Warehousing and Supply Chain Management PDF

Warehousing and Supply Chain Management
This book is a part of the course by Jaipur National University, Jaipur.

This book contains the course content for Warehousing and Supply Chain Management.
JNU, Jaipur
First Edition 2013
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Index
I. Content....................................................................... II
II. List of Figures...........................................................VI
III. List of Tables........................................................VIII
IV. Abbreviations..........................................................IX
V. Case Study.............................................................. 128
VI. Bibliography.......................................................... 132
VII. Self Assessment Answers................................... 136
Book at a Glance
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Contents
Chapter I........................................................................................................................................................ 1
Introduction to Warehousing....................................................................................................................... 1
Aim................................................................................................................................................................. 1
Objectives ...................................................................................................................................................... 1
Learning outcome........................................................................................................................................... 1
1.1 Introduction............................................................................................................................................... 2
1.2 Need for Warehousing ............................................................................................................................. 2
1.3 Types of Warehouses ............................................................................................................................... 3
1.4 The Value of Warehousing in the Economy.............................................................................................. 3
1.5 Requirements for a Warehouse................................................................................................................. 3
1.6 Characteristics of Ideal Warehouses......................................................................................................... 5
1.7 Functions of Warehouses.......................................................................................................................... 5
1.8 Advantages of Warehousing...................................................................................................................... 6
1.9 Warehouse Operations Assessment........................................................................................................... 6
1.10 Warehouse Key Performance Indicators................................................................................................. 7
1.11 Benchmarking......................................................................................................................................... 7
1.12 Determining KPIs................................................................................................................................... 8
1.13 Establishing Warehouse Performance Measures.................................................................................. 10
1.14 Identifying Expectation......................................................................................................................... 10
1.15 Establishing Measures...........................................................................................................................11
1.15.1 Customer Measures .............................................................................................................11
1.15.2 Employee Measures.............................................................................................................. 12
1.15.3 Financial Measures............................................................................................................... 12
1.16 Implementing Your Measures .............................................................................................................. 12
Summary...................................................................................................................................................... 14
References.................................................................................................................................................... 14
Recommended Reading.............................................................................................................................. 14
Self Assessment............................................................................................................................................ 15
Chapter II.................................................................................................................................................... 17
Material Flow and Activity Profiling........................................................................................................ 17
Aim............................................................................................................................................................... 17
Objectives..................................................................................................................................................... 17
Learning outcome......................................................................................................................................... 17
2.1 Introduction to Material Flow................................................................................................................. 18
2.2 The Fluid Model of Product Flow.......................................................................................................... 18
2.3 Units of Handling.................................................................................................................................... 18
2.4 Two Fundamental Resources.................................................................................................................. 19
2.5 Storage: “Dedicated” versus “Shared”.................................................................................................... 21
2.6 Activity Profiling.................................................................................................................................... 22
2.7 Statistical Analysis.................................................................................................................................. 26
2.8 Patterns of Work...................................................................................................................................... 28
Summary...................................................................................................................................................... 29
References.................................................................................................................................................... 29
Self Assessment............................................................................................................................................ 30
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Chapter III................................................................................................................................................... 32
Warehouse Operations and Benchmarking.............................................................................................. 32
Aim............................................................................................................................................................... 32
Objectives..................................................................................................................................................... 32
3.1 Introduction to Warehouse Operations................................................................................................... 33
3.2 Benchmarking......................................................................................................................................... 33
3.3 Performance Measurement..................................................................................................................... 33
3.4 Types of Benchmarking.......................................................................................................................... 34
3.4.1 Ratio-based benchmarking..................................................................................................... 34
3.4.2 Aggregate Benchmarking....................................................................................................... 34
3.5 Benchmarking Against a Community of Warehouses............................................................................ 35
3.6 Constructing the Benchmark Warehouse................................................................................................ 35
Summary...................................................................................................................................................... 36
References.................................................................................................................................................... 36
Self Assessment . ......................................................................................................................................... 37
Chapter IV................................................................................................................................................... 39
Supply Chain Management........................................................................................................................ 39
Aim............................................................................................................................................................... 39
Objectives..................................................................................................................................................... 39
4.1 Introduction............................................................................................................................................. 40
4.2 Supply Chain........................................................................................................................................... 40
4.3 Supply Chain Management..................................................................................................................... 42
4.4 Objective of Supply Chain Management................................................................................................ 43
4.5 Importance of Supply Chain Management............................................................................................. 43
4.6 Activities of Supply Chain Management................................................................................................ 44
4.7 Decision Phases in a Supply Chain......................................................................................................... 45
4.8 Process View of Supply Chain................................................................................................................ 46
4.9 Linking Competitive(business) and Supply Chain Strategies .............................................................. 47
4.10 Supply Chain Drivers .......................................................................................................................... 48
4.11 Barriers of Supply Chain Management................................................................................................. 48
4.12 Scope of Supply Chain Activities......................................................................................................... 49
4.13 Marketing Mix Model........................................................................................................................... 49
Summary...................................................................................................................................................... 51
References.................................................................................................................................................... 51
Self Assessment............................................................................................................................................ 53
Chapter V..................................................................................................................................................... 55
Design of Supply Chain and Planning Transportation Networks.......................................................... 55
Aim............................................................................................................................................................... 55
Objectives..................................................................................................................................................... 55
5.1 Introduction............................................................................................................................................. 56
5.2 Role of Distribution Network ................................................................................................................ 56
5.3 Factors Influencing Distribution Network Design.................................................................................. 57
5.4 Design Options for a Distribution Network . ......................................................................................... 58
5.5 E-business and its Impact ...................................................................................................................... 63
5.5.1 Advantages of E-Business...................................................................................................... 65
5.5.2 Disadvantages of E-Business.................................................................................................. 66
5.6 Distribution Networks in Practice . ........................................................................................................ 66
5.7 Distribution Network Design in the Supply Chain................................................................................. 66
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5.8 Factors Affecting Network Design Decisions......................................................................................... 67
5.9 Supply Chain Model............................................................................................................................... 69
5.10 Transportation in Supply Chain............................................................................................................ 70
5.11 Importance of Transportation . ............................................................................................................. 71
5.12 Role of Transport in Supply Chain....................................................................................................... 72
5.13 Transportation Modes in Supply Chain............................................................................................... 72
5.14 Transportation Infrastructure and Policies ........................................................................................... 74
5.15 Design Options for Transportation Network ....................................................................................... 74
5.16 Trade-off in Transportation Design....................................................................................................... 77
5.17 Routing and Scheduling in Transportation........................................................................................... 77
5.18 Making Transportation Decisions in Practice....................................................................................... 78
Summary...................................................................................................................................................... 79
References.................................................................................................................................................... 79
Self Assessment............................................................................................................................................ 81
Chapter VI................................................................................................................................................... 83
Sourcing and Pricing.................................................................................................................................. 83
Aim............................................................................................................................................................... 83
Objectives..................................................................................................................................................... 83
6.1 Introduction............................................................................................................................................. 84
6.2 Sourcing ................................................................................................................................................. 84
6.3 In-house and Outsource ......................................................................................................................... 84
6.4 3PL and 4PL . ......................................................................................................................................... 86
6.5 Benefits of Effective Sourcing Decisions............................................................................................... 86
6.6 Supplier Scoring and Assessment........................................................................................................... 87
6.6.1 Scoring Suppliers.................................................................................................................... 87
6.6.2 Ranking Suppliers................................................................................................................... 87
6.7 Supplier Selection .................................................................................................................................. 88
6.8 Procurement Process............................................................................................................................... 89
6.9 Sourcing Planning and Analysis............................................................................................................. 89
6.10 Pricing and Revenue Management for Multiple Customers................................................................. 89
6.11 Perishable Products and Seasonal Demand.......................................................................................... 91
Summary...................................................................................................................................................... 93
References.................................................................................................................................................... 93
Self Assessment............................................................................................................................................ 94
Chapter VII................................................................................................................................................. 96
Dimensions of Logistics.............................................................................................................................. 96
Aim............................................................................................................................................................... 96
Objectives..................................................................................................................................................... 96
7.1 Introduction . .......................................................................................................................................... 97
7.2 Macro and Micro Dimension.................................................................................................................. 97
7.2.1 Macro Dimension................................................................................................................... 97
7.2.2 Micro Dimensions................................................................................................................... 99
7.3 Logistics Activities................................................................................................................................ 101
7.4 Approach to Analysing Logistics Systems............................................................................................ 102
7.5 Logistics and Systems Analysis............................................................................................................ 106
7.6 Techniques of Logistics System Analysis............................................................................................. 106
7.7 Factors Affecting the Cost and Importance of Logistics...................................................................... 108
Summary.....................................................................................................................................................110
References...................................................................................................................................................110
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Recommended Reading.............................................................................................................................111
Self Assessment...........................................................................................................................................112
Chapter VIII...............................................................................................................................................114
Demand Management and Customer Service.........................................................................................114
Aim..............................................................................................................................................................114
Objectives....................................................................................................................................................114
Learning outcome........................................................................................................................................114
8.1 Introduction............................................................................................................................................115
8.2 Outbound to Customer Logistics Systems . ..........................................................................................115
8.3 Supply and Demand Relationship..........................................................................................................115
8.4 Graphical Representation of Supply and Demand Relationship............................................................116
8.5 Demand Management............................................................................................................................118
8.5.1 The Demand Management Process........................................................................................119
8.6 Demand Forecasting............................................................................................................................. 120
8.7 Demand Planning.................................................................................................................................. 120
8.8 Demand Forecasting Error.................................................................................................................... 120
8.9 CPFR..................................................................................................................................................... 121
8.10 Customer Service................................................................................................................................ 122
8.11 Cost of Stock-Outs ............................................................................................................................. 123
8.12 Channels of Distribution..................................................................................................................... 123
Summary.................................................................................................................................................... 125
References.................................................................................................................................................. 125
Recommended Reading............................................................................................................................ 125
Self Assessment.......................................................................................................................................... 126
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List of Figures
Fig. 1.1 Typical warehousing cost distribution............................................................................................... 8
Fig. 2.1 Comparison of pipes with respect to size........................................................................................ 18
Fig. 2.2 Units of handling............................................................................................................................. 19
Fig. 2.3 Correlation between popularity and physical volume of product sold............................................ 20
Fig. 2.4 Variation in the popularity among these 25,000 skus...................................................................... 20
Fig. 2.5 An idealisation of how the inventory level at a location changes over time................................... 21
Fig. 2.6 About two-thirds of the orders are for a single line but these account for only about
one-third of the picks....................................................................................................................... 28
Fig. 4.1 A conceptual model of a basic supply chain.................................................................................... 40
Fig. 4.2 A supply chain network................................................................................................................... 41
Fig. 4.3 Key parts of supply chain ............................................................................................................... 41
Fig. 4.4 Flows in a supply chain .................................................................................................................. 42
Fig. 4.5 Supply chain management activities............................................................................................... 44
Fig. 4.6 Cycle view of supply chain ............................................................................................................ 46
Fig. 4.7 Push/pull view of supply chain ...................................................................................................... 47
Fig. 4.8 Linking competitive (business) and supply chain strategies........................................................... 47
Fig. 4.9 Supply chain drivers........................................................................................................................ 48
Fig. 4.10 Elements of marketing mix............................................................................................................ 50
Fig. 4.11 Market space model....................................................................................................................... 50
Fig. 5.1 Relationship between number of facilities and logistics cost.......................................................... 58
Fig. 5.2 Manufacturer storage with direct shipping...................................................................................... 59
Fig. 5.3 Manufacturer storage with direct shipping and in-transit merge..................................................... 60
Fig. 5.4 Distributor storage with package carrier delivery........................................................................... 61
Fig. 5.5 Distributor storage with last mile delivery...................................................................................... 62
Fig. 5.6 Manufacturer or distributor storage with costumer pickup............................................................. 63
Fig. 5.7 Elements of e-business domain....................................................................................................... 64
Fig. 5.8 Areas of e-business.......................................................................................................................... 65
Fig. 5.9 Supply chain model......................................................................................................................... 69
Fig. 5.10 Flow of product along the supply chain........................................................................................ 71
Fig. 5.11 Direct shipping network................................................................................................................ 75
Fig. 5.12 Direct shipping network with milk runs........................................................................................ 75
Fig. 5.13 Shipments via central distribution network................................................................................... 76
Fig. 5.14 A Tailored network........................................................................................................................ 76
Fig. 5.15 Savings matrix method.................................................................................................................. 78
Fig. 6.1 Pricing charges into supply chain.................................................................................................... 90
Fig. 6.2 The 4 “R” strategy of revenue management.................................................................................... 90
Fig. 6.3 Pegging in SCM.............................................................................................................................. 91
Fig. 6.4 Warehousing in SCM....................................................................................................................... 92
Fig. 7.1 Seven ‘R’s in supply chain.............................................................................................................. 98
Fig. 7.2 Logistics costs as a percentage of GDP........................................................................................... 99
Fig. 7.3 Push and pull systems in supply chain.......................................................................................... 100
Fig. 7.4 Logistic activities........................................................................................................................... 102
Fig. 7.5 Inbound and outbound logistics..................................................................................................... 103
Fig. 7.6 Nodes and links in a logistics system............................................................................................ 105
Fig. 7.7 A simple logistics channel............................................................................................................. 105
Fig. 7.8 Relationship between required inventory and order cycle length ................................................ 108
Fig. 7.9 Relationship of the cost of lost sales to inventory cost.................................................................. 108
Fig. 7.10 Relationship of product dollar value to various logistics costs................................................... 109
Fig. 8.1 Supply and demand balance...........................................................................................................116
Fig. 8.2 Supply and demand equilibrium.....................................................................................................117
Fig. 8.3 Shift in demand...............................................................................................................................118
Fig. 8.4 Demand management process........................................................................................................119
Fig. 8.5 Demand forecasting error.............................................................................................................. 121
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Fig. 8.6 Collaborative planning, forecasting and replenishment process................................................... 122
Fig. 8.7 Customer service strategy.............................................................................................................. 123
Fig. 8.8 Channels of distribution................................................................................................................ 124
Fig. 8.9 Distribution network...................................................................................................................... 124
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List of Tables
Table 1.1 Types of warehouses....................................................................................................................... 3
Table 2.1 Top ten items of a chain of retail drug stores................................................................................ 23
Table 2.2 Top ten items of a chain of retail drug stores, as measured by the number of
customer requests (picks) during 3 weeks.................................................................................... 24
Table 2.3 Top ten items of a chain of retail drug stores................................................................................ 24
Table 2.4 Top ten office products measured by customer requests during a year........................................ 25
Table 2.5 Top ten wholesale office products by weight shipped during a year............................................ 25
Table 6.1 Scoring and assessment of suppliers............................................................................................. 88
Table 6.2 Categories of procurement ........................................................................................................... 89
Table 7.1 Analysis of total logistics cost with a change to higher cost mode of transport......................... 104
Table 7.2 Analysis of total logistics cost with a change to more warehouses............................................ 104
Table 7.3 Static analysis of C & B chemical company (50,000 pounds of output).................................... 107
Table 8.1 Demand fluctuations based on price and supply..........................................................................117
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Abbreviations
ASN - Advanced Shipping Notice
AS/RS - Automated Storage and Retrieval System
CPFR - Collaborative Planning, Forecasting and Replenishment
CRM - Customer Relationship Management
EDI - Electronic Data Interchange
EBIDA - Earnings Before Interest, Depreciation and Amortisation
EVA - Economic Value Added
GDP - Gross Domestic Product
JIT - Just-In-Time
KPI - Key Performance Indicator
SCM - Supply Chain Management
SKU - Stock-Keeping Unit
3PL - Third-Party Logistics
4PL - Fourth-Party Logistics
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Chapter I
Introduction to Warehousing
Aim
The aim of this chapter is to:
• introduce the concept of warehousing
• evaluate the requirement of warehousing
• enlist need for warehousing
Objectives
The objectives of this chapter are to:
• elucidate the types of warehousing
• explain the characteristic of ideal warehousing
• describe the functions of a warehouse
Learning outcome
At the end of this chapter, you will be able to:
• understand the advantages of warehouse
• recognise various measure for warehouse establishment
• identify various expectations from warehousing
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1.1 Introduction
Warehousing has become a core competency, a strategic weapon that many companies are using to enhance their
competitive position. At the same time, the warehouse in undergoing unbelievable challenges that make warehouse
excellence harder to achieve. The planning, managing and improving of today’s warehouse operations require a
much more professional approach to warehousing than previously adopted.
Warehouse – definition
We need different types of goods in our day-to-day life. We may buy some of these items in bulk and store them in
our house. Similarly, businessmen also need a variety of goods for their use. Some of them may not be available all
the time. But, they need those items throughout the year without any break. Take the example of a sugar factory. It
needs sugarcane as raw material for production of sugar. You know that sugarcane is produced during a particular
period of the year. Since sugar production takes place throughout the year, there is a need to supply sugarcane
continuously. But how is it possible? Here storage of sugarcane in sufficient quantity is required. Again, after
production of sugar it requires some time for sale or distribution. Thus, the need for storage arises both for raw
material as well as finished products. Storage involves proper arrangement for preserving goods from the time of
their production or purchase till the actual use. When this storage is done on a large scale and in a specified manner
it is called ‘warehousing’. The place where goods are kept is called ‘warehouse’. The person in-charge of warehouse
is called ‘warehouse-keeper’.
Warehousing refers to the activities involving storage of goods on a large-scale in a systematic and orderly manner
and making them available conveniently when needed. In other words, warehousing means holding or preserving
goods in huge quantities from the time of their purchase or production till their actual use or sale. Warehousing is
one of the important auxiliaries to trade. It creates time utility by bridging the time gap between production and
consumption of goods. Warehousing is one of the important auxiliaries to trade. It creates time utility by bridging
the time gap between production and consumption of goods
1.2 Need for Warehousing

Warehousing is necessary due to the following reasons:
• Seasonal production: You know that agricultural commodities are harvested during certain seasons, but their
consumption or use takes place throughout the year. Therefore, there is a need for proper storage or warehousing
for these commodities, from where they can be supplied as and when required.
• Seasonal demand: There are certain goods, which are demanded seasonally, like woollen garments in winters or
umbrellas in the rainy season. The production of these goods takes place throughout the year to meet the seasonal
demand. So there is a need to store these goods in a warehouse to make them available at the time of need.
• Large-scale production: In case of manufactured goods, now-a-days production takes place to meet the
existing as well as future demand of the products. Manufacturers also produce goods in huge quantity to enjoy
the benefits of large-scale production, which is more economical. So the finished products, which are produced
on a large scale, need to be stored properly till they are cleared by sales.
• Quick supply: Both industrial as well as agricultural goods are produced at some specific places but consumed
throughout the country. Therefore, it is essential to stock these goods near the place of consumption, so that
without making any delay these goods are made available to the consumers at the time of their need.
• Continuous production: Continuous production of goods in factories requires adequate supply of raw materials.
So there is a need to keep sufficient quantity of stock of raw material in the warehouse to ensure continuous
production.
• Price stabilisation: To maintain a reasonable level of the price of the goods in the market there is a need to keep
sufficient stock in the warehouses. Scarcity in supply of goods may increase their price in the market. Again,
excess production and supply may also lead to fall in prices of the product. By maintaining a balance of supply
of goods, warehousing leads to price stabilisation.
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1.3 Types of Warehouses
After getting an idea about the need for warehousing, let us identify the different types of warehouses. You have learnt
that warehousing caters to the storage needs of different types of commodities. In order to meet their requirement
various types of warehouses came into existence, which may be classified as follows:
The warehouses, which are owned and managed by the manufacturers or traders to store,
exclusively, their own stock of goods are known as private warehouses. Generally these
Private
warehouses are constructed by the farmers near their fields, by wholesalers and retailers near
Warehouses
their business centres and by manufacturers near their factories. The design and the facilities
provided therein are according to the nature of products to be stored.
The warehouses, which are run to store goods of the general public are known as public
warehouses. Any one can store his goods in these warehouses on payment of rent. An individual,
Public a partnership firm or a company may own these warehouses. To start such warehouses a licence
Warehouses from the government is required. The government also regulates the functions and operations
of these warehouses. Mostly these warehouses are used by manufacturers, wholesalers,
exporters, importers, government agencies, and so on.
These warehouses are owned, managed and controlled by central or state governments or
public corporations or local authorities. Both government and private enterprises may use these
Government
warehouses to store their goods. Central Warehousing Corporation of India, State Warehousing
Warehouses
Corporation and Food Corporation of India are examples of agencies maintaining government
warehouses.
These warehouses are owned, managed and controlled by government as well as private
agencies. Private bonded warehouses have to obtain licence from the government. Bonded
Bonded warehouses are used to store imported goods for which import duty is yet to be paid. In case
Warehouses of imported goods the importers are not allowed to take away the goods from the ports till
such duty is paid. These warehouses are generally owned by dock authorities and found near
the ports.
Co-operative These warehouses are owned, managed and controlled by co-operative societies. They provide
Warehouses warehousing facilities at the most economical rates to the members of their society.
Table 1.1 Types of warehouses
1.4 The Value of Warehousing in the Economy

It is important for all warehouse managers to ponder the question, “Does warehousing add value to a product?”
The traditional school of thought has concluded that, no, warehousing does not add value to a product; in fact,
warehousing is strictly a cost-adding activity that is a necessary evil. In firms that follow this school of thought,
warehousing costs are typically classified as indirect costs. Often, these cost categories are spread over the direct
costs of the firm in such a way that the cost of warehousing is not distinguishable.
1.5 Requirements for a Warehouse

A key to taking a more scientific approach to warehousing is an awareness and acceptance of the warehousing
requirements of success. These requirements of success answer the following three questions:
• What is the science of warehousing?
• What are the rules of the warehousing games?
• What are the warehouses paradigms in which we believe?
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The warehousing requirements of success are:

• Professionalism: Warehousing will be viewed as a critical logistics step and a competitive strength and not as
a necessary evil.
• Customer awareness: Successful warehouse operations will have a high regard for the customer, will know
the customer’s requirements, and will consistently met these requirements.
• Measurement: Warehouse standards will be established, performance will be measured against these standards
and timely actions will be taken to overcome any deviations.
• Operations planning: Systems and procedures will be put into effect that allows the warehouse manager to
proactively plan the operations as opposed to reactively respond to external circumstances.
• Logistics network: Warehouses will not be viewed as independent operations, but as elements of the overall,
well-planned logistics system.
• Third party: The reduction of lead times, shorter product lives and increased inventory turnover will result in
an increased use of third parties.
• Pace: The reduction of lead times, shorter product lives and increased inventory turnover will result in an
increase in the pace of the warehouse.
• Variety: More SKUs and more special customer requirements will result in an increase in the variety to tasks
performed in the warehouse.
• Flexibility: Due to the increase in warehouse pace and variety, all warehouse systems, equipment and people
will be more flexible.
• Uncertainty: All uncertainty will be minimised, discipline will be increased.
• Integration: Activities within the warehouse (receive, store, pick and ship) will be more integrated and the
warehouse will be more integrated within the overall logistics system.
• Inventory management: Real-time warehouse management systems will utilise cycle counting to manage
inventory accuracy and accuracy above 99 percent will be the norm.
• Space utilisation: Space will be more efficiently and effectively utilised.
• Housekeeping: Quality housekeeping will be a priority and a source of employee pride.
• Order picking: The criticality of order picking will be understood and procedures and layouts will be designed
to maximise picking efficiency and effectiveness.
• Team-based continuous improvement: The power of the people will be unleashed via a methodical team-
based process.
• Continuous flow: There will be a clear focus on pulling product through the logistic system and not on building
huge inventories.
• Warehouse management systems: A real-time, bar-code based, RF communication WMS (warehouse
management system) will be required to meet today’s requirements.
• Total costs of logistics: The goal will be to minimise the total life cycle costs of logistics from order submission
to product delivery, whole providing excellence in customer service.
• Leadership: There must be a balance between the control aspects of management and harnessing the energy
of change to create peak-to-peak performance of leadership.
These requirements of success may then be used as a foundation upon which to assess the status of one’s warehouse
operations.
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1.6 Characteristics of Ideal Warehouses
In each of the warehouses adequate arrangements are made to keep the goods in proper conditions. However, any
warehouse is said be an ideal warehouse if it possesses certain characteristics, which are given below:
• Warehouse should be located at a convenient place near highways, railway stations, airports and seaports where
goods can be loaded and unloaded easily.
• Mechanical appliances should be there to loading and unloading the goods. This reduces the wastages in handling
and also minimises handling costs.
• Adequate space should be available inside the building to keep the goods in proper order.
• Ware houses meant for preservation of perishable items like fruits, vegetables, eggs and butter etc. should have
cold storage facilities.
• Proper arrangement should be there to protect the goods from sunlight, rain, wind, dust, moisture and pests.
• Sufficient parking space should be there inside the premises to facilitate easy and quick loading and unloading
of goods.
• Round the clock security arrangement should be there to avoid theft of goods.
• The building should be fitted with latest fire-fighting equipments to avoid loss of goods due to fire.
1.7 Functions of Warehouses

You have learnt that warehouses preserve goods on a large-scale in a systematic and orderly manner. They provide
protection to goods against heat, wind, storm, moisture, etc. and also cut down losses due to spoilage, wastage etc.
This is the basic function of every warehouse. In addition to this, warehouses now-a-days also perform a variety
of other functions. In this section let us learn about the various functions of warehouses. Warehouses perform the
following functions.
• Storage of goods
• Protection of goods
• Risk bearing
• Financing
• Processing
• Grading and branding
• Transportation
These functions are discussed further below.

