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 Sixth Edition

Supply Chain Management

Strategy, Planning, and OPeratiOn
This page is intentionally left blank.
 Sixth Edition

Supply Chain Management

Strategy, Planning, and OPeratiOn

Sunil Chopra
Kellogg School of Management

Peter Meindl
Kepos Capital

Dharam Vir Kalra

Guest Faculty
Indian Institute of Management Rohtak

Delhi • Chennai
Copyright © 2016 Pearson India Education Services Pvt. Ltd

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 Dedication
I would like to thank my colleagues at Kellogg for all I have learned from
them about logistics and supply chain management. I am grateful for the love
and encouragement that my parents, Krishan and Pushpa, and sisters, Sudha
and Swati, have always provided during every endeavor in my life. I thank my
children, Ravi and Rajiv, for the joy they have brought me. Finally, none of this
would have been possible without the constant love, caring, and support
of my wife, Maria Cristina.
—Sunil Chopra
I would like to thank three mentors—Sunil Chopra, Hau Lee, and Gerry
Lieberman—who have taught me a great deal. Thank you also to my parents
and sister for their love, and to my sons, Jamie and Eric, for making me smile
and teaching me what life is truly all about. Most important, I thank my wife,
Sarah, who makes life wonderful and whom I love with all my heart.
—Peter Meindl
I would like to dedicate this work to my dear wife Sunil and my adorable
daughters, Ruma and Anju, who have been a constant source of support and
encouragement. I love them dearly.
—Dharam Vir Kalra
This page is intentionally left blank.
 ABOUT THE AUTHORS

SUNIL CHOPRA
Sunil Chopra is the IBM Distinguished Professor of Operations Management and
Information Systems at the Kellogg School of Management. He has served as the interim
dean and senior associate dean for curriculum and teaching, and the codirector of the
MMM program, a joint dual-degree program between the Kellogg School of Manage-
ment and the McCormick School of Engineering at Northwestern University. He has a
PhD in operations research from SUNY at Stony Brook. Prior to joining Kellogg, he
taught at New York University and spent a year at IBM Research.
Professor Chopra’s research and teaching interests are in supply chain and logistics
management, operations management, and the design of telecommunication networks.
He has won several teaching awards at the MBA and Executive programs of Kellogg. He
has authored more than 40 papers and two books.
He has been a department editor for Management Science and an associate editor
for Manufacturing & Service Operations Management, Operations Research, and Deci-
sion Sciences Journal. His recent research has focused on understanding supply chain
risk and devising effective risk mitigation strategies. He has also consulted for several
firms in the area of supply chain and operations management.

PETER MEINDL
Peter Meindl is a portfolio manager with Kepos Capital in New York. Previously, he was
a research officer with Barclays Global Investors, a consultant with the Boston Consult-
ing Group and Mercer Management Consulting, and the director of strategy with
i2 Technologies. He holds PhD, MS, BS, and BA degrees from Stanford, and an MBA
from the Kellogg School of Management at Northwestern.

DHARAM VIR KALRA

Dharam Vir Kalra retired from the Indian Army as Lieutenant General in 1993. During
his service, he held various prestigious positions in the field of logistics. He was Major
General Operational Logistics, and Commandant and Principal in College of Materials
Management, Jabalpur. He then rose to become Director General Ordnance Services.
General Kalra obtained his M.Sc. in Defence Studies from Madras University. He
also obtained Master’s degrees in Political Science and Business Administration (Materials)
from Jabalpur University. A graduate of the Defence Services Staff College, he also
attended the Long Defence Management Course and the National Defence College Course.
He completed a specialist course at the Royal Military College of Science, Shrivenham
(UK). He has recently obtained an M.Phil Degree from the University of Madras.
Apart from his military service, General Kalra has been Dean, Faculty of Management,
Jabalpur University; Consultant, Ministry of Defence, Government of India; Consultant, Comptroller
and Auditor General of India; and Member, National Audit Advisory Board. He is a fellow of the
Chartered Institute of Logistics and Transport (UK) and Indian Management Association, and also a
Member Board of Studies of Indian Institute of Materials Management.
Currently, he is a guest faculty for Supply Chain Management and International Logistics
at the Indian Institute of Management Rohtak.
General Kalra was decorated with an Ati Vishisht Seva Medal by the President of India in
1988 and with Param Vishisht Seva Medal in 1992 for services of an exceptional order.
This page is intentionally left blank.
 CONTENTS

Preface xvii

Part I Building a Strategic Framework to Analyze Supply Chains

Chapter 1 UNDERSTANDING THE SUPPLY CHAIN 1
1.1 What Is a Supply Chain? 1
1.2 Historical Perspective 3
1.3 The Objective of a Supply Chain 5
1.4 The Importance of Supply Chain Decisions 7
1.5 Decision Phases in a Supply Chain 9
1.6 Process Views of a Supply Chain 11
1.7 Examples of Supply Chains 16
1.8 Summary of Learning Objectives 22
Discussion Questions 22 • Bibliography 23

Chapter 2 SUPPLY CHAIN PERFORMANCE: ACHIEVING STRATEGIC FIT AND SCOPE 25

2.1 Competitive and Supply Chain Strategies 25
2.2 Achieving Strategic Fit 27
2.3 Expanding Strategic Scope 37
2.4 Challenges to Achieving and Maintaining Strategic Fit 40
2.5 Achieving and Maintaining Strategic Fit in Emerging
Retail Markets: The Indian Scenario 41
2.6 The Experience 43
2.7 Adaptation 43
2.8 Summary of Learning Objectives 44
Discussion Questions 45 • Bibliography 45
▶ CASE STUDY: The Demise of Blockbuster 46
▶ CASE STUDY: Rise and Fall of Subhiksha 48

Chapter 3 SUPPLY CHAIN DRIVERS AND METRICS 49

3.1 Impellers of Supply Chain 49
3.2 Financial Measures of Performance 51
3.3 Drivers of Supply Chain Performance 55
3.4 Framework for Structuring Drivers 57
3.5 Facilities 58
3.6 Inventory 60
3.7 Transportation 63
3.8 Information 64
3.9 Sourcing 67
3.10 Pricing 68
3.11 Infrastructure 70
3.12 International Logistics 72
x Contents

3.13 Summary of Learning Objectives 73

Discussion Questions 74 • Bibliography 74
▶ CASE STUDY: Seven-Eleven Japan Co. 75
▶ CASE STUDY: Financial Statements for Walmart Stores Inc. and Macy’s Inc. 81

