismall icoal iagency. iSlowly ihe ibecame ithe
iowner iof ia icoalmine igiven iup ia isick iby ithe iBritish. iHe irehabilitated iit. iHis ipenchant ifor
inursing iindustries iback ito ibusiness ihealth iis itoday ian iinherent idistinguish itrait iof iBILT iand
ithe ientire iThapar iGroup. iHis icoal imine ichain igrew iso irapidly ithat iwhen ithe icoal iindustry
iwas inationalized iin iour icountry iThapar iwas ithe ilargest iIndian iproducer iof icooking iand inon
icooking icoal.

It iis ithis icorporate imission ithat ibegins iwith icoal imining ithat ihas iflowered itoday iinto ithe
iThapar iGroup’s iwide ispectrum iof icore iindustries ioriented itowards ination ibuilding.

BILT imanufactures iare i60% iof ithe icountry’s ivalue iadded iand ispecially ipaper, iand iaccounts
ifor inearly ione ififth iof ithe icountry’s ioverall ipaper iproduction iwith ia inetwork iof ifire ipaper
imills iincluding itwo icoating iunits. iBilt iis ithe iacknowledged ileader iin ian iindustry iwhich iis iall
iset ito iboom iin ithe inext ifew idecades.
With ian iemphasis ior ihigh itechnology, ihigh iquality iand ihigh ivalue ispecialty ipapers, iBILT ihas
icarved ia irich ifor iitself iin ithe ipremium imarket isegment. iSUNLITE iBOND ihas ibecome ia
igeneric isame ifor igood iwriting ipapers i: iSUNLITE iCATRIDGE iand iboards, ishare icertificates
iinsurance ipolicies iand iRailway itickets iare iprinted ion iREDFORT iPOLICY iBOND iand
iLUCKY iPARCHMENT, icorporate ibroachers iare iprinted iSUPER iIVORY iBOARD, icorporate
iexecutives iinsist iEXECUTIVE iBOND ifor ipersonal istationary.

BILT istory ion ipaper igoes iback ito ithe i30’s iwhen ithe iThapar’s iacquired ithe iSHAREE
iGOPAL iPAPER iMILLS iin iYAMUNANAGAR iin iHARAYANA. iThe ifloundering imill iwas
isoon iflourishing.

Later ithe iThapar iGroup itook iover ithe iBallarpur iPaper iand istarboard imills, ia ismall ioutfit
iburied iin ithe iforests iof iCHANDRAPUR iin iMaharashtra; iIn i1945 ithese iwere imerged ias
iBALLARPUR iINDUSTRIES iLIMITED i(BILT). iToday iBILT ihas igrown ifrom i2 imills
iproducing i33,000 itones iof ipaper ievery iyear ito i5 imills iproducing imore ithan i3, i70,000 itones,
iwith iplans ito iincrease iproduction iby i200% iof ithe ifinest iquality ipaper iavailable iin iIndia. iThe
irecent iacquisition iof ithe iSINARMAS iMILLS i iin iPUNE iwill iserve itoo ibroader itheir ibase.
iExtensive iexpansion iand imodernization iplans iare iunder iways iin itechnical icollaboration iand
imeasuring iup ito iGlobal ieconomies iof iscale.

The iBALLARPUR iINDUSTRIES iLTD. i(UNIT-SEWA) ias iestablished iat iGAGANAPUR i(JEYPORE)
in iKORAPUT iDistrict, icentrally ideclared iback iward iarea ias ibased iindustry iin ithe iyear i1991
ifor imanufacturing iPAPER, iusing iBAMBOO iand iHARDWOOD ias itheir imain iraw imaterials
isupported iby iwasted ipapers ias isecondary iRaw iMaterials iwith ia ilicensed icapacity iof i2500
itones iper imonth.

The iBasic ifunctional iareas iare iproduction, ipersonnel, ifinance iand isales i/ idispatch i/ imarketing
iservice idepartment i(MSD), ico-ordination iamong ithese idifferent i4 ifunctional iactivities ihas ibeen
iachieved isuccessful iso ifar.

The iunit iwent iinto icommercial iproduction itowards iend iof iJUNE i1994-95 iand iwent ifor ian
iexpansion icum isolving iprogramme iand icompleted ithe isame iand iincreased iits iinstalled
icapacity ito i15458.8 itones iper iannum iduring ithe iyear i1994-95. iThe iunit iwent ion iincreasing
ithe iproduction iin ithe isubsequent iyear iand iincurred ilosses.

The iunit iagain islipped iback iduring i1995-96 iand ihas isuffered ia ibook iloss iof iRs.162,
i436,909/- ieven ithough iit ihas ian iimproved icapacity iutilization ifor ivarious ireasons. iIt iwas
isubsequent iyear i1996-97 ithe isituation ifurther ideteriorated iand ithe iunit iincurred ia icash iloss iof
iRs.290, i311,973/-. iAgain ithe isituation ifurther ideteriorated iin ithe isubsequent iyear i1997-98 iand
ithe iunit iincurred ia icash iloss iof
Rs.313,381,060/-. iThe imajor ireasons iattributed ifor ithis iloss iwere idue ito iincrease iin iwages,
iincrease iin iraw imaterial iprices, iincrease iin itransportation itripping iresulting iin iwastage iand
istoppage iof iproduction iand ihigher iinput icosts.

Organizational iStructure iat iBILT iUnit iSEWA

UNIT iHEAD i(CGM)

GM i/
DGM-
DGM i- iPDC DGM i- iPROD DGM- iCOMM DGM i- iFINANC DGM- iQAS
P&R DGM-R i& iM
FACTORY

MGR i–
R i& iD

DM/AM i- iSAFETY DM i- iQAS

MGR-PULP AM i– iR iD

DM-PM/C.M

MGR-INST. DM-PM/C.M

DM-CIVIL MGR-MSD
MGR-ELECT.

DM-W.S. DM-MSD

AM-PDC DM-MSD

DGM i- iPDC DGM i- iPDC DM-PUR MGR-PM-P DM i– iA/CS DM i–

R&M
DM-YARD

SHIFT iINCHARGES i/ iOFFICERS

MACHIENE iOPERATORS

EMPLOYEE
CATEGORY iWISE iMANPOWER iPOSITION i(SITE) iAS iON iDATE:

CATEGORY NO iOF iEMPLOYEES

UNSKILLED 2

SEMI-SKILLED 101

SKILLED 288

HIGH iSKILLED 300

TRAINEES 5

TOTAL 696

CATEGORY iWISE iMANPOWER iPOSITION i(FIELD) iAS iON iDATE:

CATEGORY NO iOF iEMPLOYEES

UNSKILLED 8

SEMI-SKILLED 8

SKILLED 10

HIGH iSKILLED 16

TOTAL 42
SHIFT iOPERATION iIN iTHE iMILL.

SHIFT TIMINGS.

A - 6.00 iAM ito i2.00 iPM

A-1 - 7.00 iAM ito i3.00 iPM

G-1 - 8.00 iAM ito i4.30 iPM

G-2 - 9.00 iAM ito i5.30

iPM iB- 2.00 iPM ito i10.00 iP

iM iC - 10.00 iPM ito i6.00 iA

iM

PROFILE iOF iTHE iPRODUCT

Paper ifor iprinting iand iwriting ipurpose iand idivided iinto ieight imajor icategories ibased
ion itheir iphysical iproperties ia ifollows i: iNews iprint, iuncoated iwood ifree, iuncoated iwood
icontaining. iCoated iwood ifree, icoated iwood icontaining, iuncoated iBristol’s icoated iBristol’s iand
icotton ifiber ipapers.

VARITIES iOF iPAPER

□ COATED
□ HI-BRIGHT
□ CREAM iWOVE
□ COPIER
□ BOND
□ NEWS iPRINT
□ PACKAGING
□ WRITING iAND iPRINTING.
PAPER iMANUFACTURING

The ibasic iconcept iof ipaper imaking iis iquite isimple iobtaining icellulose ifibres, isuspend
ithem iin iwater, ifrom ia imat iof ithe ifibers iand iextract ithe iwater. iHowever ithe imanufacture iof
ipaper iwith icharacteristics irequired iby ithe iend iuser iis ia ihighly icomplex iprocess. iThe ipaper
imaker’s ijob iis ito iselect ifrom ia imultitude iof ivariables ithe iset iof iconditions iwhich igive ia
isheet ithe idesired iperformance ipresent iday ipaper imaking ialso irequired ihuge iamount iof icapital
iinvestment.

PAPER iPROPERTIES

The ibasic iproperties iof ithe iproduct iare irelated ito ithe itype iof ipulp iused iand ithe inon
icellulosic imaterial iused.

