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PROJECT REPORT

ON

“ROLE OF SUPPLY CHAIN MANAGEMENT & INTEGRATION FOR NEXT GENERATION

CONSTRUCTION INDUSTRY AT ESSAR, GUJARAT (MS-100)”

SUBMITTED BY

NAME: ……………………

ENROLLMENT NO. : ……………….

UNDER GUIDANCE OF

……………………………..

A dissertation submitted in partial fulfillment of the requirements of

Master of Business Administration

In

Operation Management

Indira Gandhi National Open University

Maidan Garhi

New Delhi – 110068

CERTIFICATE OF ORIGINALITY

This is to certify that the project titled “ROLE OF SUPPLY CHAIN MANAGEMENT &
INTEGRATION FOR NEXT GENERATION CONSTRUCTION INDUSTRY AT ESSAR,
GUJARAT” is an original work of the Student and is being submitted SUMEET KUMAR
MAISURIA in partial fulfillment for the award of the “MASTER OF BUSINESS ADMINISTRATION
(OPERATION MANAGEMENT)” degree of INDIRA GANDHI NATIONAL OPEN
UNIVERSITY. This report has not been submitted earlier either to this University or to any other
University/Institution for the fulfillment of the requirement of a course of study.

SIGNATURE OF SUPERVISOR SIGNATURE OF STUDENT

Place: New Delhi Place: New Delhi

Date: : / /2017 Date : : / /2017

ACKNOWLEDGEMENT

With Candor and Pleasure I take opportunity to express my sincere thanks and obligation to my esteemed
guide ………………………. It is because of his able and mature guidance and co operation without which
it would not have been possible for me to complete my project.

It is my pleasant duty to thank all the staff member of the computer center who never hesitated me from
time during the project.

Finally, I gratefully acknowledge the support, encouragement & patience of my family, and as always,
nothing in my life would be possible without God, Thank You!

NAME:……………………..

ENROLLMENT NO. : ……………….

DECLARATION

I hereby declare that this project work titled “ROLE OF SUPPLY CHAIN MANAGEMENT &
INTEGRATION FOR NEXT GENERATION CONSTRUCTION INDUSTRY AT ESSAR,
GUJARAT” is my original work and no part of it has been submitted for any other degree purpose or
published in any other from till date.

NAME:………………………

ENROLLMENT NO. : ……………….

 TABLE OF CONTENT

CHAPTER CONTENTS

Certificate of Originality
Acknowledgement
Declaration
Title of the project
1 Introduction
Company Overview
2 Review of Literature
3 Objectives of the study
4 Research Methodology
5 Data Analysis & Interpretation
6 Findings and Recommendation
7 Conclusion and Limitation

References
Questionnaire

“ROLE OF SUPPLY CHAIN MANAGEMENT & INTEGRATION FOR NEXT GENERATION

CONSTRUCTION INDUSTRY AT ESSAR, GUJARAT”

CHAPTER – 1

INTRODUCTION TO THE STUDY

Supply chain management is extremely current due to its success in other industries and therefore
considered to be the future in construction industry. Supply chain management has been in use before the
recent hype in the construction industry. Supply chain management (SCM) is a concept that has flourished
in manufacturing, originating from Just-In-Time (JIT) production and logistics. Today, SCM represents an
autonomous managerial concept, although still largely dominated by logistics. SCM endeavors to observe
the entire scope of the supply chain. All issues are viewed and resolved in a supply chain perspective,
taking into account the interdependency in the supply chain. SCM offers a methodology to relieve the
myopic control in the supply chain that has been reinforcing waste and problems.
Why Supply Chain Management in Construction?

Key Components of Supply Chain Strategy-

Strategy supply chain can be considered as comprising the following key components.

