A Study On Supply Chain Management in DSM Textile in Karur

A STUDY ON SUPPLY CHAIN MANAGEMENT IN DSM TEXTILE IN KARUR
CHAPTER I
INTRODUCTION AND DESIGN OF THE STUDY
INTRODUCTION
Supply chain management (SCM) is "the systemic, strategic coordination of the traditional
business functions and the tactics across these business functions within a particular company
and across businesses within the supply chain, for the purposes of improving the long term
performance of the individual companies and the supply chain as a whole."It has also been
defined as the "design, planning, execution, control, and monitoring of supply chain activities
with the objective of creating net value, building a competitive infrastructure, leveraging
worldwide logistics, synchronizing supply with demand and measuring performance globally
FUNCTIONS:
SCM is a cross-functional approach that includes managing the movement of raw materials into
an organization, certain aspects of the internal processing of materials into finished goods, and
the movement of finished goods out of the organization and toward the end consumer. As
organizations strive to focus on core competencies and becoming more flexible, they reduce their
ownership of raw materials sources and distribution channels. These functions are increasingly
being outsourced to other firms that can perform the activities better or more cost effectively.
The effect is to increase the number of organizations involved in satisfying customer demand,
while reducing managerial control of daily logistics operations. Less control and more supply
chain partners led to the creation of the concept of supply chain management. The purpose of
supply chain management is to improve trust and collaboration among supply chain partners,
thus improving inventory visibility and the velocity of inventory movement.
Main functions of Supply Chain Management are as follows:
 Inventory Management
 Distribution Management
 Channel Management
 Payment Management
 Financial Management
 Supplier Management
 Transportation Management
 Customer Service Management
NEW TREND IN WAREHOUSING