• Storage of goods: The basic function of warehouses is to store large stock of goods. These goods are stored
from the time of their production or purchase till their consumption or use.
• Protection of goods: A warehouse provides protection to goods from loss or damage due to heat, dust, wind
and moisture, etc. It makes special arrangements for different products according to their nature. It cuts down
losses due to spoilage and wastage during storage.
• Risk bearing: Warehouses take over the risks incidental to storage of goods. Once goods are handed over to
the warehouse-keeper for storage, the responsibility of these goods passes on to the warehouse-keeper. Thus,
the risk of loss or damage to goods in storage is borne by the warehouse keeper. Since it is bound to return the
goods in good condition, the warehouse becomes responsible for any loss, theft or damage, etc. Thus, it takes
all precautions to prevent any mishap.
• Financing: When goods are deposited in any warehouse, the depositor gets a receipt, which acts as a proof
about the deposit of goods. The warehouses can also issue a document in favour of the owner of the goods,
which is called warehouse-keeper’s warrant. This warrant is a document of title and can be transferred by simple
endorsement and delivery. So while the goods are in custody of the warehouse-keeper, the businessmen can obtain
loans from banks and other financial institutions keeping this warrant as security. In some cases, warehouses
also give advances of money to the depositors for a short period keeping their goods as security.
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• Processing: Certain commodities are not consumed in the form they are produced. Processing is required to make
them consumable. For example, paddy is polished, timber is seasoned, and fruits are ripened, etc. Sometimes
warehouses also undertake these activities on behalf of the owners.
• Grading and branding: On request warehouses also perform the functions of grading and branding of goods on
behalf of the manufacturer, wholesaler or the importer of goods. It also provides facilities for mixing, blending
and packaging of goods for the convenience of handling and sale.
• Transportation: In some cases warehouses provide transport arrangement to the bulk depositors. It collects
goods from the place of production and also sends goods to the place of delivery on request of the depositors.
1.8 Advantages of Warehousing

Warehousing offers many advantages to the business community. Whether it is industry or trade, it provides a number
of benefits which are listed below.
• Protection and Preservation of goods: Warehouse provides necessary facilities to the businessmen for storing
their goods when they are not required for sale. It provides protection to the stocks, ensures their safety and
prevents wastage. It minimises losses from breakage, deterioration in quality, spoilage etc. Warehouses usually
adopt latest technologies to avoid losses, as far as possible.
• Regular flow of goods: Many commodities like rice, wheat etc. are produced during a particular season but are
consumed throughout the year. Warehousing ensures regular supply of such seasonal commodities throughout
the year.
• Continuity in production: Warehouse enables the manufacturers to carry on production continuously without
bothering about the storage of raw materials. It helps to provide seasonal raw material without any break, for
production of finished goods.
• Convenient location: Warehouses are generally located at convenient places near road, rail or waterways to
facilitate movement of goods. Convenient location reduces the cost of transportation.
• Easy handling: Modern warehouses are generally fitted with mechanical appliances to handle the goods. Heavy
and bulky goods can be loaded and unloaded by using modern machines, which reduces cost of handling such
goods. Mechanical handling also minimises wastage during loading and unloading.
• Useful for small businessmen: Construction of own warehouse requires heavy capital investment, which small
businessmen cannot afford. In this situation, by paying a nominal amount as rent, they can preserve their raw
materials as well as finished products in public warehouses.
• Creation of employment: Warehouses create employment opportunities both for skilled and unskilled workers
in every part of the country. It is a source of income for the people, to improve their standards of living.
• Facilitates sale of goods: Various steps necessary for sale of goods such as inspection of goods by the prospective
buyers, grading, branding, packaging and labelling can be carried on by the warehouses. Ownership of goods
can be easily transferred to the buyer by transferring the warehouse keeper’s warrant.
• Availability of finance: Loans can be easily raised from banks and other financial institutions against the security
of the warehouse-keeper’s warrant. In some cases warehouses also provide advance to the depositors of goods
on keeping the goods as security.
• Reduces risk of loss: Goods in warehouses are well guarded and preserved. The warehouses can economically
employ security staff to avoid theft, use insecticides for preservation and provide cold storage facility for
perishable items. They can install fire-fighting equipment to avoid fire. The goods stored can also be insured
for compensation in case of loss.
1.9 Warehouse Operations Assessment

An operations assessment is a process that evaluates ten categories of performance in the warehouse. The ten
categories in the operations assessment are:
Customer service
This should be a primary concern of all members of the company management team. Corporate goals for customer
service must include input from and acceptance by a significant percentage of important customers. Once goals are
established, measurement of order-to-delivery cycles and order completion ratios will occur.
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Control systems
Control system evaluation looks at the paperwork used, how data integrity is maintained, the duplication of efforts
or paperwork that exists, how special requests are serviced and how effectively computer systems and controls are
used. Most top-rated warehouses use real-time, online, order entry systems that develop truck loads, batch orders
for picking, pre-route and pre-post picking and manage labour with real-time instructions via data terminals that
are strategically located throughout the warehouse.
Inventory accuracy
It is critical since customer service, resupply from vendors, labour utilisation and systems integrity all rely on
inventory availability and accuracy. Corporate goals for the accuracy of total inventory levels and individual SKUs
should be developed and accuracy ratings assigned based on performance against corporate goals.
Space utilisation
This is calculated for the entire warehouse, the utilisation of each functional area, the square footage of the areas,
and the total square footage of the warehouse are used to calculate the overall utilisation, usually 80 to 90 percent,
to determine the operating utilisation.
Labour productivity
It measures how effectively labour is utilised relative to properly established procedures and standards.
Facility layout
Facility layout is integral to successful performance in all operational areas. Evaluation of the facility layout rates
how well the following objectives are being met:
• Effective space utilisation
• Efficient material handling
• Economic storage relative to cost of equipment, use of space, damage to materials and materials handling
labour
Housekeeping / safety
It is measured against operational, industrial and governmental standards of performance. Attention to the issues of
housekeeping and safety is directly related to professionalism.
1.10 Warehouse Key Performance Indicators

The performance indicator or key performance indicator (KPI) is a measure of performance of the business in order
to benchmark against the competition and explore the possibility to improve in order to gain competitive advantage.
Warehousing function is a very critical within any supply chain. If the products do not move seamlessly within supply
chain business would face serious service related challenges. Hence, it is necessary to drive the performance of the
warehouse through key performance indicators. Further, in a continuous improvement environment, it is essential
to benchmark against the industry standards in order to drive improvements.
1.11 Benchmarking
Benchmarking is the process of comparing one’s business processes and performance metrics to industry bests and/
or best practices from other industries. Benchmarking is essentially a process to measure a business’s processes
against the competition, world standards or the business itself.
The benchmark scope typically includes productivity, quality, time, and cost. The objective of this activity is to
improve from learning the performance measurement in order to execute things better, faster, and cheaper. The
benchmarking effort is driven by a desire to evaluate business processes to see if they may be improved. The resulting
improvements should then be related to how those improvements may be implemented to help a company better
meet the requirements of its customers.
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Operating cost break-up in a typical warehouse

As you can see from the below given pie chart (source: recent survey of warehousing professionals) that the order
picking is the most expensive operation and it is directly linked to customer satisfaction. Any wrong pick would
lead to an unhappy customer. In order to drive improvements it is very important to identify the cost distribution
and identify improvement areas. Generally the improvement activities are identified based on cost or productivity
linked activities. The order pick activity is both highly labour intensive and 50% of warehouse costs were spent on
this activity.
15%
50% 15%
20%
15% 15% 20% 50%

Shipping Receiving storage Order Picking
Fig. 1.1 Typical warehousing cost distribution

(Source: http://vijaysangamworld.wordpress.com/2010/08/27/warehouse-key-performance-indicators)
1.12 Determining KPIs

People, Cost, Space and Systems drive the performance inside the warehouse. Hence, generally warehouse KPIS
are based on the above mentioned drivers and focused on activity in order micromanage the performance. The
following activities are common in any warehouse:
Receiving
The receiving activity is fundamental to warehousing function. Unless the merchandise is properly received, it will
be very difficult to handle all other subsequent functions. The receiving function allows warehouse operators to
receive product against a purchase order, and against an Advanced Shipping Notice (ASN) that has been received
via Electronic Data Interchange (EDI). Receiving process could include goods physically received at the warehouse
and stored or directly delivered at customer site or cross-docked.
The relevant KPIs for receiving function should include the following:
• Cost: Cost of Receiving per receiving line
• Productivity: Volume received per man-hour
• Utilisation: Receiving Dock door utilisation %
• Quality: Accurate receipts %
• Cycle time: Time taken to process a receipt
Put-away
Once receiving activity is completed, the accepted merchandise has to be stored in a location that is convenient to
retrieve for further action. This process is called put-away and this is just reverse of order pick function. We have
different types of put-away processes.
• Direct put-away: Put-away directly to primary or serve locations
• Directed put-away: Put-away directed by warehouse management system
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• Batched and sequenced put-away: Received material sorted and put-away processed in batches to maximise
the efficiency
• Interleaving: Combine put-away and retrieval to avoid empty travel
The KPIs for this activity should include the following:

• Cost: Cost per put-away line
• Productivity: Put-away per man-hour
• Utilisation: Utilisation % of labour and equipment
• Quality: Perfect put-away %
• Cycle time: Time taken for each put-away
Storage
Broadly, we have two types of storage systems and they are manual storage and the second one is automated storage
and retrieval system (AS/RS). Again within manual storage, we have six different types of storage and they are:
• Block stacking: Units loads stacked on top of each other and stored on the floor on the storage lanes.
• Stacking frames: They are either frames attached to standard wooden pallets or self-contained units made up
of decks and posts. Stacking frames are portable and enable users to stack material several loads high.
• Single-deep selective pallet rack: It is a simple construction of metal uprights and cross-members providing
immediate (pick-face) access to each load stored (that is, no honey combing).
• Double-deep rack: They are mostly selective racks that are two pallets position deep.
• Drive-in rack: The extend of the reduction of aisle space begun with double-deep rack by providing storage
lanes from five to ten load deep and three to five loads high.
• Drive-thru rack: It is merely drive-in rack that is accessible from both sides of the rack.
The KPIS for this activity would include:

• Cost: Storage cost per item
• Productivity: Inventory per sq. foot
• Utilisation: % Location and cube occupied
• Quality: % Location without inventory discrepancies
• Cycle time: Inventory days on hand
Pick-n-pack
This activity again can be broadly divided into two parts. First one deal with case picking and the second one deal
with small item picking. Further case picking can be classified into three categories. The first one is known as Pick-
face palletising where warehouse operator palletises at the pick-face as he/she traverses the picking tour. The second
one is downstream palletising where cases are picked onto conveyors and sorted at the staging area. The third one
is direct loading where the cases were conveyed directly into the truck.
Further, the small item picking can be classified into three categories. The first one is known as picker-to-stock,
where the picker moves around to pick the cases. The second one is stock-to-picker. In this case stock was sent to
the stationed picker through AS/RS machine. The third one is known as automated item picking. In this process
items are automatically dispensed into shipping cartons or tote pans.
The relevant KPIs for this activity would include:

• Cost: Cost of picking per order line
• Productivity: Order lines picked per hour
• Utilisation: Picking labour and equipment utilisation %
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• Quality: Perfect picking lines %

• Cycle Time: Order Pick cycle time per order
Shipping
Shipping is the last step in warehouse activity in handling shipping goods to the customer or handling stock transfers.
This process is the origin to moving product from point A to point
The KPIs for this activity could include:

• Cost: Cost of shipping per order
• Productivity: Order process for shipping per man hour
• Utilisation: Utilisation of shipping docks in %
• Quality: Perfect shipping %
• Cycle Time: Shipping time (from the time order picked to physically movement of the truck) per order
1.13 Establishing Warehouse Performance Measures

Measuring the performance of your warehouse is an important step in establishing a sound operation. To insure
customer satisfaction and cost effectiveness, some level of measurement is necessary. Every business question
should start with the customer. Warehouse performance measures are no exception. Following are the performance
measurement in the following order.
• What is ‘success’ as defined by the customer?
• What is ‘success’ as defined by the financial organisation?
• What is ‘success’ as defined by the human resource organisation?
• What is ‘success’ as defined by the operations organisation?
First, it is necessary to understand what the expectations of the environment are. What is success? Once that’s
understood, we begin the process of defining specific measures. We want to identify those measures necessary for
us to achieve the desired level of ‘success’ our environment demands. We’ll look at the warehouse measures in this
order:
• Customer measures
• Employee measures
• Financial measures
We want to link the performance measurements in each area to the environment’s expectations. Once these links are
established, you’re ready to plan the implementation. We’ll conclude with a step-by-step review of how to implement
performance measures in your warehouse.
1.14 Identifying Expectation

Let us now begin by examining the expectations of your environment regarding your warehouse performance.
What is ‘success’ as defined by the customer?

Who is your customer? Is your customer is the end user or a department in your own company? Or is your customer
distribution point that serves the end customers? It is not important who your customer is, but rather you know who
your customer is.
Once you know the customer. What’s the nature of their product? Is it a speciality product or a commodity? Is the
velocity of the product fast or slow? Is the product high or of low value? Does it require special handling or security
measures? Or do they have the mix of all of the above. The answers to these questions will help you define a profile
of expectation. The expectations can lead to measurements in your operation.
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When you know your customer and understand their product’s characteristics, it’s as simple as answering one question.
When a customer looks to your warehouse, what do they expect? Define the expectations from the customer’s point
of view. Poor customer service is simple a violation of expectations, whether stated or unstated.
Successful warehouse performance measures are like thread that links key customer expectations to the warehouse
operation. These are the most important measures to establish.
What is ‘success’ as defined by the financial organisation?

What does your finance organisation expect? Do they expect to deliver on plan or budget performance? Or do they
expect you to improve your operation 5 or 10% per year? Do they loom over your shoulder each month or are they
hands off? What are the key measures your company uses to measure performance? Are they into EBIDA (Earnings
Before Interest, Depreciation and Amortisation) or EVA (Economic Value Added)?
It is important to know what the finance people expect of you. You need to align with the overall measures of the
company. You need to provide the information they need. when the finance folks look into your organisation, what
do they expect from you? If the answer is something or nothing, you need to know it. Only then one can build link
successful measures between your two organisations.
What is ‘success’ as defined by the human resource organisation?

What is the company position on measuring employee performance? What will you do with the data? Will you
discipline employees for poor performance? What is poor performance? Will the human resources people support
your decision? The answers to these questions are very important as you design your performance measures.
The relative strength or weakness of the human resources department will play a role in your success. It is important
to be aligned with them before you launch the performance measurement program. It is important to know exactly
what their expectations are with regard to performance programs in your company.
As with the previous expectations, you must link human resources expectations with the thread that runs to your
specific performance measures. You must understand in advance what will you do with the measures. You need the
support of your human resource people to make this succeed.
What is ‘success’ as defined by the operations organisation?

What other measures exist in operations? Is your warehouse a part of a larger distribution or logistic organisation?
What measures do they have in place? What is important to them? What do they value on a daily basis? You need
to understand exactly where you fit in order to establish effective performance measures.
The important thing to remember is the link. Just as with the other measures, you want to insure alignment with the
over all organisation. You need to establish a thread that runs to the over all organisation. Make sure that you are
aligned with other current measures that are in place.
Understanding the expectations around you is important. It is the first step in establishing effective performance
measures. When you are thoroughly answered the questions above, it is the time to look at specific measures. You
want to match measures to expectations. The measures are simply early warning signs. They should link to specific
performance expectations to let you know how are you doing.
1.15 Establishing Measures

You should establish specific measures in the following areas.
1.15.1 Customer Measures

Following are the customer measures:
On time delivery
This indicator tells you whether you are meeting the customer’s needs by providing their product, when they want
it. You would need to have a tracking system that captured and compared the customer’s desired delivery time
against actual delivery time.
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You may find other measures of success that are important in your operation. Use what is critical but don’t over do
it. Nothing is more demoralising than trying to keep up with too many, mostly unused, measures.
1.15.2 Employee Measures

Following are the employee measures:
Productivity
This indicator tells you the productivity of your employees and equipment. It can be measured in many different
ways. If your employees are paid by the hour, it could be pieces, cases or units shipped or handled per hour. It could
be dollars per piece, case or unit. It must correlate with your method of compensation.
You would measure equipment productivity in much the same way. It could be the number of pieces, cases or units
moved per forklift, yard horse or whatever type of equipment you use.
There are many other employee measures you can use. The important thing is to ensure that they are meaningful.
You do not want a bunch of measures that aren’t linked to customer, employee or financial performance.
1.15.3 Financial Measures

From what you know about your financial organisation’s expectations...what should you measure? At the very
minimum you should measure the following:
Cost per piece, case or unit
This indicator tells you the cost to move a piece, case or unit through your facility. Whatever type of movement you
have, be it piece, case or unit , measure the cost to move it through your system. Measure the overall cost. That’s
an all-inclusive cost of your operation.
Note: It’s also important to establish a measure for inbound performance. This would measure the performance of
inbound goods that a re critical for your outbound shipments.
At a minimum, you should have at least one measure in the inbound area. It’s most important to link your warehouse
financial measures, you’re ready to implement. Implementation is the final step in the process.
1.16 Implementing Your Measures

When you implement your measures, you put them into action. Here are some simple steps:
• Involve your customers: It is important to involve your customers early on. You need to validate that what you
are about to measure is important to them. Once you do this, and confirm that it is important, you must follow
it through or lose all credibility.
• Involve the employees: It is important to involve the employees early in the process. You need a sanity check
to insure that what you are doing make senses. You involve not only employees in the warehouse, but in other
parts of the organisation as well. They need to understand what the measures are, why you are now measuring
performance and how the measures will be used.
• Keep it simple: The measures that you implement must be simple. If you are the only one who understands
them, they will fail. There must be an obvious connection between the work and the measure. If the connection
is not obvious then you fail.
• Less is better: The fewer measures, the better. The more measures you roll out, the less chance you have
of success. You have less chance of anyone actually using the measures. This goes in hand with keeping it
simple.
• Make sure that it fits: The measures that you implement must ‘fit’ into you current system of work. They
cannot be an ‘add on’ or they will fail. If you expect the employees to track their own performance and give
you a report card, it would not happen. The measures need to complement what you are now doing or they will
not be adopted into the mainstream. Automate all measures, where possible.
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• It must be accurate: Your program must produce accurate measures right out of the starting gate. If you are
found to have inaccurate data, your credibility is gone. Once you lose your credibility, your performance measures
will not work. Accuracy is a key ingredient of success.
• Use it or lose it: Once implemented, you must use your measurements, just as you said you would. Nothing
will crush a performance measurement initiative more quickly than lack of use. When you post results and
do not mention them again, your program has begun it’s descent. You must ‘walk the talk’ in a performance
measurement program.
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Summary
• Warehousing refers to the activities involving storage of goods on a large-scale in a systematic and orderly
manner and making them available conveniently when needed.
• Warehousing is one of the important auxiliaries to trade. It creates time utility by bridging the time gap between
production and consumption of goods.
• A key to taking a more scientific approach to warehousing is an awareness and acceptance of the warehousing
requirements of success.
• In each of the warehouses adequate arrangements are made to keep the goods in proper conditions.
• Warehouses provide protection to goods against heat, wind, storm, moisture, and so on and also cut down losses
due to spoilage, wastage and so on.
• Warehousing offers many advantages to the business community.
• An operations assessment is a process that evaluates ten categories of performance in the warehouse.
• The performance indicator or key performance indicator (KPI) is a measure of performance of the business in
order to benchmark against the competition and explore the possibility to improve in order to gain competitive
advantage.
• Benchmarking is the process of comparing one’s business processes and performance metrics to industry bests
and/or best practices from other industries.
• The receiving activity is fundamental to warehousing function. Unless the merchandise is properly received.
• Shipping is the last step in warehouse activity in handling shipping goods to the customer or handling stock
transfers.
References
• Altekar, R. V., 2005. Supply Chain Management: Concepts and Cases, PHI Learning Pvt. Ltd.
• Sehgal, V., 2009. Enterprise supply chain management: integrating best-in-class processes, John Wiley and
Sons, p.206.
• Business Studies, Lesson 11: Warehousing [pdf] Available at: <http://www.nos.org/Secbuscour/cc11.pdf>
[Accessed 2 January 2012].
• Chavan, S. K., 2010. Concepts of Warehousing [Online] Available at: <http://www.managementparadise.com/
forums/elements-logistics-logs/200346-concepts-warehousing.html> [Accessed 2 January 2012].
• mfscnet, 2011. Supply Chain Network [Video Online] Available at: <http://www.youtube.com/watch?v=HIga
E0toHq0&feature=related > [Accessed 2 January 2012].
• RCABelfast, 2010. CIMA E3 Lecture 16 Managing Supply Chain [Video Online] Available at: <http://www.
youtube.com/watch?v=FAl0dHaqsH4> [Accessed 2 January 2012].
Recommended Reading
• Ling L., 2007. Supply chain management: concepts, techniques and practices enhancing the value through
collaboration, World Scientific, p.347.
• Maheshwari, R.P., 1997. Principles of Business Studies, Pitambar Publishing, p.448.
• Vashisht, K., 2005. A Practical Approach to Marketing Management, Atlantic Publishers & Dist, p.408.
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Self Assessment
1. _____________ creates time utility by bridging the time gap between production and consumption of goods.
a. Distribution
b. Business
c. Warehousing
d. Promotion
2. Which of the following is not a reason for the need of warehousing?

a. Seasonal production
b. Quick supply
c. Large-scale production
d. Price-hike
3. Match the following.