Part II Designing the Supply Chain Network

Chapter 4 DESIGNING DISTRIBUTION NETWORKS AND APPLICATIONS TO ONLINE

SALES 83
4.1 The Role of Distribution in the Supply Chain 83
4.2 Factors Influencing Distribution Network Design 85
4.3 Design Options for a Distribution Network 88
4.4 Online Sales and the Distribution Network 101
4.5 Indian Agricultural Produce Distribution Channels: Ripe for Major Transformation 114
4.6 Indian Fmcg Sector-distribution Channels 118
4.7 Indian Commodities Distribution Channels 119
4.8 Distribution Networks in Practice 119
4.9 Summary of Learning Objectives 120
Discussion Questions 121 • Bibliography 122
▶ CASE STUDY: Blue Nile and Diamond Retailing 122

Chapter 5 NETWORK DESIGN IN THE SUPPLY CHAIN 130

5.1 The Role of Network Design in the Supply Chain 130
5.2 Factors Influencing Network Design Decisions 131
5.3 Framework for Network Design Decisions 136
5.4 Models for Facility Location and Capacity Allocation 139
5.5 Jaipur Rugs–networking Tradition with Modernity 154
5.6 Making Network Design Decisions in Practice 159
5.7 The Impact of Uncertainty on Network Design 160
5.8 Summary of Learning Objectives 162
Discussion Questions 162 • Exercises 163 • Bibliography 167
▶ CASE STUDY: Managing Growth at SportStuff.com 168
▶ CASE STUDY: Designing the Production Network at CoolWipes 170

Chapter 6 DESIGNING GLOBAL SUPPLY CHAIN NETWORKS 172

6.1 The Impact of Globalization on Supply Chain Networks 172
6.2 The Offshoring Decision: Total Cost 174
6.3 Risk Management in Global Supply Chains 177
6.4 Discounted Cash Flows 181
6.5 Evaluating Network Design Decisions Using Decision Trees 183
6.6 To Onshore or Offshore: Evaluation of Global Supply Chain Design Decisions Under
Uncertainty 190
6.7 Making Global Supply Chain Design Decisions Under Uncertainty in Practice 198
6.8 Summary of Learning Objectives 199
Discussion Questions 200 • Exercises 200 • Bibliography 201
▶ CASE STUDY: BioPharma, Inc. 203
▶ CASE STUDY: The Sourcing Decision at Forever Young 205
 Contents xi

Part III Planning and Coordinating Demand and Supply in a Supply Chain

Chapter 7 DEMAND FORECASTING IN A SUPPLY CHAIN 206

7.1 The Role of Forecasting in a Supply Chain 206
7.2 Characteristics of Forecasts 207
7.3 Components of a Forecast and Forecasting Methods 208
7.4 Basic Approach to Demand Forecasting 209
7.5 Time-Series Forecasting Methods 211
7.6 Measures of Forecast Error 221
7.7 Selecting the Best Smoothing Constant 224
7.8 Forecasting Demand at Tahoe Salt 226
7.9 The Role of IT in Forecasting 231
7.10 Forecasting in Practice 232
7.11 Summary of Learning Objectives 233
Discussion Questions 233 • Exercises 234 • Bibliography 235
▶ CASE STUDY: Specialty Packaging Corporation 236

Chapter 8 AGGREGATE PLANNING IN A SUPPLY CHAIN 238

8.1 The Role of Aggregate Planning in a Supply Chain 238
8.2 The Aggregate Planning Problem 240
8.3 Aggregate Planning Strategies 242
8.4 Aggregate Planning at Red Tomato Tools 243
8.5 Aggregate Planning Using Linear Programming 244
8.6 Aggregate Planning in Excel 249
8.7 Building a Rough Master Production Schedule 253
8.8 The Role of IT in Aggregate Planning 254
8.9 Inventory Planning and Economic Theory Aberrations 254
8.10 Implementing Aggregate Planning in Practice 256
8.11 Summary of Learning Objectives 257
Discussion Questions 258 • Exercises 258 • Bibliography 260
▶ CASE STUDY: Kloss Planters and Harvesters 260

Chapter 9 SALES AND OPERATIONS PLANNING: PLANNING SUPPLY AND DEMAND IN

A SUPPLY CHAIN 262
9.1 Responding to Predictable Variability in the Supply Chain 262
9.2 Managing Supply 263
9.3 Managing Demand 265
9.4 Sales and Operations Planning at Red Tomato 266
9.5 Implementing Sales and Operations Planning in Practice 272
9.6 Tackling Predictable Variability in Practice—Indian Sugar Industry 273
9.7 Summary of Learning Objectives 275
Discussion Questions 275 • Exercises 275 • Bibliography 277
▶ CASE STUDY: Mintendo Game Girl 278
▶ CASE STUDY: Promotion Challenges at Gulmarg Skis 279
xii Contents

Chapter 10 COORDINATION IN A SUPPLY CHAIN 281

10.1 Lack of Supply Chain Coordination and the Bullwhip Effect 281
10.2 The Effect on Performance of Lack of Coordination 283
10.3 Obstacles to Coordination in a Supply Chain 285
10.4 Managerial Levers to Achieve Coordination 289
10.5 Continuous Replenishment and Vendor-Managed Inventories 294
10.6 Collaborative Planning, Forecasting, and Replenishment 294
10.7 Collaborative Planning, Forecasting, and Replenishment—Indian Experiences 298
10.8 Achieving Coordination in Practice 299
10.9 Summary of Learning Objectives 300
Discussion Questions 301 • Bibliography 301

Part IV Planning and Managing Inventories in a Supply Chain

Chapter 11 MANAGING ECONOMIES OF SCALE IN A SUPPLY CHAIN: CYCLE

INVENTORY 302
11.1 The Role of Cycle Inventory in a Supply Chain 302
11.2 Estimating Cycle Inventory-Related Costs in Practice 305
11.3 Economies of Scale to Exploit Fixed Costs 307
11.4 Aggregating Multiple Products in a Single Order 312
11.5 Economies of Scale to Exploit Quantity Discounts 320
11.6 Short-Term Discounting: Trade Promotions 331
11.7 Managing Multiechelon Cycle Inventory 336
11.8 Cycle Inventory Optimisation in Indian Distribution Channels 339
11.9 Summary of Learning Objectives 341
Discussion Questions 341 • Exercises 342 • Bibliography 345
▶ CASE STUDY: Delivery Strategy at MoonChem 346
▶ CASE STUDY: Pricing and Delivery at KAR Foods 348
Appendix 11A: Economic Order Quantity 349

Chapter 12 MANAGING UNCERTAINTY IN A SUPPLY CHAIN: SAFETY INVENTORY 350

12.1 The Role of Safety Inventory in a Supply Chain 350
12.2 Factors Affecting the Level of Safety Inventory 352
12.3 Determining the Appropriate Level of Safety Inventory 354
12.4 Impact of Supply Uncertainty on Safety Inventory 363
12.5 Impact of Aggregation on Safety Inventory 366
12.6 Managing Uncertainty in Supply Chain Through Postponement—Indian
Paint Industry 378
12.7 Impact of Replenishment Policies on Safety Inventory 379
12.8 Managing Safety Inventory in a Multiechelon Supply Chain 382
12.9 The Role of IT in Inventory Management 383
12.10 Estimating and Managing Safety Inventory in Practice 384
12.11 Summary of Learning Objectives 385
Discussion Questions 386 • Exercises 386 • Bibliography 390
 Contents xiii