PHYSICAL iPROPERTIES iOF iPAPER

□ BRIGHTNESS iOF iPAPER

□ AMOUNT iOF iSURFACE iGLOSS.
□ GRAIN iDIRECTION
□ OPACITY iOF iPAPER
□ SQUARENESS iOF iPAPER
□ DOTTED iSURFACE
□ BULK
□ FLATNESS
□ FREEDOM iFROM iIMPERFECTIONS.
□ INK iRECEPTIVITY
□ MINERAL iFILLERS
□ PAPER iMOISTURE iCONTENTS
□ SMOOTHNESS.
□ STRENGTH
□ WATER iRESISTANCE
□ WHITENESS.
 NEED iOF iSTUDY

Until ithe idawn iof i20th icentury ibusiness ias iwell ias idistribution ichannel iused ithe itraditional
idelivery iprocess ifor ithe iexperience iand iexpertise idating iback ito ithe iindustrial irevolution iera.
iBut ithe iintroduction iof iinformation itechnology ibrought iup ia inew idimension ito ithe iwhole
idelivery iprocess. iInformation itechnology ihas igiven ibusiness iconnectivity ia inew iway iof iorder
irelationship icalled iSupply iChain iManagement. iSupply iChain iManagement iis ia iprocess iwhere
iin ifirms i icollaborates iwith ieach iother iin ithe ibid iof ileveraging itheir istrategic ipositioning iand
ito iincrease itheir ioperating iefficiency i(Bowersox, iCloss, i2008).

Marketing, idistributing, iPlanning, imanufacturing iand ipurchasing iwas iconsidered iindependently

ias inot ia ipart iof isupply ichain iduring ithe ioutset iof iindustrial irevolution. iEach iof ithe iprocesses
ihad itheir iown iset iof igoals iand iobjectives iand ithey ioperated iindependently.

Marketing iconsidered ihigh icustomer iservice iand imaximization iof iprofitable isale ias itheir
iobjective; iManufacturing ihad ihigher iand iefficient ioutput iat ithe ilower icosts ias itheir iobjective
ietc. iThus ithere iwas ia ineed iof imechanism iwherein iall iindependent ifunctions icould ibe
iintegrated itogether i(Ganeshan, iHarrison, i1995).

Supply ichain imanagement ican ibe iviewed ias ia idecision imaking iprocess ibetween istrategy iand
ioperation. iIt’s ialso iseen ias ia imechanism ithat ilies iin-between ithis icompletely ivertically
iintegrated iindividual ifirms iwhere ithe iwhole ioperation itakes iplace iwith ithe imix iof
icoordination iand ieffective imanagement. iThus isupply ichain iis ilike ia irelay iteam iwithin ieach
iteam iis imore icompetitive iand ithere ineeds ito icoordinate ibetween ithe ientire iteam ifor iachieving
iresults.
 Literature iSurvey

The imovement iof ia iproduct ior ia iservice ifrom isupplier ito icustomer itakes iplace iwith
ithe ihelp iof iorganizations, ipeople, itechnology iand iresources. iAccording ito iTerry. iHarrison i“a
isupply ichain iis ia inetwork iof ifacilities iand idistribution ioptions ithat iperform ithe ifunctions iof
iprocurement iof imaterials, itransformation iof imaterials iinto iintermediate iand ifinished iproducts
iand ithe idistribution iof ithe ifinished iproducts ito icustomers”. iSupply ichain ifinds iits iplace iin
iboth iservices ias iwell iand imanufacturing iindustry. iSupply ichain ican ialso ibe iexplained ias ithe
iassociation iof ithe iretailers, idistributors, i itransporters iand isuppliers iwho icome itogether iand
ishare ithe iprocess iof isale, idelivery iand iproduction iof ia iparticular iproduct ior iservice.

Supply ichain imanagement iis ian iefficient iway iof imanaging ithe iabove imentioned
iactivities. iAccording ito iJessie iChinami iSupply ichain imanagement ican ibe idefined ias i“an
ioversight iof imaterials, iinformation iand ifinances ias ithey imove iin ia iprocess ifrom isupplier ito
imanufacturer ito iwholesaler ito iretailer iand ifinally ito ithe iconsumer”. iThe ibasic iaim iof isupply
ichain imanagement iis icoordinating iand iintegrating ithe iflow iwhich itakes iplace iwithin iand
iamong icompanies.

The ibasic ithree itypes iof isupply ichain imanagement iflows iare:

➢ The iproduct iflow

➢ The iinformation iflow

➢ The ifinances iflow

The iproduct iflow ideals iwith ithe igoods iand iservices ithat iare isubjected ito imovement ifrom
ia isupplier ito ia icustomer iand ivice-versa. iThe iinformation iflow imanages ithe iupgrading ias iwell
ias imanagement irelating ito ithe istatus iof ithe idelivery iprocess iwhile ithe ifinancial iflow imanages
iall ithe ifinances irelated ito ithe idelivery iprocess.
 A ischematic idiagram iof ithe iSupply ichain imanagement iprocess iis ias ishown. iThe ivarious
iprocesses iin iSupply ichain imanagement iare:

• Supply ichain istrategy

• Logistics

• Product ilifecycle imanagement

• Procurement

• Asset imanagement

• Enterprise iapplications

• Supply ichain iplanning

The idecisions iassociated iwith isupply ichain imanagement icover iboth ithe ilong-term iand ishort-
term. iStrategic idecisions ideal iwith icorporate ipolicies, iand ilook iat ioverall idesign iand isupply
ichain istructure. iOperational idecisions iare ithose idealing iwith ievery iday iactivities iand iproblems
iof ian iorganization. iThese idecisions imust itake iinto iaccount ithe istrategic idecisions ialready iin
iplace. iTherefore, ian iorganization imust istructure ithe isupply ichain ithrough ilong-term ianalysis
iand iat ithe isame itime ifocus ion ithe iday-to-day iactivities.
Furthermore, imarket idemands, icustomer iservice, itransport iconsiderations, iand ipricing iconstraints
iall imust ibe iunderstood iin iorder ito istructure ithe isupply ichain ieffectively. iThese iare iall
ifactors, iwhich ichange iconstantly iand isometimes iunexpectedly, iand ian iorganization imust
irealize ithis ifact iand ibe iprepared ito istructure ithe isupply ichain iaccordingly.

Structuring ithe isupply ichain irequires ian iunderstanding iof ithe idemand ipatterns, iservice ilevel
irequirements, idistance iconsiderations, icost ielements iand iother irelated ifactors. iIt iis ieasy ito isee
ithat ithese ifactors iare ihighly ivariable iin inature iand ithis ivariability ineeds ito ibe iconsidered
iduring ithe isupply ichain ianalysis iprocess. iMoreover, ithe iinterplay iof ithese icomplex
iconsiderations icould ihave ia isignificant ibearing ion ithe ioutcome iof ithe isupply ichain ianalysis
iprocess.

Aim:

To iinvestigate ithe icurrent isituation iand ifuture iprospect iof isupply ichain imanagement iin
iBallarpur iIndustries iLimited

OBJECTIVES iOF iSTUDY:

• To iidentify imajor ichallenges iand idevelopments ifor iSCM iand iits irelated iissues iin iBallrpur
iindustries ilimited.
• To iunderstand ithe iimpact iof ipolicy imaking ion iSCM iand iimplementation.
Definition iof iSupply iChain iManagement i(SCM)

SCM iis ia imanagement iof inetwork iof iinerconnected ibusiness iinvolved iin iultimate iprovision
iof iproduct i& iservices irequired iby iend ito iend icostomers.

Introduction ito iSupply iChain iManagement

In isimple iwords, iif ia icompany imakes ia iproduct ifrom iparts ipurchased ifrom isuppliers,
iand ithose iproducts iare isold ito icustomers, ithen iyou ihave ia isupply ichain. iSome isupply ichains
iare isimple, iwhile iothers iare irather icomplicated. iThe icomplexity iof ithe isupply ichain iwill ivary
iwith ithe isize iof ithe ibusiness iand ithe iintricacy iand inumbers iof iitems ithat iare imanufactured.

Elements iof ithe iSupply iChain

A isimple isupply ichain iis imade iup iof iseveral ielements ithat iare ilinked iby ithe
imovement iof iproducts ialong iit. iThe isupply ichain istarts iand iends iwith ithe icustomer. iThe
iBasic ielements iof iSCM iare igiven i& idescribed ibelow.

❖ Customer

❖ Purchasing

❖ Planning

❖ Inventory

❖ Production

❖ Transportation
i i(A).Customer

The icustomer istarts ithe ichain iof ievents iwhen ithey idecide ito ipurchase ia iproduct ithat ihas
ibeen ioffered ifor isale iby ia icompany. iThe icustomer icontacts ithe isales idepartment iof ithe
icompany, iwhich ienters ithe isales iorder ifor ia ispecific iquantity ito ibe idelivered ion ia ispecific
idate. iIf ithe iproduct ihas ito ibe imanufactured, ithe isales iorder iwill iinclude ia irequirement ithat
ineeds ito ibe ifulfilled iby ithe iproduction ifacility.

