Showing posts from 2013

Pinaks' blog post in Industry 2.0 August 2013 issue

You may like to visit the link below to peruse my latest article, When not at War , in the August 2013 issue of Industry 2.0

Building Excellence: My article in Industry 2.0 July 2013 issue

You may like to visit the link below to peruse my latest article in the July 2013 issue of Industry 2.0 The article is on  Page 8 & 9 Please do let me know your views & comments!

Training Program on Supply Chain Management : 6th September 2013 : Pune

A one day training program based on the industries contextual needs of ‘Supply Chain’ has been conceptualized, designed & will be delivered by me on 6 th September 2013 in Pune. You may like to visit the link below to read the brochure; The program is open for nominations.

Avoiding Suboptimal Outcome

My article ‘ Avoiding Suboptimal Outcome ’ (which focuses on the right approach when choosing the improvement initiative ) is part of leading magazine - Industry 2.0 June 2013 issue (Page 10) You may follow the link below une-20/1?e=1516193/3811163 You may like to read & comment!

Customer Centric Vehicle Servicing

Ever experienced giving your vehcile for a routine servicing? I have to leave my car at the service station around 6 kms away, hop back home & then go back to collect the car at the scheduled time (which normally is 5-8-10 hrs from the time that i left the car) & that is not as great an anxiety as much as i have about 'did they really work on my car' for all that the service station was supposed to work on!! Staying back at the service station is not an alternative as I really don't know when will they work on the car & also have no time to spare for the whole day at the service station. On the other hand, the service station offers me the alternative to get my car picked up & dropped back. This eliminates a very minor issue which is blown too much out of proportion in the mind of the customer. A 30 minutes drive in the morning to drop the car is not as much an issue as much as i have about the 'quality of work done' on the car when i am not

Adopting to the Era of Stretched out Payments

My article; ‘ Adopting to the Era of Stretched out Payments’ is part of the attached May 2013 issue of Industry 2.0. You may like to click the link below to read the same  (Page 12) Happy reading!

Conceive to Commercialize - Accelerate Your New Product Development

Link to the slide pack used for the training program Conceive to Commercialize - Accelerate your New Product Development delivered at CII, CoE, Mumbai on 14-15th June  

Lean Manufacturing @ CG, Bhopal - Drives & Automation

Delivered a two day 'Gemba' Lean coaching session for Crompton Greaves. The link below would take you to the slide pack

Supply Chain Management for Future

A while back I delivered a public seminar on 'Supply Chain Management for Future' for an august audience of 70+ Supply Chain Professionals from multiple industries domains. The presentation that i used is on the link below; You may like to share your perspective & help me fine-tune my own thoughts on the topic.  

Reducing Supply Chain Barriers & Impact on GDP

Enabling Trade: Valuing Growth Opportunities ( a new report released by the World Economic Forum in collaboration with Bain & Company and the World Bank) finds that if all countries reduce supply chain barriers halfway to global best practice, global GDP could increase by 4.7% and world trade by 14.5%, far outweighing the benefits from the elimination of all import tariffs.   Some examples from the 18 country and sector case studies in the report include the following: In Brazil, managing customs paperwork for exports of agricultural commodities can take 12 times longer than in the European Union (a full day versus a couple of hours). Poor quality infrastructure services can increase the input material costs of consumer goods by up to 200% in certain African countries. Obtaining licenses and lack of coordination among regulatory agencies in the US lead to delays in up to 30% of chemical shipments for one company – each late shipment costs US$ 60,000 per day

Gartner Top 25 Supply Chains 2013

Analyst firm Gartner released its list of the top 25 supply chains for 2013. For the third year in a row, Apple topped the rankings. while McDonald's jumped to the number 2 spot, switching places with number 3 in 2013. Unilever (up from just 10 last year) at number 4 and Intel (up from number 7) round out the top 10 You may visit the link below for the complete list

The Improvement Initiative Paradigm

Organizations are entities with an endeavor to grow and grow consistently. In order to achieve the goals; organizations need to undertake improvement initiatives. The million dollar question is - which improvement initiative suits the best? Typically the 'flavour of the industry' gets rolled into being the philosophy for organizations improvement initiative. So if it is Lean as the flavour of the industry, then organizations also choose to go the Lean way, if it is Six Sigma then one chooses Six sigma & if it is BPR then one chooses BPR.  The KEY to the choice of an improvement initiatives not being part of the decision of the choice of the initiative leads to a suboptimal outcome of the improvement initiative . In my opinion one has broadly three approaches; a. The Control approach - The management wishes to bring the processes under acceptable limits of variation. So 'controlling' the variables impacting the outcome is the over-riding philosophy. T

Working on the right end of Supply Chain Improvement

In the world of business; we know that it is the series of links from the supplier to the customer which have to be synced to make you viable in the future. The performance of these links determine the overall performance of the Supply Chain in turn the Organi z ational Performance. Supply Chains undertake improvement i nitiatives by adopting the B est P ractices & T ools coupled with their T echniques ranging from Lean to BPR to incremental performance improvement initiatives. These initiatives are typically led & driven by the OEM or the Manuf acturing link of the Supply Chain .  While I work & observe such initiatives , i find them to be really energe tic, in certain cases led by a business case of the Supply Chain function indicating the improvement impact of the initiative on the Organi z ation & a lot of th at. Many a times the re sult of these improvement initiatives is reduction in inventory, improved quality, higher OTD from the Suppl ier &am