1. Sourcing strategy

2. Distribution strategy

3. Inventory strategy

4. Customer service strategy

5. Integration strategy

Strategic supply chain Management

Distribution Strategy
Sourcing Strategy
Inventory Strategy
Customer Services Strategy
Integration Strategy
Figure-2 Strategic Supply Chain Module

Sourcing Strategy–

Not many organizations go for in-house manufacturing .They rely on sourcing and developing vendors
with elaborate systems to check and control quality. Even firms which decide on in- house manufacturing
often do not go for manufacturing full range of products to meet total market demand but decide on partial
sourcing. Make-and-buy decisions make a significant impact on the cost structure of a company’s
products.

Manufacturing Management –

This functional area decides such issues as to how production should be organized and managed.
Traditionally the production planning and control systems have been designed to maximize efficiency of
labor and utilization of machines. These considerations are no longer adequate. In a customer focused
business world, production processes have to optimize balance between satisfaction and efficiency.

More-or-Buy Decisions-

Traditional approaches on make-or-buy decision have considered such factors as cost of in-house
manufacturing. Cost of sourced supplies. Labor cost changes (for reasons of buy decision, sometimes in-
house labour become idle), recovery of overheads, underutilized capacity in plant and machinery, transport
interruptions, etc. It now also calls for considerations of faster deliveries, easy access for service, repairs
and replacements, and customer preferences.

Capacity Management-

This calls for decision to locate plants for in-house processing and suppliers and to fix capacities for both
plants and suppliers. Traditionally, the decision on location of plants were taken based on consideration
such as cost of land, government subsidies. Cost of power, availability of labour and other manpower,
government concessions on sales tax and other statutory levies, industrial relations, etc. Many of these
considerations are equally valid today. But more important considerations have emerged. Proximity to
customers, costs of distribution, supply channel infrastructure availability, access to service facilities, and
access to various modes of transport network, access to IT are the new emerging considerations.

Distribution Strategy-

Evans and Danks (2008) define it as the ‘linkage between the firm’s customers and the sources of its
products or services that the firm provides to the marks place. Strategy decision is not only important as it
involves consideration of distribution cost which form a significant percentage of total marketing costs.
But it also calls for a long-term commitment to certain type of costs associated with a channel of
distribution. The distribution strategy has three elements.

Distribution Strategy
Supply Chain Configuration
Channel Selection
Distribution Planning
Figure -4 Factors of Distribution Strategy

Channel Selection –

A wide choice of Channels is available. These include dealers, manufacturers, stockiest, wholesalers,
distribution, and currently, World Wide Web, etc. Choice of an appropriate channel depends on the
products or services to be marketed, the volume involved the geographical locations to be covered and the
long term business policy of the firm in carrying out marketing functions and exercising controls. Choice
of a channel is important as it can directly influence the level of customer service.

Supply Chain Configuration-

A supply chain has a number of participants. Sources of supplies, storage or stocking stations, and
distribution channels till he supplies reach to end-customer constitute some of the major participants.
Decision on alternatives such as number of participants and their locations have an important bearing on
the efficacy of the organization. Supply chain configuration all for determining numbers and location of
each of the participants.

It calls for specifying the role of each of the participants. The answers to these questions will take into
customers and their geographic locations, cost of transportation, distribution so that supplies reach the
destinations on time.

Distribution Planning-

The supplies can be carried through a wide variety of transportation choices. A faster transportation not
only helps to achieve a higher level of customer satisfaction in making the supplies available on time but
also helps to increase the sales by seizing business opportunities, when there is a sudden rise in demand. To
meet these objectives many corporations tend own their own fleet of transport and major factor in a supply
chain system. This factor, therefore, seeks to establish the transport mode capacity, location, routing and
the schedules of distribution so the supplies reach the destinations on time.

Inventory Strategy-

This constitutes the core of SCM. The major costs of a supply chain, the level of customer satisfaction, the
business growth (or fall) are largely influenced by the inventory strategy. There are several issues which
are at conflict with each other and are required to be resolved. Higher inventory at several distribution
points may, for example, helps in making the goods easily available to customers and result in growth of
sales but this will simultaneously increase costs and bring down revenues .Inventory strategy can be
considered as comprising three elements.

