Supply Chain Management

Corporate Strategies in a Digital World 359
Chapter XVIII
Corporate Strategies
in a Digital World:
Supply Chain Management
and Customer Relationship
Management
Development and
Integration - Focus
Purva Kansal
Panjab University, India
Keshni Anand Arora
Indian Administrative Services, India
Abstract
These days, the majority of management literature stresses the concept of learning
organizations, i.e., an organizations capacity to change. However, it is not easy for
people to accept this fundamental aspect especially when it comes to the Internet and
technologies growing importance in business operations. They claim its a temporary
trend that will leave little visible change in the way business is conducted. For these
businessmen, the philosophy seems to be keep making better products and offering
new services, and the customers will keep buying. They ignore changes occurring in
the buying habits of customers and impact of technology. There are some businesses
who are happy to follow the leader and adopt tools like supply chain management.
Copyright 2005, Idea Group Inc. Copying or distributing in print or electronic forms without written
permission of Idea Group Inc. is prohibited.
360 Kansal & Arora
Supply chain management is a recognized discipline to shorten cycle times, reduce

inventories, decrease logistics costs and streamline communication process across the
business network. On the other hand are the businessmen who understand the learning
organization concept and develop a forward orientation. They are prepared to ride the
technology wave to new heights and accomplishments by using technology as a

defining element in business operations. This chapter suggests a new approach to this
new breed of entrepreneurs. In this chapter, we are trying to give supply chain
management a customer orientation and to study its results. We highlight the synergistic
advantage of linking supply chain management with customer relationship management
into a tightly knit network using technology. The main focus is on finding a solution
to deal with Internet empowered customers and to learn how to apply technologies
demanded in the new digital economy.
Introduction
The corporate strategies drawn by companies in todays digital world have forced them
to inculcate technology in all spheres of their operations. Satisfaction in a consumer
emanates from the feeling of pleasure or disappointment resulting from comparing the
products perceived performance in relation to his/her expectations (Kotler, 1998).

Conceptually, if performance falls short of expectation, the customer is dissatisfied. If
it matches his expectations, the customer is satisfied and if it exceeds his expectations
the customer is delighted.

As put forth best by Sam Walton, this concept can be simply stated, There is only one
boss, the customer. And he can fire everybody from the chairman on down, simply by
spending his money somewhere else (Your Customer Your Boss, 2003). This has led
to the development of customer-oriented markets, i.e., Buyers Markets. Therefore,
successful companies these days are targeting customer delight as a tool for retaining
customers and ensuring success. The increasing use of technology in the development
and marketing of products has forced companies to turn toward customer retention as
an essential ingredient of corporate success.

Moreover, researchers have pointed out that these days retaining customers is a smart
strategy. Their work has proven that it is more economical to retain customers than to
acquire new ones. The Forum Company estimated as early as 1989 that the cost of winning
the new customer is five times as much as that of pleasing an old customer (Sellers,
1989)
On similar lines, Dr. Jason Chen (2002) stated that:
A 60-100% company profit boost can be achieved by only 5% customer retention

efforts
One dissatisfied customer tells eight to ten people about his experience
Odds of selling a product to a new customer is 15 % while selling to a existing
customer is 50%
Up to 98% of promotion coupons are thrown away
Referred customers generally stay, use more products and become profitable
customers.
Quantitative analyses like these have motivated companies to understand customer
expectations and to find tools which would help them achieve customer delight
(Gattorna and Walters, 1996) In this paper we discuss two such tools, Customer
Relationship Management (CRM) and Supply Chain Management (SCM). The use of
technology to integrate these tools has become a focal point in many firms to gain
.
competitive ground.
Many companies have been using these tools profitably however in others the approach
has been centered around adopting them individually. In this paper we establish how the
singular approach managed to change the expectation set of the customers permanently.
However, with the proliferation of these technologies and tools, gaining competitive
advantage has become increasingly difficult. Thereby, it is essential for companies to
search for new tools to gain a competitive edge in the market.

We explore the feasibility of one such tool, i.e., an interactivity approach between SCM
and CRM vis-a-vis India.

India is one of the most rapidly growing economies with a distinct set of customer logics
and supply chain. Indian customers have been introduced to the concept of customer
power only recently with the proliferation of existing and emerging technologies and
they are coming to terms with it progressively. This rapid development has made their
expectation set very volatile. Meanwhile, there exists a three-tier distribution channel.
This leads to sharing of control between manufacturers and channel members. However,
this makes the job of offerers, i.e., targeting customer satisfaction, difficult.
In this chapter we explore the option of applying this interactivity tool to the Indian
economy.
Customer Relationship Marketing &

Supply Chain Management: Tools Used
to Satisfy Customers
Customers usually have an intuitive sense of what they want. However, these expectations are continuously influenced by variables like personal needs, past experiences,
alternatives available, promises made by manufacturers, etc. (Ziethmal and Bitner, 2003).
Companies, in an attempt to win over customers, promise them product and service
variables vis-a-vis other products. Thereby, molding the expectations of a customer.