A. Both government and private enterprises may use these
1. Private warehouses
warehouses to store their goods.
B. These warehouses are owned, managed and controlled by
2. Public warehouses
government as well as private agencies.
C. The warehouses which are owned and managed by the
3. Government warehouses
manufacturers or traders.
D. To start such warehouses a licence from the government is
4. Bonded warehouses
required.
a. 1-C, 2-D, 3-A, 4-B
b. 1-A, 2-D, 3-C, 4-B
c. 1-D, 2-C, 3-A, 4-B
d. 1-B, 2-A, 3-D, 4-C
4. Which of the following is not a function of warehouses?

a. Storage of goods
b. Protection of goods
c. Risk bearing
d. Inflation
5. Which of the following is not an advantage of warehousing?

a. Regular flow of goods
b. Protection and Preservation of goods
c. Transportation
d. Easy handling
6. An/A _____________ assessment is a process that evaluates ten categories of performance in the warehouse.
a. warehousing
b. production
c. operations
d. housekeeping
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7. ______________ is the process of comparing one’s business processes and performance metrics to industry
bests and/or best practices from other industries.
a. Benchmarking
b. Key performance
c. Continuity
d. Integration
8. Which of the following is not one of the activities of warehousing?

a. Receiving
b. Put-away
c. Storage
d. Security
9. In which of the following storage, units loads stacked on top of each other and stored on the floor on the storage
lanes?
a. Block stacking
b. Stacking frames
c. Drive in rack
d. Drive thru rack
10. Measuring the _____________ of your warehouse is an important step in establishing a sound operation.
a. satisfaction
b. security
c. storage
d. performance
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Chapter II
Material Flow and Activity Profiling
Aim
• explain material flow
• discuss activity profiling
• describe fluid model of product flow
Objectives
• elucidate units of handling
• distinguish between dedicated and shared storage
• explain statistical analysis
Learning outcome
• analyse the two fundamental resources
• enlist the types of warehouse activity profiling
• comprehend the patterns of work
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2.1 Introduction to Material Flow

Here, we briefly discuss a few issues that help lay the foundations for warehouse analysis. The most fundamental
idea is of the management of two resources: space and time (that is, labor or person-hours).
2.2 The Fluid Model of Product Flow

The “supply chain” is the sequence of processes through which product moves from its origin toward the customer.
In our metaphor of fluid flow we may say that warehouses represent storage tanks along the pipeline.
The analogy with fluid flows can also convey more substantial insight. For example, consider a set of pipe segments
of different diameters that have been joined in one long run. We know from elementary fluid dynamics that an
incompressible fluid will flow faster in the narrower segments of pipe than in the wider segments. This has meaning
for the flow of product: The wider segments of pipe may be imagined to be parts of the supply chain with large
amounts of inventory. On average then, an item will move more slowly through the region with large inventory than
it will through a region with little inventory.
The fluid model immediately suggests other general guidelines to warehouse design and operation, such as:
• Keep the product moving; avoid starts and stops, which mean extra handling and additional space
requirements.
• Avoid layouts that impede smooth flow.
• Identify and resolve bottlenecks to flow.
It is worth remarking that the movement to “just-in-time” logistics is roughly equivalent to reducing the diameter
of the pipe, which means product flows more quickly and so flow time and in-transit inventory are reduced.
As shown in the figure below if two pipes have the same rates of flow, the narrower pipe holds less fluid. In the same
way, faster flow of inventory means less inventory in the pipeline and so reduced inventory costs.
1 week
1 week
Fig. 2.1 Comparison of pipes with respect to size

(Source: http://www2.isye.gatech.edu/~jjb/wh/book/editions/wh-sci-0.94.pdf)
2.3 Units of Handling

Even though it is a frequently useful metaphor, most products do not, of course, flow like incompressible fluids.
Instead, they flow more like slurry of sand and gravel, rocks and boulders. In other words, the product is not infinitely
divisible but rather is granular at different scales. A stock keeping unit, or sku, is the smallest physical unit of a
product that is tracked by an organisation. For example, this might be a box of 100 Gem Clip brand paper clips. In
this case the final customer will use a still smaller unit (individual paper clips), but the supply chain never handles
the product at that tiny scale.
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Upstream in the supply chain, product generally flows in larger units, such as pallets; and is successively broken
down into smaller units as it moves downstream, as suggested in figure below. Thus, a product might move out of
the factory and to regional distribution centres in pallet-loads; and then to local warehouses in cases; and finally
to retail stores in inner-packs or even individual pieces, which are the smallest units offered to the consumer. This
means that the fluid model will be most accurate downstream, where smaller units are moved. As shown in the figure
below, a product is generally handled in smaller units as it moves down the supply chain.
Pallet load
Tier or layer
Case or carton
Inner pack
Piece or each
Fig. 2.2 Units of handling

2.4 Two Fundamental Resources

Warehouse management is all about careful use of space and time (that is, labour or person-hours). Both space and
time are expensive and so one would like to use as little of each as possible in delivering product to customers. Figure
below shows a plot of the popularity (number of times requested, or picks) of each sku of a warehouse together with
the physical volume (flow) of the sku moved through the warehouse during one month. There is little correlation
between popularity and flow, and this is one of the challenges of warehouse management, because it is hard to design
processes that work well with skus that may be any combination of popular/unpopular and low-volume/high-volume.
Among these 25,000 skus there is little correlation between popularity and physical volume of product sold.
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Flow
Picks
Fig. 2.3 Correlation between popularity and physical volume of product sold
Figure below plots just the popularity of the same set of about 25,000 skus, here ranked from most popular to least.
This is typical of such plots in that a small fraction of the skus account for most of activity. It is easy to design
processes for these skus because they are fairly predictable. If popular yesterday, such a sku is likely to be popular
again tomorrow. On the other hand, consider all the skus in the so-called long-tail, in this case the 20,000 skus
that are requested infrequently. It is impossible to know whether any particular sku will be requested tomorrow.
Such skus, by their sheer number, occupy most of the space in a warehouse. This effect is further magnified by
safety stock, which is held to protect against stock out in the face of customer demand that is highly variable in
comparison to the amounts held. Each warehouse then is, in a sense, two warehouses. The first is organised around
a small set of predictably popular skus that are easy to plan for and for which the challenge is to manage flow. The
other warehouse is much larger, and for which the work is predictably only in aggregate. This makes it much harder
to plan and one is forced to hedge decisions. The first warehouse is where labour is concentrated; and the second
consumes space. As shown in figure below, popularity among these 25,000 skus varies enormously, which presents
special challenges to effective management.
Picks
skus
Fig. 2.4 Variation in the popularity among these 25,000 skus

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2.5 Storage: “Dedicated” versus “Shared”
Each storage location in a warehouse is assigned a unique address. This includes both fixed storage locations, such
as a portion of a shelf and mobile locations such as the forks of a lift truck. Storage locations are expensive because
they represent space, with consequent costs of rent, heating and/or air-conditioning, security, and so on. In addition,
storage locations are typically within specialised equipment, such as shelving or flow rack, which are a capital cost.
These costs impel us to use storage space as efficiently as possible.
There are two main strategies used in storing product. The simplest is dedicated storage, in which each location is
reserved for an assigned product and only that product may be stored there. Because the locations of products do
not change, more popular items can be stored in more convenient locations and workers can learn the layout, all of
which makes order-picking more efficient.
The problem with dedicated storage is that it does not use space efficiently. This can be seen by tracking the amount
of inventory in a given location. If we plot the inventory level, measured for example by volume, we would see a
sawtooth shape such as in figure below (which represents an idealisation of the inventory process.) In one cycle the
storage location is initially filled but empties as product is withdrawn to send to customers. As a result, on average
this storage location is half empty.
Inventory
Time
Fig. 2.5 An idealisation of how the inventory level at a location changes over time
A warehouse may have thousands or tens-of-thousands of storage locations. If using dedicated storage, each will
have an assigned product. Each product may have a different replenishment cycle and so, upon entering such a
warehouse, one expects to see many storage locations that are nearly empty, many that are half-full, and many
that are nearly full. On average the storage capacity is only about 50% utilised. To improve on this, one can use a
strategy of shared storage. The idea here is to assign a product to more than one storage location. When one location
becomes empty, it is available for reassignment, perhaps to a different product. This space then can be filled again,
rather than waiting until the original product is replenished (presumably when the last of the warehouse supply has
been exhausted). The more storage locations over which a product is distributed, the less product in each location,
and so the sooner one of those locations is emptied and the sooner that space is recycled. Therefore, expect better
utilisation of space when shared storage is used.
Unfortunately, shared storage also has some disadvantages. Most immediately, the locations of products will change
over time as locations are emptied and restocked with other products. This means that workers cannot learn locations
and so must be directed to locations by a warehouse management (software) system. Another disadvantage is that
it becomes more time-consuming to put away newly received product because it has to be taken to more locations.
There can be other, social complications as well. For example, imagine an order picker who has been directed to the
other side of the warehouse to pull a product for a customer. That order picker may be tempted to pick the product
from a more convenient location, thus creating discrepancies between book and physical inventory at two locations.
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For these reasons, shared storage requires greater software support and also more disciplined warehouse processes.
Shared storage is generally more complicated to manage because it introduces many possible trade-offs. In particular,
one can manage the trade-off between space and time (labour) on an activity-by-activity basis. For example, one can
retrieve product from the least-filled location (to empty and recycle that location as soon as possible) or from the
most convenient location (to save labour). Similarly, one can replenish product to the most nearly empty location
to fill that empty space or to the most convenient location to save labour time.
2.6 Activity Profiling

A warehouse is a complicated and busy place and it can be hard to get an accurate sense of what is happening.
Warehouse activity profiling is the careful measurement and statistical analysis of warehouse activity. This is a
necessary first step to almost any significant warehouse project: Understand the customer orders, which drive the
system.
There are several simple statistics that are the first things to learn about a warehouse.
Each gives some hint as to the economics of that warehouse; but these are to be treated carefully because many are
simple averages and so can be misleading. Their primary advantage is to summarise the warehouse environment
succinctly (but at the cost of hiding much complexity).
The key facts to learn include the following:

• What is the business? Who are the customers? What are the service requirements? What special handling is
required?
• Area of warehouse (a larger warehouse will require either more labour or more equipment to move product)
and types of storage, material handling equipment
• Average number of skus in the warehouse (a rough indicator of complexity of work)
• Average number of pick-lines shipped per day
• Average number of units (pieces, cases, pallets) per pick-line
• Average number of customer orders shipped in a day (more shipments mean a larger shipping dock and/or
more labour)
• Number of order-pickers and how many shifts devoted to pallet movement, to case-picking, and to broken-
case picking (suggests where to look for opportunities to reduce operating expenses, which are primarily due
to order-picking)
• Average number of shipments received in a day (more shipments mean a larger receiving dock and/or more
labour)
• Average rate of introduction of new skus (it is difficult to maintain a rational storage policy when the population
of skus changes quickly)
• Seasonality
Warehouse activity profiling

Warehouse activity profiling is detailed below.
ABC analysis
It is a truism of engineering that only a few things within any operation account for most of the activity. This is
encoded in folklore by various rules-of-thumb, such as 80-20 rules (for example, “Twenty percent of the skus
account for 80 percent of the activity”); or in ABC analysis, which simply classifies skus as A (the small fraction
of skus that account for most of the activity), B (moderately important), or C (the bulk of the skus but only a small
portion of the activity).
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One of the first things to know about any warehouse is what skus matter. This is usually a simple matter of ranking
the skus by various criteria. This helps reveal the contours of the economic terrain within the warehouse. It is a
popular misconception that an ABC analysis refers exclusively to the ranking of skus by dollar-volume, which is
dollars/year in sales of each sku. This is merely one of many useful ways of looking at the activity of a warehouse. In
fact, dollar-volume will be of little interest to us because it represents a financial perspective, while we are interested
mainly in efficient warehouse operations. Consequently we will want to see the extent each sku consumes resources
such as labour and space.
Frequently, an ABC analysis yields surprising results. For example, here are three different views of the activity
at the national distribution centre of a large retail drugstore chain. First, let us see which skus accounted for the
most cases moving through the warehouse. This would be of interest to the receiving, put-away, and restocking
operations because each case must be handled separately to put it on a shelf. It also might reveal what is flowing in
greatest quantity along a conveyor in the warehouse. Table below gives the ten most important skus by number of
cases moved. Note that skus with relatively few pieces per case, such as the number 1 item, can appear on this list
even though its total sales (pieces) are only moderate. Effects like this sometimes make the results of ABC analysis
surprising. As shown in the table below, top ten items of a chain of retail drug stores, as measured in number of
cartons moved during 3 weeks.
SKU CARTONS
1 UL SLIMFAST BONUS CHOC ROYALE 514.17
2 BANDAID FAMILY TWIN PACK 374.00
3 SATHERS PIXY STIX 360.00
4 GEMINI VIDEO TAPE T-120 302.50
5 HOUSE BRAND ASPIRIN 5 GR. 262.00
6 HOUSE BRAND COMPLETE ALLERGY CAPS 243.75
7 ACT II MICRO BUTTER 238.62
8 HOUSE BRAND PAIN REL CAPLETS 500MG 233.50
9 HOUSE BRAND GESIC 231.75
10 SATHERS S/F ASST SOUR MIX 210.00
Table 2.1 Top ten items of a chain of retail drug stores
Most of the labour in warehouse operations is devoted to order-picking and so it is useful to rank skus by the number
of times they were picked during some recent interval. It shows the top ten items of a chain of retail drug stores, as
measured by the number of customer requests (picks) during 3 weeks.
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SKU PICKS
1 ACT II MICRO BUTTER 806
2 BEACH BAG SET 781
3 ACT II MICRO LITE BUTTER 570
4 HOUSE BRAND PAIN REL CAPLETS 500MG 569
5 ACT II MICRO WHITE CHEDDAR 553
6 HOUSE BRAND COMPLETE ALLERGY CAPS 538
7 HOUSE BRAND OINTMENT TRIPLE ANTIBIO 534
8 WRIGLEY PLEN-T-PAK BIG RED 530
9 WRIGLEY PLEN-T-PAK DOUBLEMINT 526
10 UL SLIMFAST BONUS CHOC ROYALE 525
Table 2.2 Top ten items of a chain of retail drug stores, as measured by the number of customer requests
(picks) during 3 weeks
Finally, consider the number of pieces sold of each. This is of interest because each piece must be handled by a
sales clerk ringing up merchandise in a retail store. Surprisingly, the ten busiest skus with respect to pieces sold are
almost all baseball cards and microwave popcorn. It seems that much retail labour is devoted to handling these.
SKU PIECES SOLD

1 UPPER DECK BASEBALL LOW#1992 70,524
2 ACT II MICRO BUTTER 34,362
3 SCORE 92 BASEBALL SERIES II 25,344
4 ACT II MICRO LITE BUTTER 21,276
5 TOPPS 92 WAX PACK BASEBALL 18,684
6 ACT II MICRO WHITE CHEDDAR 15,870
7 WRIGLEY PLEN-T-PAK DOUBLEMINT 14,736
8 ACT II MICRO NATURAL 13,284
9 WRIGLEY PLEN-T-PAK BIG RED 12,792
10 HERSHEY REESE PEANUT BUTTER CP 12,708
Table 2.3 Top ten items of a chain of retail drug stores
We find similar surprises in examining activity at a wholesale distributor of office products, for whom the ten most
frequently requested skus, were as shown in table below. Notice that the ABC distribution for office products is
not strongly skewed (that is, the number of picks falls off relatively slowly as you move down the list). This is a
reflection of the maturity of the product and is typical of product movement in hardware and staples. In contrast,
the ABC analysis of fashion products can be extraordinarily skewed; for example, the top-selling 100 music CDs
from a population of 100,000+may account for 25% of all sales.
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SKU PICKS
1 TAPE,TRANS,MAGIC,3/4”W,1”CO 2,225
2 CLIP,BINDER,SMALL 2,171
3 FOLDER,FILE,LETTER,1/3,MAN 2,163
4 CRTDG,INK,DESKJT,BK 2,157
5 DISK,3.5,DS-HD,IBM FRMT 2,097
6 MARKER,SHARPIE,FN,PERM,BLCK 2,075
7 NOTE,HIGHLAND,3X3,YELLOW 2,062
8 CLIP,GEM,SIZE 1,REGULAR 2,049
9 PAD,LEGAL,LTR SIZE,WHITE 2,009
10 PEN,BALL PT,MED,STICK,BK 2,008
Table 2.4 Top ten office products measured by customer requests during a year
If the same population of office products is examined by total weight sold, we get a clue as to which skus account
for most of our shipping costs, which are based most strongly on weight.
SKU Total weight shipped
1 CRTDG,TONER,3035,4045,BK 45,490.1
2 FLDR,LT,11PT,SGL,1/3MA10330 37,080.6
3 PPR,TW,25%RAG,8.5X11,20#,WE 28,194.5
4 CARD,INDEX,CNT,3X5,5C/yPK 21,411.0
5 POCKET,FLE,9.5X14.75,3.5,RR 20,426.5
6 FLDR,LT W/2B FST/150L-13 19,885.8
7 FLDR,LG,11,SGL,1/3MA 15330 16,231.2
8 PROTECTOR,SURGE,6OUT,6’,PTY 13,578.2
9 FOLDER,LTR,2 PLI,STRT,24110 13,495.4
10 FASTENER,P/S,2/68220 12,910.7
Table 2.5 Top ten wholesale office products by weight shipped during a year
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2.7 Statistical Analysis

To design a new warehouse, retrofit an existing warehouse, or improve warehouse operations requires detailed
understanding of the workload in the facility. One must analyse the patterns of customer orders and how this
determines the workload within the facility.
Data sources
There are three main types of data required to support profiling: data pertaining to each sku, data pertaining to
customer orders, and data pertaining to locations within the warehouse.
Sku data
Useful information to gather about each sku includes:
• A unique ID that distinguishes it from all other skus, which allows us to connect this data with that from other
sources
• A short text description, which is useful in validation and error checking
• Product family, which may have implications for storage and/or handling. These tend to be particular to an
industry and so require knowledge of the context. For example, product families for a drug store chain might
include hair care products, dental products, shaving products and so on, which are displayed together at the retail
store. For a grocery distributor product families might include dry goods, dairy, produce, refrigerated, frozen
and so on. For a candy distributor product families might include chocolate (sensitive to heat), mint-flavoured
candies (odoriferous), and marshmallow (light and tends to absorb the smells of its neighbours), and so on. For
an apparel distributor product families might include garment type, mill, style, colour, or size. Note that a sku
might be in more than one product family.
• Addresses of storage locations within the warehouse. This might include zone, aisle, section, shelf and position
on the shelf.
• For each location at which this sku is stored:
Scale of the storage unit, such as pallets or cases. This is useful in validation and error checking.
Physical dimensions of the storage unit (length, width, height, weight), which are useful in understanding
space requirements.
Scale of the selling unit, such as cases or pieces, which is useful for validation and error-checking.
Number of selling units per storage unit. This could be 1.
• Date introduced, which helps identify skus that may be underrepresented in activity because newly
introduced.
• Maximum inventory levels by month or week, which helps determine how much space, must be provided for
this sku.
Order history
The order history is simply a concatenation of all the shopping lists submitted by all the customers during the
preceding year. It contains the following information.
• Unique ID of this order, to distinguish it from the shopping lists of other customers and from the shopping list
of the same customer on another day or later on the same day
• Unique ID of sku, which allows us to look up the sku to see where it is stored
• Customer
• Special handling
• Date/time order picked
• Quantity shipped
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Warehouse layout and location addresses
A map of the warehouse allows us to see where each sku is stored. We can infer that an order-picker had to travel
to this location to retrieve the product; and from the map we can infer something about the required travel. This
will enable us to evaluate alternative layouts and warehouse designs. This type of information is generally least
standardised and may be found in the form of blueprints, sketches, CAD files such as DWG format, and so on.
Where and when is the work?