Demand Forecasting-

This calls for determination of the demand of the products for the period considered. Many products in the
market have s seasonal demand which is governed by factors such as festivals, weather (seasons), etc.
Many other follow regular cycle. There are products which find market. When there is scarcity of
alternatives. Demand planning is needed as it enables the company to organize its sourcing and stocking
policies. The economics of a total system can go haywire if demand planning finally finds no resemblance
to the actual market conditions. On the other hand an accurate demand forecast will result in totally smooth
operations. A number of forecasting tools are available to carry out demand planning in a systematic
manner.

Inventory Planning-

Once the demand has been forecast, the organization is called upon to determine levels of production to
develop an inventory policy. The latter includes fixing of levels of inventory such as minimum stock,
maximum levels of stocks reorder levels, lead time for procurement order level quantities, etc. Inventory
planning also includes setting up of procedures and fixing time schedules for monitoring the inventories
and exercising controls. Inventory planning is required to be carried at all the channels (stock points) of the
supply chain system. In a supply chain system costs of inventory constitute a major overhead. Customer
satisfaction on the other hand exacts delivery of goods from ready stock.

Planning of Stocking Facilities-

Adequate stocking facilities are needed for keeping stocks at each of the channel stock stations. The
storing facilities should be sufficient to carry the inventory in safe conditions and should be equipped with
handling facilities for easy and quick receipts and issues. Besides, the storage facilities should be situated
close to the rail/road heads so as to minimize the costs of transportation. Proximity to distribution channels
is also desirable as it will reduce the time to carry stock to the sale counters.

ERP
Orders, Items, Routing….
Scheduler
Completions, Materials, Used, Lots, Hours…
Manufacturing Orders, Dispatch Lists….
Execution

Figure-6 Supply Chain Scheduling and Execution Model

Legacy System
ERP
Materials plan, Production Plan
Inventory, Bills, Forecast. Customer Order
Planner
Latest Build Schedule
Constrained Plan
Scheduler
State of Execution on the Shop Floor
Detailed Resource Dispatch List
Execution

Definition
There seems to be a universal agreement on what a supply chain is. Jaya shankar et al. defines a supply
chain to be a network of autonomous or semi-autonomous business entities collectively responsible for
procurement, manufacturing, and distribution activities associated with one or more families of related
products.

Lee and Belington has a similar definition:

A supply chain is a network of facilities that procure raw materials, transform them into
intermediate goods and then final products, and deliver the products to customers through a
distribution system.

And Ganeshan and Harrison has yet another analogous definition:

A supply chain is a network of facilities and distribution options that performs the functions of
procurement of materials, transformation of these materials into intermediate and finished products,
and the distribution of these finished products to customers.

Figure: An Example of a Supply Chain.

Figure shows an example of a supply chain. Materials flow downstream, from raw material sources
through a manufacturing level transforming the raw materials to intermediate products (also referred to as
components or parts). These are assembled on the next level to form products. The products are shipped to
distribution centers and from there on to manufacturers and customers.

Issues in Supply Chain Management

The classic objective of logistics is to be able to have the right products in the right quantities (at the right
place) at the right moment at minimal cost. Figure translates this overall objective into four main areas of
concern within supply chain management.
Figure: Hierarchy of Objectives.

The two middle boxes in the lower row of Figure delivery reliability, and delivery times, are both aspects
of customer service, which is highly dependent on the first box, flexibility, and on the last box, inventory.

Decisions on Three Levels

Supply chain management decisions are often said to belong to one of three levels; the strategic,
the tactical, or the operational level. Since there is no well defined and unified use of these terms, this
Section describes the how they are used in this thesis. figure shows the three level of decisions as a
pyramid shaped hierarchy. The decisions on a higher level in the pyramid will set the conditions under
which lower level decisions are made.