According to the Levitt, The new competition is not between what companies produce
in their factories, but between what they add to their factory output in form of packaging,
services, advertising, customer advice, financing, delivery arrangements, warehousing
and other things that people value (Levitt, 1969).
362 Kansal & Arora
Figure 1. Product variables and CRM and SCM: Relationship

DIG 1: Product Variables and CRM and SCM: Relationship.
FORMAL
PRODUCT
Packaging
Brand
Color
Styling
Attribute
Instructions Manual
Quality
CORE
PRODUCT
AUGMENTED
PRODUCT
Delivery
InstallationServices
Guarantees
Replacement
Finance
Customer
CustomerComplaint
management
After Sale Services
PRODUCT
(Offered to a customer)
CUSTOMER ORIENTATION (CRM & SCM)
Companies employ varying strategies to differentiate their products, requiring the need
for a different set of technologies and business processes.
A product involves its presentation to the consumer as a composite package. It refers
to a core product, the formal product, and an augmented product (Figure 1). As pointed
out by Levitt, the core product remains the same in an industry, what changes is the formal
and augmented product composition.

The formal product variables help customers differentiate a product from that of the
competitors. Hence, companies try and customize these attributes. Investment in
customization motivates a company to promise customers a certain set of distinct
attributes. These promises in turn influence the customers satisfaction.

The augmented product variables determine the competitive advantage of a company.
The level of on-time delivery, customer training, after sales services, guarantee and
replacement schemes, influences the customers satisfaction. Therefore, in order to have
competitive advantage in a particular market the manufacturers need to compete not only

in terms of what they produce in the factories (core product) but in terms of value-added
variables.
The role played by the technological development of the company plays a crucial role
at this stage. To date, companies have been adopting their customization strategy by
targeting selected variables of augmented and formal product sets. However, the
increased levels of competition and technology proliferation have forced companies to
look at the product as a whole. Moreover, for a sustained competitive advantage
companies need to orient their technologies in their operations and also use them to adapt
the variables in a product to a customer perspective. One way of achieving this is through
CRM.
CRM - The Concept

CRM refers to the approach adopted by an organization to understand and influence
customer behavior through meaningful communication, so as to improve customer
acquisition, retention, loyalty and profitability (Deck Stewart, 2003).

CRM is a comprehensive strategy and involves technology and tools used to understand
customer needs and behaviors in order to develop stronger relationships with them. It
is a process that helps bring together previously dispersed pieces of information about
customers and their behaviors, strategies for sales and marketing, their effectiveness and
responsiveness and market trends (Raut, 2003).

In a macro sense, the main philosophy behind CRM is to ensure customer delight rather
than mere satisfaction by using services as a tool, to provide customers with a service
level that exceeds their expectation set. Moreover, having learned from their experiences,
customers now demand a product that matches their expectation logics exactly (Ziethmal,
n.d.). This involves the integration of data captured by various functions in a company
and blending the data to develop a comprehensive knowledge about the needs of the
consumer and the product.

The motivation behind companies efforts to understand their customers is the desire to
have a competitive advantage. The more capable a company becomes at understanding
its customers and giving them what they want, the more difficult it is for the competitors
to entice them away (Switching Costs).

Many corporations have exploited this tool successfully in developed countries. For
example Amazon.com, Tipper Tie, Hewlett Packard, Canada Post Corp., Student Advantage, Dell Computers, Microsoft, McDonalds, Pizza Hut, Dominos, etc. These companies
are not famous for their advertising campaigns but their service level (Augmented
Products). The advancements in present day digital economies have however made some
of these technological advances and tools a mere necessity from their earlier status of
a highly valued choice.
364 Kansal & Arora
Case Study: Tipper Tie (2003)

Tipper Tie Inc., owned by Dover Corporation, is a multi-billion-dollar entity publicly
traded on the NYSE (DOV). The Tipper Tie Inc. family consists of four companies Tipper
Tie, Tipper Tie-Net, Tipper Tie technopack and Tipper Tie Alpina. Their products
portfolio includes clippers, aluminum clips, aluminum wire products, electric fence
supplies and netting. Tipper Tie was selected as a small-to-midsize enterprise winner of
the Spring 2002 Gartner CRM Excellence Awards. Tipper Tie customers (in the foodprocessing industry) use costly machines for packaging the food items. These packing
machines need service, new parts, and plenty of wire and clips. Tipper Tie is a customeroriented company and their field sales reps and service technicians make personal visits
to customers while call center fields their questions, requests and complaints. Believing
in the fundamentals of CRM (customer retention) the sales rep used to spend 75% of their
time dealing with old complaints and satisfying the old customers (Boeing Center, 2003).
This helped the company to increase its customer base and goodwill in the market.
Success stories like these motivate companies to strive for improved customer relations.
Therefore, in the past few years, companies increasingly invested huge amounts in CRM
infrastructures. The need for such tools has influenced the direction and the develop-
ment of technological advances needed to satisfy the needs of the companies.

