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OPUS means a musical composition with the whole gamut of musical notes resonating in harmony with each other. Slightest dissonance in a single tone can render the entire composition in discords. A similar analogy is applicable to the entire supply chain where every entity contributes to the functioning and completeness of the system. Hence, harmonious relationships between the various entities of the supply chain are of supreme importance for its efficiency and effectiveness. Traditionally, the word chain has a connotation of restraint or control. As a result, we see the supply chain becoming ineffective and often failing because of opportunProf. Harsh V. istic and exploitative tactics of the power brokers. Today, supply chains are complex Bhasin and there is a mutual need for interdependence and hence building relationships is becoming increasingly important. Progress can only be achieved through a paradigm shift i.e. evolving from the control philosophy to a collaborative philosophy seeking mutual sustainability and prosperity. Only then will we be able to capture the true essence of the supply chain management. At NITIE, it has been our sincere effort to explore the vast domain of supply chain management and to mutual sharing of knowledge with industry and the academia. Propagating this tradition passionately and descriptively, we collaborate with the thought leaders in the industries, faculty across the globe and with the students from various reputed institutes to create and develop new knowledge, skills and capabilities on the subject. Chain-to-Excellence (C2X), a student initiated SCM Interest Group in NITIE, strives to bring together all the stakeholders and enables the creation and dissemination of knowledge across supply chain community. The publication OPUS is an initiative of the students of NITIE and intends to be a reference for students in the field of supply chain and as a case guide for industry problems. I am certain that OPUS will gradually build up to be a fabulous source of knowledge and a timely herald of news and happenings in the world of supply chain management. It gives me great pleasure to be associated with such an undertaking and I wish Team C2X, the student initiators of OPUS, all the very best for all their future endeavors. I congratulate the efforts behind this creation and wish all the readers a great learning experience!
Contents
Page - 1 Operations at Non-Government Organizations: A Human Value Chain Page - 3 Trivia Page - 4 Flexibility- A strategic pre-requisite in Global Supply Chain Page - 6 Supply Chain in Flower Industry
Page - 9 Mantra to Successful Retail Page - 12 Hall of Fame Page - 13 Personality of the Issue Page - 14 Crossword Page - 15 News CornerFDI in Retail
NGOs do not have adequate number of regular employees but mainly rely on volunteers, whose availability is not permanent/ predetermined Coordinating between volunteers is a challenge Sourcing is done from a large number of individual donors Direct distribution to a large number of recipients is challenging. There is constant demand-supply mismatch. Lack of profit motive Lack of command and control structure
From the above lists, we can conclude that one problem leads to another. Hence, identifying the main cause of the problems is of utmost importance.
Constructing a causal loop model for the problem (Figure 2, next page), it is understood that the human contribution to the supply chain is the major bottleneck. In such a case, it would be best to look at the supply chain as a human value chain. Human Value Chain A supply chains performance can be measured by the strength of the relationship between the different stakeholders. Considering the importance of human resource in a NGO supply chain, relationships become an imperative parameter to judge the effectiveness and efficiency of the supply chain. A lot of research has been done in
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these areas. In their 2010 paper, Cao and others introduced the concept of supply chain collaboration of seven inter-related factors are a) Information sharing b) Goal congruence c) Decision synchronization d) Incentive alignment e) Resource sharing f) Collaborative communication and g) Joint knowledge creation. These factors are critical because of the human nature. These factors are not only absolutely vital for the functioning of a commercial supply chain and but they are also equally important for a human supply chain. Based on these factors, we propose a model for operating NGOs for better results.
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Problem in distributing material
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Problem in sourcing material
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DemandSupply mismatch
Assumptions: 1) Individual NGOs are willing to cooperate and collaborate with other NGOs 2) Every NGO has a certain distinctiveness - what is commercially called as the core competence 3) There is absolute transparency in the operations of the NGOs 4) All the NGOs have a common goal sustainable development 5) NGOs around the world can be broadly classified as: Operational NGO Support NGO Networking NGO Funding NGO Our model is based on coordination at three levels: local, regional and national/international. The framework for coordination is shown in Figure -3.