Figure: Hierarchy of Supply Chain Decisions.

On the strategic level long term decisions are made. According to Ganeshan and Harrison], these are
related to location, production, inventory, and transportation. Location decisions are concerned with the
size, number, and geographic location of the supply chain entities, such as plants, inventories, or
distribution centers. The production decisions are meant to determine which products to produce, where to
produce them, which suppliers to use, from which plants to supply distribution centers, and so on.
Inventory decisions are concerned with the way of managing inventories throughout the supply chain.
Transport decisions are made on the modes of transport to use.

Decisions made on the strategic level are of course interrelated. For example decisions on mode of
transport are influenced by decisions on geographical placement of plants and warehouses, and inventory
policies are influenced by choice of suppliers and production locations. Modeling and simulation is
frequently used for analyzing these interrelations, and the impact of making strategic level changes in the
supply chain.

On the tactical level medium term decisions are made, such as weekly demand forecasts, distribution and
transportation plan, production planning, and materials requirement planning. The operational level of
supply chain management is concerned with the very short term decisions made from day to day. The
border between the tactical and operational levels is vague. Often no distinction is made, as will be the case
in this thesis.

If your system is not performing up to this potential, be sure you have implemented each of the following
characteristics of good inventory management:

1. Protect your company against theft – Make sure that the only people
in your warehouse belong in your warehouse. Pilferage is a larger
problem than most distributors realize.

2. Establish an approved stock list for each warehouse – Most dead

inventory is “D.O.A” (dead on arrival). Order only the amount of non-
stock or special order items that your customer has committed to buy.
Before adding an item to inventory, try to get a purchase commitment
from your customer. If this is not possible, inform the salesperson who
requests the item that he or she is personally responsible for half the
carrying cost of any part of the initial shipment that isn’t sold within
nine months.

3. Assign and use bin locations – Assign primary and surplus bin
locations for every stocked item. All picking and receiving documents
should list the primary bin location (in either characters or a bar code).
 With correct bin locations on documents, order picking is probably the
least complicated job in your warehouse. Assign inexperienced people
to this task and your most experienced warehouse workers to receiving
inventory and stock management.

4. Record all material leaving your warehouse – There should be

appropriate paperwork for every type of stock withdrawal. Under no
circumstances should material leave the warehouse without being
entered in the computer. Eliminate “no charge/no paperwork” material
swaps. Product samples should be charged to a salesperson’s account
until they are either returned to stock or charged to the customer.

5. Process paperwork in a timely manner – All printed picking

documents should be filled by the end of the day. Stock receipts should
be put away and entered in the computer system within 24 hours of
arrival.

6. Set appropriate objectives for your buyers – Buyers should be judged

and rewarded based on the customer service level, inventory turns, and
return on investment for the product lines for which they are
responsible.

7. Make sure every employee is aware of the cost of bad inventory

management – Inventory loss through theft, breakage, or loss must be
paid for with net profit dollars. If your net profit before taxes is 4%, it
takes $2,500 in new sales to make up for a $100 merchandise loss!

8. Ensure that stock balances are accurate and will remain accurate –
Implement a comprehensive cycle counting program. A good cycle
counting program can replace your traditional year-end physical
inventory.

9. Determine the most advantageous replenishment path for each item

in each warehouse – Assign one of these “paths” to each item in each
warehouse:

1. Distributive purchasing – The warehouse replenishes stock with

a purchase order issued directly to the vendor
 2. Central Warehousing – The stock of one warehouse is
replenished with a stock transfer from a central warehouse

3. Cooperative Purchasing – Several branches “pool” their needs

and issue one vendor purchase order in order to meet the vendor
minimum order within a reasonable amount of time

10. Specify guidelines for setting the reorder method another

purchasing parameters to maximize inventory turns and minimize
stock outs:

1. Minimum/Maximum quantities

2. Economic order quantities

3. Order up to a specific stock level

4. Safety stock quantities

5. Preseason buys
ABOUT LOGISTICS:

Logistics is the art and science of managing and controlling the flow of goods, energy, information and
other resources like products, services, and people, from the source of production to the marketplace. It is
difficult to accomplish any marketing or manufacturing without logistical support. It involves the
integration of information, transportation, inventory, warehousing, material handling, and packaging. The
operating responsibility of logistics is the geographical repositioning of raw materials, work in process,
and finished inventories where required at the lowest cost possible.