The extensive use of CRM concepts and tools led to a modification of a customers
expectation set.
This led to CRM transiting from its status of a competitive advantage tools to a mere
strategy. Therefore companies directed their efforts to look for competitive advantage
alternatives which could fill the void left by transition of CRM but do so cost effectively.
Companies having made extensive use of technology to further their cause via CRM then
turned to develop further processes and tools to gain competitive ground.

It is against this backdrop that the discipline and philosophy of logistics & supply chain
management moved into limelight.
Supply Chain Management

The Concept
In 1954, Paul Converse, pointed out the need for academicians and practitioners to
examine the distribution side of marketing (Converse, 1954). Later Peter F. Drucker
indicated that physical distribution was akin to the Dark Continent, i.e., it was an area
that was virtually unexplored and hence unknown (Drucker, 1962) He said 50 cents out
of every dollar that a consumer spends on goods goes to activities that occur after goods
.
are made, i.e., physical distribution.

Physical distribution is a cluster of activities which creates time, place and form utility
through the movement of goods and persons from one place to another.

Over time physical distribution has been expanded to include total materials management
and information flows within a channel and is now called logistics (Kapoor and Purva,
2003).
Contributions in these areas from scholars like Heskett (1973) Shapiro (1984) and
Sharman (1984) have helped thrust logistics into the spotlight. These days logistics is
perceived as a tool for improving efficiency of customer service programs, decreasing
total costs and profit leveraging. For example, Michael Dell in his book Direct from Dell
(Harper Business) Stated, In 1993, we had $2.9 billion in sales and $220 million in
inventory. Four years later, we posted $12.3 billion in sales and had inventory of $233
million. Were now down to less than eight days of inventory [on hand] and were starting
to measure it in hours instead of days (Allen, 2003). Similarly, logistics deals with
reorganizing material handling functions, determining equipment selection and replacement policies, order-picking procedures and stock storage retrieval, etc. Todays digital
world has seen a new dimension being added where the product does not have any
physical form and can be delivered electronically directly from the Web to the buyers
computer. Use of the Internet and various technologies has also reduced the communi,
cation gap between the businesses and consumers.

To synergize these cost reduction benefits, the term logistics has been further expanded
to supply chain management. Supply chain management has been defined as the chain
linking each element of the manufacturing and supply process from raw material through
to the end-user, encompassing several organizational boundaries and treating all
organizations within the value chain as a unified virtual business entity (Scott and
Westbrook, 1991).
Therefore, anyone or anything that influences a products time-to-market, price, quality,
information exchange, and delivery, among other activities is part of the supply chain.
The supply chain management aims at integrating efforts in terms of target 7Rs, i.e.,
creating the right product, at the right time and right place, in the right quantity and in
right condition for the right customer at the right cost (Kapoor and Kansal, 2003).A wellplanned SCM system helps an organization achieve
1.
Lower costs
2.
Competitive edge
3.
Reliability of delivery
4.
Order fulfillment accuracy
5.
Flexibility in replenishment
6.
Accuracy of documentation
7.
Continuity of supply
8.
Quality of company sales, technical and service representation.
However, learning from their experiences, the customers expect an offer to cater to
augment and formal variables of the product and to have a degree of customization at the
same time. This has made the task of exceeding customer expectation very difficult. In
present times, to satisfy a customer a company has to be on its toes at all times. It is
366 Kansal & Arora
necessary for companies to make CRM and SCM work in synchronization, i.e., target both
a formal and augmented levels of the product cost effectively with a degree of customization
added to them. It is here that the challenge lies for the companies to utilize the tools and
the technologies available to integrate their processes enabling them to enhance their
customer satisfaction and retention.
Supply Chain Management and CRM:

An Interactivity Relationship
One hard fact of todays cannibalistic market is that only the fittest can survive the
competition, i.e., a company which can acquire minimum variance between expected and
actual service will exist. However, to flourish actual service needs to exceed expected
service. For this approach we need to adopt an integrative approach to CRM and SCM.
Lets revert to our Tipper tie example to illustrate this point.

Competition began heating up in late 1990, when overseas competitors entered the
United States. The competitors with their alternative packaging methods began enticing
Tipper Ties customers. Executives sought to protect their market share by developing
a strategy to respond earlier and more often to their customers.

Company recognizing the fact that it needed to provide easy access to up-to-date
customer data to its sales team, technicians and customer call center initiated a linking
system. Through this linking system its sales reps in the field and call center were
integrated into the same continually updated customer data view.

This helped Tipper Tie to trim the time sales reps had to spend listening to customer
complaints leaving them more time for selling. The reps were able to do their homework
prior to their sales calls by reading up on technical service problems the customer had
logged, machine repairs, parts sales histories and any gripes their call center had entered
into the companys centralized system.