“Customers expect a seamless shopping experience where they can choose the most convenient
way to order, receive and return their purchases, and retailers are responding with a ship-from-
store option. More stores will be used as mini-distribution canters where they can fulfil online
orders in-store. Thus retail supply chain managers will become increasingly reliant on the
conversion of brick-and-mortar stores to fulfilment centres’ providing package pick-up and ship-
from-store services.
This new model will reshape the distribution strategy for many retailers as they meld physical
stores and e-commerce delivery to compete in the race for e-commerce market share. Depending
on specific regional needs, a retailer may use any number of types of fulfilment facilities
Analysts maintain that while some retailers in some regions will ship only from distribution
centres, in other regions they will use only stores. Other regions may add a new type of facility,
urban fulfil ment centres. New fulfilment centres (FCs)—an added layer than can bridge online
sales with existing stores—are emerging in close proximity to a retailer’s existing distribution
centre (DC). In this scenario, inventory-replenishment trucks, en-route to brick-and-mortar’s
stores from a DC, can stop by a FC to pick up customers’ online orders. An FC in near-proximity
to the retailer’s existing network cuts transportation costs and gives a retailer access to more than
twice the inventory.
There is no one-size-fits all ship-from-store supply chain strategy. The retailer exist supply
chain network, its customers, and the nature of its products all shape where and how goods are
stored and shipped.
As retailers’ Ship from Store strategy evolves, an increasing demand for warehouse space is
expected. To ensure inventory is available when needed, the one million-square-foot e-
commerce fulfil mint centre will become commonplace. Further, that inventory will be
supplemented by goods in the stores themselves, which will use up to 15 percent of their space
for storing goods for customer pick-up
GLOBAL SUPPLY CHAIN CHALLENGES: COST, PROFITABILITY AND
PERSONALIZATION
Global companies are managing multiple supply chains, and they’re counting on those
operations to not only deliver goods on time, but to tailor and respond to divergent customer and
supplier expectations regarding pricing and packages. To do that, supply chain operators need
the capability to personalize offerings for multiple customer segments.
Among the challenges facing today’s supply chain are many that link directly to monetization.
Market volatility, economic contractions and modest recovery cycles affect the way companies
manage distribution, manufacturing, invoicing and materials sourcing. Expansion into new
markets introduces complex taxation, invoicing and localization burdens. And dispersed market
segments demand different pricing models and services. With so many critical functions in flux,
enterprises need to optimize their supply chains simply to remain competitive.
GLOBALIZATION AND A SHIFTING SUPPLY CHAIN LANDSCAPE
Many businesses are trying to apply outmoded processes and technologies to global supply chain
operations. Often, existing systems are not capable of meeting modern demands. If a company
needs to reroute an inbound container shipment, for example, a lack of visibility into the overall
system can turn a simple decision to redirect a shipment from one port to another into a problem
that ripples across the supply chain, and results in higher costs and decreased efficiency. As an
organization’s logistics expand, so must its ability to quickly see the cost and service
implications of every decision.
That visibility is particularly important in a time when most products have become
commoditized. Gone are the days when pricing, features, and brand recognition were enough to
set a business apart from its competitors. Differentiation in the global marketplace has as much
to do with what happens in the supply chain as it does with product innovation. When the market
dampens the payback for higher prices, businesses must instead meet their profitability goals by
redesigning and enhancing their supply chains, and then use those improved operations to deliver
value-added services to more sophisticated customers. Increasingly, logistics leaders are charged
with delivering legacy products while also supporting the development, production, and transport
of new offerings.
With an optimized global supply chain, an enterprise can address many of the pressures reported
in the PWC study. Such a system delivers:
Reduced costs.
Companies that can easily access information about their suppliers make better procurement
decisions. Online supplier and buyer community management is one approach businesses have
taken to reduce their supplier sourcing and procurement costs.
Increased transparency.
A global business needs a single point of access for its supplier information and its buyer-
supplier communities. With a global view and a transparent supply base, international supply
chain operators can identify reliable suppliers anywhere in the world.
Lower risk.
An optimized supply chain allows a company to quickly assess a supplier’s ability to meet
financial, legal, safety, quality, and environmental regulations and expectations. Those
regulations differ based on customer and local standards, of course, so flexibility becomes
essential to risk management.
Support legacy and new products.
Today’s global supply chain operators require a billing partner and a supplier settlement platform
that can support existing products and adapt for new offerings. That platform needs to
accommodate taxation, invoicing and other critical functions. As importantly, it must
accommodate multiple and fluid business models to enable the company to reach international
markets
SOLVING COMPLEX GLOBAL SUPPLY CHAIN CHALLENGES
As companies look to amplify growth and expand quickly into promising new markets, they will
have to take a hard look at what their current supply chains are capable of, and whether those
capabilities are enough to support global competition. Many will find that in order to support
existing and future business objectives, they’ll have to reconsider their management processes in
favour of more flexible practices.
A LEAN AND AGILE SUPPLY CHAIN:
In today's global, dynamic economy, it is beneficial for companies to operate a supply chain that
is both Lean and agile. Using Lean and agile in combination is known as having a hybrid supply
chain strategy. A hybrid supply chain strategy may be appropriate for a company attempting to
become a "mass customizer"—producing progressively smaller batch sizes (sometimes as little
as one item) specific to customers' sometimes unique needs. A Lean supply chain focuses on
adding value for customers, while identifying and eliminating waste—anything that doesn't add
that value. Being agile and responsive, on the other hand, implies that your supply chain can
handle unpredictability—and a constant stream of new, innovative products—with speed and
flexibility.
An agile strategy uses a wait-and-see approach to customer demand by not committing to the
final product until actual demand becomes known (also referred to as postponement). For
example, this might involve the subassembly of components into modules in a lower-cost
process, with final assembly done close to the point of demand in order to localize the product.
An agile supply chain must be responsive to actual demand, and capable of using information as
a substitute (to some degree) for inventory through collaboration and integration with key
customers and suppliers.
On some occasions, either an agile or a Lean strategy might be appropriate for a supply chain.
But many companies will probably face situations where a hybrid strategy is a better fit. If so,
they need to carefully plan and execute the combined strategy with excellence, which is often
easier said than done because it involves a lot of moving parts. As in so many aspects of supply
chain and operations management, there is more than one way to accomplish this goal.
One example of a company using a hybrid strategy in its supply chain is Zara, a Spanish fashion
designer and retailer. Zara directly manufactures most of the products it designs and sells, and
performs activities such as cutting, dying, labelling, and packaging in-house to gain economies
of scale. A network of dedicated subcontractors performs other finishing operations that cannot
be completed in-house.
As a result, Zara has a supply chain that is not only agile and flexible, but incorporates many
Lean characteristics into its processes.
Some semiconductor manufacturers incorporate a hybrid strategy using a flexible manufacturing
and distribution model. Subcontractors perform distinct manufacturing processes at separate
physical locations. This hybrid approach taps a virtual network of manufacturing partners and
requires responsive, flexible, and information-driven sourcing, manufacturing, and distribution
functions—in many ways, the opposite of Zara's strategy of shifting processes in-house.
Many organizations can find some form of hybrid supply chain that works well for them. In
today's ever-changing, volatile, and competitive global economy, it may often be in a company's
best interest to operate a supply chain that is both Lean and agile.
SUPPLY CHAIN- A STRATEGIC ADVANTAGE
In today’s world, leading companies have recognized that supply chains are strategic assets, both
for delivering on the customer promise and for fuelling growth. Overall, they give their supply
chains reasonably high marks for client satisfaction and operational efficiency. One of the
research studies says that executives in outperforming enterprises, however, rate their supply
chains even more highly. "Sixty-five percent say their supply chains are very effective at
satisfying clients, and 62 percent say they are very effective at generating higher revenues,
compared with just 42 percent and 27 percent, respectively, of executives in other
organizations," the study reports.
SUPPLY CHAIN RELATIONSHIP MANAGEMENT