Components of Logistical System-

Five components combine to form a logistical system. These are:

1. Facility structure,

2. Transportation,

3. Inventory,

4. Communication and IT, and

5. Warehousing and Packaging

SWOT Analysis for Micro-Level Components-

Facility Structure-
Strengths Weakness Opportunities Threats
Inadequate facilities
Vast geographical area for
Need to develop a total
design of distribution Clustering of facilitie
system network
network

Facilities location
Land cost generally not Optimal location of
decisions are not Congestion pollution
high facilities
professionally taken

Inventory Control-

Strengths Weakness Opportunities Threats

Indigenous supply of Lead time
material possible of most Excessive lead time Reduction
Shortages
case
Materials cost a major
factor
Uncertain Vendors Source development Black-marketing

Knowledge base exists Excess variety Vendor rating

Too much dead stock
Low inventory turnover ratio

Demand uncertainties Record

keeping poor quality –
assurance problems
inflationary pressures.

Warehousing and Packaging-

Strengths Weakness Opportunities Threats

Value analysis in
Technology base Package poor Hazards
packaging mechanization
Excessive packaging
Manufacturing base Automation Pilferage
Cost

Budget constraint for

Insufficient storage with
Manpower base Store layout planning
excessive retrieval time AS/RS
 Lot of challenge for Poor housekeeping, low Improved work Maintenance of
improvement technology environment mechanized system
Damage during Storage

WAREHOUSING

Warehouse is the location to or from which the inventory is transported. Warehouses are the key driver of
supply chain performance in terms of responsiveness and efficiency. Before deciding the location of
Warehouses we must consider the following points:

 Location of our stores

 Rent of the location

 Format of our retailing

INVENTORY MANAGEMENT

OPERATIONS MANAGEMENT:

COMPANY PROFILE:

CHAPTER – 2

REVIEW OF LITERATURE
 CHAPTER – 3

OBJECTIVES OF THE STUDY

CHAPTER – 4

RESEARCH METHODOLOGY

RESEARCH DESIGN:

The first step in developing any sample design is to clearly define the set of objects, as my study is
exploratory, the sampling design includes three decisions i.e. sampling unit, Sample size & Sampling
procedure.

METHOD USE TO CLASSIFY DATA:

The data was collected using both by primary data collection methods as well as secondary sources.

DATA COLLECTION APPROACH

The base on which a study rests is the information that is embedded in it. The data for this study was
obtained as a blend of both Secondary and Primary sources.

PRIMARY DATA: Most of the information was gathered through primary source. The methods that were
collected primary data are:

Structured Interview

SECONDARY DATA: The secondary data was collected through:

 Internet sites

 Books and article on Supply Chain Management.

SAMPLE SIZE: 100

Universe:

Various Divisions/ Departments under

ESSAR Company, Gujarat

CONVENIENT SAMPLING: it is that type of sampling where the researcher selects the sample
according to his or her convenience.
 TOOL OF ANALYSIS:

Data collection was done through questionnaire. The Ms-word & Ms-Excel software was used to analyze
the data. Different types of graphs & Charts were used to interpretation the findings diagrammatically.
They are:

 Pie Charts

 Bar Graphs

 Likert scale Method

CHAPTER – 5

DATA ANALYSIS AND INTERPRETATION

Evaluation of the Study:-

Q1. How successful do you think is your company in managing its supply chain in general?