NATIONAL Network Funding
REGIONAL
Local Level Coordination Operational NGOs, which generally work at grass-root levels, form clusters at the local level. The NGOs may have different means but have similar goals. By forming such clusters they will not only be complementing each others work, but also be able to share the scarce resources. Regional Level Coordination Support NGOs will operate predominantly at the regional level. However, they will share their expertise with local NGOs. They may provide logistic help and encourage more volunteers to join the local NGOs. They may also conduct short training courses for the volunteers and employees of the local NGOs. Network NGOs will provide a platform for NGOs to discuss best practices and share insight in their line of work. Networking also broadens the scope of each NGO. They will primarily facilitate technology dissemination. National/International Level Coordination Availability of funds has always been one of the hindrances for the operations at a NGO. Funding NGOs will dedicate themselves to sourcing funds from the corporate through CSR activities or donations. They will also try to exploit the funds made available by various government
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NGOs.
References: 1) McLachlin R and Larson P. D. (2011), Building Some advantages of the above models are: humanitarian supply chain relationships: lessons from A) Each NGO has a specific role in the model. Hence leading practitioners, Journal of Humanitarian Logisthey can specialize in their roles which will increase tics and Supply Chain Management, Vol. 1 No. 1, pp operational performance. 32 49 B) Resource sharing at the different levels is a boon for all the NGOs. 2) Jahre M. and Leif-Magnus J. (2010), Coordination C) Such an operation will create joint knowledge, in humanitarian logistics through clusters, Internawhich can be leveraged upon by other NGOs. tional Journal of Physical Distribution and Logistics D) Sourcing of funds will be streamlined, and hence the Management, Vol. 40 No. 89, pp 667 674 operations will not be bottlenecked by the lack of funds. 3) Adivar B., Atan T., Oflac B. S. and Orten T (2010), Improving social welfare chain using optimal Conclusion planning model, Supply Chain Management: An InterNGOs are generally development and growth enhancers in national Journal, Vol. 15 No. 4, pp 290 305 a community. However, when their operations are ineffective and inefficient, they cannot realize their objective. 4) Tatham P. H. and Pettit S. (2010), Transforming NGOs, should build on the human behavior of coordina- humanitarian logistics: the journey to supply network tion, and leverage this to achieve the societal goal of sus- management, International Journal of Physical Distribution and Logistics Management, Vol. 40 No. 89, pp tainable development. We hope that this model of coop609 622 eration in operations will improve the performance of the
The world's second-largest restaurant chain, McDonald's is soon going to open its first vegetarian only outlet at the foothills of Vaishnav Devi, Katara- Jammu. Dominos and Subways already have started few vegetarian only outlets in North India.
Samsung has been one of the largest component suppliers to Apple. Aftermath of global patent battle, Apple has decided to cut down its dependency on Samsung for the supply of memory chips and displays. It is evaluating other available options like Toshiba, SK Hynix and Elpida Memory. More than 350 Global 2000 companies rely on IBM EMPTORIS for its strategic spend, supply and contract management solutions. The solutions are consistently recognized by leading independent analyst firms as the most comprehensive and tested strategic supply management solutions on the market Gati Ltd is planning to rope in a strategic partner in its shipping division, which was hived off into a separate subsidiary in March. The company is also planning to set up a pan-India cold chain network. As part of the restructuring plan, Gati has moved its core business to GatiKintetsu Pvt Ltd.
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of flexibility and Cost of Postponement, but with increasing attention to mass customization and agile operations, organization now days are more interested in postponement. Supply chain practices Hedging is a supply side risk management strategy that keeps an organization flexible to serve during currency fluctuations or a natural disaster. Hedging is undertaken by having a globally dispersed portfolio of suppliers, thus creating multiple options for decision variables, that provides protection against risk of quality, quantity, disruption, price, variability in performance, and opportunism. Selective risks is speculating demand to make product available in advance. By predicting the number of the finished goods at the earliest point, it is possible to gain economies of scale in production, procurement, and transportation, as well as lead to reduction in sorting costs. Supply Chain structure
deliver cars at a short notice. Figure below shows a relationship between flexibility and cost dimensions in operation strategy. There are two options left to an organization to handle situation of increased cost. One is to pass cost to customers as a premium. Generally, as flexibility increases, the perceived value of the product also increases and customers do not complain about paying a premium for flexibility. Other option is to develop systems to overcome such trade-off obstacles in comparison to those of their competitors. With the advent of sophisticated manufacturing philosophies and technologies, it has become possible to pursue this option. The smart choice for any company is to map its business model with suitable flexibility criterion.