▶ CASE STUDY: Managing Inventories at ALKO Inc. 390

▶ CASE STUDY: Should Packing Be Postponed to the DC? 392
Appendix 12A: The Normal Distribution 394
Appendix 12B: The Normal Distribution in Excel 395
Appendix 12C: Expected Shortage per Replenishment Cycle 395
Appendix 12D: Evaluating Safety Inventory for Slow-Moving Items 396

Chapter 13 DETERMINING THE OPTIMAL LEVEL OF PRODUCT AVAILABILITY 398

13.1 The Importance of the Level of Product Availability 398
13.2 Factors Affecting Optimal Level of Product Availability 399
13.3 Managerial Levers to Improve Supply Chain Profitability 409
13.4 Setting Product Availability for Multiple Products Under Capacity
Constraints 423
13.5 Optimising Availability of Maintenance, Repair, and Operations Inventories 425
13.6 Setting Optimal Levels of Product Availability in Practice 428
13.7 Summary of Learning Objectives 428
Discussion Questions 429 • Exercises 429 • Bibliography 431
▶ CASE STUDY: The Need for Speed at Winner Apparel 432
Appendix 13A: Optimal Level of Product Availability 433
Appendix 13B: An Intermediate Evaluation 434
Appendix 13C: Expected Profit from an Order 435
Appendix 13D: Expected Overstock from an Order 435
Appendix 13E: Expected Understock from an Order 436
Appendix 13F: Simulation Using Spreadsheets 436

Part V Designing and Planning Transportation Networks

Chapter 14 TRANSPORTATION IN A SUPPLY CHAIN 439

14.1 The Role of Transportation in a Supply Chain 439
14.2 Modes of Transportation and Their Performance Characteristics 441
14.3 Transportation Infrastructure and Policies 445
14.4 Design Options for a Transportation Network 448
14.5 Mumbai Dabbawalas: A Highly Responsive Distribution Network 454
14.6 Trade-Offs in Transportation Design 455
14.7 Tailored Transportation 464
14.8 The Role of IT in Transportation 466
14.9 Making Transportation Decisions in Practice 467
14.10 Summary of Learning Objectives 468
Discussion Questions 468 • Bibliography 469
▶ CASE STUDY: Designing the Distribution Network for Michael’s Hardware 469
▶ CASE STUDY: The Future of Same-Day Delivery: Same as the Past? 470
▶ CASE STUDY: Selecting Transportation Modes for China Imports 471
Appendix 14A: Transporting The Transport 472
Appendix 14B: Gopaljee: Milk Run for Milk 479
xiv Contents

Part VI Managing Cross-Functional Drivers in a Supply Chain

Chapter 15 SOURCING DECISIONS IN A SUPPLY CHAIN 483

15.1 The Role of Sourcing in a Supply Chain 483
15.2 In-House or Outsource? 485
15.3 Examples of Successful Third-Party Suppliers 491
15.4 Total Cost of Ownership 493
15.5 Supplier Selection—Auctions and Negotiations 496
15.6 Sharing Risk and Reward in the Supply Chain 498
15.7 The Impact of Incentives When Outsourcing 509
15.8 Designing a Sourcing Portfolio: Tailored Sourcing 510
15.9 Making Sourcing Decisions in Practice 513
15.10 Summary of Learning Objectives 514
Discussion Questions 515 • Exercises 515 • Bibliography 516

Chapter 16 PRICING AND REVENUE MANAGEMENT IN A SUPPLY CHAIN 518

16.1 The Role of Pricing and Revenue Management in a Supply Chain 518
16.2 Pricing and Revenue Management for Multiple Customer Segments 520
16.3 Pricing and Revenue Management for Perishable Assets 527
16.4 Pricing and Revenue Management for Seasonal Demand 534
16.5 Pricing and Revenue Management for Bulk and Spot Contracts 534
16.6 Using Pricing and Revenue Management in Practice 536
16.7 Agriculture Produce Pricing and Marketing in India 537
16.8 Summary of Learning Objectives 537
Discussion Questions 538 • Exercises 538 • Bibliography 539
▶ CASE STUDY: To Savor or to Groupon? 540

Chapter 17 SUSTAINABILITY AND THE SUPPLY CHAIN 542

17.1 The Role of Sustainability in a Supply Chain 542
17.2 The Tragedy of the Commons 544
17.3 Key Pillars of Sustainability 547
17.4 Sustainability and Supply Chain Drivers 550
17.5 Closed-Loop Supply Chains 554
17.6 The Pricing of Sustainability 555
17.7 Summary of Learning Objectives 557
Discussion Questions 558 • Bibliography 558
▶ CASE STUDY: Sustainable Supply Chains—Indian Efforts 559
▶ CASE STUDY: HUL—A Sustainable Supply Chain 559
▶ CASE STUDY: Future of Supply Chains 560
 Contents xv

Part VII Online Chapter

Chapter A INFORMATION TECHNOLOGY IN A SUPPLY CHAIN
The Role of IT in a Supply Chain
The Supply Chain IT Framework
Customer Relationship Management
Internal Supply Chain Management
Supplier Relationship Management
The Transaction Management Foundation
The Future of IT in the Supply Chain
Risk Management in IT
Supply Chain IT in Practice
Summary of Learning Objectives
Discussion Questions • Bibliography

Index 563
This page is intentionally left blank.
 PREFACE

This book is targeted toward an academic as well as a practitioner audience. On the academic side, it should be appropriate
for MBA students, engineering master’s students, and senior undergraduate students interested in supply chain manage-
ment and logistics. It should also serve as a suitable reference for both concepts as well as providing a methodology for
practitioners in consulting and industry.