This increased efficiency in time and communication lead to decreased cost of generating
sales and increased sales revenues from its best customers.

Tipper Tie also implemented Siebel Systems standalone call center and sales-force CRM
modules. Since the system was installed Tipper Tie estimates that each sales rep has had
approximately 18 more days per year in face-time selling that they earlier were spending
on generating reports or dealing with peripheral issues. The company has also been able
to increase its sales territory without increasing its number of sales reps and has trimmed
a sales support IT jobs with the automated system in place (Deck Stewart, 2001).
Therefore, SCM and CRM, an interactivity approach would help not only improve
customer service but also lead to a decrease in cost. However, this approach would
require increased coordination and flexibility not only between various organizational
structure elements but also in customer and company relations. This would require
efficient communication so that the right information is available to the right person. This
information database would allow a company to develop a better understanding of

customer buying logics. All of this involves a sizeable shift in the companies strategies
to also employ technology as a tool to enhance the value generated from its operations
as against its earlier use to only further enhance the value of its operations.
Multiple variables work in conjunction to shape customer buying logics and a
consumer uses the standards as reference points to judge actual performance of a
company. Any possible bottleneck in understanding can lead to variance which would
in turn influence the customer satisfaction and delight level. Gattorna and Walters (1996)
describe different types of bottlenecks, which might lead to variance. These are:
Gap between management perception and customer expectations will influence
product quality.
Gap between management perception and organization system will impact on
product delivery.
Gap between organization system and channel members would determine the actual
performance.
Gap between actual commitment of channel members and promises made by the
company would determine the gap between promises made and delivered and thus
the goodwill of the company.

As illustrated in Figure 2, CRM helps reduce distance between customer and management, which helps develop an understanding of customer expectations and therefore
increase product quality and customer satisfaction. However, for decreasing variance
companies require proper cooperation and commitment from employees and other
channel members. This would require management of relationships and resources along
the whole supply chain. Only then would a company be able to achieve an efficient
delivery process.
Therefore, an interactivity or integrated approach between SCM and CRM is essential
to achieve increased customer satisfaction. However, practically integration requires
phenomenal flexibility, which in turn can arise only from free flow of information. A few
decades ago this would not have been possible, but with todays technology SCM and
CRM can be integrated to give SCM a customer orientation and CRM a supply process
orientation.
In this IT-based approach to integrating SCM and CRM a company employs a wide array
of computers, workstations and servers operating with collaboratively developed
software. It is a dynamic channel with little friction among the channel participants.
Efficient data handling and response to customer choice are more important and therefore
to increase flexibility multiple activities are outsourced.

Technology allows customers and suppliers to be seamlessly linked together, throughout the world, exchanging information almost instantly. The velocity of relevant information flow is so fast that, as a result, responding to the inevitable changes in expected
vs. actual customer demand will mandate demand-driven manufacturing and supporting
processes that provide for faster changes in the actual material flow to match demand.
Thereby, helping to reduce the bottlenecks faced by companies (as discussed earlier) in
a buyers market while catering to customer buying logics.
368 Kansal & Arora
Figure 2. Customer satisfaction, CRM and SCM: A relationship
DIG 2: Customer Satisfaction, CRM and SCM : A Relationship

Personal
Needs
Past
Experiences
Corporate Image
Promises made by
Other Companies
Actual products
on offer
CUSTOMER BUYING LOGICS

Expectation Set
ACTUAL PRODUCT
SCM
CRM
(CORE, FORMAL AND AUGMENTED)
DELIVERY AND PROCESS

(FOR THE PRODUCT)
Promises Made
to Customers
CHANNEL MEMBERS STAFF UNDERSTANDING OF THE PROCESS

(AND
COMMITMENT TO THE ELELMENTS OF FORMAL AND AUGMENTED PRODUCT
VARIABLES)
DEVELOPING SYSTEM
(WHAT AND HOW TO CATER TO AUGMENTED AND FORMAL PRODUCT VARIABLES)
MANAGEMENT PERCEPTION OF CUSTOMER

(WHAT CUSTOMER WANTS)
VARIANCE
Expected > Actual
Expected = Actual
Expected < Actual
Dissatisfaction
Satisfaction
Over satisfaction = Delight
Past Experience (inturn influence the Expectation set)

* Adapted from J.L. Gattorna, D.W. Walters, Managing Supply Chain: A Strategic Perspective,
McMillan Private. Ltd., London, 1996, pg 50.
*Adapted from Gattorna & Walters (1996)

Fast access to relevant supply chain information can pay off handsomely in lower costs,
less inventory, higher quality decision-making, shorter cycle times and better customer
service. One of the biggest cost savings is in the overhead activity associated with lots
of paperwork and its inherent redundancies. The non-value added time of manual
transaction processing could instead be focused on higher revenue creation activities
without proportional increases in expense. Thereby differentiating between companies,
which acquire, in the future, or are acquired.
Indian Scenario
Indian businesses, across almost all industries, have a common trait of multiple layers
or tiers of distribution between the brand and the consumers. Layers have thrived due
to an over-fragmentation of the social class of consumers, tactical location advantage,
or purely the liquidity power to hold stock.