Integration increases the ability of a member to control processes, systems, methods and decisions. Toyota was first company that introduced flexibility in its entire business system. Toyotas lean philosophy incorporated suppliers into their production program, ensuring better exchange of information improving the quality level of products and services to their customers. Currently, several automobile brands clearly recognize the strength of lean References: thinking in relation to increase flexibility in their supply 1) Operations Management: Theory and Practice By B. Mahadevan chain activities. Disintegration helps an organization to respond easily to environmental changes. The firms are going for outsourcing of non-core activities while focusing on core competencies. Outsourcing firms customize themselves with growing and changing needs of markets hence creating flexibility for their customers. A knowledgeable third-party provider with global expertise that can offer network design and optimization, primary and secondary packaging support, campus-based warehouse and transportation solutions, labour management, real estate services, regional expertise, and collaboration opportunities will be equipped to deliver the service, flexibility and value needed to remain competitive in any market. The Cost-Flexibility Trade off 2) Supply chain resilience in the global financial crisis: an empirical study By Uta Juttner and Stan Maklan (Cranfield School of Management, Cranfield University, Cranfield, UK) 3) Supply strategies for build-to-order: managing global auto operations By Joe Miemczyk (Audencia Nantes School of Management, Nantes, France) & Mickey Howard (School of Management, University of Bath, Bath, UK) 4) Flexibility in global supply chain: modeling the enablers By Pravin Kumar, Ravi Shankar and Surendra S. Yadav (Department of Management Studies, Indian Institute of Technology Delhi)
5) Global supply chain risk management strategies By Ila Manuj (Department of Marketing and Logistics, UniNone of these strategies ensure full flexibility and opera- versity of North Texas, Denton,Texas, USA, and) and tional efficiency. Consider a car manufacturer which uses John T. Mentzer (The University of Tennessee, Knoxpostponement strategy to manage global operations. It has ville, Tennessee, USA) to incur an additional cost of having either an assembling plant at the client side or a faster transportation system to
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DOMESTIC
Auctions Agents
Exporters
Wholesalers
Bundling Station
Local/
Purchase Organiza-
Retailer
The Mediating Agency The mediating agency is an outlet that is used by producers and traders to guarantee sales and to cater to wishes and needs of customers through contracts. Wholesale In countries that do not have auctions, flowers are sold through wholesale and retail trade. The gross profit margins are in the range of 10-15% for commissioned agents and approximately 15% for other wholesalers. The different forms of wholesalers are:
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They are:
Logistics Cut flowers and plants are perishable products. Cut flowers have a higher priority for sale than plants on the same day of purchase. They are kept fresh by storing in water, cooling of storage rooms and means of transport, fast and efficient delivery and proper packaging. Retail Trade The consumer can choose from 4 types of retailers:
In India, the existence of variety in agro-climatic zones lend it a unique position to grow a large number of flowers including temperate flowers at high altitude states. According to India's Agricultural and Processed Food Products Export Development Authority (APEDA), India currently produces 2,00,000 tons of loose flowers and 500 million tons of cut flowers In India, the consumption of flowers is much higher in the southern states than in the northern. While the major demand driving cities include Mumbai, Pune, Bangalore, Chennai, Hyderabad, Delhi, Chandigarh, Lucknow and Calcutta, the flower producing states include Odisha, J&K, Punjab, Andhra Pradesh, Meghalaya and Tamil Nadu. Karnataka is the leader in floriculture, accounting for 75% of India's total flower production.