NEW TO THIS EDITION

The sixth edition has focused on allowing students to learn more as they study with the book. We have tightened the link between
examples in the book and associated spreadsheets and have added exercises and cases in several chapters. We have also added
changes based on specific reviewer feedback that we believe significantly improve the book and its use by faculty and students.
• We have added several new mini-cases throughout the book. New cases appear in Chapters 2, 8, 9, 11, 13, 14, and 16.
Information in other cases has been updated to be current.
• In Chapter 11, we have added several new exercises as well as a mini-case.
• In Chapter 12, we have added several new exercises.
• In Chapter 13, we have tried to make the flow of material easier to follow. Given the more advanced concepts, we have
tightened the linkage to the associated spreadsheets. We have also added a mini-case.
• In Chapter 14, we have added discussion of the Mumbai dabbawalas, a responsive distribution network. We have tight-
ened the linkage of examples to associated spreadsheets and added a couple of mini-cases.
• Chapter 15 has had a very significant revision, with an enhanced discussion of successful third parties as well as the
impact of incentives and the sharing of risk and reward in the supply chain.
• Chapter 16 has a new mini-case.
• Information Technology in a Supply Chain has been updated and placed online at www.pearsoned.co.in/SunilChopra.
• Chapter 17, on sustainability, has been further developed, with a new section related to the pricing of sustainability.
• We have continued to add current examples throughout the book, with a particular focus on bringing in more global
examples.
The goal of this class was not only to cover high-level supply chain strategy and concepts, but also to give students
a solid understanding of the analytical tools necessary to solve supply chain problems. With this class goal in mind, our
objective was to create a book that would develop an understanding of the following key areas and their interrelationships:
• The strategic role of a supply chain
• The key strategic drivers of supply chain performance
• Analytic methodologies for supply chain analysis
Our first objective in this book is for the reader to learn the strategic importance of good supply chain design, planning,
and operation for every firm. The reader will be able to understand how good supply chain management can be a competi-
tive advantage, whereas weaknesses in the supply chain can hurt the performance of a firm. We use many examples to
illustrate this idea and develop a framework for supply chain strategy.
Within the strategic framework, we identify facilities, inventory, transportation, information, sourcing, and pric-
ing as the key drivers of supply chain performance. Our second goal in the book is to convey how these drivers may be
used on conceptual and practical levels during supply chain design, planning, and operation to improve performance.
We have presented a variety of cases that can be used to illustrate how a company uses various drivers to improve sup-
ply chain performance. For each driver of supply chain performance, our goal is to provide readers with practical
managerial levers and concepts that may be used to improve supply chain performance.
Using these managerial levers requires knowledge of analytic methodologies for supply chain analysis. Our third
goal is to give the reader an understanding of these methodologies. Every methodological discussion is illustrated with its
application in Excel. In this discussion, we also stress the managerial context in which the methodology is used and the
managerial levers for improvement that it supports.
The strategic frameworks and concepts discussed in the book are tied together through a variety of examples that
show how a combination of concepts is needed to achieve significant increases in performance.
xviii Preface

ONLINE SUPPLEMENTS
Instructors can easily register to gain access to a variety of instructor resources available with this text in downloadable
format.
The following supplements are available with this text:
• Instructor’s Solutions Manual
• Test Bank
• TestGen® Computerized Test Bank
• PowerPoint Presentations
Chapter A: Information Technology in a Supply Chain is available online for students.

Sunil Chopra
Kellogg School of Management, Northwestern University

Peter Meindl
Kepos Capital

This edition of the book, retains as its principal focus , the linking of general theory of supply chain management and the
practical experiences of businesses in the developed world with the ground realities in India, one of the world’s fastest
growing economies. This has helped produce a text with lessons of equal value for students of the subject across the globe.
The march of international trade towards ever-increasing spatial dispersion at both the supply and the demand ends
has been inexorable. In the process, it has embraced not only economies at different levels of development but also
diverse sociopolitical environments. This makes it imperative for the study of supply chain management to take a note
of the challenges that such diversities throw up, and also the solutions that are emerging under the relentless competi-
tive pressures to which present-day businesses are exposed.
The digital revolution is perhaps the most challenging and game-changing development affecting the business
world. It has dawned on India at a time when its traditional supply chains are in a flux. This has added a new dimension
to the transformation process, making it a fit case for lessons in the ongoing evolutionary process. An attempt has been
made in this edition of the book to document the impact of this revolution as it unfolds.
Rooted in the Indian ethos, the case studies and examples added to this book present a different perspective, thus
making the text multidimensional and enhancing its practical utility for a wider readership.
Dharam Vir Kalra
Guest Faculty
Indian Institute of Management Rohtak
 Preface xix

ACKNOWLEDGMENTS
We would like to thank the many people who helped us throughout this process. We thank the reviewers whose suggestions
significantly improved the book, including: Steven Brown, Arizona State University; Ming Chen, California State Univer-
sity, Long Beach; Sameer Kumar, University of Saint Thomas; Frank Montabon, Iowa State University; Brian Sauser,
University of North Texas; and Paul Venderspek, Colorado State University.
We are grateful to the students at the Kellogg School of Management who suffered through typo-ridden drafts of
earlier versions of the book. We would also like to thank our editor, Dan Tylman, and the staff at Pearson, including Liz
Napolitano, senior production project manager; Anne Fahlgren, executive product marketing manager; Claudia Fernandes,
program manager; and Linda Albelli, editorial assistant, for their efforts with the book. Finally, we would like to thank
you, our readers, for reading and using this book. We hope it contributes to all your efforts to improve the performance of
companies and supply chains throughout the world. We would be pleased to hear your comments and suggestions for
future editions of this text.

Sunil Chopra
Kellogg School of Management, Northwestern University

Peter Meindl
Kepos Capital

I am grateful to all the companies that have permitted me to draw upon and quote their experiences. Some of the
notable contributions have come from M/S Mercurio Pallia, M/S Fresh and Healthy, and M/S Kale Logistics. I would like to
thank the authors who have graciously allowed me to incorporate their case studies and research papers in my adaptation. I
also gratefully acknowledge the useful inputs provided to me by Mr. Enamul Haque and Naveen Kumar. I extend my
gratitude to Professor Vivek Kumar for his encouragement and support throughout the production of this work and Dr.
Hema Yadav for her original contribution My special thanks are due to Mr. N K Chaudhary of Jaipur Rugs who has built
a remarkable business model that reflects the Indian socio-economic realities. I also want to acknowledge the contribution
of Pricewaterhouse Coopers for allowing me to reproduce the Executive Summary of their very well-researched report
which provides a fitting finale to this edition of the book.

Dharam Vir Kalra

Guest Faculty
Indian Institute of Management Rohtak
This page is intentionally left blank.
 C H A P T E R

1
Understanding the
Supply Chain

LEARNING OBJECTIVES
After reading this chapter, you will be able to
1. Understand the nature of supply chains and
trace the historical perspectives leading to
their development and growth.
2. Discuss the goal of a supply chain and
explain the impact of supply chain
decisions on the success of a firm.
3. Identify the three key supply chain
decision phases and explain the
significance of each one.
4. Describe the cycle and push/pull views of a
supply chain.
5. Classify the supply chain macro processes
in a firm.

I
n this chapter, we provide a conceptual understanding of what a supply chain is and the
various issues that need to be considered when designing, planning, or operating a supply
chain besides tracing its historical background. We discuss the significance of supply chain
decisions and supply chain performances for the success of a firm. We also provide several
examples from different industries to emphasize the variety of supply chain issues that compa-
nies need to consider at the strategic, planning, and operational levels.