There are three primary layers of intermediation:
1.
Consignment & Freight Agents (CFA)
2.
Distributor/Stockist/Wholesaler
3.
Retailer/Dealer
This three-tier distribution channel system increases distance between manufacturer

and the customer. Therefore customers in India interact with channel members for
product delivery, service, problems, support or to give feedback. Thereby, increasing
distance between the manufacturers perception of customer logics. For example, in the
India market segment for luxury cars is defined as people who have a need to be driven
rather than drive. Yet all the car accessories controls are with the driver and not in the
back with the passenger. This gap, in turn, has a compound effect on bottlenecks outlined
by Gattorna.
Therefore, the bargaining power and control of channel members is more in India.
Moreover, each layer adds to the price burden of the product.

A company influences the expectation set of the customer by making certain product ad
delivery promises. However, lack of commitment, control and coordination from channel
members only leads to increase in variance and therefore making the price burden ever
more so evident to the customer.

Assume: Mr. Joshi plans to purchase a microwave oven. He has no specifics in his
expectation set. He conducts a market survey and collects information about the existing
brands. His expectation set is formed by the promises made by these brands. Influenced
by the communication, he buys a branded product. He was promised that a representative
would come to his house and install and demonstrate the use of the product. After
purchasing the product, Mr. Joshi contacts the dealer for a demonstration and he is told
that a person has to come from the companys branch office and the dealer gives him the
number asking him to contact the company directly. While the company tells him that
370 Kansal & Arora
they, as a policy, entertain the requests for demonstrations only from the dealers.
Resultant of this communication is a gap between promises made and delivered. Due to
which Mr. Joshi made sure that no one he knew ever brought the same product.
This is a normal experience in India. The problem emanates from the dealers short-term
objective of monetary gains and the customers lack of knowledge of their own power.
Customers in India have been introduced to the concept of customer power only
recently (after the liberalization of the Indian economy in the 1990s). They are still
learning how to use it and how to demand what they want from the manufacturers. This
has in turn made their expectation set very volatile. Therefore, SCM alone will not result
in an increase in market share. To satisfy a customer in India the manufacturer has to work
at reducing the gap between themselves and the customer and target the Gattorna
bottlenecks in totality. Thus it is not just the integration of the SCM and the CRM tools
but also the intelligent use of technology to minimize these bottlenecks that is crucial to
gaining competitive advantage.

An inspiring success story of this tool is in Public Sector, i.e., the Directorate of Supplies
and Disposal, Haryana Government, India. We have chosen a public department to
highlight the feasibility of this tool for developing countries. These Government
departments work in vertical structure due to which they have limited resources, are
plagued by operational inefficiencies, work delays, financial deficits, etc. Despite these
limitations, the Directorate of Suppliers and Disposals has been able to save Rs 60 crore
per annum in procurement. These savings are to be further complemented by reduction
in inventory costs, procurement time, paperwork, human resource, corruption and
unnecessary hassles.
Integration of CRM and SCM The

Use of Technological Tools: Case Study
The Directorate of Supplies & Disposals (DS&D), Haryana, is responsible for the
purchase of a large variety of items required by the various Government Departments
(customers of DS&D). It acts as an intermediary for the Government Departments and the
suppliers. This makes the distribution channel two or three-tier (depending on the
purchase to be made). The Directorate makes purchases of the order of Rs. 30000 million
per annum.
Functions of the Directorate are:
To act as the purchasing agency for all the State Government Departments.
To tender advice on matters connected to the purchase and disposal of stores to
State Government Departments, Public Sector Undertakings, etc.
To arrange for disposal of surplus/unserviceable stores.

To arrange for inspection of stores.
To arrange for settlement of disputes between the suppliers and indenting depart-
ments.
The Present System (Highlighted in Figure 3)

Procurement of goods and services is done by:
Ad-hoc purchases in which specific quantity and respective department mentions
quality.
Tendering procurement exceeding Rs. 12,000 (twelve thousand) in value is