Six Agri-Export Zones have been set up in the states of Sikkim, Tamil Nadu, Uttaranchal, Karnataka and Maharashtra. To facilitate exports, APEDA has set up cold storage and cargo handling facilities at the key airports of New Delhi, Mumbai, Hyderabad, Bangalore, ChenFlower supply chain: Global and Indian context nai, Trivandrum and Cochin. Flower Auction Centers have been set up in Bangalore, Mumbai, Noida, and Gradually diversifying in terms of global actors (Exhibit Kolkata for better price discovery for a variety of flow1), about 120 countries are actively involved in the floriers, both for export and domestic markets. culture industry today, with the Netherlands holding lions share of 52.3% in global export. Economies like Nether- Key issues in Floriculture supply chain: lands, Columbia, Israel are dependent on the floriculture industry. Countries like Ecuador, Kenya, Israel, Costa The main criticality associated with floriculture supply Rica, Thailand, Poland, India, China, Republic of Korea chain is the perishability of flowers which demands and Mexico have emerged recently as global producers and technology to delay their decay and keep them fresh without any bruises or torn petals. This perishability exporters mainly to the USA and Europe. aggravates during transportation. Research shows that There are three major markets, as evident from the map heat generated during transportation decreases vase-life below, which import the lions share of the worlds total of flowers by increasing respiration rate of flowers and also enhances negative gravio-tropic bending of neck of production of fresh cut flowers. Fig 1: Flower Routes
Individual Households Institutional Markets (include government institutions, hotels and other profit/non-profit businesses) Perfume industries
Source: Geo Magazine, Edition 43, December 2011, Article: Flower Power - Blooming Business, page 118 7
flowers. While for shipping, the vase-life of cut flowers has to be increased to a month, transportation though aircraft increases loss due to bad adjustment in the cargo hold of passenger aircraft. The practice of using ethylene instead of refrigeration for cost-cutting adversely affects the vase life of flowers. Moreover, flowers develop cuts and bruises due to bad packaging during transportation or due to any other kind of mistreatment Exhibit 1
Conclusion Indian supply chain mainly suffers from lack of cold storage facilities and technical expertise to grow export quality flowers because flowers which are damaged, diseased or lack luster are not accepted in international market. India is potentially strong to be the face of future flower industry globally, and elimination of such barriers in supply chain can help developing this industry which in longer run shall be helpful in addressing domestic challenges of unemployment and poverty. Major Importers of flowers
Source: SADC Trade; Trade information brief, Cut flowers and foliage
Exhibit 2 The Foot, Cone & Belding grid (FCB matrix) for analysing customer-product relationship for flower industry
time the level of inventory does not overshoot this level. Others have a supply on hand criteria where they define inventory on basis of the days of the stock. At all times the level has to be maintained so whatever inventory is soldoff is replenished to maintain the level. There are mostly two models of replenishment followed i.e. Hub and Spoke Model wherein the inventory is routed through the warehouse to the stores. That is the vendor supplies the stock to the warehouse from where it is moved to the stores. The issue with this method is that it raises the holding cost for the retailers. Partial hub and Spoke model is the one where there are some SKUs (mostly the fast moving SKUs and DSI) that are directly replenished by the vendors at the stores whereas the slow moving SKU/private labels are replenished from the warehouse by the vendors and from there it moves to the stores. The replenishment cycles are calculated mostly on a daily or weekly basis. Earlier the trend was more towards a monthly and weekly process. But as the processes are becoming more refined and industry estimates more accurate, the cycles are being calculated on a daily basis. In fact, some retailers are planning to calculate the replenishment cycle twice a day. This would basically let them to replenish the same day inventory that is sold out by the afternoon. The performance of the vendors is tracked by the fill rates. The benchmark rate for the Indian retail industry is 97% (Ref: Indian retail report 2009). As a result the big vendor have a low fill rate ranging around 50 -60%. The Way Forward As Indian retailers ramp-up operations by opening multiple stores across the country, the need for integrated supply chain solution becomes critical to improve store management and increase ROI. In order to make supply chain more robust, the retailers should strive for the following:
1) A shelf-centric partnership between the retailer and the manufacturer which will create a loss-free supply chain by combating the changes in demand variability. This will also lead to reduced cost and shorter order cycle time. 2) Outsourcing the logistics to better manage complex supply chain and to focus on the core business. The logistics firm can also take care of the related services, inbound warehousing, labeling, packaging, fleet management, order picking and inventory management. 3) Employ Advanced SCM tools like Demand management, CPFR (Collaborating, planning forecasting and replenishment system) which helps in capturing inputs from the vendors about real time sales data and also helps in analyzing consumer needs from the CRM inputs. Moreover such tools should help in acute planning for acute situations like recession Fashion markets are synonymous with rapid change and as a result commercial success or failure in these markets is largely determined by the organizations flexibility and responsiveness. Responsiveness is characterized by short time-to-market, the ability to scale up or down quickly and rapid incorporation of consumer preferences into design process. Fashion industry is associated with following characteristics: 1) Short Life Cycle- The product is often ephemeral, designed to capture the mood of the moment. Consequently, the period in which it is likely to be saleable is likely to be short and seasonal, measured in months or even weeks. 2) High Volatility: Demand for these products is rarely stable or linear. It may be influenced by the vagaries of weather, films or sports events.