How can we estimate the work in a warehouse? Work is generated by the customer orders; each customer order is a
shopping list comprised of “pick lines”; and each pick line generates travel to the appropriate storage location and
subsequent picking, checking, packing and shipping the product. Pick lines are then a strong indicator of work; and
fortunately there is almost always a historical record of them because they correspond to entries in a sales invoice,
which is one of the first pieces of information to be computerised.
We use this information to infer where the work is; that is, how it is distributed among
• Skus
• Product families
• Storage locations
• Zones of the warehouse
• Time (time of day, days of the week, weeks of the year, and so on)
Sometimes this is referred to as activity analysis because we examine the activity of each sku, in particular, how
many times was it requested; and how much of the sku was sold? Notice that these are two different questions: The
first asks “on how many customer orders did this sku appear?”; and the second asks “How many pieces, cases or
pallets moved through the warehouse?”.
If a customer requests a quantity that is less than a full case, this is termed a broken case pick. A broken-case pick
can be further classified as to as an inner-pack pick, and so on, depending on how the product is packaged. If a
customer requests a quantity that is an integer multiple of a case quantity but less than a pallet (unit) load, this is
termed a full-case pick. A pallet pick represents an order quantity that is a multiple of a pallet load quantity. It is not
uncommon for a customer request quantity to involve a mixed pick; that is, a pick involving either a broken- and
full-case quantity or both a fullcase and pallet-load quantity. Broken-case picking requires more time to process
than a full-case pick, which takes more time to process than a pallet pick, when normalised by the quantity handled.
It is therefore desirable to know how much of each activity is taking place each period.
Seasonalities
It is important to understand how the intensity of work varies over time. Most products have some natural “cycle”
that repeats over the year or quarter or month or week. In North America, and particularly in the US, the annual
holiday season of roughly November–December is by far the busiest time for retail sales and this determines the
timing of product flow upstream. Predictably, supply chains to meet this demand are full in the months preceding.
The selling season in the US has been increasingly extended into January due to increased sales of gift certificates.
Typically, these are given as holiday gifts and are then redeemed in the weeks following the holiday.
Not all seasonalities are obvious. For example, the manager of Allied Foods in Atlanta, Georgia tells us that even
dog food has seasonalities: Demand increases slightly but dependably over the end-of-the-year holidays.
Other seasonalities include:

• Office products sell most heavily on Mondays and Fridays, in January and in August. Among these, calendars
sell most briskly in January, with sales dropping until June, when it disappears.
• The two fastest-moving items at Home Depot at Father’s Day are (barbecue) grills and (electric) drills. Barbecue
grills sell in the spring up to July 4, when sales plummet.
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2.8 Patterns of Work

Here, we want to go beyond measuring the quantities of work to understand the patterns of work generated by the
customer orders.
If no customer ordered more than one sku, then the preceding activity analysis gives a sufficient view of the
warehouse; but this is rarely the case and customers order multiple skus. It is then important to understand the
patterns in the customer orders. For example, one indication of inherent work is the average lines per order. When
this number is small, say up to about 4, it may be preferable to batch orders and assign one picker to each batch.
When the number of lines per order exceeds that, orders will typically be assembled by some form of zone picking,
with orders progressively assembled. If the number of lines is much larger, the zones may pick in parallel and feed
pick-lines to a downstream process to accumulate and sort the orders (to reduce the number of packages sent to
each customer and thereby reduce downstream shipping and handling costs).
But, as always, one must beware of averages. It is always more informative to examine the complete distribution
of lines per order. It shows the fraction of orders for a single sku, for exactly two skus, and so on. In this example,
most orders are for a single line, which suggests some opportunities for efficient handling. For example, if these are
mostly back-orders, then they could be cross-docked. If they are rush orders, they could be grouped together into a
single batch and then picked in storage sequence.
A related graph is the distribution of picks by order-size. That is, it depicts the fraction of all picks that come from
single-line orders, two-line orders, and so on. Because picks are a good indication of work, this shows which types
of orders, small or large, contain the most aggregate work. About two-thirds of the orders are for a single line but
these account for only about one-third of the picks.
0.6 Fraction of orders
0.5
0.4
0.3
Fraction of picks
0.2
0.1
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Lines per order
Fig. 2.6 About two-thirds of the orders are for a single line but these account for only about one-third of
the picks
Here is an application. At a telecommunications facility, workers pushed order-picking carts through a series of
zones to progressively assemble orders. Due to space limitations on each cart, the transfer batch was small. An
analysis of orders showed that about 10% of the orders were relatively large, for more than 100 lines each, whereas
the remaining 90% averaged less than 2 lines per order. It was decided to assign one worker to pick each extremely
large order, one at a time, so that the remaining orders could be picked and transferred in larger batches, thereby
increasing order-picking efficiency.
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Summary
• The most fundamental idea is of the management of two resources,such as space and time (that is, labor or
person-hours).
• The “supply chain” is the sequence of processes through, which product moves from its origin toward the
customer.
• The movement to “just-in-time” logistics is roughly equivalent to reducing the diameter of the pipe, which
means product flows more quickly and so flow time and in-transit inventory are reduced.
• A Fluid model will be most accurate downstream, where smaller units are moved.
• There is little correlation between popularity and flow.
• Each storage location in a warehouse is assigned a unique address.
• In dedicated storage, each location is reserved for an assigned product and only that product may be stored
there.
• The problem with dedicated storage is that it does not use space efficiently.
• Shared storage involves assigning a product to more than one storage location.
• Warehouse activity profiling is the careful measurement and statistical analysis of warehouse activity.
• Most of the labour in warehouse operations is devoted to order-picking and so it is useful to rank skus by the
number of times they were picked during some recent interval.
• There are three main types of data required to support profiling,namely; data pertaining to each sku, data
pertaining to customer orders, and data pertaining to locations within the warehouse.
• The order history is simply a concatenation of all the shopping lists submitted by all the customers during the
preceding year.
• Each customer order is a shopping list comprised of “pick lines”; and each pick line generates travel to the
appropriate storage location and subsequent picking, checking, packing and shipping the product.
References
• Bartholdi, J.J. & Hackman,S.T., 2006.Warehouse and Distribution Science[Online] Available at: <http://
www.cam.tuc.gr/ANAGNWSTHRIO/BOOKS%20GIA%20PRODUCT%20SYST/Warehouse%20and%20
Distribution%20Science%20-%20Bartholdi%20and%20Hackman.pdf>.[Accessed 30 December 2011].
• 2008. Warehouse & Distribution Science [Online] Available at: <http://delante.galeon.com/>[Accessed 2 January
2012].
• Taylor, B.W., 2008. Introduction to Management Science, 9th ed., Dorling Kindersley (India) Pvt. Ltd.
• Bidgoli, H., 2010. The Handbook of Technology Management: Volume 2, John Wiley & Sons. Inc.
• ignousoms, 2008. Supply Chain Management: An Introduction [Video Online] Available at: <http://www.
youtube.com/watch?v=ShdyWIa_GSk>[Accessed 2 January 2012].
• ignousoms, 2008. Just In Time (JIT), Logistics Systems and Supply Chain Management [Video Online] Available
at: <http://www.youtube.com/watch?v=06YW9MnUTF8>[Accessed 2 January 2012].
Recommended Reading
• Lawrence, J. A. & Pasternack, B.A., 2004. Applied Management Science.2nd ed. Singapore: John Wiley &
Sons. Inc.
• Frazelle, E.H., 2004.Supply Chain Strategy. New York: Tata Mc-Graw Hill Companies, Inc.
• Frazelle, E.H., 2004.World-Class Warehousing and Material Handling. New York: Tata Mc-Graw Hill Companies,
Inc.
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Self Assessment
1. The _________is the sequence of processes through, which product moves from its origin toward the
customer.
a. chain market
b. supply chain
c. pick lines
d. activity profiling
2. ______________ involves assigning a product to more than one storage location.

a. Shared storage
b. Dedicated storage
c. Assigned storage
d. Multiple storage
3. In ____________ each location is reserved for an assigned product and only that product may be stored
there.
a. shared storage
b. dedicated storage
c. assigned storage
d. multiple storage
4. Each storage location in a warehouse is assigned a unique ______________.

a. number
b. identity
c. code
d. address
5. There is _________correlation between popularity and flow.

a. large
b. little
c. no
d. indirect
6. The _______________ is simply a concatenation of all the shopping lists submitted by all the customers during
the preceding year.
a. activity profiling
b. pick lines
c. order history
d. sku data
7. The fluid model will be most accurate downstream, where __________units are moved.
a. smaller
b. bigger
c. slower
d. faster
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8. The most fundamental idea is of the management of two resources: space and __________
a. products
b. quality
c. quantity
d. time
9. Which of the following statements is false?

a. Dedicated storage uses space most efficiently.
b. Order-picking is useful to rank skus by the number of times they were picked during some recent interval.
c. The movement to “just-in-time” logistics is roughly equivalent to reducing the diameter of the pipe.
d. A pick line generates travel to the appropriate storage location and subsequent picking, checking, packing
and shipping the product.
10. Warehouse ___________ is the careful measurement and statistical analysis of warehouse activity.
a. activity profiling
b. pick lines
c. order history
d. sku data
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Chapter III
Warehouse Operations and Benchmarking
Aim
• define warehouse
• explain the warehouse operations
• recognise the types of benchmarking
Objectives
• describe benchmarking
• explain performance measurement
• discuss benchmarking against a community of warehouses
Learning outcome
• elucidate the process of constructing the benchmark warehouse
• explain the ratio-based benchmarking
• describe aggregate benchmarking
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3.1 Introduction to Warehouse Operations
A warehouse reorganises and repackages product. Product typically arrives packaged on a larger scale and leaves
packaged on a smaller scale. In other words, an important function of this warehouse is to break down large
chunks of product and redistribute it in smaller quantities. For example, some skus may arrive from the vendor or
manufacturer in pallet quantities but be shipped out to customers in case quantities; other skus may arrive as cases
but be shipped out as eaches; and some very fast-moving skus may arrive as pallets and be shipped out as eaches.
In such an environment, the downstream warehouse operations are generally more labour-intensive.
This is still truer when product is handled as eaches. In general, the smaller the handling unit, the greater the handling
cost. It can require much labour to move 10,000 boxes of paper clips if each box must be handled separately, as they
may when, for example, stocking retail stores. Much less labour is required to handle those 10,000 boxes if they are
packaged into cases of 48 boxes; and still less labour if those cases are stacked 24 to a pallet.
Even though warehouses can serve quite different ends, most share the same general pattern of material flow.
Essentially, they receive bulk shipments, stage them for quick retrieval; then, in response to customer requests,
retrieve and sort skus, and ship them out to customers. The reorganisation of product takes place through the
following physical processes.
3.2 Benchmarking
A warehouse, like any other enterprise, should constantly measure its performance, compare with others, and plan
to improve. Each of these presents challenges: What to measure? With whom to compare? How to improve?
Generally there is not much to learn by comparing with an ideal because that ideal might not be practical; and,
furthermore, it gives no hints on how to achieve similar performance. It makes more sense to compare a warehouse
with its peers. If a peer is outperforming our warehouse, we can examine its facilities and processes to understand
why and then try to adopt similar practices.
3.3 Performance Measurement

What should you measure to judge the performance of a warehouse or distribution centre? It is not enough to measure
only output because that says nothing about the expense required to generate that output. Instead, we typically
measure performance by a ratio as:
These ratios generally are intended to summarise the following:

• Operating costs, such as warehouse costs as a percentage of sales
• Operating productivity, such as pick-lines, orders, cartons, pallets handled per person-hour
• Response time, measured, for example, as order-cycle time (minutes per order)
• Order accuracy, measured, for example, as fraction of shipments with returns
Many warehouses are managed from a list of measurements, which are referred to as key performance indicators (KPI).
Ideally, a measure of productivity will be unbiased, customer-focused, and consistent with corporate goals. None of
the KPI’s mentioned above fits these criteria perfectly. For example, “total units shipped” is probably inconsistent
with corporate goals because it omits concern for whether the correct items were shipped; furthermore, it is biased
because it depends on total units ordered by the customer and so is not under direct control of the warehouse.
Similarly, “pick-lines per labour hour”, a popular performance indicator, is biased because it depends on the units
being picked: One would expect a higher score if picking cartons instead of pieces. And it is not focused on the
customer. “Order-cycle time” seems more defensible; but “warehousing costs as a percentage of sales” is biased
because it depends on sales and so could be skewed by marketing. In addition, it is not customer-focused.
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3.4 Types of Benchmarking

Benchmarking is the comparison of one warehouse with others. One can try to make the comparison more meaningful
by suitably restricting the community of warehouses to which comparison is made. Benchmarking may be done
internally, on the processes within a single company; or externally, on the same process in other industries; or on
the same process in competitors. There are challenges of diplomacy and information sharing when benchmarking
against other companies, especially competitors.
3.4.1 Ratio-based Benchmarking

In ratio-based benchmarking, it is typical to report a collection of KPI’s for a warehouse. But how do you compare
two such scores? This sounds like a simple question but there can be surprising subtleties. Consider, for example,
the following three warehouses, each of which has been evaluated by three KPI’s. (For simplicity assume the score
for each KPI has been scaled to lie within [0; 1], with 1 being the best possible. This is similar to the scoring scheme
used by Consumer Reports.)
KPI1 KPI2 KPI3

Warehouse A 0.75 0.25 0.50
Warehouse B 0.50 0.75 0.25
Warehouse C 0.25 0.50 0.75
Which of these warehouses is performing “best”? A simple way of comparing them is to count the number of KPI’s
in which each warehouse scores best. Warehouse A beats B in KPI1 and KPI3 but loses to B in KPI2. Because A
beats B in two out of three KPI’s, it is tempting to say that A is performing better warehouse than B. Similarly, B
beats C. But—and here is where the trouble starts—C beats A! Strangely, while it seems to make sense to compare
one warehouse with another in this way, it does not seem to make sense to ask which is the best.
Worse yet, it is possible to imagine a series of warehouse “improvements” that lead nowhere. Suppose, for example,
that we are managing warehouse A. If we observe that warehouse B is more productive, we might reengineer
warehouse A to resemble B. But later we discover that our new warehouse is bested by warehouse C and so we
reengineer again to copy the configuration of C. But this configuration is not as efficient as the original configuration
of warehouse A. It is possible to make more sophisticated methods of aggregating the KPI’s, such as by weighting
the relative importance of each; but all such attempts are capable of paradoxical outcomes. How do we know this?
One can interpret ratio-based benchmarking as a type of election in which each KPI is a voter and each warehouse
is a candidate for most efficient. Deep results in the theory of voting and social choice tell us that there is no voting
scheme that is free of undesirable behaviour.
In summary, the fundamental problem with simple, ratio-based performance indicators is that each represents a
limited and therefore possibly misleading point of view; and there is no wholly satisfactory model or structure to
combine the measures of productivity into some integrated view.
3.4.2 Aggregate Benchmarking

In systems-based benchmarking, we take an aggregate point of view and consider, not single inputs or outputs, but
entire portfolios of inputs and outputs. We want to measure how well we are achieving a portfolio of outputs for a
given portfolio of inputs. Consider these two warehouses:
Labour (hrs x 103) Capital ($M) Annual pick-lines (M)

Warehouse A 100 1:0 1:6
Warehouse B 50 0:5 0:8
Each warehouse uses two inputs, labour and capital, to produce one output, picks (retrievals of product for customers).
(This is a purposefully simplistic view of the inputs and outputs of a warehouse. In a more realistic model we would
itemise the various types of labour, capital, and ways of measuring output; but for now our simple model serves a
pedagogical purpose.)
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Most people would find it plausible to consider warehouses A and B to be equally efficient. Warehouse B produces
only half the output of warehouse A but consumes only half of each input and so they are perfectly proportional.
One seems to be an exact but scaled version of the other. Presumably one could build an exact replica of warehouse
B beside the original and this combined warehouse would be just as efficient as warehouse A.
3.5 Benchmarking Against a Community of Warehouses

Now we come to the heart of the question of benchmarking: How well does the warehouse of concern compare to
a community of warehouses? We will rephrase the question as this: What is the most efficient synthesis of existing
warehouses that can be compared directly with warehouse A? Any candidate must lie along the efficient frontier—that
represents all scaled and blended warehouses that are not dominated by any other. The benchmark warehouse is that
one that consumes inputs in exactly the same proportion as warehouse A and so may be compared directly with it.
3.6 Constructing the Benchmark Warehouse

So how do we find the benchmark warehouse, that one that suggests what might be possible if we could blend the
best ideas of all others? Fortunately, we can use algebra to explore and manipulate the geometrical model. In fact,
for any target warehouse A, we can synthesize a benchmark warehouse, a scaled and blended warehouse that can be
compared directly to A and that most dramatically reveals any weaknesses of A. Furthermore, this direct comparison
will allow us to assign an efficiency score in the range (0; 1] to A.
This evaluation is done by linear programming and here is the formulation that computes the relative efficiency of
warehouse A in comparison to a collection of i = 1; : : : ; n other warehouses, using our simple model of two inputs
and one output. Suppose that warehouse A uses CA be the capital and LA labour to produce output OA. Similarly,
warehouse i uses Ci be the capital and Li labour to produce output Oi. Then the efficiency score of warehouse A may
be determined by solving the following linear program.
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Summary
• A warehouse reorganises and repackages product.
• A warehouse, like any other enterprise, should constantly measure its performance, compare with others, and
plan to improve.
• Many warehouses are managed from a list of measurements, which are referred to as key performance indicators
(KPI).
• Benchmarking is the comparison of one warehouse with others.
• Benchmarking may be done internally, on the processes within a single company; or externally, on the same
process in other industries; or on the same process in competitors.
• In ratio-based benchmarking, it is typical to report a collection of KPI’s for a warehouse.
• In systems-based benchmarking, we take an aggregate point of view and consider, not single inputs or outputs,
but entire portfolios of inputs and outputs.
References
• Damelio, R., 1995. The Basics of Benchmarking, Productivity Press, p.80.
• Bartholdi, J. J. & Hackman, S. T., 2002. Warehousing & Distribution Science [pdf] Available at: <http://
www.emse.fr/~xie/MasterGI/Biblio2011/Bartholdi-HackmanWarehousingBook.pdf> [Accessed 30 December
2011].
• Murray, M., Benchmarking In the Supply Chain [Online] Available at: <http://logistics.about.com/od/
qualityinthesupplychain/a/benchmarking.htm> [Accessed 12 December 2011].
• What is BENCHMARKING? [Video Online] Available at: <http://www.youtube.com/watch?v=R6tJpyaFiQc&
feature=results_video&playnext=1&list=PL0ADA18FE4BB97984> [Accessed 30 December 2011].
• Why Benchmark your Supply Chain? [Video Online] Available at: <http://www.youtube.com/
watch?v=UxkgGUvs5Wc> [Accessed 30 December 2011].
Recommended Reading
• Keehley, P. & Abercrombie, N. N., 2008. Benchmarking in the public and nonprofit sectors, John Wiley &
Sons, p.241.
• Akwetey, L. M., 2011. Business Administration for Students & Managers, Trafford Publishing, p.268.
• Knolmayer, G., Mertens, P. & Zeier, A., 2002. Supply chain management based on SAP systems: order
management in manufacturing companies, Springer, p.244.
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Self Assessment
1. _______typically arrives packaged on a larger scale and leaves packaged on a smaller scale.
a. Product
b. Warehouse
c. Order
d. Shipments
2. Many warehouses are managed from a list of measurements, which are referred to as_____________.
a. key performance indicators
b. performance measurement
c. operating productivity
d. order accuracy
3. A warehouse reorganises and repackages___________.

a. product
b. shipment
c. order
d. cartons
4. A fraction of shipments with returns is an example of _____________.

a. operating costs
b. operating productivity
c. response time
d. order accuracy
5. The pallets handled per person-hour are an example of _______________.

a. operating costs
c. response time
d. order accuracy
6. The order-cycle time is an example of _____________.

a. operating costs
c. response time
d. order accuracy
7. Which of these is a popular performance indicator?

a. Pick-lines per labour hour
b. Warehousing costs as a percentage of sales
c. Pallets handled per person-hour
d. Minutes per order
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a. In general, the larger the handling unit, the greater the handling cost.
b. A warehouse, like any other enterprise, should constantly measure its performance, compare with others,
and plan to improve.
c. Ideally, a measure of productivity will be unbiased, customer-focused, and consistent with corporate
goals.
d. Benchmarking may be done internally, on the processes within a single company; or externally, on the same
process in other industries; or on the same process in competitors.
9. Which of the following statements is true?

a. In systems-based benchmarking, it is typical to report a collection of KPI’s for a warehouse.
b. In ratio-based benchmarking, we take an aggregate point of view and consider not single inputs or outputs,
but entire portfolios of inputs and outputs.
c. The pick-lines per labour minutes are a popular performance indicator.
d. Operating costs may include warehouse costs as a percentage of sales.
10. Match the following.