mandated to follow the tendering process. This is done so as to maintain transparency in the process and also ensure that the Government receives the best value
for the money. Tender invitations are published in leading newspapers and all
interested supplier or contractors who meet the eligibility criteria are free to submit
tenders.
Rate Contracts Rate Contracts are used for common user items where demand is
repetitive, item values are less, generally required by more than one department and
specifications have been standardized. It is an agreement between the respective
department and the supplier for the supply of goods at mutually agreed prices &
specifications, valid for a specific time period - generally having no quantity
limitations.
Purchase of material against rate contract arranged by Government of India
Director General Supply and Disposals.
Calling of quotations for proprietary items, which is made by only one company.
Purchase from approved sources from the State as well as from the Central
Government Departments.
Following are the deficiencies of the current system. First, the present system is totally
manual and error prone. Second, at present 50 procurement officers manage the process.
Thereafter in excess of 10,000 suppliers and on an average 50 indents and two tender
inquiries per month containing 40-45 tenders inquiry cases. Therefore, the time lag
between placement of a requirement (with the DS&D), purchase, delivery and payment
is quite large. Moreover the department for whom the purchase is being made (consumer
department), is not allowed to change its specifications once they have been communicated to DS&D. This is a major limitation of the present process. Due to the increased
time lag, the environment and expectations sets are prone to changes (expectations set -2). But
no provision has been made in the current process for such changes (decreased
flexibility).
Lastly, to make the procedure more complex DS&D is a department concerned with only
procurement. Therefore it has to make sure that there is no variance among the
specifications given by the consumer department (expectation set-1) and the product
received. The payment is released only after the consumer department has checked and
372 Kansal & Arora
Figure 3. Present procurement process at DS&D
Indent
Indent Approval
DS&D/
Approved
Sources
Enquiry
Generation
Full Negotiation
Enquiry floated
in Vendors
Purchase Order
Receive Bids
Purchase Order
Release
Proposal Approved
Technical / Comm.
Scrutiny
Risk Purchase
Status of
Supplies
Purchase Commit
for Meeting
Release of Security
A
re-checked the product with its expectations set-1. Even after that the supplier has to fill
in a ton of paperwork to acquire the payment. This decreases the satisfaction level among
the channel members. (decreased cooperation).

To top it all the present system has following deficiencies in terms of specific activity
centres:
Inventory Management
Incomplete records of the stock in hand.
No proper records as to when the inventory is used.
Improper confirmation of supplies received from vendor there is a risk of

whether the actual supplies have actually been received from the vendor (risk
purchase).
Financial Management
Financial planning does not exist and procurement is transactional not
strategic.
Timely release of funds from finance does not take place at the point of
receiving supplies despite formal sanctions. This adversely affects supplier
and Department relations.
Quantifying the Spending
Commodity codes dont exist.
Item numbers are not used for purchases.
Supplier codes dont exist.
Spending analysis is a highly manual process and very tedious process.
Leveraging Contracts
Fragmented spending.
Inadequate data available in market in order to leverage/control spending.
Lack of contract metrics & measurement process.
Developing Commodity Strategies
Lack of established spending baseline.
Long cycle time to negotiate contacts (and realize savings) typically two
months from Indent to placement of Supply Order.
Limited resources.
The earlier rates and specifications present available on files not easily
Limited savings realized to date from sourcing efforts.

Unclear user measurements affects demand management.
Buyer skills are transactional and not strategic.
available.
Transaction Processing
Total processing cost is very significant.
Possibility of errors as system is manual.
Buyers are busy reviewing and approving Indents instead of managing
Indenting system is manually intensive/redundant.
Excessive cycle time required for purchases.

suppliers.
374 Kansal & Arora
Figure 4. Functional view of end to end solution
SRM
Logistics/Inventory
E-Tender
Order Inside
Management
CRM
E-Catalogs
Order/Indent status
E- Catalogs
E-Collaborate
Directorate Supply &

Disposal
Buyer Side
/State Govt
Indenting
Dept
Sellers/Supplier Side
SCM,Invetory Mngt
E-procurement, Security
Analysis & Data mining
CRM
Solution View
Govt. Employees
Supplier 1
Catalog Based
Procurement
Tender
Enquiry
Indent
Management
Indent
Management
Purchase
Order
Inventory
Management
Finance
Planning
Invoice &
Payment
Catalog Procurement and supplies/

delivery status
Exchange
Documents
Supplier 2
delivery status
Supplier n
delivery status
Workflow Management
Data Analysis & Business Analytics
Procurement System
Supplier Enablement Soln.
Too much time reconciling invoices to Purchase Orders.
Systems are not real-time (mainly manual).
The Proposed System

An integrative approach has been proposed for DS&D. The proposed system will consist
of e-procurement and e-supplier enabled solutions. This would help increase flexibility
of orders (for consumer departments), reduce procurement time, decrease paper work,
and increase communication and coordination. This would help increase satisfaction of
all parties concerned.

Buy-Side Procurement eProcurement Solution for the Government Electronic Procurement (eProcurement) represents the most significant opportunity for the Government to continue to improve operational efficiency. The ability to automate the entire
supply chain for goods and services has the potential to deliver enormous cost savings
that directly impact the bottom line. In addition, operational efficiency is improved by
cycle time reduction, control of purchasing activity is increased, and purchasing
professionals can focus on more strategic projects rather than day-to-day transactions.
Sell-Side Procurement e-Supplier Enablement Solution to have the suppliers integrate with the e-procurement Solution. The success of any procurement system depends
on its ability to attract Suppliers.