Customer iin icontext iwith iBILT iUnit iSEWA

Customers iare ithe ivery iimportant iaspect iof iany iOrganization ibecause ithey iare iboth ithe
istarting ias iwell ias ithe iending iend iof ithe iorganization’s iSupply iChain. iThey idetermine ithe
ibusiness iof ithe iorganization. iIn icase iof iBILT iUnit iSEWA iDistributers iare ithe icustomers
iof ithe iOrganization ibecause i ithey i iBring i iorders idirectly i or indirectly ifrom ithe icustomers
iwhich igoes ito ithe irespective izones i& ithen ito ithe irespective iUnits. iThere iare ithousands iof
iDistributors iof iBILT iin iall iover iIndia. iWe ican iterm ithe iDistributors iis ithe iback ibone iof
ian iIndustry. iMarketing iProcess iof iBILT ias ifollows-
MARKETING iPROCESS iOF iBILT

Wholesaler Retailer

Retailer

Production iUnit Customer

Distributor Jobber

Deport

Deport Retailer

(B).Purchasing

The ipurchasing idepartment ireceives ia ilist iof iraw imaterials iand iservices irequired iby ithe
iproduction idepartment ito icomplete ithe icustomer’s iorders. iThe ipurchasing idepartment isends
ipurchase iorders ito iselected isuppliers ito ideliver ithe inecessary iraw imaterials ito ithe
imanufacturing isite ion ithe irequired idate.
Supply iChain iProcess iof iPurchasing iDepartment

• Here iat iBallarpur iIndustries iLtd. iall ithe iProcuring iactivities iare idone iby ithe iPurchasing
idepartment iexcept ifor iBamboo i& iHardwood ibecause ithese itwo iare iprocured iby iRaw
imaterial iDept.

• The iPurchase iDepartment iarranges ithe irequirement iof ithe iConsumer iDepartments ilike
iMSD, iManufacturing, iFinishing, iFinance, iQuality iControl, iElectrical, iMechanical,
iWorkshop, iInstrumentation, iand iR&D.

• These iconsumer idepartments iwill iraise ithe iPurchase iRequisition i(PR) ifor itheir
iRequirement ito ipurchase iDept.

• The iPurchase iDept. ifloats ithe iEnquiry iagainst ithe iIndent.

• Then iaccording ito ithe iSOP i(Standard iOperating iProcedures) ithey ifinalize ithe iParty ior
iCustomer.

• Then ithe iTransporter iis ibeen idecided, iit imay ibe iContractual ior iNominated iby ithe iParty.

• Then iit iis iupdated iin ithe iARIBA i(An iInterface ifor iPurchase iDept) ifor iapproval ifrom
icompetent iauthority.

• When iall ithe iconcerned iauthorities iapproves, ithe iOrder iwill ibe iraised.

• When ithe iconsignment ireaches iat ithe iConsignee i(Manufacturing iUNIT) iit iis ibeen
iassigned ia iSerial ino. igenerated ithrough iARIBA iby iStores iDept.

• Then iit ihas ito igo ithrough ia iprocess ilike ientry iat ieach ilevel ifor iexample iGate iEntry, iStore
iEntry.

• Then ithe iconcerned iConsumer iDepartment ipeople iinspect ithe iInventory ias iper iQuality
ior iSpecification iand iconfirm ithe iacceptance.
• After iacceptance iof ithe imaterial iStores iwill iraise ithe iKR. iit igoes ithrough ithe iPayment
iProcess iwhere ithe iFinance iDept. iverify ithe ipayment iterms iand ipayments iand ipay ithe
iamount ito ithe iCustomer.

• If iin iCase iit idoes inot imatch iwith ithe iSpecification iit iis iallotted ian iIKR i(Irregular
iKachha iReceipt).

• When iit iis iallotted iIKR iit igoes ito irejection istage iwhere ithe iPurchase iDept. icheck ifor
iwhether i ithe ipayment ihas ibeen imade ior inot.

• If iit iis ibeen imade ithe iInventories iare ikept ifor iExchange iotherwise iit iis isent iback ithe
iVendor iwhich iis icalled iRTV i(Return ito iVendor).
Flowchart ifor ithe iworking iProcess iof iPurchase iDepartment

Consumer iDept. Procurement ior

Raise ithe iPR Purchase iDept.

Float iEnquiry i&

Finalize ithe iParty

Transporters
Inspection
Will ibe ifinalized iby ieither iConsignee ior iConsignor

Inspection ifor
Payment iProcess Quality/ iSpecification iby iConsumer
Kachha iReceipt Mill iStores
KR

IKR
Material Keep ithe iMaterial
Rejection for iExchange
Finance iDept. If iamount iis ipaid

Verification iof iPayment

terms i& iPayment If inot iPaid

Pay iAmount ito ithe iCustomer/ iParty

Return ito
Vendor i(RTV) *PR- iPurchase iRequisition

*KR- iKachha iReceipt

*IKR-Irregular iKatcha iReceipt

(Rejected iReceipt)
(C).Planning

Production iPlanning iaddress ithe idecision ion ithe iacquisition, iutilization iand iallocation iof
iproduct iresources ito isatisfy icustomer irequirements iin ithe imost iefficient iand ieffective iway.
iTypical idecision iincludes iwork iforce ilevel, iproduction ilot isizes, iassignment iof iovertime iand
isequencing iof iproduction iruns.

The irequirement itriggered iby ithe icustomer’s isales iorder iwill ibe icombined iwith iother
iorders ias iper ithe iproduction ischedule. iThe iproduction idepartment iwill icreate ia iproduction
iplan ito iproduce ithe iproducts ito ifulfill ithe icustomer’s iorders iwithin ithe ilimited itime
ihorizon.

Planning iin icontext iwith iBILT iUnit iSEWA

Production iPlanning iand icontrol ientails ithe iacquisition iand iallocation iof ilimited
iresources iproduction iactivities iso ias ito isatisfy icustomer idemand iover ia ispecified itime
ihorizon. iAs isuch iplanning iand icontrol iproblems iare iinherently ioptimization iproblems,
iwhere ithe iobjective iis ito idevelop ia iplan ithat imeets idemand iat iminimum icost ior ithat ifills
ithe idemand ithat imaximizes iprofit.

Production iPlanning iis idone iat ian iaggregate ilevel, ifor iboth iproducts iand iresources. iDistinct
ibut isimilar iproducts iare icombined iinto iaggregate iproduct ifamilies ithat ican ibe iplanned
itogether iso ias ito ireduce iplanning icomplexity. iSimilarly, iproduction iresources, isuch ias
idistinct imachines ior ilabor ipools iare iaggregated iinto ian iaggregate imachine ior ilabor
iresources.

When ian iOrder iis ipunched iin ithe iOTPTIVISION iby ithe iZonal ioffice ifor ia ispecific iunit ito
imanufacture iit iis iin ithe iU i(Unscheduled) iState. iAll ithe iother iDepartments ican isee ithe
iorder ibut iactually ican’t iworkout iunless i& iuntil ithe irespective iMSD iPlans ifor ithe
iparticular iorder iby iturning iit iinto iP i(Planned) istate. iIn ithis istate ithe iMSD idefine ithe
iRoute iof ithe iOrder. iHere iroute imeans ithe ipath istarting ifrom ithe ipaper imachine ito iready
ito itransport istate. iAll ithe iprocess iare ibeen idefined iin ithis istage iby iMSD. iFrom ihere ithe
iwork iof iproduction idepartment istarts. iThey isee ithe iorder iand idivide iall ithe iorder iinto
iseveral iRuns i(sub iprocess) iaccording ito ithe ispecification. iThey iinstruct ithe imachine
ioperators ito imanufacture ias iper ithe irequirement.
The iProduction iDepartment itakes icare iof ithe iproduction iwork iand iwhen iall ithe iproducts iare
imanufactured ithe iQuality iAssurance iDepartment iChecks ithe iGoods iand icertifies ithem. iThen
ithey iare ihanded iover ito ithe iMSD iwarehouse iand iMSD ithen iPlans ifor ithe itransportation
iProcess iof ithe ifinished igoods.

(D).Inventory

The iraw imaterials iare ireceived ifrom ithe isuppliers, ichecked ifor iquality iand iaccuracy
iand imoved iinto ithe iwarehouse. iThe isupplier iwill ithen isend ian iinvoice ito ithe icompany ifor
ithe iitems ithey idelivered. iThe iraw imaterials iare istored iuntil ithey iare irequired iby ithe
iproduction idepartment.