Criteria Frequency Percentage

Not successful at all 6 6%
Not successful 8 8%
Somewhat successful 28 28%
Successful 40 40%
Very successful 18 18%
ANALYSIS AND INTERPRETATION:-

As shown by the pie chart, 40% of respondent Successful think is your company in managing its supply
chain in general, 28% of respondent somewhat successful, 18% of respondent Very successful, 8% not
successful and 6% of not successful at all.

Q2. Does your company have a separate logistics or Inventory department?

Criteria Frequency Percentage

Yes 90 90%
NO 10 10%
ANALYSIS AND INTERPRETATION:-
As shown by the graph, 90% of respondent think company has a separate logistics or Inventory
department, 10% of respondent not think like that.

Q3. Does your company have a clear SCM and operation strategic plan?

Criteria Frequency Percentage

Yes 94 94%
No 6 6%
ANALYSIS AND INTERPRETATION:-

As shown by the graph, 94% of respondent think company has a clear SCM and operation strategic plan,
6% of respondent not think like that.

Q4. How satisfied are you with the current inventory policy regarding SCM?

Criteria Frequency Percentage

Not at all 6 6%
Somewhat 12 12%
Satisfied 56 56%
Quite satisfied 24 24%
Very satisfied 12 12%
ANALYSIS AND INTERPRETATION:-

As shown by the pie chart, 56% of respondent satisfied with the current inventory policy regarding SCM,
24% of respondent quite satisfied, 12% of respondent Very satisfied, 12% Somewhat and 6% of respondent
Not at all.

Q5. Is supply chain management having all the address of the developer branches of the company?

Criteria Frequency Percentage

Yes 78 78%
NO 22 22%
ANALYSIS AND INTERPRETATION:-

As shown by the graph, 78% of respondent think supply chain management having all the address of the
developer branches of the company, 22% of respondent not agrees with it.

Q6. Rate the working strategies of supply chain management department on the basis of the current
programs?

Criteria Frequency Percentage

Outstanding 12 12%
Excellent 10 10%
Good 48 48%
Average 30 30%
ANALYSIS AND INTERPRETATION:-

As shown by the pie chart, 48% of respondent feel good working strategies of supply chain management
department on the basis of the current programs, 30% of respondent Average, 12% of respondent
Outstanding, 10% Excellent.

Q7. Is the supply chain management department is having sufficient transportation and capacity?

Criteria Frequency Percentage

Yes 92 92%
Not sufficient 8 8%

ANALYSIS AND INTERPRETATION:-

As shown by the graph, 92% of respondent think supply chain management department is having sufficient
transportation and capacity, and 8% of respondent think not sufficient.

Q8. Choose the right option, where the supply chain department is facing problem in taking care of
the raw material?

Criteria Frequency Percentage

During storage 34 34%
Packaging 30 30%
Testing of packaging 14 14%
Evaluation of defective raw material 22 22%

ANALYSIS AND INTERPRETATION:-

As shown by the pie chart, 34% of respondent feel during storage, 30% of respondent Packaging, 14% of
respondent Testing of packaging, 22% Evaluation of defective raw material.

Q9. How do you rate the delivery activity and Inventory management of the department?

Criteria Frequency Percentage

Excellent 12 12%
Very effective 28 28%
Good 40 40%
Average 20 20%

ANALYSIS AND INTERPRETATION:-

As shown by the pie chart, 40% of respondent feel Good delivery activity and Inventory management of
the department, 28% of respondent Very effective, 20% of respondent Average, 12% Excellent.

Q10. Is there any case recorded by the supply chain department in which the production department
complained late delivery of raw materials?

Criteria Frequency Percentage

Yes 16 16%
No 84 84%

ANALYSIS AND INTERPRETATION:-

As shown by the graph, 84% of respondent think No, and 16% of respondent think yes.