A functional view of the solution of the proposed system is shown in Figure 4.
The Conceptual Framework of the Solution
Views. The processes as covered in the Solutions View (Dig 4) shall be

automated and a mix of Web and Desktop. Interface shall be provided to
facilitate the transactions happening at the front office and back office;
Portal and Sections. An Interactive Portal consisting of separate Sections for the
Government Departments, Boards and Corporations, i.e., the buying side and the
Sellers/Suppliers on the supplying side shall be created to facilitate separate
sections of the supply chain;
Codification. The present system lacks proper codification for the Departments,
Suppliers and the Products/Specifications. Accordingly, the Departments, Suppliers and the Products/Specifications shall be codified in the new system to maintain
data integrity and to enable analysis on various parameters;
Global Tendering and Participation. The new system shall enable global tendering
and shall invite participation from suppliers from across the globe. This will provide
better pricing and quality of the products to the State Government Department.
376 Kansal & Arora
Government Side
Departments Web Access. The Departments can Log On to the Web site using
the Web Interface and know about the status of their Indents placed with the DS&D
and the purchase/delivery status of the goods placed in the Indents can be taken
online using the Internet. Also, the Departments can update the Tenders and
Notices in the concerned section available on the Web site (increase product
quality);
Indents and Inventory Control Mechanism. The Departments shall be provided

with authentication-based access rights
to place the indents and update the
inventory levels of different indenting items as to how much is available in store
and how much has been consumed. This will facilitate not only the Departments
in maintaining proper inventory, but shall also facilitate the Government in
maintaining a check on the purchases made by different Departments (efficient
product delivery system);
Budgetary and Financial Planning. The Government can carry out better budgetary and financial planning as the inventory information along with the indent
information shall be available collectively from all the indenting Departments. The
budgetary control in terms of the available budget vis--vis the purchase price can
be monitored on line on a day-to-day basis, which will also result in better financial
planning on the part of the Government (decrease cost burden despite multi-tier
system);
Product Information and Catalogues. The Departments can access the information
about the Catalogue of products offered by different vendors as well as the quotes
for these products finalized by the Competent Authorities. Sometimes, the Departments place indents for various products having specifications that are not existing
or are outdated. The eCatalogues hosted by different vendors shall help in
formulating the right specifications and selecting appropriate products (increase
product quality);
Testing and Inspections. The test and inspection reports can also be updated on
the dynamic Web site to provide proper access to the user Department. Also, the
schedule of tests and inspections to be carried out can be covered on the Portal
to provide instantly updated information (increase communication and definition
of product quality);
Penal Clauses, Risk Purchases and Debarring. DS&D can impose the penalties
as per the terms and conditions of the contract, which can be in-built in the software
meant for the e-procurement System. The delay in risk purchases results in loss of
revenue/working of the concerned Department. Accordingly, the risk purchase
notices, etc., can be expedited by customization depending upon the requirement
and can be automated on the basis of delivery period/inspections, etc.;
Parameterized Search Facility. The Government Section shall provide Products

Based, Catalog Based, Tender Inquiry Based, Indent Based, Purchase Order Based

search facilities in both normal as well as Boolean parameterized mode to the user
organizations (increase channel coordination);
Workflow and Backend Operations. DS&D shall have an automated workflow

system at the back-end using the Desktop Interface to keep track of the indents,
purchase orders and invoicing, financial planning, payments and inventory management. The mail messaging and database-driven access control system shall be
used to establish the internal Work Flow;
Analysis and Data Mining. Online Analytical Processing (OLAP) Application

shall be used for Data Mining and to analyze the purchases done over a period of
time on different parameters (increased channel management).
Supplier Side (Better channel management to increase Bargaining

power of DS&D)
Suppliers Web Access. The Suppliers shall be able to access the details of the
inquiries floated by the DS&D for different products and Departments using the
Web Interface;
Classification of Suppliers. The suppliers will be classified into two broad

categories: Class A and Class B Suppliers. Class A Suppliers includes all those
suppliers who had been doing regular successful business with the state government in the past three years and meet defined parameters like annual turnover,
Suppliers Financial and Market standing, Suppliers performance and Business in
other state governments, etc. All other suppliers will be considered under Class B;
ECatalogs and Brochures. The A Class Suppliers shall be given space on the
Web site to maintain their Web Catalogs and Brochures; however, other suppliers
shall be provided only the limited access to the Tenders and Notices issued by the
Department. These Web Catalogs shall contain the detailed information on various
products offered by the registered suppliers;
Regularly Updated Product Information. The eCatalogs shall be updated online

by the A class vendors to provide updated information to the buyers side, i.e.,
the Government;
Updating of Status. The Suppliers that have been given orders by the Department
shall be provided access rights to update the status Online about the deliveries,
inspections, testing, etc., to facilitate the Indenting Departments. This system will
facilitate the Suppliers and shall be called as the Supplier Enablement System.
Analysis of the Results