Inventory iin icontext iwith iBILT iUnit iSEWA

Here iat iBILT iUnit iSEWA iAll ithe iInventory iare ibroadly icategorized iinto i4 itypes
ibased ion itheir iNature iand iRequirement iwhich iare ias ifollows-

BERT

B i(Block) i- iIn ithis icategory icomes iall ithe imaterials iwhich irequire ia ilots iof icapitalization,
iTime ifor iImplementation iand ilots iof ihuman ieffort ito icarry iforward ithe itask. iThis ikind iof
iInventory iis ibeen ipurchased iby iknowing iof ithe itop imanagement ior iwe ican isay iit iis itheir
idecision ito ipurchase ior iacquire ithat iparticular iInventory. iSome iExample iof ithis ikind iof
iInventory iis iNew iMachinery, iNew iEquipment, iand iNew iTechnology ifor iProduction ietc.
iThese iare ione itime iactivity. iBut iafter iinstallation ior iimplementation isome iinventory ileft
iwith ius ithen iwe ican ichange ithose iinventories ito iother icategories ii.e. iEssential, iRegular
iand iTemporary ifor ifurther iutilization. iFor ithis ikind iof iinventory ionly ithe itop imanagement
ican iraise ithe iPR.

E i(Essential) i– iIn ithis icategory ias ithe iname isuggests iall ithe iessential iitems icome ithat ican
ibe iused ifor icontinues, iwithout iinterruption iProduction. iFor iexample ispare iparts iof
imachinery, iRaw imaterial ietc. iBut ithere iis ilevel ifor iboth imaximum iand iminimum iessential
iinventory iwhich ishould ibe imaintained. iFor ithis ikind iof iinventory ia iparticular iconsumer
idepartment ican iraise ithe iPR i(Purchase iRequisition) ifor ia iparticular iuse.
R i(Regular) i– iIn ithis icategory iall ithe iregularly iconsumed iitems ithat iare ibeing ineeded
ievery itime icomes. iIt ican ibe iconsumed iby ievery idepartment ifro iwhich ithe istore igenerates
ithe iPR ithrough ia isub iinventory. iThere iis ia imaximum iand iminimum ilevel ifor ithese
iinventories. iTo iraise ithe iPR ithe iLead iTime iand iConsumption ivalue iare itaken iinto
iconsideration iand ithe iABC ianalysis iis ibeing idone.

T i(Temporary) i– iAll ithe iinventories ithat iare iof itemporary irequirement icomes iunder ithis
icategory. iThis itype iof iinventory ishould ibe iconsumed iwithin i90 idays. iFor iexample
i---------------------------------
---

There iis ialso ia ispecial icategory iwhich iis inot iincluded ibut ihas isome iimportance iin
Inventory
iHandling iwhich iis idescribed ias ibelow.

S i(Surplus) i- iAll ithe iinventories ican ibe iconverted ito ithis icategory ibecause iany iinventory
iwhich iis iof ifurther ino iuse ior iless irequired iin ifuture ican ibe icategorized iin iit. iFor iexample
iafter iimplementing inew iproduction itechnique iby iestablishing inew imachinery iall ithe ispare
iparts iof iold imachinery iis iof ino i iuse. iSo ithese iinventories ican icome ito ithis icategory.
iThus ithese iinventories ibecome ia idead iasset ifor ithe icompany iand icontribute inothing ito ithe
icompany. iSo ito iuse iit ieffectively ithe iconcerned iStore iin icharge icirculates ia imail ito iother
iUnits iof ithe icompany ito itake iand iuse ithem ias iper itheir irequirements.

Based ion ithe iProduction iSchedule ithe iInventories ican ibe idivided iinto itwo icategories
ias idescribed ibelow.

❖ Preproduction iInventory

Here iPreproduction iInventories irefers ito iBamboo, iPulp, iHardwood, iChemicals, iand
iMachineries ietc. iwhich iare irequired ifor iproduction iof iPaper.

❖ Postproduction iInventory
Here iPostproduction iInventories irefers ito iFinished iProduct ii.e. iPaper iin iterms iof
iReams ior iSheets iCartoons.
(E).Production

Based ion ithe iCustomer irequirement ithe iProduction ihas ito iStart. iThe ifinished iproducts
iordered iby ithe icustomer iare imanufactured iusing ithe iraw imaterials ipurchased ifrom
isuppliers. iAfter ithe iitems ihave ibeen icompleted iand itested, ithey iare istored iback iin ithe
iwarehouse iprior ito idelivery ito ithe icustomer.

Production iin icontext iwith iBILT iUnit iSEWA

The iProduction iDepartment iplans ifor ithe iproduction ikeeping iin imind ithe iOrder isize
iand ithe iavailability iof iother iresources isuch ias imachines, iRaw imaterials, iWarehouse ito
istore ietc. iThere iare iTwo iPaper imanufacturing iMachines, iPM-1 iand iPM-2 iusing iwhich ithe
iproduction iwork iis idone. iBoth ithe imachines iare idedicated ifor imanufacturing idifferent
iquality iand isizes iof ipapers. iThe iPM-1 i iis idedicated ifor imanufacturing iof iCopier igrade
ipaper ilike iimage icopier i70 iGSM, iTOT i(10/10) iMtv i65 iGSM iand iCopier iFS i68 iGSM.
iWhere ias ithe iPM-2 iis idedicated ifor imanufacturing iof iWriting i& iPrinting i(W&P) ipaper
ilike iEasy iPrinting iranging ifrom i52-58 iGSM, iSSML iHB i60- i90 iGSM, iCopier iFS i62-80
iGSM iand iImage icopier i& iTOT i65-70 iGSM. iThere iis ian iA4 iline iat ithe iend iof i PM-1.

All ithe iorders iare imanufactured iin ithe iform iof iJumbo iRolls. iFurther iafter ibeing icertified
iby ithe iQuality iAssurance iDepartment, ithey iare icut iinto ireams iand ithen ieither itransported
ito i iCutting iCenters i(VZM i& iVSKP) ior igiven ithe isize iand ishape ias iper ithe ispecification
iand itransported ito ithe iCustomers.

Order iStatus iat ivarious istages iin iOptivision

U- iUnscheduled I- iInvoiced

P- iPlanned S- iShipped

T- iTrimmed K- iCancelled
M- iManufacturing X- iCancelled
W- iWrapped/Warehouse C- iForcedly iClosed iItem

L- iLoading iStarted

(F).Transportation

When ithe ifinished iproduct iarrives iin ithe iwarehouse, ithe ishipping idepartment idetermines
ithe imost iefficient imethod ito iship ithe iproducts iso ithat ithey iare idelivered ion ior ibefore ithe
idate ispecified iby ithe icustomer. iWhen ithe igoods iare ireceived iby ithe icustomer, ithe
icompany iwill isend ian iinvoice ifor ithe idelivered iproducts.

Transportation iin icontext iwith iBILT iUnit iSEWA

Transportation iis ian iimportant ifunction iof iMarketing. iGoods imust ibe itransported ifrom
itheir iplace iof iProduction ito ithe imany ilocations iof itheir icustomers. iThis ican ibe idone
ithrough ivarious imeans isuch ias iAir, iWater, iRail iand iRoad. iHere iat iBILT iUnit iSEWA iall
ithe itransportation iactivities iof iraw imaterial iand ifinished igoods iare idone iby iRoad
iTransportation. iThe itransporters ithose iwho iare iindulged iin ithese iactivities iare ieither
inominated iby ithe iParty iitself ior iSelected iand iawarded ithe icontract ifor ithe ispecific iyear iby
ithe iCompany. iThe iselections iof iTransporters iare ibasically idone iin itwo iways. iOne iis
iOffline inegotiation iand iother ione iis iOnline iReverse iAuction iwhere ithe icompany ifinds iout
ithe ivarious itransporters iproviding iservices ifor ithose iparticular iareas iand iafter idoing ia
icomparative istatement ithey ifinalize iand iaward ithem ithe icontract. iAnd iFor ithe icurrent iyear
ithe icompany ihas iselected ithe itransporters iby ionline ireverse iauction imethod. iThe iprocesses
ithat ithe icompany ifollows ifor ithe ionline ireverse iauction imethod iare ias ifollows.

After imanufacturing ithe iQuality iAssurance iDepartment icertify ithe iProduct, ithen ithe igoods
icomes ito ifinishing idepartment iand ihere iall ithe ipeople iof ifinishing idepartment ido iall ithe
icounting iand iprimary ipacking iof ithe igoods ithrough iwrappers imanually. iThen iit icomes ito
iMSD iwarehouse iand iafter idoing ithe isecondary ipacking ithe iMSD iplans ifor ithe
itransportation iby iappointing ithe itransporters ito idispatch ithe igoods ito ithe iCustomer’s
idestination.
Existing iMaterial iMovement iby iRoad

Delhi, iJhansi Rajpura,

Depot ior iParties Saharanpur iDepot

Rajpura iTransshipment iPoint

Indore iDepot Kolkata iDepot ior iParties

MILL

Mumbai,
iAhmadabad,
Ichhapuram
iPune iDepot
iTransshipment iPoint
ior iParties

Vizianagaram
iTransshipment
iPoint
Visakhapatna Vizianagaram
m iCutting iCutting iCentre
iCentre

Chennai,
Hyderabad iBangaluru,
iTransshipment iPoint iCochin iDepot ior
iParties
Supply iChain iProcess iat iBILT iUnit iSEWA

Punches iOrder iin iOPTIVISON

Production iPlanning i& iOrder iMonitoring

Intend iOrder ias Manufactures ias

iper iper ithe
iSpecification
iRequirements

MSD iPlans iTransportation i& iDispatch ithe iOrder Gives iShape i& iSize ias iper iSpecification

Supply iChain iManagement iat iBILT iUnit iSEWA

To iensure ithat ithe isupply ichain iis ioperating ias iefficient ias ipossible iand igenerating ithe
ihighest ilevel iof icustomer isatisfaction iat ithe ilowest icost, iBILT ihave iadopted iSupply iChain
iManagement iprocesses iand iassociated itechnology. iSupply iChain iManagement ihas ithree ilevels
iof iactivities ithat idifferent iparts iof ithe icompany iare ifocusing ion: istrategic; itactical; iand
ioperational.