1. Performance measurement A. Comparison of one warehouse with others
2. Operating productivity B. Reorganises and repackages product
3. Warehouse C. Units of output achieved/ units of input required
4. Benchmarking D. Pick-lines
a. 1-A, 2-D, 3-B, 4-C
b. 1-C, 2-D, 3-B, 4-A
c. 1-B, 2-A, 3-D, 4-C
d. 1-D, 2-B, 3-C, 4-A
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Chapter IV
Supply Chain Management
Aim
• define supply chain and supply chain management
• explain the key parts and flows of supply chain
• elaborate the need of supply chain management
Objectives
• describe the supply chain concept
• explain the decision phases in supply chain management
• elucidate the marketing mix model
Learning outcome
• understand the barriers of supply chain management
• examine the strategies in supply chain management
• describe the supply chain drivers
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4.1 Introduction
The global market faces a fierce competition today. The introduction of products with shorter life cycles and the
heightened expectations of customers have forced business enterprises to invest in, and focus attention on, their
supply chains. This, together with continuing advances in communications and transportation technologies (example,
mobile communication, internet, and overnight delivery), has motivated the continuous evolution of the supply chain
and of the techniques to manage it effectively. Recently, the pressure of the competitive market and new information
technologies has affected the structures of the production systems, calling for:
• Reduction of time to market
• Higher flexibility of the systems
• Drastic reduction of costs
• Extended quality concept
4.2 Supply Chain

A supply chain is a system of organisations, people, technology, activities, information and resources involved
in moving a product or service from supplier to customer. A supply chain is a network of retailers, distributors,
transporters, storage facilities, and suppliers that participate in the production, delivery and sale of a product to the
consumer. These activities are associated with the flow and transformation of goods from the raw materials stage
to the end user, as well as the associated information and funds flows.
Supply chain activities transform natural resources, raw materials and components into a finished product that is
delivered to the end customer. In simple terms, a supply chain is the link between a firm or business and its suppliers
and customers.
Supplier Firm Customer
Fig. 4.1 A conceptual model of a basic supply chain
The supply chain, which is also referred to as the logistics network, consists of suppliers, manufacturing centres,
warehouses, distribution centres, and retail outlets, as well as raw materials, work-in-process inventory, and finished
products that flow between the facilities.
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Suppliers Manufacturers
Warehouses and
distribution centers
Customers
Manufacturing costs
Transportation costs
Material costs Transportation costs
Inventory costs
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7.5 Logistics and Systems Analysis

The logistics and system analysis include:
Optimisation in supply chain
It is the application of processes and tools to ensure the optimal operation of a manufacturing and distribution
supply chain. This includes the optimal placement of inventory within the supply chain, minimising operating costs
(including manufacturing costs, transportation costs, and distribution costs). The logistics and system analysis is
done in terms of cost and optimality.
Cost perspective
The most efficient systems are not always comprised of each system component operating at its lowest possible
cost. The critical concern is to have the entire system operating at its lowest total cost.
Level of optimality
Logistics systems must work in harmony with marketing, finance, production, and so on This may result in sub-
optimal logistics performance.
7.6 Techniques of Logistics System Analysis

There are two techniques of total cost analysis for logistics systems.
Short-run/static analysis
The costs associated with various interrelated logistics activities such as transportation, warehousing, inventory,
materials handling, and industrial packaging are calculated. This cost information for each system is developed and
the one with the lowest overall cost within the constraints of the company’s logistics area is found out. This method
is also referred to as static analysis since it analyses costs associated with a logistics system’s various components
at one point in time or at one output level. This can be illustrated with the help of an example. ABC is a firm which
uses first method in which all rail routes from the manufacturing plant and the associated plant warehouse to the
customers.
At the plant warehouse, the chemicals are bagged and then shipped by rail to the customer. In another method, ABC
uses the market oriented warehouse in which the goods would be shipped from the plant to the market warehouse
and then packaged and sent to the customer. Thus, instead of shipping all goods by rail, the company would ship
them by barge to the warehouse, taking advantage of low bulk rates. Then, after bagging, the chemicals would move
by rail from the warehouse for shipping to the customer. Thus, the technique chooses the short run situation and
selects the system with the lowest overall cost.
Plant Logistics Costs* System 1 System 2
Packaging $ 500 $0
Storage and handling 150 50
Inventory carrying 50 25
Administrative 75 25
Fixed cost 4,200 2,400
Transportation Costs*
To market warehouse 0 150
To customer 800 100
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Warehouse Costs*
Packaging 0 500
Administrative 0 75
Fixed cost 0 2,400
Total cost* $ 5,775 $5,950
*In thousands of dollars.
Table 7.3 Static analysis of C & B chemical company (50,000 pounds of output)
(Source: http://www.swlearning.com/quant/coyle/seventh_edition/powerpoint/ch02.ppt)
Long-run/dynamic analysis
This is a mathematical method to calculate the point of equality between the two systems. For example, suppose
there are two systems1 and 2, equal at about 70,500 pounds of output. If a graph is used to determine the equality
point, the accuracy is difficult. The equation for a straight line (y = a + bx) is considered in mathematical solution,
where
• “a” = fixed costs
• “b” = variable cost per unit
• “ x”= output level
Since, the two systems are equal at some point, the two equations are set up as equal and the cost information is
used to solve these equations. Known is the fact that at approximately 70,500 pounds, the two systems are equal,
and a point of indifference is seen between the two systems.
System 1
If, Total cost = fixed cost + variable cost/unit × number of units
Then, y = 4,200 + 0.0315x ------ equation 1
System 2
y = 4,800 + 0.0230x ----------equation 2
Trade-off point
4,800 + 0.0230x = 4,200 + 0.0315x (equation 1 = equation 2)
600 = 0.0085x
x = 70,588 pounds
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7.7 Factors Affecting the Cost and Importance of Logistics

The factors affecting the cost and importance of logistics are:
• Competition via customer service is an important factor affecting logistics.
The shorter the order cycle, less inventory is required.
Units of inventory
Order cycle (days)
Fig. 7.8 Relationship between required inventory and order cycle length
• The more substitutable product, the higher customer service level is required.
• Increase in inventory, reduces cost of lost sales.
TC
INV
Logistics cost
COLS
Flow
TC = Total cost
INV = Inventory cost
COLS = Cost of lost sales
Fig. 7.9 Relationship of the cost of lost sales to inventory cost

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Increased transportation costs, reduces cost of lost sales.
The final product also affects the logistics.
As the dollar value goes up, cost of warehousing, transportation and inventory increases.
Inv
Tr
Logistics cost
Pkg
Dollar value of product

Flow
Inv = Inventory cost (including storage)
Tr = Transportation cost
Pkg = Packaging cost
Fig. 7.10 Relationship of product dollar value to various logistics costs

The higher the density, there is more efficient use of warehouse and transportation space.If the risk of damage is
greater, the transportation and warehousing cost is higher. Special handling requirements, spatial relationships and
distance are other factors affecting the cost and importance of logistics.
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Summary
• Effective logistics system contributes immensely to the achievements of the business and marketing objectives
of a firm.
• An efficient system of physical distribution/logistics has a great potential for improving customer service and
reducing costs.
• The macro dimension of logistics are categorised as value added role and economic impacts.
• On markets the consumers usually “pulls” the goods or information they demand for their needs, while the
offers or suppliers “pushes” them toward the consumers.
• The logistics interfaces with marketing include the price, product, promotion, place and customer services.
• Static analysis method analyses costs associated with a logistics system’s various components at one point in
time or at one output level.
• Some companies have reverse flows on the outbound side of their logistics systems.
• Companies that produce computers, telephone equipment, and copy machines have these characteristics. Increased
concern with the environment will require more companies to develop reverse logistics systems to dispose off
packaging materials on used products, for example, returnable products.
• Optimisation in supply chain is the application of processes and tools to ensure the optimal operation of a
manufacturing and distribution supply chain. This includes the optimal placement of inventory within the
supply chain, minimising operating costs (including manufacturing costs, transportation costs, and distribution
costs).
• The higher the density, there is more efficient use of warehouse and transportation space. If the risk of damage
is greater, the transportation and warehousing cost is higher.
• Special handling requirements, spatial relationships and distance are other factors affecting the cost and
importance of logistics.
References
• Conrad A., Dimensions of Logistics [Online] Available at: <http://www.personal.psu.edu/faculty/a/c/acc10/
CHAP02.ppt [Accessed 3 January 2012].
• Dimensions of Logistics [Online] Available at: <http://www.scribd.com/doc/7918106/Dimensions-of-Logistics>
• Supply Chain Strategies & e-Business Supply Chain [Online] Available at: <http://info.cba.ksu.edu/ehie/
faculty%20site%20templates/mangt%20662/sc-strategy&e-scm.ppt> [Accessed 14 March 2011].
• Supply chain [Online]. Available at: <http://pradipsuryavanshi.blogspot.com/> [Accessed 3 January 2012].
• Logistics [Online] Available at: <http://www.stat.mq.edu.au/Stats_docs/stat321/Wk9Handout.pdf> [Accessed
3 January 2012].
• Strategic Supply Planning - Part 1.avi [Video Online] Available at: <http://www.youtube.com/
watch?v=q7QLHHPGa2c> [Accessed 3 January 2012].
watch?v=PakkhFiKW-Q> [Accessed 3 January 2012].
• Coyle J. J., & Langley J.C., 2008. Supply chain management: a logistics perspective, 8th ed., Cengage Learning,
pp.47-65.
• Mentzer J. T., 2001. Supply chain management, Sage Publications, 2nd ed., p.512.
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Recommended Reading
• Christopher M., 2011. Logistics and Supply Chain Management, FT Press, 4th ed., p.288.
• Donald C. & Waters J., 2003. Logistics: an introduction to supply chain management, Palgrave Macmillan,
p.354.
• Rushton A., Croucher P., Baker P., 2006. The handbook of logistics and distribution management, Kogan Page
Publishers, 3rd ed., p.612.
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Self Assessment
1. __________in supply chain is the application of processes and tools to ensure the optimal operation of a
manufacturing and distribution supply chain.
a. Optimisation
b. Forecasting
c. Collaboration
d. Planning
2. In _______, companies receive supplies from various vendors in different locations and ship to various customers
in different locations.
a. heavy inbound
b. balanced system
c. heavy outbound
d. reverse systems
3. To make it easier to study cost trade-offs between the centres, logistics activities are treated as _______.
a. distribution centres
b. links
c. cost-centres
d. nodes
4. Which are the spatial points in logistics system?

a. Links
b. Stocks
c. Nodes
d. Channels
5. ______ involves predicting inventory necessary to fulfill customer demand.

a. Forecasting
b. Planning
c. Collaboration
d. Order fulfilment
6. Which of these is not a factor of customer service?

a. Time
b. Promotion
c. Dependability
d. Communications

a. The logistics activities include transportation, warehousing, inventory, materials handling, and industrial
packaging.
b. Order fulfilment in supply chain is the application of processes and tools to ensure the optimal operation of
a manufacturing and distribution supply chain.
c. The most efficient systems are not always comprised of each system component operating at its lowest
possible cost.
d. Logistics systems must work in harmony with marketing, finance, production, etc.
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a. The logistics interfaces with marketing also refers to the distribution channels decisions (example, sell
through wholesalers or direct to retailers).
b. The promotion campaigns need to be coordinated with logistics staff.
c. The logistics costs should never be included in the product price.
d. Industrial packaging is done because of product protection and security.
9. Logistics represents about _______ of gross domestic product.

a. 10%
b. 90%
c. 2%
d. 19%
10. The extent of market can be determined by_____.

a. production costs
b. logistics
c. stock-outs
d. demand
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Chapter VIII
Demand Management and Customer Service
Aim
• define demand management
• explain the importance of customer service in competitive market
• discuss the concept of collaborative planning, forecasting and replenishment
Objectives
• describe the concept of forecasting error
• explain the forecasts that may be needed in demand management
• state different steps in demand management
Learning outcome
• understand the supply and demand relationship
• explain different channels of distribution of goods
• describe the effective demand management
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8.1 Introduction
A market is a group of buyers and sellers of a particular product or service. Supply and demand is the most useful
model for a competitive market, and shows how buyers and sellers interact in market. Whatever be the reasons, one
element that is always present is price. If the price is too low, sellers will not sell. If the price is too high, buyers
will not buy. Prices play a crucial role in our economic system. Demand management activities in any global supply
chain consist of three activities: demand management, demand planning, and sales forecasting management. The
Law of Demand states that “Quantity demanded varies inversely with (in the opposite direction to) changes in price”.
Thus, buyers will purchase more of an item at a lower price and less at a higher price.
8.2 Outbound to Customer Logistics Systems

To increase levels of customer service, significant emphasis is placed on outbound-to-customer logistics systems.
These systems refer to the set of processes, systems and capabilities that enhance the firm’s ability to serve its
customers. This involves the study of physical distribution, logistics and supply chain management.
8.3 Supply and Demand Relationship

Demand refers to how much (quantity) of a product or service is desired by buyers. The quantity demanded is
the amount of a product, people are willing to buy at a certain price; the relationship between price and quantity
demanded is known as the demand relationship.
Supply represents how much the market can offer. The quantity supplied refers to the amount of a certain good,
the producers are willing to supply when receiving a certain price. The correlation between price and how much
of a good or service is supplied to the market is known as the supply relationship. Price, therefore, is a reflection
of supply and demand.
The determinants of supply are:

• Production costs
• The technology used in production
• The price of related goods
• Firm’s expectations about future prices
• Number of suppliers
The determinants of demand are:

• Income
• Tastes and preferences
• Prices of related goods and services
• Buyer’s expectations about future prices
• Number of buyers
• Supply and demand determines price in a market
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Income Product cost

Price Technology
Acceptability Price
Buyer’ expectations No. of suppliers
No. of buyers
Demand Supply
Fig. 8.1 Supply and demand balance

(Source: http://www.therealestatefoundation.com/real-estate-investment-economics/low-prices-and-high-
housing-inventory-profit-potential-or-losing-proposition/)
In a competitive market, the unit price for a particular good varies until it settles at a point where the quantity
demanded by consumers (at current price) will equal the quantity supplied by producers (at current price), resulting
in an economic equilibrium of price and quantity.
The four basic laws of supply and demand are:

• If demand increases and supply remains unchanged, then it leads to higher equilibrium price and quantity.
• If demand decreases and supply remains unchanged, then it leads to lower equilibrium price and quantity.
• If supply increases and demand remains unchanged, then it leads to lower equilibrium price and higher
quantity.
• If supply decreases and demand remains unchanged, then it leads to higher price and lower quantity.
8.4 Graphical Representation of Supply and Demand Relationship

The supply-demand model represents the determination of the price of a particular good and the quantity of that
good which is traded. The standard graphical representation, usually credited to Alfred Marshall, has price on the
vertical axis and quantity on the horizontal axis.
When supply and demand are equal (that is, when the supply function and demand function intersect) the economy
is said to be at equilibrium. At this point of equilibrium, the allocation of goods is at its most efficient because
the amount of goods being supplied is exactly the same as the amount of goods being demanded. Thus, everyone
(individuals, firms, or countries) is satisfied with the current economic condition. At the given price, suppliers are
selling all the goods that they have produced and consumers are getting all the goods that they are demanding.
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Price ($)
Supply
(s)
Equilibrium
P*
Demand
(D)
Q* Quantity
Fig. 8.2 Supply and demand equilibrium

(Source: http://www.investopedia.com/university/economics/economics3.asp)
Changes in supply and demand can be short run or long run in nature. Weather tends to influence market prices
generally in the short run. Changes in consumer preferences can have either a short run or long run effect on prices
depending upon the goods or services. They are categorised based on importance of product that is, luxuries or
necessities. A luxury good may enjoy a short term shift in demand due to changing styles or appeal while necessities
tend to have stable or long run demand curves.
Another major factor influencing market prices is technology. A major effect of technology in agriculture is to shift
out the supply curve rapidly by reducing the costs of production on a per unit basis. Here is an example to illustrate
the law of supply and demand. For a particular Saturday night, the willingness of particular restaurants to supply
a nice dinner for two and the willingness of couples to dine out is observed, depending on the price of the dinner.
There are five restaurants, each with a seating capacity of 30 couples. One restaurant is willing to supply a nice
dinner for $15 a couple, but the others require higher prices. If the price were $15, everyone would show up at the
one restaurant, so that it would have a very long line. Only 30 lucky couples would get to eat. There are 250 couples
willing to go out for dinner, if the price were as low as $12 a couple. Twenty couples would be willing to pay as
much as $80, but everyone else requires lower prices. Here is the whole picture.
Supply offered by
Price of Dinner for Two Demand from Consumers
Restaurants
$12 0 250
$15 $30 200
$25 $60 140
$35 $60 60
$45 $90 50
$65 $120 40
$80 $150 20
Table 8.1 Demand fluctuations based on price and supply
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The price P of a product is determined by a balance between production at each price (supply S) and the desires of
those with purchasing power at each price (demand D). The diagram shows a positive shift in demand from D1 to
D2, resulting in an increase in price (P) and quantity sold (Q) of the product.
P
D1 D2 S
P2
P1
Q1 Q2 Q
Fig. 8.3 Shift in demand

(Source: http://sustainabilitynz.blogspot.com/2009/05/economicssupply-and-demand.html)
8.5 Demand Management

Demand management is the supply chain management process that balances the customer’s requirements with
the capabilities of the supply chain. Managing supply with demand factors are essential using the right process,
forecasting and executing the plan with minimal disruptions. It includes synchronising supply and demand, increasing
flexibility and reducing variability.
Demand chain management is the management of upstream and downstream relationships between suppliers and
customers to deliver the best value to the customer at the least cost to the demand chain as a whole. The organisation’s
supply chain processes are managed to deliver best value according to the demand of the customers. Successful
demand management requires not only to provide more customer services, but also to provide:
• Effective service outcomes to meet identified community needs
• Assess if this need is changing
• To respond appropriately and within the available resources
Demand management is a key element of reform in the resource planning and management process. Demand can
be managed in a variety of ways:
• Reduction in need for the service. For example, actions to raise awareness of the benefits of pregnant women
taking foliate will reduce the need for medical and social support for children with neural tube defects.
• Alteration of ways to meet the needs to reduce pressure on available resources. For example, trialling different
accommodation alternatives to reduce the demand for individual accommodation units.
• Education and awareness of consumers to limit consumption. For example, educating water users to save water
during droughts has led to significant reduction in demand.
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• Mechanisms of pricing. For example, charging consumers a truer price for water encourages more responsible
use and may reduce the demand.
• Service delivery levels revision. For example, the threshold at which benefits become available or the level at
which benefits are provided will be changed.
• Imposing legal penalty. For example, fines can be imposed for use of fixed sprinklers during the evening to
reduce demand for additional reservoir pumping capacity.
8.5.1 The Demand Management Process

Demand management involves a number of key steps within the characteristic phases of any strategic management
process which are, preparation, analysis, planning and implementation. The preparation phase involves gaining a
proper understanding of your clients together with establishing the true costs of providing service. This provides
the basic information for the analysis and planning phase in which the demand is clearly identified and a response
to its management formulated.
In the implementation phase, a plan is prepared documenting the process stages including procedures for
implementation, monitoring and evaluation of the defined Demand Management response. The benefits of demand
management can be summarised as improving value for money spent on services through:
• More efficient allocation of resources to programs and projects of greatest need
• Reduced waste and misuse of resources by reducing the provision of unnecessary services by communicating
(through charges, education or other means) the true cost of the service
• Deferred capital and recurrent expenditures by reducing excessive consumption
• Greater client participation and control over the cost of the service
For example, the Sydney harbour tunnel has reduced traffic delays and travel times. It has also provided the
opportunity to dedicate one lane of the Harbour Bridge for buses. In the long term, the resulting shorter bus travel
times will encourage public transport reducing the demand for further car crossings.
Know your Establish the Identify Develop Implement &

clients true costs Demand response evaluate
Client attitudes Direct costs Needs/Wants Identify appropriate Effect schedules,

strategies management
Client response to Indirect costs Services/Access measures or Plan
service charges Develop strategies
Factors influencing into actions Monitor
Effect on Client demand
expenditure Evaluate options Review & evaluate
Special/temporal
Client response to demand patterns Select preferred
incentives options
Demand depth/
strength
Fig. 8.4 Demand management process

(Source: http://www.treasury.nsw.gov.au/__data/assets/pdf_file/0003/5097/demand_management.pdf)
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8.6 Demand Forecasting

Forecasting the future is a critical element of management decision making. The final effectiveness of any decision
depends upon the consequence of events following this decision. Demand forecasting is the area of predictive
analytics dedicated to understanding consumer demand for goods or services.
If the suppliers know how demand will fluctuate, they can keep the right amount of stock on hand. There can be
two consequences. If demand is underestimated, sales can be lost due to the lack of supply of goods. If demand is
overestimated, the supplier is left with a surplus that can also be a financial drain. Demand forecasting involves
techniques including both informal methods, such as educated guesses, and quantitative methods, such as the use of
historical sales data or current data from test markets. Demand forecasting may be used in making pricing decisions,
in assessing future capacity requirements, or in making decisions on whether to enter a new market.
Necessity for forecasting demand

The need for demand forecast is due to stock and market response effects.
Stock effects
Stock effects are those effects that inventory levels have on sales. Stock-outs are the extreme cases where the demand
coming into store is not converted to sales due to a lack of availability. Demand is also untapped when sales for an
item are decreased due to a poor display location, or because the desired sizes are no longer available. For example,
in fashion retailing, once the stock level of a particular sweater falls to the point where standard sizes are no longer
available, sales of that item are diminished.
Market response effect

Market response effects are those effects of market events that are within and beyond a retailer’s control. Demand
for an item will likely rise if a competitor increases the price or if the item is promoted regularly. The resulting sales
a change in demand as a result of consumers responding to stimuli that potentially drive additional sales. These
forces need to be factored into planning and managed within the demand forecast.
8.7 Demand Planning

Demand planning improves the accuracy of forecasts. The goal of demand planning is to improve production
scheduling or inventory stocks, where each party in the supply chain does some processing on the demand signal.
A demand plan starts with a statistical forecast and adds intelligence through consensus management of the demand
information process to develop an accurate demand forecast.
8.8 Demand Forecasting Error

Forecasting error is defined by The Association for Operations Management (APICS) as “the difference between
actual and forecast demand, stated as an absolute value or as a percentage.” Forecast error is a point of reference of
the variance between demand that was projected and actual demand that subsequently occurred.
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Forecast Demand
Volume
Forecast Error
Actual Demand
Time
Fig. 8.5 Demand forecasting error

(Source: http://www.sdcexec.com/web/online/Demand-Management-Trends/Forecast-Fit-vs-Forecast-Error--
Clarifying-the-Concepts--Understanding-the-Value/22$9933)
8.9 CPFR
Collaborative Planning, Forecasting and Replenishment (CPFR) is a concept that aims to enhance supply chain
integration by supporting and assisting joint practices. CPFR was launched in 1995 by Wal-Mart with the
pharmaceutical group Warner Lambert. It seeks cooperative management of inventory through joint visibility and
replenishment of products throughout the supply chain. Planning and satisfying customer demands occur through
a supportive system of shared information between suppliers and retailers. Continuous updating of inventory and
upcoming requirements is possible, making the end-to-end supply chain process more efficient.
The CPFR process is divided into four steps:

