Postgraduate Diploma in Supply Chain Management

Introduction to Supply Chain Management & Responsive Supply Chain & Strategic lead-time management Awarded by the Association of Business Practitioners
Session: March 2012

1) Time allowed: 3 hours. 2) Answer TEN questions. Any Five from Part A and any Five from Part B
3) Candidates have to pass in both parts. All questions carry 10 marks. Marks for subdivisions of questions are shown in brackets where applicable.

4) No books, dictionaries, notes or any other written materials are allowed in this examination. 5) Calculators, including scientific calculators, are allowed providing they are not programmable and cannot store or recall information. Electronic dictionaries and personal organisers are NOT allowed. 6) Candidates who break ABP/BiMS regulations or commit any misconduct will be disqualified from the examinations. 7) Question papers must not be removed from the Examination Hall. 8) Total Marks: 100
To be filled-up by the examinee Student ID Student Name Signature To be filled-up by the examinee Signature of the invigilator Date and time of the examination March 10, 2012 To be filled-up by assessor Serial of answers provided First Question attempted Second Question attempted Third Question attempted Fourth Question attempted Fifth Question attempted Sixth Question attempted Seventh Question attempted Eight Question attempted Ninth Question attempted Tenth Question attempted Signature of the assessor with date Breakdown of marks Marks Batch

Total Marks: Letter Grade

Part A
Answer any 5 questions 1. Outline Logistics and Supply Chain Management (SCM). What came first between Logistics and Supply Chain Management (SCM)? What is the specialty of Supply Chain Management (SCM)? 2. Illustrate the Three Cs. How the three way relationships strengthen Supply Chain Management? Provide relevant example from your experience. 3. What are the complexities of SCM? How could you reduce the complexities of SCM in order to make sure upward trend of business? 4. Provide brief description Lead Time, Just-in-time delivery, Value-added services, and Logistics management process. What does it mean by Customer Satisfaction? How do above issues affect on Customer Satisfaction? 5. Explain elaborately the lead-time gap. What is the significance of lead-time from both customer and supplier viewpoint? Explain how lead-time can increase and decrease the cost of supply chain! 6. What is supply chain fulcrum? What does the fulcrum represent in a supply chain? If the supply chain fulcrum is fixed closer to demand by a company; then what may happen! What is your opinion regarding visibility and velocity are the foundation for a responsive supply chain? 7. Define forecasting then explain the impact of forecasting in balancing supply and demand! Why many companies like to use structured demand management and planning to ensure good sales and operations planning? 8. What does it mean by CPFR? What are the benefits of CPFR? If you initiate CPFR in your company then how outcome would be expected?

Part B Answer any 5 questions Case Study 1: Technoplus Technoplus has recently started its solar panel assembly unit in Dhaka. Technoplus import all parts from China and assemble solar panels in Dhaka. Technoplus have a plan to produce 2000 unit per month. Setup cost of each consignment of solar panel is $8000. Each set of standard solar panel costs $1000 and has a holding cost of 25 percent. Questions: 9. a. Please find out economic order quantity of solar panel for Technoplus enterprise. b. How many orders for solar panel to be placed by Technoplus each year? c. What will be the optimum total cost SCM of Technoplus need to incur for solar panel? 10. Please draw a graphical representation of EOQ model for Technoplus technology. If setup cost decreases to 80% please show in the graph the movement of EOQ. Case Study 2: Japanese Sushi In 1850s Osaka saw an influx of people from various communities and regions of Japan migrating to the city to seek livelihood. At that time there were no canteens or fast-food centers then, and those who could not take a packed lunch from home since they had to leave early invariably had to go hungry. Besides, different communities had different tastes and preferences that could only be satisfied by a home-cooked meal. Recognizing the need, a migrant from the Japanese state of Kobe called X started the lunch delivery service with about 100 men, and the rest is history. For over 55 years in Osaka lunch deliverymen who were subsequently started to be called Sushi have been collecting lunch packed in three or two-tier metal boxes from subscribers' homes and delivering them to their workplaces. Today the 5,000 Sushi make about 200,000 lunch deliveries in the city and have become famous for their clockwork precision and efficiency. Reportedly their mistake rate is just 1 in 16 million deliveries, which caused the Forbes Global magazine to award its Six Sigma certification in 2001. According to Forbes the Sushi works with 99.99999 percent accuracy. But besides the accuracy rating, the Sushi supply chain system has also attracted interests from global educational institutions and think tanks for its complexity. The world in general finds the supply chain of Sushi fascinating. For instance the Berkeley University in California teaches the supply chain management of Sushi as a case study in one of their business management programs and many Japanese business schools and industry associations have the Sushi supply chain in their

case-study agenda. After over a century of delivery of hot lunch in packages to thousands of Osakas working people with almost faultless efficiency without the help of information technology. But now Osakas ubiquitous Sushi lunch deliverymen have realized that they need to go high-tech after all for not only to expand their business but also for their social security. The Osaka Sushi have finally started their own Web site and a text messaging order taking system that enables them to bag orders real time instead of depending on secondary sources like references or word-of-mouth. Technology is needed to improve the lives of Sushi. No doubt a major driver for establishing a Web-based and mobile phone ordering system was the need for a central ordering facility where one can call for a Sushi's service by just hitting the Web site or through an SMS but the other equally important driving force was to expand business. Questions: 11. What economic and cultural factors were predominant in the successful growth of Sushi business in Osaka? From the concept of lean and agile supply chain how do you explain Osaka Sushi supply chain? 12. What are the unique characteristics that make the supply chain system of Osaka Sushi famous? What recognition they have received? What effect of this recognition they might have in their future supply chain strategy? 13. In the context of Osaka Sushi case please explain Responsiveness and Resilience as competitive advantage in supply chain management. 14. In the context of Osaka Sushi case please explain Reliability and Relationships as competitive advantage in supply chain management. 15. Why does Sushi adopt new technology? What advantages they gained through it? Do you think along with advantages of new technology SC will be more complex and vulnerable? With new technology do you see any opportunity of further expansion or diversification of business for Osaka Sushi?