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3) Low Predictability Because of the volatility of the demand, it is extremely difficult to determine an aggregate forecast with high accuracy. It becomes even more complex to determine the weekly demand or the demand w.r.t. a S.K.U. or category. 4) High Impulse Purchasing: Many buying decision by the consumers for these products are made at the point of purchase. In other words, the shopper when confronted with the product is stimulated to buy it. Hence the availability of the merchandise at the touch points is critical to sale. 5) The growing tendency to source products and materials offshore has led in many cases to significantly longer lead times. Though there is usually a substantial cost advantage in manufacturing through sourcing from low labor cost areas, the effect on lead time can be detrimental. To understand the forecasting, it is necessary to understand the life cycle of the product. The life cycle phases can be categorized as: Pre-season: In this phase, planning for the designs, colors, style and materials is done by the designers. The forecasting helps in determining the volumes in which the categories and styles need to be produced. Early Season: It marks the start of the season where the majority of styles are sent to the shops and sales start to increase. This phase helps in determining the styles which perform above average and below average as the planned performance in each category. The expedition of above average performing category can be planned at this phase. Mid Season: This phase involves starting with the markdown of slow moving styles with some promotions and advertisement effects. It also includes end-of-season sales for all the remaining left styles for the season. This is done to maximize the sales and to prepare for the next season. Late Season: The remaining stock is sent back to the warehouses and to certain other stores and factory outlets. DEFINITION FOR FORECASTING IN FASHION APPAREL The process of forecasting includes determining the range to be produced. The range constitutes of apparel varying in styles, colors and size. DIFFICLUTY IN USING CONVENTIONAL MODEL FOR FORECASTING The number of SKUs range from 200 to 3000 per season. As profiles in fashion industry breeds on freshness, new styles and products are introduced every season. Hence, historical sales data is not very reliable in the fashion industry.
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The forecast is heavily dependent on the local conditions of the market, like competitive pressure, change in demographic in the market. The variations are observed not only in total sales but also on trends, colors and style. The model which cannot incorporate such variations cannot be deemed fit for the forecasting of fashion apparels. The models like Holts model, Winters trend & seasonality model and exponential forecasting do take into consideration the trends and seasonal variations in the historical data but are not able to account for the subjectivities in demand like competitive pressure, seasonal bias in terms of styles and colors. For e.g. products that may sell in Punjab may not sell in Assam. MODELS There are various models that are being researched for making a forecast for the fashion industry. Certain advanced statistical techniques which have been used for the forecasting in the fashion industry are: Winters Thee Parameters Exponential Smoothening: Winters powerful method model trend, seasonality and randomness using an efficient exponential smoothening process. The underlying structure of additive trend and multiplicative seasonality of winters model assume that: Yt +m-(St+Bt)It-L+m St- smoothed non seasonal level of the series at end of t with smoothening of (alpha). Bt- smoothed trend in period t with smoothening factor of (beta). m- horizon lengths of the forecast of Yt+m It-L+m smoothed seasonal index for period t + m with smoothening factor of gamma. That is, Yt +m the actual value of the series, equals to smoothed leveled value St plus an estimate of the trend. Bt times a seasonal trend It-L+m. These three components of the demand are each exponentially smoothed values available at the end of period t. Artificial neural network model Neural network mimic some of the parallel process capabilities of the human brain as models of simple and complex forecasting application. These models are capable of identifying non linear and interactive relationships and hence can provide good forecast
accuracy. ANN model consists of multiple layers. Each layer has a set of variables and function. The hidden layers are the variables in which several input combinations from the input layer are fed and the resulting output is also fed into the output layer..{x1.. xm} are the training vector and {z1..zm} is output vector. The above model is trained i.e. huge historical data is fed and feedback of error with respect to expected is used to tune the model.
Opscribe 12
Professional Management More than 15 million milk producers pour their milk in 1,44,246 dairy cooperative societies across the country. Their milk is processed in 177 District Co-operative Unions and marketed by 22 State Marketing Federations, ensuring a better life for millions.