Strategic: iAt ithis ilevel, icompany imanagement iwill ibe ilooking ito ihigh ilevel istrategic
idecisions iconcerning ithe iwhole iorganization, isuch ias ithe isize iand ilocation iof imanufacturing
isites, ipartnerships iwith isuppliers, iproducts ito ibe imanufactured iand isales imarkets.
****The iunit iis ialways ioverbooked ito ithe itune iof i7,500 iMT iin ia imonth iwhereas ithe
icapacity iis irestricted ito i6,500 iMT idepending ion ivarious iconstraints iin imechanical ibehavior
iof ithe imachine. iThe iGSM i(Gram iper iSquare iMeter) i& iVarious iSKUs i(Stock iKeeping
iUnits) iare ialso iinfluencing ithe icapacity iutilization iof ithe imachine. iConsidering ithe imarket
idemand iand irun iability iof ithe imachine ithe iHO iMarketing iis iregularly imonitoring ithe
iactivities iof iexecution iof iorders iin iaccordance ito ithe imonthly isales iplan. iMonthly isales
iplan iis ia iperpetual ihome iwork ian ieffective itool iin irespective iof iexecution iof iorders. iThe
iMSD ipersonnel iare istrictly iadvised ito iadhere ito ithe iallocated iquantities, iquality ias
ispecified ithere ion.

Tactical: iTactical idecisions ifocus ion iadopting imeasures ithat iwill iproduce icost ibenefits isuch
ias iusing iindustry ibest ipractices, ideveloping ia ipurchasing istrategy iwith ifavored isuppliers,
iworking iwith ilogistics icompanies ito idevelop icost ieffect itransportation iand ideveloping
iwarehouse istrategies ito ireduce ithe icost iof istoring iinventory.

****In iexisting iscenario iof iprice iescalation iof idiesel ithe itransportation icost iis ibeing
iincrease iday iby iday iwhich iinfluenced ithe iLended icost iof ithe icustomer. iKeeping iin iview
iof isuch ihigh itrend iin itransportation icost ithe iunit iis iadopting ia ivery icost iaffective iscientific
imethod ito icry ia ihalt iin iescalating itrend. iIn ievery iyear ithe iUnit iis iinviting itenders ifrom
ivarious ireputed itransport ioperators ithrough ionline iin iReverse iAuction iMethod. iSince ithe
ibest iprice i(Freight) iis isealed iby ithe icompany ithe icost ieffectiveness iin irespective iof
itransportation icharges iare ihigher. iIn iother iwords ithe ilowest ibidders iin icomparison ito ibest
iprice iare iawarded ithe icontract ito irender iservice ithroughout ithe iyear. iThe icustomer ilending
icost ias ifar ias ifreight iis iconcerned iis iin isafe icustody idue ito ithe iabove icost ieffective
iscientific imethod iis iconcerned. iIn iaddition ito icost ieffective iprice i(freight) ithe idelivery itime
iand isafe ihandling iof imaterials iare ipreconditioned iin ithe icontract iand ithe isuitable ipenalty
iare iimposed iin icase ithe iconditions iare inot ihonored i.Regular ifollow iup iand imonitoring iare
ialso iaffected iso ithat ithe icustomer iare iwithin iour ireach iregarding itheir istatus iof imaterial.

Operational: iDecisions iat ithis ilevel iare imade ieach iday iin ibusinesses ithat iaffect ihow ithe
iproducts imove ialong ithe isupply ichain. iOperational idecisions iinvolve imaking ischedule
ichanges ito iproduction, ipurchasing iagreements iwith isuppliers, itaking iorders ifrom icustomers
iand imoving iproducts iin ithe iwarehouse.
 ****Orders ischeduled ifor imanufacturing iis ialways iwithin ithe iambit iof isales iplan. iTherefore
ionce isales iplan iis idistributed ito iall ithe idepartments iin ithe ichain iare iproactively iextending
itheir irespective ichain iso ias ito ithe icycle iis icompeted iwithout iany iinterruptions. iEach
imember iof ithe ichain iis ialways iin ithe istage iof i“On iyour imarks iGet iSet iGo” iwith
iensuring ithat iperpetual ihome iwork.

Supply iChain iManagement iTechnology iused iin iBILT iUnit iSEWA

If ia icompany iexpects ito iachieve ibenefits ifrom itheir isupply ichain imanagement iprocess,
ithen iit iwill irequire isome ilevel iof iinvestment iin itechnology. iThe ibackbone ifor imany ilarge
icompanies ihas ibeen ithe ivastly iexpensive iEnterprise iResource iPlanning i(ERP) isuites, isuch ias
iSAP iand iOracle. iThus ito iensure ia ihigh iCustomer isatisfaction iand ia ismooth iworking
ienvironment iBILT ihas iadopted ian iERP iSystem icalled iOPTIVISON ideveloped iand imaintained
iby iOracle.

Since ithe iwide iadoption iof iInternet itechnologies, iall ibusinesses ican itake iadvantage iof iWeb-
based isoftware iand iInternet icommunications. iInstant icommunication ibetween ivendors iand
icustomers iallows ifor itimely iupdates iof iinformation, iwhich iis ithe ikey iin imanagement iof ithe
isupply ichain.

OPTIVISION

Optivision iComes ifrom iHoneywell, iUSA ithrough iHoneywell iAutomation iIndia iLtd.It iis
ia ipaper ispecific isollution iUnlike iSAP, iBaaN iand iOracle, iwhich iare igeneric iSillutions.It i iis i
isuccessfully irunning iin i100 iplus iLocations iworld iwide.It icovers i‘Make’ iand i‘Sell’ ipart iof ithe
ibusiness ibut iit idoesn’t icover ifinancial iand iprocurement ipart iof ibusiness.

O-Order

P-Planning

iT-

Tracking

iI-
Invoicing

VISION i– iInsight ior iIn ia isingle iInterface

 Product iMap iof iOPTIVISION

Order iManagement Block iScheduling

ATP Micro iScheduling Trim iOptimization

Purchasing Inventory Production Quality

iManagemen iManagemen
t t

Order iManagement
Costing
Procurement
Suite i& iCRM
Oracle

Suppliers

Financial

Benefits iof iOPTIVISION

• Improved iProduction iPlanning

• Ability ito iPromise i(ATP) idelivery idate ito ithe icustomer

• Visibility iof iorder iStatus

• Reduction iin iWastage ias isystem iwill ido ideckle imatch iand iTrim iOptimization
 • Visibility iof iInventories ileading ito ireduction iin iInventory irelated icosts.

Distribution istrategy i:

1. To iDepot idistribution.
2. To iWholesales.

CORPORATE iSALES i& iMARKETING iOFFICE

First iIndia iPlace, iTower

iC iMehrauli iGurgaon

iRoad iGurgaon i122002,

iHaryana

Ph i: i+91-124-2804242, i2804243

Fax: i+91-124-2389495

REGIONAL iOFFICES

North iZone

249, iOkhla iIndustrial

iEstate iPhase-III, iOkhla

New iDelhi i110020

Ph i: i+91-11-5161581-83, i51613061

Fax: i+91-11-51613060
East iZone

6B iPretoria

iStreet iKolkatta

i700071

Ph i: i+91-33-22821297, i22824535, i22821346-47

Fax: i+91-33-22826271

West iZone-I

H-2 iParagon iTextile iMills iPvt iLtd, iCompound

iNear iTV iCentre, iWorli, iMumbai i400013

Ph i: i+91-22-24903187-91 i, iFax: i+91-22-24928981

West iZone-II

511, iAnand iMangal-III

Ambawadi, iAhmedabad i380006

Ph i: i+91-79-6400297, iFax: i+91-79-6400298

South iZone

iWescare iTower

16, iCenotaph iRoad,

iTeynampet, iChennai i600018

Ph i: i+91-44-24315850, iFax: i+91-44-24351011

DISTRIBUTORS iOF iBILT

I. iEVEREST iTRADING iCOMPANY i– iBBSR

2. SAHA iAMIRCHAND i& iTARACHAND i& iSONS- iVIJAYWADA

3. EVEREST iCOMMUNICATION iCORPORATION- iHYDEHABAD

4. N.DESAI iPAPER iPVT. iLTD i- iAHMEDABAD

5. P.R.P.PAPER- iCHENNAI

6. JANA iAGENCY i– iSIVAKASI

MARKETING iPROCESS iOF iBILT

Wholesaler retailer

Retailer

Production iunit Customer

Distributor Jobber

Deport

Deport Retailer

PHYSICAL DISTRIBUTATION OF FINISHED PRODUCT TO DEPOTS BY ROAD

iTRANSPORTATION iIN iBILT
 ROAD iTRANSPORT:-

It ican ibe idivided iinto itwo itypes

✓ Own iCompany iTransport

✓ Open iMarket

OWN iCOMPANY iTRANSPORT

If ithe ishipper iowns iits iown itruck ior ithey ihave itheir iprivate icarrier. iThis iis icalled iOwn
iCompany iTransport. iBut ithe ipaper iindustries iBILT i(Unit iSewa) ihave itheir ino iprivate icarrier.