1.1 WHAT IS A SUPPLY CHAIN?

A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer
request. The supply chain includes not only the manufacturer and suppliers, but also transporters,
warehouses, retailers, and even customers themselves. Within each organization, such as a manu-
facturer, the supply chain includes all functions involved in receiving and filling a customer
request. These functions include, but are not limited to, new product development, marketing,
operations, distribution, finance, and customer service.
Consider a customer walking into a Walmart store to purchase detergent. The supply chain
begins with the customer and his or her need for detergent. The next stage of this supply chain is
the Walmart retail store that the customer visits. Walmart stocks its shelves using inventory that
2 Chapter 1 • Understanding the Supply Chain

Timber Paper Pactiv

Company Manufacturer Corporation

Walmart
P&G or Other Walmart
or Third Customer
Manufacturer Store
Party DC

Chemical Plastic
Manufacturer Producer

FIGURE 1-1 Stages of a Detergent Supply Chain

may have been supplied from a finished-goods warehouse or a distributor using trucks supplied
by a third party. The distributor, in turn, is stocked by the manufacturer (say, Procter & Gamble
[P&G] in this case). The P&G manufacturing plant receives raw material from a variety of sup-
pliers, which may themselves have been supplied by lower-tier suppliers. For example, packag-
ing material may come from Pactiv Corporation, whereas Pactiv receives raw materials to
manufacture the packaging from other suppliers. This supply chain is illustrated in Figure 1-1,
with the arrows corresponding to the direction of physical product flow.
A supply chain is dynamic and involves the constant flow of information, product, and
funds among different stages. In our example, Walmart provides the product, as well as pric-
ing and availability information, to the customer. The customer transfers funds to Walmart.
Walmart conveys point-of-sales data and replenishment orders to the warehouse or distribu-
tor, which transfers the replenishment order via trucks back to the store. Walmart transfers
funds to the distributor after the replenishment. The distributor also provides pricing infor-
mation and sends delivery schedules to Walmart. Walmart may send back packaging mate-
rial to be recycled. Similar information, material, and fund flows take place across the entire
supply chain.
In another example, when a customer makes a purchase online from Amazon, the supply
chain includes, among others, the customer, Amazon’s website, the Amazon warehouse, and all
of Amazon’s suppliers and their suppliers. The website provides the customer with information
regarding pricing, product variety, and product availability. After making a product choice, the
customer enters the order information and pays for the product. The customer may later return
to the website to check the status of the order. Stages further up the supply chain use customer
order information to fill the request. That process involves an additional flow of information,
product, and funds among various stages of the supply chain.
These examples illustrate that the customer is an integral part of the supply chain. In fact,
the primary purpose of any supply chain is to satisfy customer needs and, in the process, generate
profit for itself. The term supply chain conjures up images of product or supply moving from
suppliers to manufacturers to distributors to retailers to customers along a chain. This is certainly
part of the supply chain, but it is also important to visualize information, funds, and product
flows along both directions of this chain. The term supply chain may also imply that only one
player is involved at each stage. In reality, a manufacturer may receive material from several sup-
pliers and then supply several distributors. Thus, most supply chains are actually networks. It
may be more accurate to use the term supply network or supply web to describe the structure of
most supply chains, as shown in Figure 1-2.
 Chapter 1 • Understanding the Supply Chain 3

Supplier Manufacturer Distributor Retailer Customer

Supplier Manufacturer Distributor Retailer Customer

Supplier Manufacturer Distributor Retailer Customer

FIGURE 1-2 Supply Chain Stages

A typical supply chain may involve a variety of stages, including the following:
• Customers
• Retailers
• Wholesalers/distributors
• Manufacturers
• Component/raw material suppliers
Each stage in a supply chain is connected through the flow of products, information, and
funds. These flows often occur in both directions and may be managed by one of the stages or an
intermediary. Each stage in Figure 1-2 need not be present in a supply chain. As discussed in
Chapter 4, the appropriate design of the supply chain depends on both the customer’s needs and
the roles played by the stages involved. For example, Dell has two supply chain structures that it
uses to serve its customers. For its server business, Dell builds to order; that is, a customer order
initiates manufacturing at Dell. For the sale of servers, Dell does not have a separate retailer,
distributor, or wholesaler in the supply chain. Dell also sells consumer products such as PCs and
tablets through retailers such as Walmart, which carry Dell products in inventory. This supply
chain thus contains an extra stage (the retailer), compared with the direct sales model used by
Dell for servers. In the case of other retail stores, the supply chain may also contain a wholesaler
or distributor between the store and the manufacturer.

1.2 HISTORICAL PERSPECTIVE

Supply chain management, as we understand it today, represents the confluence of at least
three main streams of knowledge and practical experience of the business world, spanning
almost 60 years. The fusion of these streams into one powerful movement, supply chain man-
agement, that is sweeping across the present-day industrial world has been brought about by
intense competition characteristic of contemporary markets. It is, therefore, appropriate that a
discussion on supply chain management is preceded by a brief understanding of contributing
disciplines.
These streams include business processes and managerial practices, which have evolved
somewhat unconnectedly, if not entirely independently, in the fields of operations management,
4 Chapter 1 • Understanding the Supply Chain

industrial engineering, and physical distribution. In the course of their development, these pro-
cesses and practices have absorbed several allied and subsidiary functions as well as activities,
and adopted various successful business innovations.
The three principal streams are:
• Sourcing, procurement, and supply management
• Materials management
• Logistics and distribution

Sourcing, Procurement, and Supply Management

Commonly, though quite mistakenly referred to as supply chain management, these functions
arose in the area of purchasing which came to occupy a predominant position in businesses
because of their impact on cash flow and contribution towards the company profitability. Busi-
nesses realized that efforts required to increase profits through increasing sales were far greater
than those involved in generating equivalent returns through reduction in procurement prices.1
Major purchases came to be handled by the top management who in turn depended on purchase
specialists for advice. Economic buying was seen to be a strategic function, with major contri-
bution to bottom-line. The responsibilities of the purchase function, however, ended with the
procurement and a more mundane function of materials management took over. We may, thus,
regard it as the set of activities, functions, and processes concerned with economic procurement
and inflow of inputs2 into the enterprise and an efficient control over flow of funds out of the
company.
In the context of supply chain management, these processes fall under sourcing, supply
side management, inbound logistics, and supplier relationship management together with mate-
rials, information, and cash flows interconnected with each other.

