a.

Define Cross Docking in warehousing methodology.

 The term cross docking refers to moving product from a manufacturing plant and delivers it directly to the customer with little or no material handling in between. Cross docking not only reduces material handling, but also reduces the need to store the products in the warehouse. b. Differentiate between innovation and invention.

Innovation  Innovation is introducing ideas to the end user.It is based on economic fact and without invention, innovation is impossibl

Invention  invention is transforming new thoughts into tangible ideas.It is based on scientific fact and is the key source to change the world.

c. Define Collaborative Planning, Forecasting and Replenishment.  Collaborative Planning, Forecasting and Replenishment (CPFR) is a business practice that combines the intelligence of multiple trading partners in the planning and fulfillment of customer demand.   Links sales and marketing best practices to supply chain planning and execution processes Objective is to increase availability to the customer while reducing inventory, transportation and logistics cost

d.

Define Situation Analysis.  Situation analysis is a marketing term, and involves evaluating the situation and trends in a particular company's market. Situation analysis is often called the "three c's", which refers to the three major elements that must be studied: Customers Companies Competitors The number of "c's" is sometimes extended to four, five, or even six, with "Collaboration", "Company", and "Competitive advantage".

e. Define Fabian Entrepreneurs Fabian entrepreneur are characterized by great caution in experimenting any change in their enterprises. They are not interested in taking risks and they follow their predecessors. f. Define Organizational Plan. An organizational plan is basically a to do list for an organization. It lists out the plan of work, programs, and organizational growth over a period of time - six months, a year, five years. They can be pretty simple to create and use. Writing a plan can just mean getting a clear list of the types of work that need to be done, the tasks involved, who is responsible for them, and when theyll be done. g. What is deterrence based view? Deterrence-based view is a process of Building Trust into a Supply Chain Relationship where the parties use formal contracts and they behave in trusting manner out of self-interest. h. Define outpost facility. Outpost Facility refers to the Regional Production Facility built to gain local skills i. State the entrepreneur's view towards risk in single sentence. Entrepreneur should be hardworking to develop business plan as well as able to bear financial, psychic and social risk to achieve success other s neither one can make any benefit norcan become a successful entrepreneur.

j. Specify the reasons behind limited growth of the life style firm. Life style firm has limited growth due to the following reasons. Traditional nature of the business The small objectives of the entrepreneur Limited capital invested in research and development k. Define financial plan. In general usage, a financial plan is a series of steps which are carried out, or goals that are accomplished, which relate to an individual's or a business's financial affairs. In business, a financial plan can refer to the three primary financial statements (balance sheet,income statement, and cash flow statement) created within a business plan. l. List out the major functions of supply chain management.

The main functions and components of SCM include: Defining business boundaries and relationships Managing demand and supply Logistics Purchasing Selling system interface Manufacturing system interface Product design interface m. Distinguish between supply chain pull and supply chain push processes. In the pull process the production is executed depend upon the customer demand. It depends upon the needs and wants of the customers for the product that has to be manufactured. In the push process the production is executed in anticipation of customer demand. Its about what the company has produced will sell to the customers; they do not take care of the needs and wants of customers. (Selling process) n. State the purpose served by POS data. Point of scale system is electronic system purposes are listed below. y Provide business with the capability to retain and analyze a wide variety of inventory and transaction data on a continuous basic. Manages the selling process by a salesperson accessible interface. Offer new services that enhance the customer experience.

y y

o. Define bullwhip effect in ones sentence. The unexpected distortion of the supply chain caused by demand oscillations that can have a negative effect on business performance, such as inventory disruptions, quality control problems, diminished customer service, and increased costs of materials and manpower. p. List out the major limitations of-business. The various limitations are: Low personal touch Incongruence between order taking/giving and order fulfillment speed Need for technology capability and competence of parties to e-business People resistance Ethical fall-outs Increased risk due to anonymity and non-traceability of parties

long questions 1. Explain how Dell company achieved a high degree of responsiveness with minimum inventory. Dell, Inc is a holding company that conducts its business worldwide through its subsidiaries. It design develops, manufactures. Markets, sells and mixed it individual customer requirements which include mobility products, desktop personal computers, services and storage. The company operates through medium business and consumer. The large enterprise segment delivers innovative products and services through data center and cloud computing solution. The public segment focuses on simplifying IT, providing faster deployment of IT applications, expanding enterprise and services offering, and strengthening partner relation. The small and medium business segment is focused on helping small and medium sized business get the most of their technology by offering open, capable and affordable solutions, innovative products and customizable, services and solution. The customer segment is focused on what customers want from the total technology, experience of entertainment, mobility, gaming and design. It was founded by Michael S.Dell in May 1984 and its headquartered in Round Rock,TX Dell has adequate different strategies in order to achieve a high degree of responsiveness with minimum inventory some of the Dells competitive and procurement strategies are y Competitive strategy: provide a large variety of customizable computer- related products at a reasonable price and let customer selection from thousands of configurations.

2. The company having most flexible supply chain is less prone to Global Recession. The Global downturns speed and severity have significant implications for the supply chains of Global manufactures. The degree to which companies can capture benefits from an eventual upturn will defend largely on how the deal with a number of key challenges. These include the volatility and uncertainty in supply chain, which has permanently increased. Increased supply chain globalization and complexity present a further challenge that needs to be managed effectively. The need to be more closely aligned with customers and suppliers is even more critical with todays environment of everincreasing supply chain complexity and globalization. Achieving high levels of customer

service in the context of outsource and manufacturing long lead times and diminished customer loyalty in now matter of survival.