• Strategy and planning: The ground rules for the collaborative relationship are established. Collaboration
arrangement is the process of setting the business goals for the relationship, defining the scope of collaboration
and assigning roles, responsibilities, checkpoints and growth procedures. The joint business plan identifies the
significant events that affect supply and demand in the planning period, such as promotions, inventory policy
changes, store openings or closings, and product introductions.
• Demand and supply management: Sales forecasting projects consumer demand at the point of sale. Order
planning or forecasting determines future product ordering and delivery requirements based upon the sales
forecast, inventory positions and transit lead times.
• Execution: Order generation includes transitions forecasts to firm demand. Order fulfilment is the process
of producing, shipping, delivering, and stocking products for consumer purchase. The sales transactions are
recorded and payments are made.
• Analysis: Monitor planning and execution activities for exception conditions that is exceptions management.
Aggregate results are calculated. The active monitoring of planning and operations and performance assessment
are the tasks included. For continuously improved results, plans are analysed.
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Collaboration agreement
Collaborative planning
Joint Business Plan
Sales Forecast
Collaborative forecasting
Exceptions identification and resolution
Orders Forecasts
Collaborative replenishment
Orders Management
Fig. 8.6 Collaborative planning, forecasting and replenishment process

(Source: http://www.free-logistics.com/index.php/Spec-Sheets/Forecasts-Supply-and-Inventory/CPFR-
Collaborative-Planning-Forecasting-and-Replenishment.html)
8.10 Customer Service

Customer service is the provision of service to customers before, during and after a purchase. According to Turban
et al. (2002), “Customer service is a series of activities designed to enhance the level of customer satisfaction, that
is, the feeling that a product or service has met the customer expectation.”
Customer service is an integral part of a company’s customer value proposition. Good customer service is the
lifeblood of any business. It can bring back the customers. The importance of customer service varies by product,
industry and customer. Customer service can be illustrated with the help of an example, such as defective or broken
products can be exchanged, often only with a receipt and within a specified time frame. Retail stores often have
a desk or counters devoted to dealing with returns, exchanges and complaints, or perform related functions at the
point of sale.
Customer service plays an important role to generate income and revenue of an organisation. A customer service
experience can change the entire perception a customer has of the organisation. Customer relationship management
(CRM) is a widely-implemented strategy for managing a company’s interactions with customers, clients and sales
prospects. It involves using technology to organise, automate, and synchronise business processes such as sales
activities, marketing, customer service and technical support. The overall goals are to:
• Find, attract and win new clients
• Take care and retain those clients that the company already has
• Persuade former clients back
• Reduce the costs of marketing and client service
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Thus, the use of a CRM system grants several advantages to a company:
• Quality and efficiency
• Decreased costs
• Decision support
• Enterprise agility
The high-quality customer service in the help desk is provided which requires much more than just technical
troubleshooting skills. Employees must have excellent listening and communication skills, telephone skills, writing
skills and they must be able to solve and prevent problems in the help desk. They should have the ability to handle
difficult customers and minimise stress during the workday besides increasing the level of customer service they
provide. These soft skills are often more important in ensuring a high level of customer satisfaction.
Research
Growth
Innovation
Customer Strategy
Vision Teamwork
Marketing
Fig. 8.7 Customer service strategy

(Source: http://www.nlighten.co.za/customer-service-strategy/)
8.11 Cost of Stock-Outs

Stock-out is a situation where the demand or requirement for an item cannot be fulfilled from the current (on hand)
inventory. Stock-out costs are the costs associated with being unable to draw on a stock of raw material, work-in-
progress or finished goods inventory (loss of sales, profits and goodwill, production dislocation). The cost of a stock
out is a critical to the implementation of any retail inventory model. Unless these costs are known, retailers cannot
balance the costs (and risk) of holding inventory with the inevitable profits when an item is out of stock.
8.12 Channels of Distribution

Product distribution is one of the four elements of the marketing mix. Distribution in supply chain management
refers to the distribution of goods from one business to another. It can be factory to supplier, supplier to retailer, or
retailer to end customer. Distribution channel is the path through which the goods and services flow in a direction.
Each of the intermediaries is passing the product down the chain to the next. organisation, before it finally reaches
the consumer or end-user. Each of the elements in these distribution chains will have their own specific needs, which
the producer must take into account, along with those of the all-important end-user.
A distribution channel can be as short as being direct from the vendor to the consumer or may include several inter-
connected (usually independent but mutually dependent) intermediaries such as wholesalers, distributors, agents,
retailers. Each intermediary receives the item at one pricing point and moves it to the next higher pricing point until
it reaches the final buyer.
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Manufacturer
Wholesaler
Retailer
Consumer
Fig. 8.8 Channels of distribution

(Source: http://www.mbaknol.com/marketing-management/concept-of-distribution-channels-in-marketing/)
Therefore, the channel serves to bridge the gap between the point of production and the point of consumption thereby
creating time, place and possession utilities. A channel of distribution consists of three types of flows:
• Downward flow of goods from producers to consumers
• Upward flow of cash payments for goods from consumers to producers
• Flow of marketing information in both downward and upward direction i.e.,
Flow of information on new products, new uses of existing products, etc from producers to consumers
Flow of information in the form of feedback on the wants, suggestions, complaints, etc. From consumers
to producers
Agent Retailer
Consumer Consumer
Wholesaler
Fig. 8.9 Distribution network

(Source: http://www.nios.ac.in/Secbuscour/20.pdf)
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Summary
• The Law of Demand states that “Quantity demanded varies inversely with (in the opposite direction to) changes
in price”. Thus, buyers will purchase more of an item at a lower price and less at a higher price.
• Demand refers to how much (quantity) of a product or service is desired by buyers. The quantity demanded is
• Demand management is the supply chain management process that balances the customers’ requirements with
the capabilities of the supply chain.
• Managing supply with demand factors are essential using the right process, forecasting and executing the plan
with minimal disruptions. It includes synchronising supply and demand, increasing flexibility and reducing
variability.
• Demand chain management is the management of upstream and downstream relationships between suppliers
and customers to deliver the best value to the customer at the least cost to the demand chain as a whole.
• In a competitive market, the unit price for a particular good varies until it settles at a point where the quantity
demanded by consumers (at current price) will equal the quantity supplied by producers (at current price),
resulting in an economic equilibrium of price and quantity.
• Demand for an item will likely rise if a competitor increases the price or if the item is promoted regularly. The
resulting sales a change in demand as a result of consumers responding to stimuli that potentially drive additional
sales. These forces need to be factored into planning and managed within the demand forecast.
• Demand forecasting is the area of predictive analytics dedicated to understanding consumer demand for goods
or services.
• A distribution channel can be as short as being direct from the vendor to the consumer or may include several
inter-connected (usually independent but mutually dependent) intermediaries such as wholesalers, distributors,
agents, retailers.
References
• Economics Basics: Demand and Supply [Online] Available at: <http://www.investopedia.com/university/
economics/economics3.asp> [Accessed 2 January 2012].
• How Supply and Demand Determine Commodities Market Prices [Online] Available at: <http://futures.
tradingcharts.com/learning/supply_and_demand.html> [Accessed 2 January 2012].
• Demand Management Guideline [Online] Available at: <http://www.treasury.nsw.gov.au/__data/assets/pdf_
file/0003/5097/demand_management.pdf> [Accessed 2 January 2012].
• Lambert, D. M., 2008. Supply chain management: processes, partnerships, performance, Supply Chain
Management Inst, p.431.
• Sharma, R. K., 2009. Demand Management: Supply Constraints and Inflation, Global India Publications,
p.306.
• IsleBeeBach, 2009. CSU: ITIL v3 Demand Management Objective [Video Online] Available at: <http://www.
youtube.com/watch?v=dLiuzXHtqhE> [Accessed 2 January 2012].
• aiesecinternational, 2009. Supply and Demand Management [Video Online] Available at: <http://www.youtube.
com/watch?v=Pwf_kfOACUU> [Accessed 2 January 2012].
Recommended Reading
• Crum, C. & Palmatier G. E., 2003. Demand management best practices: process, principles, and collaboration,
Integrated business management series, J. Ross Publishing, ISBN 1932159010, p.239.
• Mentzer, J. T. & Moon, M. A., 2005. Sales forecasting management: a demand management approach, SAGE
publications, 2nd ed., p.347.
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Self Assessment
1. The law of demand states that “Quantity demanded varies inversely with (in the opposite direction to) changes
in ______.
a. price
b. quality
c. supply
d. income
2. Which of these is not the determinant of demand?

a. Income
b. Tastes and preferences
c. Prices of related goods and services
d. Production costs
3. Which of these is not the determinant of supply?

a. The price of related goods
b. Firm’s expectations about future prices
c. Income
d. Number of suppliers

a. If demand increases and supply remains unchanged, then it leads to higher equilibrium price and quantity.
b. If demand decreases and supply changes, then it leads to lower equilibrium price and quantity.
c. If supply increases and demand remains unchanged, then it leads to lower equilibrium price and higher
quantity.
d. If supply decreases and demand remains unchanged, then it leads to higher price and lower quantity.
5. The standard graphical representation, usually credited to________, has price on the vertical axis and quantity
on the horizontal axis.
a. Ling Li
b. John T. Mentzer
c. Alfred Marshall
d. C. Crum
6. A channel of distribution consists of _______ types of flows.

a. two
b. three
c. four
d. six
7. _______is a situation where the demand cannot be fulfilled from the current (on hand) inventory.
a. Stock-out
b. Collaboration
c. Stock costs
d. Forecasting error
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8. Which
of these play an important role to generate income and revenue of an organisation?
a. Demand management
b. Revenue management
c. Demand forecasting
d. Customer service
9. ________ includes transitions forecasts to firm demand.

a. Order fulfilment
b. Order generation
c. Demand planning
d. Joint business plan
10. Who launched CPFR in 1995?

a. APICS
b. Hewlett-Packard
c. Wal-Mart
d. Procter & Gamble
127/JNU OLE
Case Study I
Port Centric warehousing strategy for a Leading Indian Logistics Service Provider
We created a port centric warehousing strategy to position our client a leading player in end-to-end 3PL space
and achieve a revenue target of INR500 crores in 5 years from warehousing. The estimated payback period on the
investment is 4.5 years.
Background
• The client is leading freight forwarding and contract logistics service provider in India.
• They have industry level expertise in Freight forwarding, project logistics and customs clearance.
Business Scenario
• The client is looking to become a globally renowned end-to-end logistics service provider and supply chain
partner.
• The client wants to invest in value added port centric warehousing, which complements its existing freight
forwarding business, and which is also an important component of its end-to-end value proposition.
• A strong India growth rate has also created unforeseen opportunity in port centric warehousing that needs to
be addressed.
Our Solution
• We adopted a systematic and methodical approach to address the opportunity
Customer Need Identification,
Industry Opportunity identification,
Current state of the market,
Competition Landscape,
Aqua’s positioning and value proposition 6. Investment and ROI assessment
• A detailed warehousing locational strategy, target industries and services and rollout plan was created.
Benefits
• Value based warehousing strategy defined, and implementation plan was created.
• ROI assessment helped in justification of business and investment plan - 10 year NPV of 496 crore, Payback
Period of 4.5 year.
(Source: Aqua MCG, Case studies: Port Centric warehousing strategy for a Leading Indian Logistics Service
Provide [Online] Available at: <http://www.aquamcg.com/DesktopModules/ListingOfEvents/UploadFile/
warehousing-strategy-for-Indian-Logistics-Service-Provider.PDF>. [Accessed 2 January 2012].)
Questions
1. What is the future plans of the client of the company mentioned in the above case study?
Answer
The client is looking to become a globally renowned end-to-end logistics service provider and supply chain
partner.
The client wants to invest in value added port centric warehousing, which complements its existing freight
A strong India growth rate has also created unforeseen opportunity in port centric warehousing that needs to
be addressed.
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2. For fulfilling the future plans of the clients, what is the solution provides?
Answer
We adopted a systematic and methodical approach to address the opportunity
• Customer Need Identification,
• Industry Opportunity identification,
• Current state of the market,
• Competition Landscape,
• Aqua’s positioning and value proposition 6. Investment and ROI assessment
A detailed warehousing locational strategy, target industries and services and rollout plan was created.
3. What is the background of the client mentioned in the above case study?
Answer
The client is leading freight forwarding and contract logistics service provider in India.
They have industry level expertise in Freight forwarding, project logistics and customs clearance.
129/JNU OLE
Case Study II
McDonald’s Food Chain
McDonald’s is a fast food chain with restaurants all over the world. It serves burgers and other fast food. It remains
consistent in terms of cost and quality of burgers. To meet such high standards, it was essential to have an excellent
supply chain management system.
McDonald’s was started as a drive-in restaurant by two brothers, Richard and Maurice McDonald in California, US
in the year 1937. The business, which was generating $200,000 per annum in the 1940s, got a further boost with
the emergence of a revolutionary concept called ‘self-service.’ Prices were kept low. Speed, service and cleanliness
became the critical success factors of the business. By mid-1950s, the restaurant’s revenues had reached $350,000.
As a result, franchisees started showing interest. However, the franchising system failed because the McDonald
brothers observed very transparent business practices. As a consequence, imitators copied their business practices
and emerged as competitors.
In 1996, when McDonald’s entered India, Mumbai-based Radhakrishna Foodland Private Limited (RFPL) was
chosen as a distribution agent who would act as a hub for all its vendors. RFPL stored the products in controlled
conditions in Mumbai and New Delhi and supplied them to McDonald’s outlets on a daily basis. By transporting the
semi-finished products at a particular temperature, the cold chain ensured freshness and adequate moisture content of
the food. The specially designed trucks maintained the temperature in the storage chamber throughout the journey.
From its experience in other countries, McDonald’s was aware that supply chain management was undoubtedly the
most important factor for running its restaurants successfully.
In India as in other parts of the world, McDonald’s had a very well orchestrated supply chain, called the ‘cold
chain’. Around the world (including India), approx. 85% of McDonald’s restaurants were owned and operated
by independent franchisees. Yet, McDonald’s was able to run by outsourcing nine different ingredients used in
making a burger from over 35 suppliers spread all over India through a massive value chain. McDonald’s sourced
its ingredients from all parts of India. For example, the iceberg lettuce was specially developed for India using a
new culture farming technique.
Thus, US-based fast food giant, McDonald’s success in India had been built on four pillars: limited menu, fresh
food, fast service and affordable price. Intense competition and demands for a wider menu drive-through and sit-
down meals - encouraged the fast food giant to customise product variety without hampering the efficacy of its
supply chain.
(Source: Jaipur Institute of Management, Lucknow., 2010. McDonalds: Supply Chain Management [Online]
Available at: <http://www.scribd.com/doc/28339073/mc-donalds-supply-chain-management> [Accessed 2nd
January 2012].)
Questions
1. What business strategies were used in McDonald’s food supply chain?
2. What was the role of outsourcing in SCM?
3. How McDonald’s continues to be the fast food giant?
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Case Study III
Dell’s Direct Selling Model
US based computer hardware manufacturer Dell Inc. (Dell) aims to integrate its supply chain and achieve higher
efficiency and quality. It is a leading direct computer systems manufacturing company. Earlier, all Dell’s factories had
been managed regionally, and procurement functioned as a separate division. Dell had been the top PC manufacturer
till the second quarter of 2006. But in the third quarter of 2006, HP overtook Dell for worldwide PC shipments.
To rank first among PC manufacturers, Dell used direct selling method. The Dell’s direct selling model had the
idea of selling computers directly to the consumer eliminating the need for middlemen and distributors. Dell sold
its computer systems directly to end customers, bypassing distributors and retailers (resellers). Thus, Dell’s supply
chain consisted of only three stages: the suppliers, the manufacturer (Dell), and end users.
By selling PCs directly to the consumers, the company was better able to understand the needs of its customers. Its
direct contact with customers allowed it to identify market segments, analyse the requirements and profitability of
each segment and develop more accurate demand forecasts. . The company’s procurement decisions were based on
four criteria - quality, cost, delivery and technology.
The first computer Turbo PC was introduced in 1985. The launch was advertised in computer magazines and sold
directly to customers. Dell also began employing computer literate sales personnel to guide consumers in their
choice of systems. Each system was assembled according to the preferences of the customers. This option helped
customers to get computers at a price lower than other brands.
Dell matched supply and demand because its customers ordered the computer configurations over the phone or
online. Dell received orders via the telephone, internet, e-mail, etc. With advancement in technologies, the choices
available for the consumers also widened. Customers could use Dell’s website www.dell.com, to configure their
customised computer and place an order for it and choose from a variety of products ranging from desktops, notebooks,
servers, printers, etc. The website catered to different segments of customers like individuals, home office customers,
small businesses, medium businesses, large businesses and public sector customers like Government departments,
educational institutions and healthcare institutions. Thus, it got popular amongst all.
Dell’s strategy was to provide customised, low cost, and quality computers delivered on time. Dell reduced the cost
of intermediaries that would otherwise add up to the total cost of PC for the customer. The time on processing orders
was saved that other companies normally incur in their sales and distribution system. Moreover, the company got a
clearer indication of market trends. This helped to plan for future besides better managing its supply chain.
It was also able to get the customers requirements regarding software to be loaded. Dell loaded the ordered software
in its plant itself before dispatching it. By eliminating the need of a PC support engineer to load software, the
customers gained both in time and cost. Dell collaborated closely with its suppliers in order to manage its operations
with low inventory levels.
Demand forecasting with 75% accuracy was done as it maintained a database to track the purchasing patterns
of corporate customers and their budget cycles. It also maintained a similar database for individual customers in
order to cater to their future requirements for PCs. The changing demand patterns were communicated to the major
suppliers frequently.
Questions
1. How direct contact with the customers helped Dell to rank first among PC manufacturers?
2. Dell has always use innovative information technology tools to supplement its supply chain. In a few words,
explain how the use of IT tools has benefited Dell.
3. Which databases were created in order to cater to the customer’s future requirements for PCs?
131/JNU OLE
Bibliography
References
2012].
2011].
• Business and Finance Lesson 11: Supply Chain (Learn English) [Video Online] Available at: <http://www.
youtube.com/watch?feature=endscreen&NR=1&v=a-qvKjEPyow> [Accessed 2 January 2012].
• Chopra S., 2010. Supply Chain Management, Pearson Education India, 4th ed., p.578.
• Chopra, S., & Meindl P., 2001. Supply Chain Management: Strategy, Planning, Operation. Prentice Hall, New
Jersey, 3rd ed., p.636.
pp.47-65.
• Creaney, N., 2008. Legal Issues for IT Professionals [Online] Available at: <http://knol.google.com/k/n-/-
/1hzaxtdr9c09g/7> [Accessed 2 January 2012].
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management/pdf/03.pdf> [Accessed 2 January 2012].
• Gupta, Y., Sundararaghavan, P. S. & Ahmed, M., 2003. Ordering policies for items with seasonal demand,
International Journal of Physical Distribution & Logistics Management, Vol. 33, pp.500-518. Available at:
<http://www.emeraldinsight.com/journals.htm?articleid=846884&show=html> [Accessed 2 January 2012].
• Hugos M. H., 2006. Essentials of supply chain management: Essentials (John Wiley) Series, John Wiley and
Sons, 2nd ed., p.290.
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youtube.com/watch?v=ShdyWIa_GSk&feature=related> [Accessed 2 January 2012].
• ignousoms, 2010. Supply Chain Management [Video Online] Available at: <http://www.youtube.com/
watch?v=egmZzi1-ooY&feature=related> [Accessed 2 Jan 2011].
• Importance of Supply Chain Management - SCM, a set of critically important functions [Online] Available at:
<http://www.supplychainmanagement.in/scm/importance-of-supply-chain.htm> [Accessed 2 January 2012].
3 January 2012].
• Pricing and Revenue Management in the Supply Chain [Online] Available at: <http://www.clt.astate.edu/asyamil/
SCM_Chopra/chopra3_ppt_ch15.ppt 2007 Perason education> [Accessed 2 January 2012].
Sons, p.206.
• Seshadri, S., 2005. Sourcing strategy: principles, policy, and designs, Springer, p.319.
p.306.
• Slack B., Rodrigue J. P., & Comtois C. Transportation Modes: An Overview [Online] Available at: <http://
people.hofstra.edu/geotrans/eng/ch3en/conc3en/ch3c1en.html> [Accessed 2 January 2012].
• Supplier Scoring – The Importance of Ranking Your Suppliers [Online] Available at: <http://supplychain-
mechanic.com/?p=104> [Accessed 2 January 2012].
• Supply Chain Edge: 15 Key Factors That Impact Your Distribution Network Effectiveness [Online] Available
at: <http://www.investorwords.com/1498/distribution_network.html#ixzz1G0TR7yBo> [Accessed 2 January
2012].
• Supply Chain Management [Online] Available at: <http://www.slideshare.net/thadeshvar/supply-chain-
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• Supply Chain Resource Cooperative [Online] Available at: <http://scm.ncsu.edu/public/terms/s.html> [Accessed
2 January 2012].
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• supplychainacademy, 2010. Managing Transportation Providers [Video Online] Available at: <http://www.
youtube.com/watch?v=-T41GJZ1UcA&feature=related>[Accessed 2 January 2012].
• TeacherPhilEnglish, 2011. Business and Finance Lesson 13: Cost/Benefit Analysis of Supply Chain (Learn
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1F97> [Accessed 2 January 2012].
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• Chopra S., 2010. Supply Chain Management, Pearson Education India, 4th ed., ISBN8131730719,
9788131730713, p.578.
• Chopra, S., & Meindl P., 2003. Supply Chain Management: Strategy, Planning, and Operations, Prentice Hall,
2nd ed., p.592.
• Chopra, S., & Meindl P., 2006. Supply Chain Management, Pearson Education India, 3rd ed., p.636.
p.354.
Inc.
Sons, p.241.
Management Inst, p. 431.
Sons. Inc.
• Meredith, J.R., & Shafer, S.M., 2007. Operations Management for MBAs, John Wiley and Sons, New York,
3rd ed., p.445.
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• Mohanty R.P., & Deshmukh S.G., 2005. Supply Chain Management (Theories & Practices), Dreamtech Press,
p.376.
• Tyndall, G., 1998. Supercharging Supply Chains: New Ways to Increase Value Through Global Operational
Excellence, John Wiley and Sons, New York, p.269.
135/JNU OLE
Self Assessment Answers