Materials Management
Classic materials management included the functions of forecasting, inventory management,
stores management, warehousing, stock keeping, and scheduling till it came to include pro-
duction planning and production control, to evolve into extended materials management.
With subsequent inclusion of order processing in its fold, it came to be known as integrated
materials management. Since materials constitute almost 60 per cent of the cost of most
manufactured products,3 at least in the Indian context, the importance of efficient manage-
ment of materials came to be recognized by businesses during the 1970s as the route to cost
reduction and thereby to profitability. The merger of purchasing, which presented opportuni-
ties for reduction in the cost of material inputs, with materials management, thus became an
obvious business compulsion. Some of the most innovative techniques focusing on reducing
total cost of inventories to the lowest possible levels without compromising on service levels,
owe their origin and growth to this stream of knowledge and experience. In relation to supply
chain management, it may be regarded as the management of flow of material into, through,
and out of an enterprise, adding in the process, value for the customers both internal and
external to the organization.

1
In food industry, for instance, where logistics costs are of the order of 60 percent, a company would need to generate
additional sales to the tune of ` 4 to derive the same profits as it would, if it manages to reduce the procurement price by
Re. 1, presuming that it is working on a net profit margin of 10 percent.
2
In its classic interpretation, purchasing function does not cover procurement of capital, personnel, data, and proprietary
rights such as licenses and patents. Integrated Materials Management: Definitions, Functions, and Activities. Robert
Fieten. Published by German Federal Association of Materials Management.
3
With possible exception of some electronic goods incorporating innovative frontier technologies.
 Chapter 1 • Understanding the Supply Chain 5

Logistics and Distribution

Derived from military parlance,4 wherein it covered all functions related to movement and main-
tenance of armies, the logistics function in its business application came to be recognized as
time- and space-related placement of goods to provide improved customer service. According to
the Council of Logistics Management, it is that part of the supply chain management process that
plans, implements, and controls the efficient, effective, forward, and reverse flow and storage of
goods, services, and related information between the point of origin and the point of consump-
tion in order to meet customers’ requirements. The distribution function, which Peter Drucker
identified as the “Today’s Frontier”,5 is, in that sense, synonymous with Logistics.
Since transportation, which is the backbone of logistics, accounts for up to 50 per cent of
total logistics costs, the efficient management of this function became an important preoccupa-
tion of management leading to the development of transportation-related practices involving all
modes, in general and multimodal transport, in particular as evidenced by revolutionary develop-
ment and exponential growth of containerized cargo handling and movement worldwide. Real-
ization, on the part of businesses, that there was an obvious trade-off between transportation
choices and inventory policies led to integration, and logistics emerged as a cross-functional
approach that integrates all materials, functions of purchasing, inventory management, produc-
tion control, inbound traffic, warehousing, and store keeping as well as incoming quality control
with the objective of ensuring efficient operations. In this shape, business logistics may be
regarded as the early avatar of supply chain management.
In the context of supply chain management, logistics would fall at both ends, that is,
inbound logistics and outbound logistics. Interestingly, the intracompany flow of materials is
sometimes referred to as manufacturing logistics, giving this discipline a breadth of reach over
end-to-end movement of materials at all stages of industrial and business endeavor in delivering
value to customer. Supply chain management has thus emerged as an integrative philosophy and
a strategic-level business practice which encompasses flow of materials, funds, and information
throughout the network that ultimately delivers value to the customer.

1.3 THE OBJECTIVE OF A SUPPLY CHAIN

The objective of every supply chain should be to maximize the overall value generated. The
value (also known as supply chain surplus) a supply chain generates is the difference between
what the value of the final product is to the customer and the costs the supply chain incurs in fill-
ing the customer’s request.
Supply Chain Surplus = Customer Value – Supply Chain Cost
The value of the final product may vary for each customer and can be estimated by the maximum
amount the customer is willing to pay for it. The difference between the value of the product and its
price remains with the customer as consumer surplus. The amount of consumer surplus, a concept
expounded in welfare economics, has always been difficult to determine precisely in monetary
terms as it is not clearly measurable as to how much a customer was eventually willing to pay for a
product or service vis-a-vis what he actually paid. The estimates are subjective and would vary
from person to person and situation to situation. A person in dire need of a product or service in an
extreme situation may be willing to pay any price if he has no other alternative. A man stranded in
a desert without water may be willing to give away his entire estate for a glass of water.
However, there is one area in which this figure does become measurable and that is through
the difference in prices between branded and generic drugs which provide equal relief or deliver

4
First used by Henri Jomini during mid 19th Century to cover the art of moving and marinating armies.
5
“Physical distribution is today’s frontier in business. It is one area where managerial results of great magnitude can be
achieved and is still largely unexplored.” Peter Drucker.
6 Chapter 1 • Understanding the Supply Chain

equal value to the patient. As the price differential between the patented drugs and their generic
versions is substantial, and as both ostensibly provide equal value to the patient, we can measure,
fairly precisely, the difference in costs of the two and regard it as consumer surplus.
Naturally, the higher the consumer surplus the more attractive the product or service. This
is what is accounting for the exponential growth in Indian Generic Drugs industry.
We will cover this phenomenon through as case study at the end of the chapter.
The rest of the supply chain surplus becomes supply chain profitability, the difference
between the revenue generated from the customer and the overall cost across the supply chain.
For example, a customer purchasing a wireless router from Best Buy pays $60, which represents
the revenue the supply chain receives. Customers who purchase the router clearly value it at or
above $60. Thus, part of the supply chain surplus is left with the customer as consumer surplus.
The rest stays with the supply chain as profit. Best Buy and other stages of the supply chain incur
costs to convey information, produce components, store them, transport them, transfer funds, and
so on. The difference between the $60 that the customer paid and the sum of all costs incurred by
the supply chain to produce and distribute the router represents the supply chain profitability.
Supply chain profitability is the total profit to be shared across all supply chain stages and inter-
mediaries. The higher the supply chain profitability, the more successful is the supply chain. For
most profit-making supply chains, the supply chain surplus will be strongly correlated with prof-
its. Supply chain success should be measured in terms of supply chain profitability and not in
terms of the profits at an individual stage. (In subsequent chapters, we see that a focus on profit-
ability at individual stages may lead to a reduction in overall supply chain profits.) A focus on
growing the supply chain surplus pushes all members of the supply chain toward growing the
size of the overall pie.
Having defined the success of a supply chain in terms of supply chain profitability, the next
logical step is to look for sources of value, revenue, and cost. For any supply chain, there is only
one source of revenue: the customer. The value obtained by a customer purchasing detergent at
Wal-Mart depends upon several factors, including the functionality of the detergent, how far the
customer has to travel to Wal-Mart, and the likelihood of finding the detergent in stock. The cus-
tomer is the only one providing positive cash flow for the Wal-Mart supply chain. All other cash
flows are simply fund exchanges that occur within the supply chain, given that different stages
have different owners. When Wal-Mart pays its supplier, it is taking a portion of the funds the
customer provides and passing that money on to the supplier. All flows of information, product,
or funds generate costs within the supply chain. Thus, the appropriate management of these
flows is a key to supply chain success. Effective supply chain management involves the manage-
ment of supply chain assets and product, information, and fund flows to maximize total supply
chain surplus. A growth in supply chain surplus increases the size of the total pie, allowing con-
tributing members of the supply chain to benefit.
In this book, we have a strong focus on analyzing all supply chain decisions in terms of
their impact on the supply chain surplus. These decisions and their impact can vary for a wide
variety of reasons. For instance, consider the difference in the supply chain structure for fastmov-
ing consumer goods observed in the United States and India. U.S. distributors play a much
smaller role in this supply chain compared to their Indian counterparts. We argue that the differ-
ence in supply chain structure can be explained by the impact a distributor has on the supply
chain surplus in the two countries.
Retailing in the United States is largely consolidated, with large chains buying consumer
goods from most manufacturers. This consolidation gives retailers sufficient scale that the intro-
duction of an intermediary such as a distributor does little to reduce costs and may actually
increase costs because of an additional transaction.
In contrast, India has millions of small retail outlets. The small size of Indian retail outlets
limits the amount of inventory they can hold, thus requiring frequent replenishment—an order
 Chapter 1 • Understanding the Supply Chain 7