Q11. Choose the right option, where the supply chain department is facing problem in taking care of
the raw material in Essar?

Criteria Frequency Percentage

During storage 26 26%
Packaging 22 22%
Testing of packaging 34 34%
Evaluation of defective raw material 18 18%

ANALYSIS AND INTERPRETATION:-

As shown by the pie chart, 34% of respondent choose Testing of packaging, 26% of respondent said during
storage, 22% of respondent choose Packaging, and 18% of respondent choose Evaluation of defective raw
material.

Q12. Is there any case recorded by the supply chain department of Essar in which the production
department complained late delivery of raw materials?

Criteria Frequency Percentage

Yes 22 22%
No 78 78%

ANALYSIS AND INTERPRETATION:-

As shown by the graph, 78% of respondent said No, and 22% of respondent said yes.

Q13. According to the current growth process of the Essar, which of the following needs much
attention and progress to boost the production?

Criteria Frequency Percentage

Operational activities 30 30%
Tactical activities 36 36%
Current programming strategies 34 34%

ANALYSIS AND INTERPRETATION:-

As shown by the pie chart, 36% of respondent feel Tactical activities the current growth process of the
Essar, which is needs much attention and progress to boost the production, 34% of respondent said Current
programming strategies, 30% of respondent feel Operational activities.

Q14. Are you happy with the SCM of Essar?

Criteria Frequency Percentage

Yes 86 86%
No 14 14%

ANALYSIS AND INTERPRETATION:-

As shown by the graph, 86% of respondent feel happy with the SCM of Essar and 14% of respondent not
happy with the SCM of Essar.

CHAPTER – 6

MAJOR FINDINGS AND RECOMMENDATION

The findings of the study of “ROLE OF SUPPLY CHAIN MANAGEMENT & INTEGRATION FOR
NEXT GENERATION CONSTRUCTION INDUSTRY AT ESSAR, GUJARAT”.
 40% of respondent Successful think is your company in managing its
supply chain in general, 28% of respondent somewhat successful, 18% of
respondent Very successful, 8% not successful and 6% of not successful at
all.

 90% of respondent think company has a separate logistics or Inventory

department, 10% of respondent not think like that.

 94% of respondent think company has a clear SCM and operation

strategic plan, 6% of respondent not think like that.

 56% of respondent satisfied with the current inventory policy regarding

SCM, 24% of respondent quite satisfied, 12% of respondent Very satisfied,
12% Somewhat and 6% of respondent Not at all.

 78% of respondent think supply chain management having all the

address of the developer branches of the company, 22% of respondent not
agrees with it.

 48% of respondent feel good working strategies of supply chain

management department on the basis of the current programs, 30% of
respondent Average, 12% of respondent Outstanding, 10% Excellent.

 92% of respondent think supply chain management department is

having sufficient transportation and capacity, and 8% of respondent think not
sufficient.

 34% of respondent feel during storage, 30% of respondent Packaging,

14% of respondent Testing of packaging, 22% Evaluation of defective raw
material.

 40% of respondent feel Good delivery activity and Inventory

management of the department, 28% of respondent Very effective, 20% of
respondent Average, 12% Excellent.

 84% of respondent think No, and 16% of respondent think yes.

 34% of respondent choose Testing of packaging, 26% of respondent

said during storage, 22% of respondent choose Packaging, and 18% of
respondent choose Evaluation of defective raw material.

 78% of respondent said No, and 22% of respondent said yes.

 36% of respondent feel Tactical activities the current growth process of
the Essar, which is needs much attention and progress to boost the
production, 34% of respondent said Current programming strategies, 30% of
respondent feel Operational activities.

 86% of respondent feel happy with the SCM of Essar and 14% of
respondent not happy with the SCM of Essar.

CHAPTER –7

CONCLUSION AND LIMITATION

CONCLUSION

LIMITATION OF THE STUDY:

 There may be lack of time on the part of respondents.