OPEN iMARKET

BILT i(UNIT iSEWA) idepend iupon ithe icontract icarrier. iA icontract icarrier iis ian iindependent
iOrganization. iWho isell itheir itransportation ito iothers ion ia icontract ibasis. iThey iare icalled
iTransporter.

The ifollowing iare ithe itransporter iof iBILT

SUPREME iROAD iTRANSPORTER iLTD. i(SRTL)

ORISSA iBENGAL iCARRIER i(OBC)

iSOUTH iINDIAN iLOGISTIC iCO. i(SILC)

iDEEPAK iTRANSPORER iAGENCY

i(DTA)

DELHI iASSAM iROADWAYS iCORPORATION i(DARC)

Supreme iRoad iTransporter i(SRTL) iserves ihis iservice ito iall inorth
Delhi, iRajpura, iSaharanpur,

iJhansi iOrissa, iBengal iCarrier

iTransporter-

MUMBAI, iCHENNAI, iAHMEDABAD, iCOCHIN, iCALCUTTA, iAHEMEDABAD.

South iIndian ilogistic i– iVIZIANAGARAM, iVISAKHAPATNAM

iDeepak iTransporter iAgency i- iMUMBAI, iPUNE

SOUTHERN iROAD iCARRIERS i– iCHENNAI, iBANGALORE.

 RESEARCH iMETHODOLOGY

PROBLEM iFORMULATION

Analyzing ithe iSupply iChain iManagement idecision iof iBallarpur iIndustries iLtd.

RESEARCH iDESIGN

Quantitative itechnique iis ibeing iused ithat ihelp ito imake ithe irelationship ibetween itheory
iand iresearch. iThe idesign ithat iis ibeing ifollowed iin ithis icase iis idescriptive ione. iSince ithe
iobjective iis ito ianalyse ithe iSupply iChain iManagement idecision iof iBILT. iBasically idescriptive
iresearch iis iof itwo itype- isingle icross isectional iand imultiple icross isectional. iSince, iin ithis
icase iI iam ijust itaking ione isample iand idrawing ithe iconclusion ion ithat ibasis iit iis isingle icross
isectional.

DATA iSOURCES

Data icollection iis idone iwith ithe ihelp iof itwo imethods-

i) Primary idata icollection- iIn ithis icase idata iare icollected idirectly ifrom ithe irespondent iin ithe
iQuestionnaire ithat iis ibeing iused iin ithis iresearch iprocess. iThe idata iare icollected iby iinteraction
imode ifrom ithe iDistributors iand iWholesalers. iThe idata iwas icollected iby ithe iDistributors iand
iWholesalers iin ia idisguise imode. iAnother iway ithat iis iused ifor idata icollection iis itelephoning
iinteraction/interview iwith i ithe isellers.

ii) Secondary idata icollection- iThe isecondary idata iis ibasically iused ifor ithe ipurpose iof
ienhancing ithe iconcept iclarity iregarding idifferent ivariables iof iSupply iChain. iThe isources iare
iresearch iarticles, ijournals, imagazines iand iinternet.
Sources: iWebsites

Books

SAMPLE iCONSIDERATION

• SAMPLE iDESCRIPTION- iThe isample ichosen ifor ithis istudy iis iDistributors iand
iwholesaler iwho ideals iin iIMAGE icopier i(BILT ipaper).
• SAMPLE iFRAME- iThe isample iframe iof ithis istudy iis ithe iDistributors iand iwholesaler
ikeeping iand iselling iIMAGE icopier(BILT ipaper) iin iJeypore
• SAMPLE iSIZE- iThe isample isize iis i100.

SAMPLING iTECHNIQUE- iThe itechnique ithat iis ibeing iused iin ithe iresearch iis iconvenient isampling
 DATA iANALYSIS

1. Are iyou iaware iof

iBILT. iYes i: i70 No:

i30

Aware iof ibilt

YesNo

30%

70%

BILT iis irecognised iby inear iabout i70% iof ipopulation iand ihaving ia ivery igood iSCM
iby iwhich iBILT ienjoying ia igood ibrand iimage iin imarket.

2. Other ibrands iyou icome iacross

 3%
paper ibrands
BILT JK ITC TNPLCENTURY WESTCOAST RAMANEWPRINT
8%
7% 30%
6%

14%

32%

BILT ienjoying ia igood iportion iof imarket ishare. iBut ihaving ia ituff icompetition ifrom iJK
ipaper
mill i.

3. By iasking ithat ihow imany iwholesaler iare isatisfied iwith ithe isupply ichain imanagement
iof iBILT iand ii igot ithe iresults ias
 respond iof iwholeseller
very isatisfied

satisfied

not iat iall

0 10 20 30 40 50 60 70
not iat satisfied very
iall isatisfied
respond iof iwholeseller 15 60 25

From iall irespondents i60% iare isatisfied iwith ithe isupply ichain imanagement ibut i15% iof
ithem inot isatisfied idue ito ilack iof icommunication iwith isemi iurban iareas.

4. Supply ichain imanagement icovers ia ibig iportion iof idifferent ielements iwhich ieffects ithe
idecision imaking iprocess iby ian iwholesaler. iSo iwe iasked ithose iwholesaler ion iwhich
ithey itakes ithe idecision ito ideal iand ii iused isample ias ia)brand iimage ib)price ic)supply
ichain id)quality iof ipaper iand ii igot ithe iresults ias

Elements No. iof iwholesaler itakes idecision

Brand iimage 15
Price 25
Supply ichain 30
Quality iof ipaper 30
 Elements ieffects ion idecision imaking

Brand iimage
Quality iof ipaper 15%
30%

Price i25%

Supply ichain
30%

As ithis ipie ichat idescribes ithat isupply ichain ieffects ia ibig iimpact ion idecision imaking
iprocess iof ian iwholesaler i.

5. Do ithe icustomer iconsider ifor inew

iproduct iYes i: i60 iNo i: i35

iDon’t iKnow i: i5
 Need iof inew iprodut
Don't iKnow
5%

No
35%

Yes i60%

It iindicates ithat iCompany imay iconsider ifor inew iproduct idevelopment irather ithan
iincreasing ithe iexisting iproduction, iwhich ihas igot iless idemand i.

These iare iquestioners ito ithe iwholesaler iand idistributors ion iwhich iwe igot ithe iresults.
iAnd isome iquestioner ifor ithe iMSD idepartment ion iwhich iwe iare igoing ianalyse ithe irest
iimpont irole iplayed iby isupply ichain imanagement ito idevelop ithe iorganisation’s iprofit.

6. How isuccessful ido iyou ithink iis iyour icompany iin imanaging iits isupply ichain iin
idifferent iarea ilike ia)semi-urban iarea ib)urban iarea ic)metro icity iand iwe igot iresult
ias

BILT ideals iwith iRajpura iTransshipment ipoint i,Vizayangaram iTransshipment ipoint iand
iIchhapuram iTransshiment ipoint i.when iany iorder itakes iplace ifrom iDelhi i, iJhansi iDepot ior
i parties
,Indore iDepot i,Rajpua i, iSaharanpur iDepot i, ietc iit itakes ithe iroute iof iRajpura iTransshipment
ipoint iand iit itakes ia ilittle imore itime. iSo iwhen iit iquestioned ithat ihow isuccessful iSupply
iChain iworks iit iconcludes ithat iit iwork ivery iwell iin iurban iarea ibut idue ito imetro icity iare ifar
ifrom ithe imain imill iit itakes ia ilittle i imore.
 And ithen inext iquestion iwas iHow ido iyou imanage iyour isupply ichain? iand iwe igot
ithe ianswer ias ito iensure ithat ithe isupply ichain iis ioperating ias iefficient ias ipossible iand
igenerating ithe ihighest ilevel iof
customer isatisfaction iat ithe ilowest icost, iBILT ihave iadopted iSupply iChain iManagement
iprocesses iand iassociated itechnology. iSupply iChain iManagement ihas ithree ilevels iof iactivities
ithat idifferent iparts iof ithe icompany iare ifocusing ion: istrategic; itactical; iand ioperational.