can be compared with the weekly grocery shopping for a family in the United States. The only
way for a manufacturer to keep transportation costs low is to bring full truckloads of product
close to the market and then distribute locally using “milk runs” with smaller vehicles. The pres-
ence of an intermediary who can receive a full truckload shipment, break bulk, and then make
smaller deliveries to the retailers is crucial if transportation costs are to be kept low. Most Indian
distributors are one-stop shops, stocking everything from cooking oil to soaps and detergents
made by a variety of manufacturers. Besides the convenience provided by one-stop shopping,
distributors in India are also able to reduce transportation costs for outbound delivery to the
retailer by aggregating products across multiple manufacturers during the delivery runs. Dis-
tributors in India also handle collections, because their cost of collection is significantly lower
than that of each manufacturer collecting from retailers on its own would be. Thus, the important
role of distributors in India can be explained by the growth in supply chain surplus that results
from their presence.
Most traditional supply chains presently existing in India, operate what approximates to a
multi echelon distribution model in which supplies move from the suppliers and manufacturers
through a series of large and small stockholders and intermediaries to reach the customers right
down to remote villages in which most of the Indian population resides and which are not always
well connected. National-, regional-, state-, district-, and local-level stockiest constitute links in
the chain replenishing and getting replenished, normally through a wide variety of surface trans-
portation in an interconnected network, creating in the process inventories at each stage. The
dynamics of such supply chains differ quite considerably from the IT-enabled supply chains
serving well-developed and well-connected urban markets through organized retailing. The sup-
ply chain surplus argument implies that as retailing in India begins to consolidate, the role of
distributors will diminish.

1.4 THE IMPORTANCE OF SUPPLY CHAIN DECISIONS

There is a close connection between the design and management of supply chain flows (prod-
uct, information, and funds) and the success of a supply chain. Walmart, Amazon, and Seven-
Eleven Japan are examples of companies that have built their success on superior design,
planning, and operation of their supply chain. In contrast, the failure of many online busi-
nesses, such as Webvan, can be attributed to weaknesses in their supply chain design and plan-
ning. The rise and subsequent fall of the bookstore chain Borders illustrates how a failure to
adapt its supply chain to a changing environment and customer expectations hurt its perfor-
mance. Dell Computer is another example of a company that had to revise its supply chain
design in response to changing technology and customer needs. We discuss these examples
later in this section.
Walmart has been a leader at using supply chain design, planning, and operation to achieve
success. From its beginning, the company invested heavily in transportation and information
infrastructure to facilitate the effective flow of goods and information. Walmart designed its sup-
ply chain with clusters of stores around distribution centers to facilitate frequent replenishment at
its retail stores in a cost-effective manner. Frequent replenishment allows stores to match supply
and demand more effectively than the competition. Walmart has been a leader in sharing infor-
mation and collaborating with suppliers to bring down costs and improve product availability.
The results are impressive. In its 2013 annual report, the company reported a net income of about
$17 billion on revenues of about $469 billion. These are dramatic results for a company that
reached annual sales of only $1 billion in 1980. The growth in sales represents an annual com-
pounded growth rate of more than 20 percent.
Seven-Eleven Japan is another example of a company that has used excellent supply chain
design, planning, and operation to drive growth and profitability. It has used a very responsive
8 Chapter 1 • Understanding the Supply Chain

replenishment system along with an outstanding information system to ensure that products are
available when and where customers need them. Its responsiveness allows it to change the mer-
chandising mix at each store by time of day to precisely match customer demand. As a result, the
company has grown from sales of 1 billion yen in 1974 to almost 1.9 trillion yen in 2013, with
profits in 2013 totaling 222 billion yen.
The failure of many online businesses, such as Webvan and Kozmo, can be attributed
to their inability to design appropriate supply chains or manage supply chain flows effec-
tively. Webvan designed a supply chain with large warehouses in several major cities in the
United States, from which groceries were delivered to customers’ homes. This supply chain
design could not compete with traditional supermarket supply chains in terms of cost. Tradi-
tional supermarket chains bring product to a supermarket close to the consumer using full
truckloads, resulting in very low transportation costs. They turn their inventory relatively
quickly and let the customer perform most of the picking activity in the store. In contrast,
Webvan turned its inventory marginally faster than supermarkets but incurred much higher
transportation costs for home delivery, as well as high labor costs to pick customer orders.
The result was a company that folded in 2001, within two years of a very successful initial
public offering.
As the experience of Borders illustrates, a failure to adapt supply chains to a changing
environment can significantly hurt performance. Borders, along with Barnes & Noble, domi-
nated the selling of books and music in the 1990s by implementing the superstore concept.
Compared with small local bookstores that dominated the industry prior to that, Borders was
able to offer greater variety (about 100,000 titles at superstores, relative to fewer than 10,000
titles at a local bookstore) to customers at a lower cost by aggregating operations in large stores.
This allowed the company to achieve higher inventory turns than local bookstores with lower
operating costs per dollar of sales. In 2004, Borders achieved sales of almost $4 billion, with
profits of $132 million. Its model, however, was already under attack with the growth of
Amazon, which offered much greater variety than Borders at lower cost by selling online and
stocking its inventories in a few distribution centers. Borders’ inability to adapt its supply chain
to compete with Amazon led to a rapid decline. By 2009, sales had dropped to $2.8 billion; the
company lost $109 million that year.
Dell is another example of a company that enjoyed tremendous success based on its sup-
ply chain design, planning, and operation but then had to adapt its supply chain in response to
shifts in technology and customer expectations. Between 1993 and 2006, Dell experienced
unprecedented growth of both revenue and profits by structuring a supply chain that provided
customers with customized PCs quickly and at reasonable cost. By 2006, Dell had a net income
of more than $3.5 billion on revenues of just over $56 billion. This success was based on two
key supply chain features that supported rapid, low-cost customization. The first was Dell’s
decision to sell directly to the end customer, bypassing distributors and retailers. The second
key aspect of Dell’s supply chain was the centralization of manufacturing and inventories in a
few locations where final assembly was postponed until the customer order arrived. As a result,
Dell was able to provide a large variety of PC configurations while keeping low levels of com-
ponent inventories

Key Point

Supply chain design, planning, and operation decisions play a significant role in the success or failure of
a firm. To stay competitive, supply chains must adapt to changing technology and customer expectations.