Chapter I
1. c
2. d
3. a
4. d
5. c
6. c
7. a
8. d
9. a
10. d
Chapter II
1. b
2. a
3. a
4. d
5. b
6. c
7. a
8. d
9. a
10. a
Chapter III
1. a
2. a
3. a
4. d
5. b
6. c
7. a
8. a
9. d
10. b
Chapter IV
1. b
2. a
3. a
4. c
5. a
6. b
7. d
8. c
9. c
10. a
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Chapter V
1. b
2. d
3. c
4. b
5. a
6. c
7. a
8. a
9. b
10. d
Chapter VI
1. a
2. a
3. c
4. c
5. d
6. a
7. a
8. c
9. a
10. a
Chapter VII
1. a
2. b
3. c
4. c
5. a
6. b
7. b
8. c
9. a
10. b
Chapter VIII
1. a
2. d
3. c
4. b
5. c
6. b
7. a
8. d
9. b
10. c
137/JNU OLE
7.5 Logistics and Systems Analysis

The logistics and system analysis include:
Optimisation in supply chain
It is the application of processes and tools to ensure the optimal operation of a manufacturing and distribution
supply chain. This includes the optimal placement of inventory within the supply chain, minimising operating costs
(including manufacturing costs, transportation costs, and distribution costs). The logistics and system analysis is
done in terms of cost and optimality.
Cost perspective
The most efficient systems are not always comprised of each system component operating at its lowest possible
cost. The critical concern is to have the entire system operating at its lowest total cost.
Level of optimality
Logistics systems must work in harmony with marketing, finance, production, and so on This may result in sub-
optimal logistics performance.
7.6 Techniques of Logistics System Analysis

There are two techniques of total cost analysis for logistics systems.
Short-run/static analysis
The costs associated with various interrelated logistics activities such as transportation, warehousing, inventory,
materials handling, and industrial packaging are calculated. This cost information for each system is developed and
the one with the lowest overall cost within the constraints of the company’s logistics area is found out. This method
is also referred to as static analysis since it analyses costs associated with a logistics system’s various components
at one point in time or at one output level. This can be illustrated with the help of an example. ABC is a firm which
uses first method in which all rail routes from the manufacturing plant and the associated plant warehouse to the
customers.
At the plant warehouse, the chemicals are bagged and then shipped by rail to the customer. In another method, ABC
uses the market oriented warehouse in which the goods would be shipped from the plant to the market warehouse
and then packaged and sent to the customer. Thus, instead of shipping all goods by rail, the company would ship
them by barge to the warehouse, taking advantage of low bulk rates. Then, after bagging, the chemicals would move
by rail from the warehouse for shipping to the customer. Thus, the technique chooses the short run situation and
selects the system with the lowest overall cost.
Plant Logistics Costs* System 1 System 2
Packaging $ 500 $0
Administrative 75 25
Fixed cost 4,200 2,400
Transportation Costs*
To market warehouse 0 150
To customer 800 100
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Warehouse Costs*
Packaging 0 500
Administrative 0 75
Fixed cost 0 2,400
Total cost* $ 5,775 $5,950
*In thousands of dollars.
Table 7.3 Static analysis of C & B chemical company (50,000 pounds of output)
Long-run/dynamic analysis
This is a mathematical method to calculate the point of equality between the two systems. For example, suppose
there are two systems1 and 2, equal at about 70,500 pounds of output. If a graph is used to determine the equality
point, the accuracy is difficult. The equation for a straight line (y = a + bx) is considered in mathematical solution,
where
• “a” = fixed costs
• “b” = variable cost per unit
• “ x”= output level
Since, the two systems are equal at some point, the two equations are set up as equal and the cost information is
used to solve these equations. Known is the fact that at approximately 70,500 pounds, the two systems are equal,
and a point of indifference is seen between the two systems.
System 1
If, Total cost = fixed cost + variable cost/unit × number of units
Then, y = 4,200 + 0.0315x ------ equation 1
System 2
y = 4,800 + 0.0230x ----------equation 2
Trade-off point
4,800 + 0.0230x = 4,200 + 0.0315x (equation 1 = equation 2)
600 = 0.0085x
x = 70,588 pounds
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7.7 Factors Affecting the Cost and Importance of Logistics

The factors affecting the cost and importance of logistics are:
• Competition via customer service is an important factor affecting logistics.
The shorter the order cycle, less inventory is required.
Units of inventory
Order cycle (days)
Fig. 7.8 Relationship between required inventory and order cycle length
• The more substitutable product, the higher customer service level is required.
• Increase in inventory, reduces cost of lost sales.
TC
INV
Logistics cost
COLS
Flow
TC = Total cost
INV = Inventory cost
COLS = Cost of lost sales
Fig. 7.9 Relationship of the cost of lost sales to inventory cost

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Increased transportation costs, reduces cost of lost sales.
The final product also affects the logistics.
As the dollar value goes up, cost of warehousing, transportation and inventory increases.
Inv
Tr
Logistics cost
Pkg
Dollar value of product

Flow
Inv = Inventory cost (including storage)
Tr = Transportation cost
Pkg = Packaging cost
Fig. 7.10 Relationship of product dollar value to various logistics costs

The higher the density, there is more efficient use of warehouse and transportation space.If the risk of damage is
greater, the transportation and warehousing cost is higher. Special handling requirements, spatial relationships and
distance are other factors affecting the cost and importance of logistics.
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Summary
• Effective logistics system contributes immensely to the achievements of the business and marketing objectives
of a firm.
• An efficient system of physical distribution/logistics has a great potential for improving customer service and
reducing costs.
• The macro dimension of logistics are categorised as value added role and economic impacts.
• On markets the consumers usually “pulls” the goods or information they demand for their needs, while the
offers or suppliers “pushes” them toward the consumers.
• The logistics interfaces with marketing include the price, product, promotion, place and customer services.
• Static analysis method analyses costs associated with a logistics system’s various components at one point in
time or at one output level.
• Some companies have reverse flows on the outbound side of their logistics systems.
• Companies that produce computers, telephone equipment, and copy machines have these characteristics. Increased
concern with the environment will require more companies to develop reverse logistics systems to dispose off
packaging materials on used products, for example, returnable products.
• Optimisation in supply chain is the application of processes and tools to ensure the optimal operation of a
manufacturing and distribution supply chain. This includes the optimal placement of inventory within the
supply chain, minimising operating costs (including manufacturing costs, transportation costs, and distribution
costs).
• The higher the density, there is more efficient use of warehouse and transportation space. If the risk of damage
is greater, the transportation and warehousing cost is higher.
• Special handling requirements, spatial relationships and distance are other factors affecting the cost and
importance of logistics.
References
3 January 2012].
pp.47-65.
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Recommended Reading
p.354.
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Self Assessment
1. __________in supply chain is the application of processes and tools to ensure the optimal operation of a
manufacturing and distribution supply chain.
a. Optimisation
b. Forecasting
c. Collaboration
d. Planning
2. In _______, companies receive supplies from various vendors in different locations and ship to various customers
in different locations.
a. heavy inbound
b. balanced system
c. heavy outbound
d. reverse systems
3. To make it easier to study cost trade-offs between the centres, logistics activities are treated as _______.
a. distribution centres
b. links
c. cost-centres
d. nodes
4. Which are the spatial points in logistics system?

a. Links
b. Stocks
c. Nodes
d. Channels
5. ______ involves predicting inventory necessary to fulfill customer demand.

a. Forecasting
b. Planning
c. Collaboration
d. Order fulfilment
6. Which of these is not a factor of customer service?

a. Time
b. Promotion
c. Dependability
d. Communications

a. The logistics activities include transportation, warehousing, inventory, materials handling, and industrial
packaging.
b. Order fulfilment in supply chain is the application of processes and tools to ensure the optimal operation of
a manufacturing and distribution supply chain.
c. The most efficient systems are not always comprised of each system component operating at its lowest
possible cost.
d. Logistics systems must work in harmony with marketing, finance, production, etc.
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a. The logistics interfaces with marketing also refers to the distribution channels decisions (example, sell
through wholesalers or direct to retailers).
b. The promotion campaigns need to be coordinated with logistics staff.
c. The logistics costs should never be included in the product price.
d. Industrial packaging is done because of product protection and security.
9. Logistics represents about _______ of gross domestic product.

a. 10%
b. 90%
c. 2%
d. 19%
10. The extent of market can be determined by_____.

a. production costs
b. logistics
c. stock-outs
d. demand
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Chapter VIII
Demand Management and Customer Service
Aim
• define demand management
• explain the importance of customer service in competitive market
• discuss the concept of collaborative planning, forecasting and replenishment
Objectives
• describe the concept of forecasting error
• explain the forecasts that may be needed in demand management
• state different steps in demand management
Learning outcome
• understand the supply and demand relationship
• explain different channels of distribution of goods
• describe the effective demand management
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8.1 Introduction
A market is a group of buyers and sellers of a particular product or service. Supply and demand is the most useful
model for a competitive market, and shows how buyers and sellers interact in market. Whatever be the reasons, one
element that is always present is price. If the price is too low, sellers will not sell. If the price is too high, buyers
will not buy. Prices play a crucial role in our economic system. Demand management activities in any global supply
chain consist of three activities: demand management, demand planning, and sales forecasting management. The
Law of Demand states that “Quantity demanded varies inversely with (in the opposite direction to) changes in price”.
Thus, buyers will purchase more of an item at a lower price and less at a higher price.
8.2 Outbound to Customer Logistics Systems

To increase levels of customer service, significant emphasis is placed on outbound-to-customer logistics systems.
These systems refer to the set of processes, systems and capabilities that enhance the firm’s ability to serve its
customers. This involves the study of physical distribution, logistics and supply chain management.
8.3 Supply and Demand Relationship

Demand refers to how much (quantity) of a product or service is desired by buyers. The quantity demanded is
Supply represents how much the market can offer. The quantity supplied refers to the amount of a certain good,
the producers are willing to supply when receiving a certain price. The correlation between price and how much
of a good or service is supplied to the market is known as the supply relationship. Price, therefore, is a reflection
of supply and demand.
The determinants of supply are:

• Production costs
• The technology used in production
• The price of related goods
• Firm’s expectations about future prices
• Number of suppliers
The determinants of demand are:

• Income
• Tastes and preferences
• Prices of related goods and services
• Buyer’s expectations about future prices
• Number of buyers
• Supply and demand determines price in a market
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Income Product cost

Price Technology
Acceptability Price
Buyer’ expectations No. of suppliers
No. of buyers
Demand Supply
Fig. 8.1 Supply and demand balance

(Source: http://www.therealestatefoundation.com/real-estate-investment-economics/low-prices-and-high-
housing-inventory-profit-potential-or-losing-proposition/)
In a competitive market, the unit price for a particular good varies until it settles at a point where the quantity
demanded by consumers (at current price) will equal the quantity supplied by producers (at current price), resulting
in an economic equilibrium of price and quantity.
The four basic laws of supply and demand are:

• If demand increases and supply remains unchanged, then it leads to higher equilibrium price and quantity.
• If demand decreases and supply remains unchanged, then it leads to lower equilibrium price and quantity.
• If supply increases and demand remains unchanged, then it leads to lower equilibrium price and higher
quantity.
• If supply decreases and demand remains unchanged, then it leads to higher price and lower quantity.
8.4 Graphical Representation of Supply and Demand Relationship

The supply-demand model represents the determination of the price of a particular good and the quantity of that
good which is traded. The standard graphical representation, usually credited to Alfred Marshall, has price on the
vertical axis and quantity on the horizontal axis.
When supply and demand are equal (that is, when the supply function and demand function intersect) the economy
is said to be at equilibrium. At this point of equilibrium, the allocation of goods is at its most efficient because
the amount of goods being supplied is exactly the same as the amount of goods being demanded. Thus, everyone
(individuals, firms, or countries) is satisfied with the current economic condition. At the given price, suppliers are
selling all the goods that they have produced and consumers are getting all the goods that they are demanding.
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Price ($)
Supply
(s)
Equilibrium
P*
Demand
(D)
Q* Quantity
Fig. 8.2 Supply and demand equilibrium

(Source: http://www.investopedia.com/university/economics/economics3.asp)
Changes in supply and demand can be short run or long run in nature. Weather tends to influence market prices
generally in the short run. Changes in consumer preferences can have either a short run or long run effect on prices
depending upon the goods or services. They are categorised based on importance of product that is, luxuries or
necessities. A luxury good may enjoy a short term shift in demand due to changing styles or appeal while necessities
tend to have stable or long run demand curves.
Another major factor influencing market prices is technology. A major effect of technology in agriculture is to shift
out the supply curve rapidly by reducing the costs of production on a per unit basis. Here is an example to illustrate
the law of supply and demand. For a particular Saturday night, the willingness of particular restaurants to supply
a nice dinner for two and the willingness of couples to dine out is observed, depending on the price of the dinner.
There are five restaurants, each with a seating capacity of 30 couples. One restaurant is willing to supply a nice
dinner for $15 a couple, but the others require higher prices. If the price were $15, everyone would show up at the
one restaurant, so that it would have a very long line. Only 30 lucky couples would get to eat. There are 250 couples
willing to go out for dinner, if the price were as low as $12 a couple. Twenty couples would be willing to pay as
much as $80, but everyone else requires lower prices. Here is the whole picture.
Supply offered by
Price of Dinner for Two Demand from Consumers
Restaurants
$12 0 250
$15 $30 200
$25 $60 140
$35 $60 60
$45 $90 50
$65 $120 40
$80 $150 20
Table 8.1 Demand fluctuations based on price and supply
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The price P of a product is determined by a balance between production at each price (supply S) and the desires of
those with purchasing power at each price (demand D). The diagram shows a positive shift in demand from D1 to
D2, resulting in an increase in price (P) and quantity sold (Q) of the product.
P
D1 D2 S
P2
P1
Q1 Q2 Q
Fig. 8.3 Shift in demand

(Source: http://sustainabilitynz.blogspot.com/2009/05/economicssupply-and-demand.html)
8.5 Demand Management

Demand management is the supply chain management process that balances the customer’s requirements with
the capabilities of the supply chain. Managing supply with demand factors are essential using the right process,
forecasting and executing the plan with minimal disruptions. It includes synchronising supply and demand, increasing
flexibility and reducing variability.
Demand chain management is the management of upstream and downstream relationships between suppliers and
customers to deliver the best value to the customer at the least cost to the demand chain as a whole. The organisation’s
supply chain processes are managed to deliver best value according to the demand of the customers. Successful
demand management requires not only to provide more customer services, but also to provide:
• Effective service outcomes to meet identified community needs
• Assess if this need is changing
• To respond appropriately and within the available resources
Demand management is a key element of reform in the resource planning and management process. Demand can
be managed in a variety of ways:
• Reduction in need for the service. For example, actions to raise awareness of the benefits of pregnant women
taking foliate will reduce the need for medical and social support for children with neural tube defects.
• Alteration of ways to meet the needs to reduce pressure on available resources. For example, trialling different
accommodation alternatives to reduce the demand for individual accommodation units.
• Education and awareness of consumers to limit consumption. For example, educating water users to save water
during droughts has led to significant reduction in demand.
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• Mechanisms of pricing. For example, charging consumers a truer price for water encourages more responsible
use and may reduce the demand.
• Service delivery levels revision. For example, the threshold at which benefits become available or the level at
which benefits are provided will be changed.
• Imposing legal penalty. For example, fines can be imposed for use of fixed sprinklers during the evening to
reduce demand for additional reservoir pumping capacity.
8.5.1 The Demand Management Process

Demand management involves a number of key steps within the characteristic phases of any strategic management
process which are, preparation, analysis, planning and implementation. The preparation phase involves gaining a
proper understanding of your clients together with establishing the true costs of providing service. This provides
the basic information for the analysis and planning phase in which the demand is clearly identified and a response
to its management formulated.
In the implementation phase, a plan is prepared documenting the process stages including procedures for
implementation, monitoring and evaluation of the defined Demand Management response. The benefits of demand
management can be summarised as improving value for money spent on services through:
• More efficient allocation of resources to programs and projects of greatest need
• Reduced waste and misuse of resources by reducing the provision of unnecessary services by communicating
(through charges, education or other means) the true cost of the service
• Deferred capital and recurrent expenditures by reducing excessive consumption
• Greater client participation and control over the cost of the service
For example, the Sydney harbour tunnel has reduced traffic delays and travel times. It has also provided the
opportunity to dedicate one lane of the Harbour Bridge for buses. In the long term, the resulting shorter bus travel
times will encourage public transport reducing the demand for further car crossings.
Know your Establish the Identify Develop Implement &

clients true costs Demand response evaluate
Client attitudes Direct costs Needs/Wants Identify appropriate Effect schedules,

strategies management
Client response to Indirect costs Services/Access measures or Plan
service charges Develop strategies
Factors influencing into actions Monitor
Effect on Client demand
expenditure Evaluate options Review & evaluate
Special/temporal
Client response to demand patterns Select preferred
incentives options
Demand depth/
strength
Fig. 8.4 Demand management process

(Source: http://www.treasury.nsw.gov.au/__data/assets/pdf_file/0003/5097/demand_management.pdf)
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8.6 Demand Forecasting

Forecasting the future is a critical element of management decision making. The final effectiveness of any decision
depends upon the consequence of events following this decision. Demand forecasting is the area of predictive
analytics dedicated to understanding consumer demand for goods or services.
If the suppliers know how demand will fluctuate, they can keep the right amount of stock on hand. There can be
two consequences. If demand is underestimated, sales can be lost due to the lack of supply of goods. If demand is
overestimated, the supplier is left with a surplus that can also be a financial drain. Demand forecasting involves
techniques including both informal methods, such as educated guesses, and quantitative methods, such as the use of
historical sales data or current data from test markets. Demand forecasting may be used in making pricing decisions,
in assessing future capacity requirements, or in making decisions on whether to enter a new market.
Necessity for forecasting demand

The need for demand forecast is due to stock and market response effects.
Stock effects
Stock effects are those effects that inventory levels have on sales. Stock-outs are the extreme cases where the demand
coming into store is not converted to sales due to a lack of availability. Demand is also untapped when sales for an
item are decreased due to a poor display location, or because the desired sizes are no longer available. For example,
in fashion retailing, once the stock level of a particular sweater falls to the point where standard sizes are no longer
available, sales of that item are diminished.
Market response effect

Market response effects are those effects of market events that are within and beyond a retailer’s control. Demand
for an item will likely rise if a competitor increases the price or if the item is promoted regularly. The resulting sales
a change in demand as a result of consumers responding to stimuli that potentially drive additional sales. These
forces need to be factored into planning and managed within the demand forecast.
8.7 Demand Planning

Demand planning improves the accuracy of forecasts. The goal of demand planning is to improve production
scheduling or inventory stocks, where each party in the supply chain does some processing on the demand signal.
A demand plan starts with a statistical forecast and adds intelligence through consensus management of the demand
information process to develop an accurate demand forecast.
8.8 Demand Forecasting Error

Forecasting error is defined by The Association for Operations Management (APICS) as “the difference between
actual and forecast demand, stated as an absolute value or as a percentage.” Forecast error is a point of reference of
the variance between demand that was projected and actual demand that subsequently occurred.
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Forecast Demand
Volume
Forecast Error
Actual Demand
Time
Fig. 8.5 Demand forecasting error

(Source: http://www.sdcexec.com/web/online/Demand-Management-Trends/Forecast-Fit-vs-Forecast-Error--
Clarifying-the-Concepts--Understanding-the-Value/22$9933)
8.9 CPFR
Collaborative Planning, Forecasting and Replenishment (CPFR) is a concept that aims to enhance supply chain
integration by supporting and assisting joint practices. CPFR was launched in 1995 by Wal-Mart with the
pharmaceutical group Warner Lambert. It seeks cooperative management of inventory through joint visibility and
replenishment of products throughout the supply chain. Planning and satisfying customer demands occur through
a supportive system of shared information between suppliers and retailers. Continuous updating of inventory and
upcoming requirements is possible, making the end-to-end supply chain process more efficient.
The CPFR process is divided into four steps:

• Strategy and planning: The ground rules for the collaborative relationship are established. Collaboration
arrangement is the process of setting the business goals for the relationship, defining the scope of collaboration
and assigning roles, responsibilities, checkpoints and growth procedures. The joint business plan identifies the
significant events that affect supply and demand in the planning period, such as promotions, inventory policy
changes, store openings or closings, and product introductions.
• Demand and supply management: Sales forecasting projects consumer demand at the point of sale. Order
planning or forecasting determines future product ordering and delivery requirements based upon the sales
forecast, inventory positions and transit lead times.
• Execution: Order generation includes transitions forecasts to firm demand. Order fulfilment is the process
of producing, shipping, delivering, and stocking products for consumer purchase. The sales transactions are
recorded and payments are made.
• Analysis: Monitor planning and execution activities for exception conditions that is exceptions management.
Aggregate results are calculated. The active monitoring of planning and operations and performance assessment
are the tasks included. For continuously improved results, plans are analysed.
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Collaboration agreement
Collaborative planning
Joint Business Plan
Sales Forecast
Collaborative forecasting
Orders Forecasts
Collaborative replenishment
Orders Management
Fig. 8.6 Collaborative planning, forecasting and replenishment process

(Source: http://www.free-logistics.com/index.php/Spec-Sheets/Forecasts-Supply-and-Inventory/CPFR-
Collaborative-Planning-Forecasting-and-Replenishment.html)
8.10 Customer Service

Customer service is the provision of service to customers before, during and after a purchase. According to Turban
et al. (2002), “Customer service is a series of activities designed to enhance the level of customer satisfaction, that
is, the feeling that a product or service has met the customer expectation.”
Customer service is an integral part of a company’s customer value proposition. Good customer service is the
lifeblood of any business. It can bring back the customers. The importance of customer service varies by product,
industry and customer. Customer service can be illustrated with the help of an example, such as defective or broken
products can be exchanged, often only with a receipt and within a specified time frame. Retail stores often have
a desk or counters devoted to dealing with returns, exchanges and complaints, or perform related functions at the
point of sale.
Customer service plays an important role to generate income and revenue of an organisation. A customer service
experience can change the entire perception a customer has of the organisation. Customer relationship management
(CRM) is a widely-implemented strategy for managing a company’s interactions with customers, clients and sales
prospects. It involves using technology to organise, automate, and synchronise business processes such as sales
activities, marketing, customer service and technical support. The overall goals are to:
• Find, attract and win new clients
• Take care and retain those clients that the company already has
• Persuade former clients back
• Reduce the costs of marketing and client service
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Thus, the use of a CRM system grants several advantages to a company:
• Quality and efficiency
• Decreased costs
• Decision support
• Enterprise agility
The high-quality customer service in the help desk is provided which requires much more than just technical
troubleshooting skills. Employees must have excellent listening and communication skills, telephone skills, writing
skills and they must be able to solve and prevent problems in the help desk. They should have the ability to handle
difficult customers and minimise stress during the workday besides increasing the level of customer service they
provide. These soft skills are often more important in ensuring a high level of customer satisfaction.
Research
Growth
Innovation
Customer Strategy
Vision Teamwork
Marketing
Fig. 8.7 Customer service strategy