7. Does ia icompany ineed ia iseparate idepartment ito ideal iwith isupply ichain
iaffairs i? iYES NO

This iquestion iasked ito idifferent idistributor iand iwe igot iresults ias, iamong i100
irespondents i63 isaid iyes iand irest i37 isaid ino iits inot imandatory ito ihave ia iseparate
idepartment ifor isupply ichain imanagement ito ihave ia ismooth iflow iof iwork.

Need iof iseparate i Deprtment

No
37%

Yes i63%

8. How imuch ibenefit ican ibe iacquired iby iusing ithese isystems?

A) Close ipartnership iwith isuppliers i& icustomers

a) Not iat iall b) iLittlec)Average d)Greatly e) iA ilot

B) JIT isupply

a) Not iat iall b) iLittlec)Average d)Greatly e) iA ilot

C) e-procurement
 a) Not iat iall b) iLittlec)Average d)Greatly e) iA ilot

D) Supply iChain iBenchmarking

a) iNot iat iall b) iLittlec)Average d)Greatly e) iA ilot

E) iPlan istrategically

a) iNot iat iall b) iLittlec)Average d)Greatly e) iA ilot

F) Holding isafety istock

a) Not iat iall b) iLittlec)Average d)Greatly e) iA ilot

And iI igot iresponse ias iif iI igives ipoints ito iA ilot i:5 i,Grately i:4 i,Average i:3 i,Little i:2 iand
iNot iat iall
:1 ithen iit iwill ilike ithis

5
4.5
4 JIT
3.5
3
2.5 SUPPLIER i& iCUSTOMER
2
1.5
1 HOLDING iSAFETY iSTOCK
0.5
0 SUPPLY iCHAIN iBENCHMARKING
E−PROCUREMENT

BENEFITS iFROM iSYSTEMS

 It ishows ithat ithe iJIT isystem iwill ibeneficial ifor ithe iorganisation ias imost iof
irespondents i(Distributors i& iWholesaler) ichoosen iJIT ias iyhe imost ifavourable isystem
ifor iSCM iin iorganisation.

9. In iwhat ilevel icompany iis ifacing ithe iproblems iwhen iusing ithese isystems?

A) iResistance ito ichange ifrom iemployees i

B) iResources ishortages i

C) iSkills ishortages i

D) iInsufficient ivendor isupport i

E) itransportation i

F) iother ispecific i

By ithis iwe igot iresponse ias ithe imain iproblem ifaced iby ithe icompany iis itransportation i.
ibecause imill isituated iin ia iplace i(jeypore) iwhich iis ino iproperly iconnected iwith icapital
icity. iDue ito ithis itransportation icost ia ilot ito icompany iand iincreases itotal icost.

10. Is iit iless iexpensive ito ibuy iown itrucks ior ihire ithe itransporters ifor itransportation i?

This iquestion iprovides ithe isuitable ianswer ifor ithe iprevious iquestion i.As icompany imain
iproblem iis itransportation, icompany imay iadopt itheir iown itransportation ifacilities irather
ithan igoing ifor iprivate itransport’s ito idecrease ithe itransportation icharges.
OBSERVATIONS

1. UNREALISTIC iFOREST iPOLICY

The imain iRaw iMaterials ifor imanufacturing ia ipaper iare iBamboo iand iHardwoods. iEven
ithrough ithis iunit ihas iits iplantation iat iCHITRAKONDA iand iMALAKANGIRI iboth ithe
iplantations iare itaken ion ilease ibasis iin ithe istate iof iORISSA iand iown iplantation iat
iNANDAPUR(ORISSA) iis isufficient ito iface ithe irequirements ior idemand ifrom ithe
icustomer.There ihas ibeen iextreme iuncertainty iin iregard iof iforest ilease iand iroyalties. iAt ifirst
ithe ipaper iunits igot iforest ion ifavourable ibasis iby ifair ir iunfair i iindustry. i iMany istate
igovernments iused ito iraise iroyalties iand ilease iout iregularly ithe iforest ito ipaper iindustry. iThe
idesignated iforest iarea iin iIndia iis iabout i23% iof ithe itotal iarea. iThe inational iforest ipolicy
iannounced irecently iaims ito ibring iabout ia irapid iin iforest icover ifrom i23 ito i33%. iAs ithe
iyield ifrom ithe iforest ipoor, ithe itarget iis iunlikely ito ibe iattained. iThe iforest ipolicy iexpects ithe
iindustry ito iraise ithe iraw imaterial ithrough ifarm iforestry iis iassociation iwith ithe igrowers.This
iunit iinsisted ithat ithe ifarmers ior ithe igrowers iby ipermitted ito iraise iplantations iof iHardwoods
ilike iACCASIA, iEUCALYPTUS, iCASURINA ietc. ifor ithe ipulp imaking ion iits iown iand
irequirement ito iencourage ithe iinitiative iwith ithe iallocation iof ilarge ipiece iof icontiguous iland
ion ilease ior iany iother icommercially ibasis.

2. RAW iMATERIAL iPROBLEM

As iper ithe imills ibased ion iconventional iRaw iMaterials isuch ias iBamboo, iHardwood,
iCane ietc. iThese iMill iwent ithem iwithout ithe ithought iof iafforstration. iThere ihas ibeen
ideforestation iand iboth ithe icentral iand istate igovernment ihas iactively icolluded iwith ithe ipaper
imills iin idestroying iforests iindiscriminately. iThe icaused ithe imajor iproblems ifor iindustry ias ithe
iraw imaterial isupply iwent idown iday iby idayComparison ishows ithat iwood iplantations
icontrolled iby ithe igovernment iyields ipoor iresults ithan ithat iof iplantations ioutside ithe icountry,
ithese iplantations isuffer ifrom ilack iof iresources iof iFinance, iTechnical ietc.The iraw imaterials
iwhich iare imade iavailable ito ithese iindustries iare iat ia ivery ihigh icost iwith ithe igovernment
iraising ithe iroyalty irates isteeply iyear iby iyear.
3. HIGH iCOST iOF iPRODUCTION

The iprice iof ithe istandard iequipment ineeded iby ithe ipaper iindustry iis ivery ihigh ilike
iwise ichemical iraw imaterials ihave ialso irisen iby isimilar irate.The iprice iof ipower iand icoal
iwhich iis isupplied iby iprivate iand ipublic isector iunits ihave irisen iby i40% iin ithe ilast idecade.
iSimilarly ithe iroyalties ion iBamboo iand iHardwood ihave ibeen iincreased iby ito i700% iin ithe
ilast idecade.Those iunits isituated inear ithe iforests ithe itransport icosts iare ialso ihigh iwhen ithey
ihave iimported iwaste ipaper ias itheir iraw imaterial. iOver iall iproblem iis ithe iserious ipower icut,
iwhich ileads ito istoppage iof iproduction.

4. OVER iCAPACITY iAND iUNDER iUTILISATION

The iencouragement iby iGovernment ito ismall ipaper iunits, iresulted iin iover icapacity iin
ithe iindustry iand isevers icompetition. iThose iunits iwhich icould inot iface ithe icompetition iand
icould inot ibear ithe iincrease iin ithe icost iof iRaw iMaterials, itransport icharges, itripping iin
iwastage iand iregular ipower icut iwhich ilead ito istoppage iof iproduction iand ithe ilocal ibodies
ithreatens iclosure iof ipaper imills.

5. HIGH iTRANSPORTAATION iCOST

As ithe imill isituated isuch ia iplace ifar ifrom imetro iand ibig icities iit icost ihigh ito ithe
iorganization ifor ithe itransportation. iAs ito iget idelivered iat ithese ibig icities iit iroad iway iand
itakes imore ias ithey ihave ito igo ithrough itransshipment ipoint. iFor iexample iif ithere iis ian iorder
ifrom iDelhi iit idelivered iin iRajpura itransshipment iand ithen iit idelivered iat iDelhi. iSo iit itakes
imore itime ito ibe idelivered iand ias iwell ias i iit i itakes imore icost ifor ithe itransportation.