3. How improving information accuracy helps in making a supply chain more visible?

Supply chain visibility does not mean sharing all information with all partners in the supply chain, but that the shared information should be capable of being reacted to and meaningful. End-to-end visibility can be defined as the sharing of all relevant information between supply chain partners, also over echelons in the chain. The focus of this research is on the whole supply chain, or the demand supply network, as the case company calls the environment it operates in. Supply chain visibility has been discussed and studied widely in recent years. Many researchers who have approached the issue have proved that increased visibility will improve the performance of the supply chain (Kulp 2002, Gavirneni et al 1999, Lee et al 2000, Lee and Whang 2000, Yu et al 2001, Li et al 2001). The benefits of information-sharing include improved inventory management, higher sales, and better understanding of demand. However, the research is mainly theoretical and does not address the problem of implementing visibility in practice. Examples of companies that are using demand information from points of sale effectively can also be found. For example, 7-Eleven Japan, a fast-growing convenience store retailer, has built an efficient process on the basis of point-of-sale data to offer exactly those products that the customers want and to refresh the assortment continuously. The success of the chain is based on store-by-store and item-by-item management (Sparks 1995, Best 1993, Bensaou 1997). The local use of demand data is effectively combined into a centralized management system (Ishikawa and Nejo 1998). In a weekly process, the sales trends of each individual product are analyzed centrally and strategies are developed on this basis for the current week in a large management meeting. The decisions and plans are taken to the store via area managers who visit the stores during the week. Another example is Zara, a Spanish apparel manufacturer and retailer that has been successful in integrating the use of demand data into operations across echelons of its supply chain. Zara designs and manufactures clothes for women, men, and children, and it has, 500 retail outlets in big cities around the world. Zara is able to react to trend changes and to design, manufacture, and deliver new garments to stores within only a few weeks. This responsiveness is created through a combination of its own manufacturing and local flexible capacity, of postponement of some production phases, such as dyeing, of reservation of unspecified capacity from suppliers to make lastmoment changes possible, of an efficient.

4. List the social and ethical responsibility of entrepreneur. Social and ethical responsibility of entrepreneurs is: a. Support law and professional code: The entrepreneur has to follow the rules and regulation of the country. They should also follow the code of conduct prepared by their professional association. b. Follow business ethics: Ethics refers to what is right and good for human beings and society. The business practices should be developed and used which will be favorable for the human values and norms. c. Involve in pedagogical inquiry: The entrepreneur has inquire about the theoretical and empirical aspect of entrepreneurship. They should involve in research and development studies to find out the techniques and ideas of good entrepreneur. d. Environmental research: The entrepreneur should involve in external environmental research and collect the data of different variables. It will help new entrepreneurs for finding out the feasibility of their understanding.

5. List down the opportunities and pitfalls in supply chain. the opportunities and pitfalls in supply chain are as follows: Pitfall 1: Failure to convert top management Sustainability programmers dont have much traction if theyre led by middle management. Your top execs must be committed and visible. That means more than just signing off the CR report or agreeing to publication of some long-term goals. It means having a genuine belief in the importance of the companys contribution to sustainable development and the other side of the same coin the importance of sustainability to the companys long-term success.

We can all think of CEOs whove suddenly got religion. But in todays world where the average life of a CEO is three years and where companies are constantly managing the shortterm expectations of the City its rare to find a business leader wholl stick to their guns in the long run. Global carpet and flooring company Interface is well known for its commitment to sustainability. Its founder and chairman Ray Anderson famously grasped the mettle back in the 1990s. Interface is now reaping the benefits of its bold attempt to eliminate all its environmental impacts by 2020. Last year, its greenhouse gas emissions were down 44 per cent in absolute terms since 1996, or 94 per cent when factoring in offsets. During the same period, it grew sales by 27 per cent. Pitfall 2: Disengaged employees

Of course, its all well and good having lofty corporate ambitions and even a bought-in exec. But a sustainability programme gets executed only through the understanding, commitment and action of frontline employees. Many companies fail to give employee engagement sufficient attention probably because its plain hard work. Its common to hear staff complain about yet another corporate initiative, and theyre likely to be cynical about becoming involved where they cant see whats in it for them. Just making a few internal announcements is nowhere near enough. There must be meaningful opportunities for frontline employees to participate; after all, the best ideas often come from the base of the pyramid from those who understand the companys impacts, and are part of local communities. One of our key clients has started turning its corporate goals into frontline engagement. It recently ran a CR Week when everyone was encouraged to get involved in one significant corporate responsibility initiative in their local business unit. In the lead-up, they were given a toolkit with guidance and case studies, including policies on volunteering and fund-raising. But there was a lot of freedom in how this guidance could be interpreted. Top management was staggered by the scale and diversity of initiatives that bubbled up. Meanwhile, for another of our key clients, we design and deliver CR training. We get delegates to understand the companys CR issues at the global level and then figure out how they can make a local contribution in their part of the business. This helps them take ownership of CR rather

than seeing it as some distant head-office activity. In a recent employee survey, scores for the companys social responsibility rose 11 per cent against the year before. Pitfall 3: Lack of alignment Whether were talking about the CEO or someone on the production line, we all need reasons to commit to what the organisation is trying to achieve. But few companies even those leading the way manage to get sustainability-related targets built into peoples performance objectives. For sustainability to be embedded, the nuts and bolts of how objectives are set has to reflect the sustainability mission. That would mean, for example, that: y buyers have clear objectives relating to ethical practice as well as price; y innovation teams are rewarded for embedding sustainability in product design; and y brand managers salaries are influenced by whether they include sustainability in their brand story. Companies in the utilities sector have long been accustomed to holding board directors accountable for aspects of CR performance safety, energy use, customer service. These are measures that link very clearly to the success of their core business, and in many cases there are regulatory targets to be met. One of our clients in this sector have been able to extend that alignment in their business. They have a Line of Sight framework that cascades company-level CR objectives down through functions and teams and into every employees annual objectives.