(Source: http://www.nlighten.co.za/customer-service-strategy/)
8.11 Cost of Stock-Outs

Stock-out is a situation where the demand or requirement for an item cannot be fulfilled from the current (on hand)
inventory. Stock-out costs are the costs associated with being unable to draw on a stock of raw material, work-in-
progress or finished goods inventory (loss of sales, profits and goodwill, production dislocation). The cost of a stock
out is a critical to the implementation of any retail inventory model. Unless these costs are known, retailers cannot
balance the costs (and risk) of holding inventory with the inevitable profits when an item is out of stock.
8.12 Channels of Distribution

Product distribution is one of the four elements of the marketing mix. Distribution in supply chain management
refers to the distribution of goods from one business to another. It can be factory to supplier, supplier to retailer, or
retailer to end customer. Distribution channel is the path through which the goods and services flow in a direction.
Each of the intermediaries is passing the product down the chain to the next. organisation, before it finally reaches
the consumer or end-user. Each of the elements in these distribution chains will have their own specific needs, which
the producer must take into account, along with those of the all-important end-user.
A distribution channel can be as short as being direct from the vendor to the consumer or may include several inter-
connected (usually independent but mutually dependent) intermediaries such as wholesalers, distributors, agents,
retailers. Each intermediary receives the item at one pricing point and moves it to the next higher pricing point until
it reaches the final buyer.
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Manufacturer
Wholesaler
Retailer
Consumer
Fig. 8.8 Channels of distribution

(Source: http://www.mbaknol.com/marketing-management/concept-of-distribution-channels-in-marketing/)
Therefore, the channel serves to bridge the gap between the point of production and the point of consumption thereby
creating time, place and possession utilities. A channel of distribution consists of three types of flows:
• Downward flow of goods from producers to consumers
• Upward flow of cash payments for goods from consumers to producers
• Flow of marketing information in both downward and upward direction i.e.,
Flow of information on new products, new uses of existing products, etc from producers to consumers
Flow of information in the form of feedback on the wants, suggestions, complaints, etc. From consumers
to producers
Agent Retailer
Consumer Consumer
Wholesaler
Fig. 8.9 Distribution network

(Source: http://www.nios.ac.in/Secbuscour/20.pdf)
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Summary
• The Law of Demand states that “Quantity demanded varies inversely with (in the opposite direction to) changes
in price”. Thus, buyers will purchase more of an item at a lower price and less at a higher price.
• Demand refers to how much (quantity) of a product or service is desired by buyers. The quantity demanded is
• Demand management is the supply chain management process that balances the customers’ requirements with
the capabilities of the supply chain.
• Managing supply with demand factors are essential using the right process, forecasting and executing the plan
with minimal disruptions. It includes synchronising supply and demand, increasing flexibility and reducing
variability.
• Demand chain management is the management of upstream and downstream relationships between suppliers
and customers to deliver the best value to the customer at the least cost to the demand chain as a whole.
• In a competitive market, the unit price for a particular good varies until it settles at a point where the quantity
demanded by consumers (at current price) will equal the quantity supplied by producers (at current price),
resulting in an economic equilibrium of price and quantity.
• Demand for an item will likely rise if a competitor increases the price or if the item is promoted regularly. The
resulting sales a change in demand as a result of consumers responding to stimuli that potentially drive additional
sales. These forces need to be factored into planning and managed within the demand forecast.
• Demand forecasting is the area of predictive analytics dedicated to understanding consumer demand for goods
or services.
• A distribution channel can be as short as being direct from the vendor to the consumer or may include several
inter-connected (usually independent but mutually dependent) intermediaries such as wholesalers, distributors,
agents, retailers.
References
p.306.
Recommended Reading
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Self Assessment
1. The law of demand states that “Quantity demanded varies inversely with (in the opposite direction to) changes
in ______.
a. price
b. quality
c. supply
d. income
2. Which of these is not the determinant of demand?

a. Income
b. Tastes and preferences
c. Prices of related goods and services
d. Production costs
3. Which of these is not the determinant of supply?

a. The price of related goods
b. Firm’s expectations about future prices
c. Income
d. Number of suppliers

a. If demand increases and supply remains unchanged, then it leads to higher equilibrium price and quantity.
b. If demand decreases and supply changes, then it leads to lower equilibrium price and quantity.
c. If supply increases and demand remains unchanged, then it leads to lower equilibrium price and higher
quantity.
d. If supply decreases and demand remains unchanged, then it leads to higher price and lower quantity.
5. The standard graphical representation, usually credited to________, has price on the vertical axis and quantity
on the horizontal axis.
a. Ling Li
b. John T. Mentzer
c. Alfred Marshall
d. C. Crum
6. A channel of distribution consists of _______ types of flows.

a. two
b. three
c. four
d. six
7. _______is a situation where the demand cannot be fulfilled from the current (on hand) inventory.
a. Stock-out
b. Collaboration
c. Stock costs
d. Forecasting error
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8. Which
of these play an important role to generate income and revenue of an organisation?
a. Demand management
b. Revenue management
c. Demand forecasting
d. Customer service
9. ________ includes transitions forecasts to firm demand.

a. Order fulfilment
b. Order generation
c. Demand planning
d. Joint business plan
10. Who launched CPFR in 1995?

a. APICS
b. Hewlett-Packard
c. Wal-Mart
d. Procter & Gamble
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Case Study I
Port Centric warehousing strategy for a Leading Indian Logistics Service Provider
We created a port centric warehousing strategy to position our client a leading player in end-to-end 3PL space
and achieve a revenue target of INR500 crores in 5 years from warehousing. The estimated payback period on the
investment is 4.5 years.
Background
• The client is leading freight forwarding and contract logistics service provider in India.
• They have industry level expertise in Freight forwarding, project logistics and customs clearance.
Business Scenario
• The client is looking to become a globally renowned end-to-end logistics service provider and supply chain
partner.
• The client wants to invest in value added port centric warehousing, which complements its existing freight
• A strong India growth rate has also created unforeseen opportunity in port centric warehousing that needs to
be addressed.
Our Solution
• We adopted a systematic and methodical approach to address the opportunity
Customer Need Identification,
Industry Opportunity identification,
Current state of the market,
Competition Landscape,
Aqua’s positioning and value proposition 6. Investment and ROI assessment
• A detailed warehousing locational strategy, target industries and services and rollout plan was created.
Benefits
• Value based warehousing strategy defined, and implementation plan was created.
• ROI assessment helped in justification of business and investment plan - 10 year NPV of 496 crore, Payback
Period of 4.5 year.
(Source: Aqua MCG, Case studies: Port Centric warehousing strategy for a Leading Indian Logistics Service
Provide [Online] Available at: <http://www.aquamcg.com/DesktopModules/ListingOfEvents/UploadFile/
warehousing-strategy-for-Indian-Logistics-Service-Provider.PDF>. [Accessed 2 January 2012].)
Questions
1. What is the future plans of the client of the company mentioned in the above case study?
Answer
The client is looking to become a globally renowned end-to-end logistics service provider and supply chain
partner.
The client wants to invest in value added port centric warehousing, which complements its existing freight
A strong India growth rate has also created unforeseen opportunity in port centric warehousing that needs to
be addressed.
128/JNU OLE
2. For fulfilling the future plans of the clients, what is the solution provides?
Answer
We adopted a systematic and methodical approach to address the opportunity
• Customer Need Identification,
• Industry Opportunity identification,
• Current state of the market,
• Competition Landscape,
• Aqua’s positioning and value proposition 6. Investment and ROI assessment
A detailed warehousing locational strategy, target industries and services and rollout plan was created.
3. What is the background of the client mentioned in the above case study?
Answer
The client is leading freight forwarding and contract logistics service provider in India.
They have industry level expertise in Freight forwarding, project logistics and customs clearance.
129/JNU OLE
Case Study II
McDonald’s Food Chain
McDonald’s is a fast food chain with restaurants all over the world. It serves burgers and other fast food. It remains
consistent in terms of cost and quality of burgers. To meet such high standards, it was essential to have an excellent
supply chain management system.
McDonald’s was started as a drive-in restaurant by two brothers, Richard and Maurice McDonald in California, US
in the year 1937. The business, which was generating $200,000 per annum in the 1940s, got a further boost with
the emergence of a revolutionary concept called ‘self-service.’ Prices were kept low. Speed, service and cleanliness
became the critical success factors of the business. By mid-1950s, the restaurant’s revenues had reached $350,000.
As a result, franchisees started showing interest. However, the franchising system failed because the McDonald
brothers observed very transparent business practices. As a consequence, imitators copied their business practices
and emerged as competitors.
In 1996, when McDonald’s entered India, Mumbai-based Radhakrishna Foodland Private Limited (RFPL) was
chosen as a distribution agent who would act as a hub for all its vendors. RFPL stored the products in controlled
conditions in Mumbai and New Delhi and supplied them to McDonald’s outlets on a daily basis. By transporting the
semi-finished products at a particular temperature, the cold chain ensured freshness and adequate moisture content of
the food. The specially designed trucks maintained the temperature in the storage chamber throughout the journey.
From its experience in other countries, McDonald’s was aware that supply chain management was undoubtedly the
most important factor for running its restaurants successfully.
In India as in other parts of the world, McDonald’s had a very well orchestrated supply chain, called the ‘cold
chain’. Around the world (including India), approx. 85% of McDonald’s restaurants were owned and operated
by independent franchisees. Yet, McDonald’s was able to run by outsourcing nine different ingredients used in
making a burger from over 35 suppliers spread all over India through a massive value chain. McDonald’s sourced
its ingredients from all parts of India. For example, the iceberg lettuce was specially developed for India using a
new culture farming technique.
Thus, US-based fast food giant, McDonald’s success in India had been built on four pillars: limited menu, fresh
food, fast service and affordable price. Intense competition and demands for a wider menu drive-through and sit-
down meals - encouraged the fast food giant to customise product variety without hampering the efficacy of its
supply chain.
(Source: Jaipur Institute of Management, Lucknow., 2010. McDonalds: Supply Chain Management [Online]
Available at: <http://www.scribd.com/doc/28339073/mc-donalds-supply-chain-management> [Accessed 2nd
January 2012].)
Questions
1. What business strategies were used in McDonald’s food supply chain?
2. What was the role of outsourcing in SCM?
3. How McDonald’s continues to be the fast food giant?
130/JNU OLE
Case Study III
Dell’s Direct Selling Model
US based computer hardware manufacturer Dell Inc. (Dell) aims to integrate its supply chain and achieve higher
efficiency and quality. It is a leading direct computer systems manufacturing company. Earlier, all Dell’s factories had
been managed regionally, and procurement functioned as a separate division. Dell had been the top PC manufacturer
till the second quarter of 2006. But in the third quarter of 2006, HP overtook Dell for worldwide PC shipments.
To rank first among PC manufacturers, Dell used direct selling method. The Dell’s direct selling model had the
idea of selling computers directly to the consumer eliminating the need for middlemen and distributors. Dell sold
its computer systems directly to end customers, bypassing distributors and retailers (resellers). Thus, Dell’s supply
chain consisted of only three stages: the suppliers, the manufacturer (Dell), and end users.
By selling PCs directly to the consumers, the company was better able to understand the needs of its customers. Its
direct contact with customers allowed it to identify market segments, analyse the requirements and profitability of
each segment and develop more accurate demand forecasts. . The company’s procurement decisions were based on
four criteria - quality, cost, delivery and technology.
The first computer Turbo PC was introduced in 1985. The launch was advertised in computer magazines and sold
directly to customers. Dell also began employing computer literate sales personnel to guide consumers in their
choice of systems. Each system was assembled according to the preferences of the customers. This option helped
customers to get computers at a price lower than other brands.
Dell matched supply and demand because its customers ordered the computer configurations over the phone or
online. Dell received orders via the telephone, internet, e-mail, etc. With advancement in technologies, the choices
available for the consumers also widened. Customers could use Dell’s website www.dell.com, to configure their
customised computer and place an order for it and choose from a variety of products ranging from desktops, notebooks,
servers, printers, etc. The website catered to different segments of customers like individuals, home office customers,
small businesses, medium businesses, large businesses and public sector customers like Government departments,
educational institutions and healthcare institutions. Thus, it got popular amongst all.
Dell’s strategy was to provide customised, low cost, and quality computers delivered on time. Dell reduced the cost
of intermediaries that would otherwise add up to the total cost of PC for the customer. The time on processing orders
was saved that other companies normally incur in their sales and distribution system. Moreover, the company got a
clearer indication of market trends. This helped to plan for future besides better managing its supply chain.
It was also able to get the customers requirements regarding software to be loaded. Dell loaded the ordered software
in its plant itself before dispatching it. By eliminating the need of a PC support engineer to load software, the
customers gained both in time and cost. Dell collaborated closely with its suppliers in order to manage its operations
with low inventory levels.
Demand forecasting with 75% accuracy was done as it maintained a database to track the purchasing patterns
of corporate customers and their budget cycles. It also maintained a similar database for individual customers in
order to cater to their future requirements for PCs. The changing demand patterns were communicated to the major
suppliers frequently.
Questions
1. How direct contact with the customers helped Dell to rank first among PC manufacturers?
2. Dell has always use innovative information technology tools to supplement its supply chain. In a few words,
explain how the use of IT tools has benefited Dell.
3. Which databases were created in order to cater to the customer’s future requirements for PCs?
131/JNU OLE
Bibliography
References
2012].
2011].
• Business and Finance Lesson 11: Supply Chain (Learn English) [Video Online] Available at: <http://www.
youtube.com/watch?feature=endscreen&NR=1&v=a-qvKjEPyow> [Accessed 2 January 2012].
• Chopra S., 2010. Supply Chain Management, Pearson Education India, 4th ed., p.578.
• Chopra, S., & Meindl P., 2001. Supply Chain Management: Strategy, Planning, Operation. Prentice Hall, New
Jersey, 3rd ed., p.636.
pp.47-65.
• Creaney, N., 2008. Legal Issues for IT Professionals [Online] Available at: <http://knol.google.com/k/n-/-
/1hzaxtdr9c09g/7> [Accessed 2 January 2012].
• Decision Phases in a Supply Chain [Online] Available at: <http://www.sbaer.uca.edu/publications/supply_chain_
management/pdf/03.pdf> [Accessed 2 January 2012].
• Gupta, Y., Sundararaghavan, P. S. & Ahmed, M., 2003. Ordering policies for items with seasonal demand,
International Journal of Physical Distribution & Logistics Management, Vol. 33, pp.500-518. Available at:
<http://www.emeraldinsight.com/journals.htm?articleid=846884&show=html> [Accessed 2 January 2012].
• Hugos M. H., 2006. Essentials of supply chain management: Essentials (John Wiley) Series, John Wiley and
Sons, 2nd ed., p.290.
132/JNU OLE
youtube.com/watch?v=ShdyWIa_GSk&feature=related> [Accessed 2 January 2012].
• ignousoms, 2010. Supply Chain Management [Video Online] Available at: <http://www.youtube.com/
watch?v=egmZzi1-ooY&feature=related> [Accessed 2 Jan 2011].
• Importance of Supply Chain Management - SCM, a set of critically important functions [Online] Available at:
<http://www.supplychainmanagement.in/scm/importance-of-supply-chain.htm> [Accessed 2 January 2012].
3 January 2012].
• Pricing and Revenue Management in the Supply Chain [Online] Available at: <http://www.clt.astate.edu/asyamil/
SCM_Chopra/chopra3_ppt_ch15.ppt 2007 Perason education> [Accessed 2 January 2012].
Sons, p.206.
• Seshadri, S., 2005. Sourcing strategy: principles, policy, and designs, Springer, p.319.
p.306.
• Slack B., Rodrigue J. P., & Comtois C. Transportation Modes: An Overview [Online] Available at: <http://
people.hofstra.edu/geotrans/eng/ch3en/conc3en/ch3c1en.html> [Accessed 2 January 2012].
• Supplier Scoring – The Importance of Ranking Your Suppliers [Online] Available at: <http://supplychain-
mechanic.com/?p=104> [Accessed 2 January 2012].
• Supply Chain Edge: 15 Key Factors That Impact Your Distribution Network Effectiveness [Online] Available
at: <http://www.investorwords.com/1498/distribution_network.html#ixzz1G0TR7yBo> [Accessed 2 January
2012].
• Supply Chain Management [Online] Available at: <http://www.slideshare.net/thadeshvar/supply-chain-
management-presentation-731970> [Accessed 2 January 2012].
• Supply Chain Resource Cooperative [Online] Available at: <http://scm.ncsu.edu/public/terms/s.html> [Accessed
2 January 2012].
133/JNU OLE
• supplychainacademy, 2010. Managing Transportation Providers [Video Online] Available at: <http://www.
youtube.com/watch?v=-T41GJZ1UcA&feature=related>[Accessed 2 January 2012].
• TeacherPhilEnglish, 2011. Business and Finance Lesson 13: Cost/Benefit Analysis of Supply Chain (Learn
English) [Video Online] Available at: <http://www.youtube.com/watch?v=aA_KslPd1j0&feature=results_vid
eo&playnext=1&list=PL76E412DDD7B2F145> [Accessed 2 January 2012].
• The objective of a supply chain [Online] Available at: <http://mba-lectures.com/supply-chain/1113/the-objective-
of-a-supply-chain.html> [Accessed 2 January 2012].
• wpcareyschool, 2010. Module 4: Move It: Transportation and Logistics [Video Online] Available at: <http://
www.youtube.com/watch?v=-ZpHiMTwOdM&feature=results_video&playnext=1&list=PLFF8D5AFB28C8
1F97> [Accessed 2 January 2012].
Recommended Reading
• Chopra S., 2010. Supply Chain Management, Pearson Education India, 4th ed., ISBN8131730719,
9788131730713, p.578.
• Chopra, S., & Meindl P., 2003. Supply Chain Management: Strategy, Planning, and Operations, Prentice Hall,
2nd ed., p.592.
• Chopra, S., & Meindl P., 2006. Supply Chain Management, Pearson Education India, 3rd ed., p.636.
p.354.
Inc.
Sons, p.241.
Management Inst, p. 431.
Sons. Inc.
• Meredith, J.R., & Shafer, S.M., 2007. Operations Management for MBAs, John Wiley and Sons, New York,
3rd ed., p.445.
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• Mohanty R.P., & Deshmukh S.G., 2005. Supply Chain Management (Theories & Practices), Dreamtech Press,
p.376.
• Tyndall, G., 1998. Supercharging Supply Chains: New Ways to Increase Value Through Global Operational
Excellence, John Wiley and Sons, New York, p.269.
135/JNU OLE
Self Assessment Answers

Chapter I
1. c
2. d
3. a
4. d
5. c
6. c
7. a
8. d
9. a
10. d
Chapter II
1. b
2. a
3. a
4. d
5. b
6. c
7. a
8. d
9. a
10. a
Chapter III
1. a
2. a
3. a
4. d
5. b
6. c
7. a
8. a
9. d
10. b
Chapter IV
1. b
2. a
3. a
4. c
5. a
6. b
7. d
8. c
9. c
10. a
136/JNU OLE
Chapter V
1. b
2. d
3. c
4. b
5. a
6. c
7. a
8. a
9. b
10. d
Chapter VI
1. a
2. a
3. c
4. c
5. d
6. a
7. a
8. c
9. a
10. a
Chapter VII
1. a
2. b
3. c
4. c
5. a
6. b
7. b
8. c
9. a
10. b
Chapter VIII
1. a
2. d
3. c
4. b
5. c
6. b
7. a
8. d
9. b
10. c
137/JNU OLE

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What is the purpose and content of the book?

What is the purpose and content of the book?

What are the different chapters covered in the book?

What are the different chapters covered in the book?

Warehousing and Supply Chain Management

This book is a part of the course by Jaipur National University, Jaipur.

The content in the book is copyright of JNU. All rights reserved.

II. List of Figures...........................................................VI

III. List of Tables........................................................VIII

V. Case Study.............................................................. 128

VI. Bibliography.......................................................... 132

VII. Self Assessment Answers................................... 136

• introduce the concept of warehousing

• evaluate the requirement of warehousing

• enlist need for warehousing

• elucidate the types of warehousing

• explain the characteristic of ideal warehousing

• describe the functions of a warehouse

• understand the advantages of warehouse

• recognise various measure for warehouse establishment

• identify various expectations from warehousing

1.2 Need for Warehousing

Table 1.1 Types of warehouses

1.4 The Value of Warehousing in the Economy

1.5 Requirements for a Warehouse

The warehousing requirements of success are:

1.7 Functions of Warehouses

These functions are discussed further below.

1.8 Advantages of Warehousing

1.9 Warehouse Operations Assessment

1.10 Warehouse Key Performance Indicators

Operating cost break-up in a typical warehouse

15% 15% 20% 50%

Fig. 1.1 Typical warehousing cost distribution

1.12 Determining KPIs

The KPIs for this activity should include the following:

The KPIS for this activity would include:

The relevant KPIs for this activity would include:

• Quality: Perfect picking lines %

The KPIs for this activity could include:

1.13 Establishing Warehouse Performance Measures

1.14 Identifying Expectation

What is ‘success’ as defined by the customer?

What is ‘success’ as defined by the financial organisation?

What is ‘success’ as defined by the human resource organisation?

What is ‘success’ as defined by the operations organisation?

1.15 Establishing Measures

1.15.1 Customer Measures

1.15.2 Employee Measures

1.15.3 Financial Measures

1.16 Implementing Your Measures

2. Which of the following is not a reason for the need of warehousing?

3. Match the following.

4. Which of the following is not a function of warehouses?

5. Which of the following is not an advantage of warehousing?

8. Which of the following is not one of the activities of warehousing?

• explain material flow

• discuss activity profiling

• describe fluid model of product flow