Source: http://www.amul.com/m/about-us and www.Wikipedia.org
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Crossword
8,1
9,3
12 10
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Across 4) An analogy of one person riding over another in logistics management (9) 7)A lean manufacturing technique used to analyze and design the flow of materials and information (5,6,7) 8) In warehousing, sometimes when the storage lane are not filled completely by unit-loads of an item. The unused pallet position in this high density storage is termed as (5,7) 9) Material type which supplier dominated having low contribution to firm's profitability is called (10) 11) Run charts allow you to determine______ (6) Down 1) If I ask you to produce different quantities and types of products every day, which Japanese quality principle am I not following? (8)
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2) A rapid and radical change process, sometimes used as a precursor to Kaizen activities. (7) 3) 6 years, 30 Tier 1 suppliers, over hundred tier 2 and 3 suppliers and 15 countries involved. Which company did this dream project? (6) 5) One of the company's claims to fame is that it manufactured the equipment that enables Cadbury to mix the distinctive yellow and white fondant at the heart of its Creme Eggs. (4) 6) Part of very famous concept in operations, it represents a time buffer ensuring the customer shipment happens on time (4) 10) JIT systems regard inventory in excess of current production and R & D needs to be __________ (5) 12) Evolving set of best practices that help supply chain partners jointly plan some or all key activities from production of raw materials to the sale of finished goods (4)
storage, cold storage facilities for perishable items and 3rd party supply chain companies. The players in multi brand retail will buy directly from farmers and invest in storage facilities to reduce wastage thus bringing down the costs by eliminating middlemen, wastage and other transportation costs. This would require huge investments in supply chain logistics which is expected through FDI. The fear of local retailer shutting down due to opening up of modern retail stores is also misplaced as currently the local Kirana stores are coexisting comfortably with the likes of Reliance Fresh and Tata Tesco and the policy comes with a one million population rider restricting such stores to around only 53 cities. The example of farmers doubling their income after direct contract with Pepsi Co. and ITC due to improved productivity and stability also serves as example of it being a win-win situation for the farmers and the retailers. The policy was a much needed respite from the gloomy picture drawn due to decreasing production figures, credit rating downgrading and popping up of one scam after another. References: 1) Bhavesh Shah and Himansh Dhomse , FDI in retail positive in long term Daily News & Analysis , Sep.15, 2012 2) ET Bureau, UPA unleashes big-ticket economic reforms: India Inc cheers FDI in retail, aviation and power exchanges, The Economic Times, 15 Sep. 2012 3) Nilanjan Banik, The big picture on FDI in retail www.thehindubusinessline.com/opinion/ article2714921.ece (Published Dec.14,2011) 4) Paresh Parekh, Expected impact of FDI in Retail Ernst & Young India Viewpoint http://www.ey.com/ IN/en/Industries/India-sectors/Retail---Wholesale/ Retail_Expected-impact-of-FDI-in-Retail (Accessed Sep.17, 2012)
Who We Are...
C2X, Chain to Excellence, the supply chain forum is an endeavor by students of NITIE to catalyze the supply chain interests and to bring awareness about up-to date industry best practices and latest supply chain innovations. In this current age, where the competition is no longer between the organizations but between their supply chains, C2X is an initiative where NITIEans do their bit to bring out the best of the industry to one and all. The forum aims at being an interface between industry and academics. The raison dtre of C2X is to supplement the teachings at our institute. Our activities focus on enlightening the students on Supply Chain by conducting various group activities, guest lectures, case studies and knowledge sessions etc. We believe that supply chain being a very dynamic field, there is a lot to explore and lot more scope for us to improve. We hope you enjoy the magazine as much we enjoyed creating it. Please do write to us in case of any concern. nitie.c2x@gmail.com http://c2xnitie.wordpress.com/ https://www.facebook.com/nitie.c2x
Team C2X
Aditya Malhotra
Charubala G
Neha Agrawal
Somil Gupta
Abhishek Tripathi
Arpit Goyal
Sahil Garg
Girish Choudhary
Aditya Wankhede
Sumit Choudhary
Shubham Bansal
Ankit Rampuria
Kailash Mohan
Parthiban Veerabadran
Sonam
Sonal Teotia
Piyush Shah