 There may be some bias information provided by company

professionals.

 As only single area will be surveyed or covered, it does not represent

the overall view of each field.

 It is very much possible that some of the respondents may give the
incorrect information.

REFERENCES

1. ANON., 2004. Supply Chain Management. Constructing excellence.

pp.1-4
 2. ANON., 2005. Nec3 engineering and construction contract. 9th ed.
London: Thomas Telford

3. BRISCOE, G. and DAINTY, A., 2005. Construction Supply Chain

Integration: an Elusive Goal?. Supply Chain Management: An
International Journal, 10(4), pp. 319-325.

4. COX, A., 1999. Power, Value and Supply Chain Management. Supply
Chain Management: An International journey, 4(4), pp.167-175.

5. DAVIS, P. and LOVE, P. 2010. Alliance contracting: adding value

through relationship development. Engineering, Construction and
Architectural Management. 18(5), pp.444-461

6. HILLBRANDT, P., CANNON, J. and LANSLEY, P., 1995. The

Construction Industry – In and Out of Recession. Basingstoke:
Macmillan.

7. KELLY, J., MORLEDGE, R., and WILKINSON, S., 2002. Best Value in
Construction. 1st ed. Oxford: Blackwell Publishing.

8. KHALFAN, M. and MCDERMOTT, P., 2007. Integrated Supply Chain –

An Example from the UK Construction Industry. The construction and
building research conference of the Royal Institute of Chartered
Surveyor, 1(1), pp.1-13.

9. PRYKE, S., 2009. Construction Supply Chain Management. 1st ed.

Chichester: Blackwell Publishing.

10. www.essar.com.

QUESTIONNAIRE

DEAR RESPONDENTS

I am a student doing MBA. I am underlying a project named “ROLE OF SUPPLY CHAIN

MANAGEMENT & INTEGRATION FOR NEXT GENERATION CONSTRUCTION INDUSTRY
AT ESSAR, GUJARAT”. So by filling this questionnaire please help me in completing my research
project.

Name : ……………………………….
 Age : ……………………………….

Address : ……………………………….

Gender : ……………………………….

Designation : ……………………………….

Contact No. : ……………………………….

Q1. How successful do you think is your company in managing its supply chain in general?

 Not successful at all

 Not successful

 Somewhat successful

 Successful

 Very successful
Q2. Does your company have a separate logistics or Inventory department?

 Yes

 NO
Q3. Does your company have a clear SCM and operation strategic plan?

 Yes

 NO
Q4. How satisfied are you with the current inventory policy regarding SCM?

 Not at all

 Somewhat

 Satisfied

 Quite satisfied

 Very satisfied
Q5. Is supply chain management having all the address of the developer branches of the company?

 Yes

 NO
Q6. Rate the working strategies of supply chain management department on the basis of the current
programs?
 Outstanding

 Excellent

 Good

 Average
Q7. Is the supply chain management department is having sufficient transportation and capacity?

 Yes

 Not sufficient
Q8. Choose the right option, where the supply chain department is facing problem in taking care of
the raw material?

 During storage

 Packaging

 Testing of packaging

 Evaluation of defective raw material

Q9. How do you rate the delivery activity and Inventory management of the department?

 Excellent

 Very effective

 Good

 Average
Q10. Is there any case recorded by the supply chain department in which the production department
complained late delivery of raw materials?

 Yes

 No
Q11. Choose the right option, where the supply chain department is facing problem in taking care of
the raw material in Essar?

 During storage

 Packaging

 Testing of packaging

 Evaluation of defective raw material

 Q12. Is there any case recorded by the supply chain department of Essar in which the production
department complained late delivery of raw materials?

 Yes

 NO
Q13. According to the current growth process of the Essar, which of the following needs much
attention and progress to boost the production?

 Operational activities

 Tactical activities

 Current programming strategies

Q14. Are you happy with the SCM of Essar?

 Yes

 No