6. LACK iOF iNEW iTECHNOLOGY

Lack iof itechnology iis ianother iproblem iof ithis iunit. iIt icost icompany ias ia ilot
ibreakdown iin iworking itime iwhich iresults iin ihigh icost iof iproduction.
SUGGESTIONS

1. To idecrease ithe iproduction icost iand iincreases ithe iprofits, ithis iUnit imay icontrol ior
ireduce ithe iadministrative ioverheads iand iother icontrollable iexpenses ilike- itransportation
icost, iusing ithe iadvance itechnologies ietc.
2. The iindustry imay igo ifor ialternative itechnology ifor ithe iquality icontrol iand ito ireduce
istoppage iof iproduction.
3. The iindustry imay itry ito iadopt ia imarketing iorientation ito ifind iout inew icustomers ilike
ieducational iinstitution iand igovernment isectors iif iapplicable, irather ithan idepending
imuch ion ithe idemand ifrom ithe iexisting icustomers ionly.
4. Maintaining ithe iwastage ior imaximizing ithe iutilization iof iavailable iresources iand
iplacing ithe iorders iin itime iafter icalculating ieconomic iorder iquantity(EOQ) imay isolve
iraw imaterial iproblem. iIt iis inecessary ito ilook iafter iraw imaterial iproblem. iIt iis
inecessary ito ilook iafter iraw imaterial iproblem iin ivarious iareas.
5. The iindustry ihas ia iwhole ican igo ifor idifferent iproviding ipolicies ito imeet ithe
icompetitor iprice iin ithe imarket.
6. The iindustry imay iadopt itheir iown itransportation ifacilities irather ithan igoing ifor iprivate
itransport’s ito idecrease ithe itransportation icharges.
7. In iorder ito iimprove ithe iperformance iin itotal, iit ishould iintroduce iManagement
iInformation iService(MIS).
8. Industry imay isearch ifor ialternative iraw imaterials ifor itheir iproduction iprocess.
9. Company imay iconsider ifor inew iproduct idevelopment irather ithan iincreasing ithe iexisting
iproduction, iwhich ihas igot iless idemand.
10. To iincrease ithe idemand ifor ithe iexisting iproduct iit imust igo ifor iproper iadvertisements
iand iawareness iprogrammes iin ithe iadjacent iplaces iwhere ithe ineed iof ithe iproduct iis
ivery ihigh iand iwhere ithe idemand ifor ithe iproduct iis iless.
11. Offering iincentives ior ibenefits ito ithe iproduction iand imarketing istaff ican isolve imany
iproblems iin ithe icompany.
12. Company imay iconsider ifor iexpansion iof iexisting iplantation iof imain iraw imaterials iis
iuse itheir iforest ipolicy.
13. To idecrease ithe iproduction icost iand iincreases ithe iprofits, ithis iUnit imay icontrol ior
ireduce ithe iadministrative ioverheads iand iother icontrollable iexpenses ilike- itransportation
icost, iusing ithe iadvance itechnologies ietc.
14. The iCompany ishould iintroduce iJust iin iTime imethod ifor iboth ithe iproduction iand
isupply iof iGoods ito iavoid ithe iinventory ihandling icosts iand iproper ishop ifloor
iutilization.
15. The iindustry ias ia iwhole ican igo ifor idifferent iincentives iand idiscount iplans ito imeet ithe
icustomer’s ichoice iand icompetitor iprice iin ithe imarket.
 CONCLUSION

Supply ichains iencompass ithe icompanies iand ithe ibusiness iactivities

ineeded ito idesign, imake, ideliver, iand iuse ia iproduct ior iservice. iBusinesses idepend ion
itheir isupply ichains ito iprovide ithem iwith iwhat ithey ineed ito isurvive iand ithrive.

“A isupply ichain iconsists iof iall istages iinvolved, idirectly ior iindirectly, iin ifulfilling ia
icustomer irequest. iThe isupply ichain inot ionly iincludes ithe imanufacturer iand isuppliers
i,but ialso itransporters, iwarehouses, iretailers, iand icustomers ithemselves.”

My iaim iis iTo iinvestigate ithe icurrent isituation iand ifuture iprospect iof isupply
ichain imanagement iin iBallarpur iIndustries iLimited i. idue ito ibusiness idepends ion
isupply ichain imanagement ito isurvive iin imarket iit’s ia ibig iissue ito ibe istudied.so iin ithis
isummer iinternship iprogramme imy imain iobjectives iare ito iidentify imajor ichallenges iand
idevelopments ifor iSCM iand iits irelated iissues iin iBallrpur iindustries ilimited iand iTo
iunderstand ithe iimpact iof ipolicy imaking ion iSCM iand iimplementation.
And iin ithese iseven iweeks iI igot ito iknow ithat iSupply iChain iManagement iplays
ia ibig irole iin iBILT i(Unit iSewa) ias iall iother iorganisation. iIn ithese iseven iI istudied ithat
iBILT i(Unit iSewa) igot ia igood iSCM ibut iwith isome iproblem ias ilack iof i technology i,
ilocation idisadvantage
,transportation iconstraints i, ihigh itransportation icost i,distance ifactors ifrom imetro iand ibig
icities.
As imy iobservation iI isuggest ito iimplement iManagement iInformation iSystem iin
ithe iorganisation ito ihave iquick iand iuninterrupted iwok i, ito ideal iwith itransportation
iconstraints iand icost iit ishould iexplore imovement iof imaterial ithrough irail iand ipotential
itransporters ifor ispecific imarket ihaving igood iline-up ifor imovement iof imaterials.
 QUESTIONNAIRE

Dear iRespondents,

I iam ia iMBA istudent idoing imy icourse ias iper ithe irequirement iof iB.P.U.T iI ihave ibeen
iundergoing ia isurvey imethod iof iBILT iPapers. iKindly ico-operate iwith ime ifor icompleting ithis
isurvey isuccessfully iby igiving iyour ivaluable iresponse. iThis istudy iis iabout imarketing idemand
iand iperception iof idifferent ipapers iof iBILT.

1. Are iyou iaware iof iBallarpur iIndustries iLtd i(BILT) iPaper i?

a) Yes i b) iNo i

2. What iare ithe iPapers i(Brands) iyou ihave icome iacross i?

a) BILT i b) iJK i

c) iITC i d) iTNPL i

e) iCENTURY i f) i iWESTCOAST i

g) iRAMANEWSPRINT i i
3. Do iyou isatisfied iwith ithe isupply ichain imanagement iof iBILT?

a)not iat iall b)little ic)satisfied d)quite isatisfied e)very isatisfied

4. Rank ithe ifeatures ithat ieffects iyour idecision imaking iprocess i?

a) Brand iImage i b) iPrice i c)Supply iChain i d) iQuality iof ipaper

5. How ido iyou imanage iyour isupply ichain? Tick iall ithat iapply

A) Close ipartnership iwith isuppliers i& icustomers

B) JIT isupply
C) e-procurement
D) Supply iChain iBenchmarking
E) Plan istrategically
F) Holding isafety istock
G) Other i(specify

6. How isuccessful ido iyou ithink iis iyour icompany iin imanaging iits isupply ichain iin igeneral?

Not Somewhat Very

Not Successful
isuccessf isuccessfu isuccessfu
isuccessful
ul iat iall l l

1 2 3 4 5
7. Which iof ithe ifollowing iyou ithink ithat iyour icompany ineeds ito ido iin iorder ito imanage
iits isupply ichain ibetter?

A) Close ipartnership iwith isuppliers i& icustomers

B) JIT isupply
C) e-procurement
D) Supply iChain iBenchmarking
E) Plan istrategically
F) Holding isafety istock
G) Other i(specify)

8. Does iyour icompany ihave ia iseparate ilogistics

idepartment? iYES NO

9. Does iyour icompany ihave ia iclear ilogistics istrategic iplan?

YES NO

10. Rank ithe itypes iof isystems iare icurrently iin iuse iin iyour icompany ito isupport iSupply
iChain iManagement?

A) Material iRequirements iPlanning i(MRP)

B) Warehouse iManagement iSystem i(WMS)
C) Customer iRelationships iManagement i(CRM) i
D) Supplier iRelationships iManagement i(SRM) i
E) Just iIn iTime i(JIT)
F) E-commerce i& iE-business
11. How imuch idid iyou iactually ibenefit ifrom iusing ithese isystems?

G) Close ipartnership iwith isuppliers i& icustomers

a) Not iat iall ib) iLittle c)Average d)Greatly e) iA ilot

H) JIT isupply

a) Not iat iall ib) iLittle c)Average d)Greatly e) iA ilot

I) e-procurement

b) Not iat iall b) iLittle c)Average d)Greatly e) iA ilot

J) Supply iChain iBenchmarking

b) i i iNot iat iall b) iLittle c)Average d)Greatly e) iA ilot

K) Plan istrategically

b) i i iNot iat iall b) iLittle c)Average d)Greatly e) iA ilot

L) Holding isafety istock

b) i i iNot iat iall b) iLittle c)Average d)Greatly e) iA ilot

 BIBLIOGRAPHY

◆ Kotler, iPhilip, iMarketing iManagement, iDelhi, iPearson iEducation iPvt. iLtd., i2004

◆ Kothari, iC.R., iResearch iMethodology, iDelhi, iWishwa iPrakashan iPvt. iLtd., i 2003

◆ Business iToday iMagazine

◆ Website ireferred i- ihttp://www.bilt.com

◆ Search iEngine- ihttp://www.google.com