The interactivity approach will allow Governments to slash printing and mailing budgets
by 75%, and thats an immediate savings. By streamlining the work processes associated
378 Kansal & Arora
with purchasing, governments can cut the cost of administering a purchase order by 50%.
To add further, the benefits of the e-procurement and the Supplier Enablement solution
are:
Cost Efficiency
Lower prices via aggregated buying and increased competition
Reduction in inventory and supply chain cost via a reduced average PO line
item order value
Reduced transaction costs
Reduced Inventory Costs management of inventory and strategic buying would

reduce inventory in hand and will result in significant savings for DS&D and other
Departments down the value chain.
Better Financial Planning and Control management of indents and the inventory will result in better financial control and planning. The integrated system of
indents and the budget shall help in reducing the cost overruns beyond the
budgetary sanctions.
Process Efficiency
Lower procurement cycle times
Increased flexibility and customization options to the customer departments.
Automated transactions (Indent, Ordering, payment)

Supplier and procurement process measures and management
Ensure that goods and services are in accordance with the expectation set (evolved
or old) and at best prices.
Smart governance Make the entire process transparent, this will result in
effective customer satisfaction by sharing the channel control with them.

Each of these in turn would help remove the bottlenecks of the old system, while making
the expected set equal to actual set in minimum time possible and in a cost effective way.
Thus, increase the satisfaction level of the consumer department.
Conclusions
The DS&D department predicts that the benefits of their integration efforts will lead to
Significant reduction in the DS&D Human Resource requirements.
Reduction in the cost of goods due to better negotiation and volume purchase. It
Reduction in cycle time from two months to less than a week.

is estimated that the Government will save a minimum of 2% off.
Inventory and its carrying cost will be reduced to the extent of 10-12% by optimizing
the inventory system.

Thereby, providing a strong argument for adopting an integrated approach of SCM and
CRM in developing economies. The investment in IT is more than the manufacturers of
these countries might be willing to make but in the long-term the benefits would outweigh
the initial investment. Moreover, in todays competitive environment where the boundaries are shrinking and spillover effect is leading to increased customer awareness can
a manufacturer afford not to cater to customers what they want?

However, the company should not ask themselves if they want to adopt this approach?
What they should wonder is if in todays progressively liberalizing developing economies, where cross-border competition is educating customers about their powers, can
they afford not to adopt this approach?
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Corporate Strategies in a Digital World 359

360 Kansal & Arora

Supply chain management is a recognized discipline to shorten cycle times, reduce

technology wave to new heights and accomplishments by using technology as a

demanded in the new digital economy.

products perceived performance in relation to his/her expectations (Kotler, 1998).

the customer is delighted.

an essential ingredient of corporate success.

A 60-100% company profit boost can be achieved by only 5% customer retention

Odds of selling a product to a new customer is 15 % while selling to a existing

Up to 98% of promotion coupons are thrown away

Corporate Strategies in a Digital World 361

search for new tools to gain a competitive edge in the market.

and CRM vis-a-vis India.

Customer Relationship Marketing &

variables vis-a-vis other products. Thereby, molding the expectations of a customer.

and other things that people value (Levitt, 1969).

362 Kansal & Arora

Figure 1. Product variables and CRM and SCM: Relationship

CUSTOMER ORIENTATION (CRM & SCM)

and augmented product composition.

attributes. These promises in turn influence the customers satisfaction.

Corporate Strategies in a Digital World 363

CRM - The Concept

acquisition, retention, loyalty and profitability (Deck Stewart, 2003).

responsiveness and market trends (Raut, 2003).

consumer and the product.

to entice them away (Switching Costs).

a highly valued choice.

364 Kansal & Arora

Case Study: Tipper Tie (2003)

ment of technological advances needed to satisfy the needs of the companies.

turned to develop further processes and tools to gain competitive ground.

management moved into limelight.

Supply Chain Management

are made, i.e., physical distribution.

Corporate Strategies in a Digital World 365

cation gap between the businesses and consumers.

Order fulfillment accuracy

Quality of company sales, technical and service representation.

366 Kansal & Arora

customer satisfaction and retention.

Supply Chain Management and CRM:

Lets revert to our Tipper tie example to illustrate this point.

a strategy to respond earlier and more often to their customers.

integrated into the same continually updated customer data view.

into the companys centralized system.

sales and increased sales revenues from its best customers.

Corporate Strategies in a Digital World 367

Gap between management perception and customer expectations will influence

Gap between management perception and organization system will impact on

the goodwill of the company.

to increase flexibility multiple activities are outsourced.

a buyers market while catering to customer buying logics.

368 Kansal & Arora

Figure 2. Customer satisfaction, CRM and SCM: A relationship

DIG 2: Customer Satisfaction, CRM and SCM : A Relationship

CUSTOMER BUYING LOGICS

(CORE, FORMAL AND AUGMENTED)

DELIVERY AND PROCESS