In spite of this tremendous success, the changing marketplace presented some new
challenges for Dell. Whereas Dell’s supply chain was well suited for highly customized PCs,
the market shifted to lower levels of customization. Given the growing power of hardware,
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MP25655.
The Big harvest.
R593741.
Bighorn Productions, Inc.
MU9041.
Big house ain’t a home.
LP43921.
The Big story.
MP26063.
Big time revue.
R590802.
The Birdmen.
LP43715.
Birds of a feather.
LP43673.
Birds of Bharatpur.
MP25767.
Birds of the Arctic.
MP25700.
Birth control: your choice.
MU9038.
Bitter harvest.
LF163.
Blachly, Paul H.
MP25640.
MP25775.
Black, Ian Stuart.
LP205.
Black Belt Jones.
LP43788.
Blackburn, John.
LF208.
Black eye.
LP43812.
Blackmail.
R582740.
Black music in America: from then till now.
LP43881.
Black Samson.
LP43889.
Black, white, gray.
LP43676.
The Black widow.
R582736.
R590888.
The Black windmill.
LP43770.
Blasted to eternity.
R587217.
Blazing saddles.
LP43744.
Blic pens television commercial advertisement pilot.
MP25718.
Blondie in the dough.
R593681.
BNA.
MP25609.
MP25610.
MP25611.
Bobwin Assoc., Inc.
LP43922 - LP43927.
Boiler operation, fireside.
MP25529.
Boiler operation, waterside.
MP25530.
Boland, Bridget.
LF182.
Boland, John.
LF193.
Bone bandit.
R582869.
Bookkeeping and accounting: how do you figure in.
MP25797.
Boomerang.
R583794.
Borenstein, Joyce.
MU9039.
MU9040.
Bosustow (Stephen) Productions.
 LP43673.
LP43690 - LP43694.
LP43767.
Boulevard Communication Group, Inc.
MU9156.
Bowery buckaroos.
R591573.
Bowling tricks.
R594214.
The Boy and the sinner.
LP43857.
Boyd, Grace Bradley.
R583571.
Boyd, William L.
R583571.
Bradbury, Ray.
LP43716.
The Bradley affair.
LP43703.
The Braille children.
MP25675.
Brakhage, Stan.
MP25786.
MP25793.
MP25816.
MP26079.
MP26080.
Branding irons.
R585010.
The Breakthrough project.
MP25698.
Breast self-examination: a plan for survival, a lifetime habit.
MP26085.
Breath of Spring.
LF175.
Brenner, Barbara,
MP26059.
The Bribe.
LP43962.
Brigham Young University, Provo, UT.
MP25655.
MP25715.
MP25734.
Brigham Young University, Provo, UT. Motion Picture Department.
MP25655.
MP25734.
Bright-Persky Associates. SEE Persky-Bright Associates.
Bring me the head of Alfredo Garcia.
LP43775.
Brink of extinction.
MP25768.
British Film Makers, Ltd.
LF186.
LF189.
LF199.
British Lion Films, Ltd.
LF184.
Broken image.
LP43643.
Brooklyn, U.S.A.
R584822.
Brophy, John.
LF192.
Browne, Gerald A.
LP43879.
Browne, Howarde.
LP43699.
Broyles, Allebaugh, and Davis, Inc. Motion Picture Division.
MP25616.
Bruner, Jerome.
MP25802.
Bruner, Jerome S.
MP25801.
Bruner series—cognitive development.
MP25801.
MP25802.
Brute force.
R585843.
Brut Productions, Inc.
LP43678.
Bryant and Stratton Business Institute, Inc.
LP43668 - LP43672.
Buckaroo from Powder River.
R591424.
Buddy, can you spare a life?
LP43706.
Buena Vista Distribution Company, Inc.
LP43637.
LP43742.
LP43779.
Buford, Gordon.
LP43637.
Building better paragraphs.
MP25731.
Bulldog Drummond strikes back.
R591419.
Bullet for el diablo.
 LP43820.
Bunion surgery—a new approach.
MP25719.
Bureau of Business Practice, Inc.
MP25586.
Bureau of National Affairs, Inc. BNA Communications, Inc.
MP25609.
MP25610.
MP25611.
Burke, Billy.
MP25719.
Busch Gardens West.
MP25726.
Bush Christmas.
R593270.
Bushmen of the Kalahari.
MP25584.
Butley.
LP43686.
Buy me.
MP25647.
 C
California split.
LP43930.
California. State Department of Education.
MP25531.
Call girl.
LP43649.
Calories: enough is enough.
MP25922.
Camaro ’75.
MP25822.
Camden County Vocational and Technical School.
MP25529.
MP25530.
Camouflage.
MP25869.
Canadian Film Development Corporation.
LP43739.
Canadians: their cities.
MP25894.
Canadians: their land.
MP25893.
Canawest Film Productions, Ltd.
MFO-50.
Canyonlands National Park.
MP25884.
Capacitance principles.
MP25519.
Capacity for growth.
MP25534.
CAPAD.
MP25641.
Cape of Good Hope.
R583810.
Captain Boycott.
R593273.
Captain Silver sails again.
R591422.
Captain Silver’s strategy.
R591430.
Caravan.
R586094.
Caravans of trade.
R593736.
Career decision making.
MP25967.
Careers: it’s all up to you.
MP25545.
Carnegie Hall.
R583578.
Carnival in Costa Rica.
R583796.
Carnival of sports.
R585011.
Carol’s problem.
LP43844.
Carry on camping.
LF196.
Carry on, doctor.
LF197.
Carry on, Henry.
LF198.
Carson, Sonny.
LP43761.
Casella, Alberto.
LP43721.
The Case of the missing chickcows (adding positive and negative
integers)
LP43754.
Case Western Reserve University.
MP26016.
MP26017.
Casler, Christopher G.
MU9077.
Cassidy (Hopalong) Productions, Inc.
R583571.
Cassius Clay versus Ernie Terrell for the heavyweight championship
of the world, February 6, 1967, Houston, Texas.
MP25933.
Cassius Clay versus Henry Cooper boxing contest, June 18, 1963,
London, England.
MP25934.
Cass Timberlane.
R591703.
The Castaway cowboy.
LP43742.
Castle (William) Productions, Inc.
LP43796.
Casualty.
LP43646.
Cathedral Films, Inc.
LP43666.