Supply chain relationship management is a business strategy for improving communication
between companies and their channel partners.
The first ingredient to successful supply chain relationship management is having the ability to
measure a supply chain partner's performance. The next is possessing technology that assists
with automating processes, thereby diminishing busy work. The third is shared knowledge, for
the purposes of openly measuring, managing, and valuing partners. The fourth is the
relationships themselves—which providers truly want to build long-lasting, beneficial
relationships?
Understanding supply chain partners' strengths is the area where one can likely to find mutual
benefits. To determine strengths, have measurements in place to understand key performance
indicators, like tenders offered, tenders accepted, on-time pickups, on-time deliveries, and any
situations where an accepted tender is later rejected. Once those baseline measurements are in
place, one may begin to explore mutual opportunities.
Opportunities often manifest themselves as situations where product needs to move, a
transportation provider has capacity, and the added traffic will benefit their network. Once one
begin to explore these opportunities with supply chain partners, natural fits will become
apparent, that can lend themselves to better overall understanding of capacity levels and the
establishment of commitments. While commitments may not be optimal, they are necessary to
ensure supply chain viability when capacity constraints begin to occur. Without solid
relationships, joint commitments, and a good understanding of what each supply chain partner
values, transportation providers have a tendency to gravitate toward higher-paying freight when
capacity becomes constrained.
The way to ensure that product is picked up and delivered on time is to leverage technology.
Measure provider performance and use TMS tendering technology to eliminate personal
preference, and foster the business relationship by openly discussing challenges and problems. A
relationship based on these fundamental principles builds trust and creates the foundation of
mutual success.
SCM IN THE GOVERNMENT SECTOR

To understand the relevance of ‘SCM’ to the government sector, one must understand the
difference between the objective of a government/public sector enterprise and that of a private
sector enterprise. A government/public sector enterprise objective is not maximization of profit
solely, but also economic development of the nation (as a long term goal) and the welfare of the
society; whereas a private sector enterprise is oriented towards the sole objective of
maximization of profit. But, even if the objectives, of their two exclusive categories of
enterprises, are entirely different, they share some features:
The satisfaction of their respective consumers by providing the consumer with the right product,
in the right condition and at the right time, at the least cost.
The allocation of limited resources (of the nation and/or enterprise) for this purpose.
MANAGING SUPPLY CHAINS FOR COMPETITIVENESS:

THE INDIAN SCENARIO
INDIA’S COMPETITIVENESS
Over a decade has passed since India embarked on liberalisation. There has been no dearth of
fervent declarations affirming India’s determination to acquire the capabilities that will add to its
competitiveness and enable it to be counted among other recognised global players (Gupta,
1998). However, has India been able to cash on inherent and acquired advantages in terms of
competitiveness? Three different bodies assign three different grades to India:
(1) The 1999 World Competitiveness Year Book, compiled by the Switzerland-based
International Institute for Management Development (IIMD), shows that India’s ranking in
international competitiveness, evaluated by applying 287 criteria, has gone up by two points
from being 41st out of 46 countries in 1998 to 39th out of 47 countries in 1999 (Nancy, 1999).
(2) The survey conducted by the Geneva-based World Economic Forum (WEF) for 1999 puts
India in 53rd position of 59 countries in its Global Competitiveness Report, down from 50 in
1998, and 45 in 1997 and 1996. It uses 179 indicators under eight heads (openness, government,
finance, infrastructure, technology, management, labour and civil institutions).
BUSINESS CHALLENGES IN THE TWENTY-FIRST CENTURY
The information age competition has ushered in a new set of challenges for business
competitiveness (Luftman, 1996).
These include:
Understanding customers. There is no escaping the fact that the customer in today’s marketplace
is more demanding, not just of product quality, but also of service. As more and more markets
become in effect “commodity” markets, where the customer perceives little technical difference
between competing offers, the need is for the creation of differential advantage through added
value. Hence, it is increasingly becoming important to understand customers’ needs and wants
and to translate these into a unique value-added business mission.
Mastering mass customisation.
The driving force behind the importance of responsiveness and flexibility is the need and the
wish to respond to virtually any customer request just in time. Mass customisation offers a viable
solution. It involves the delivery of a wide variety of customised goods or services quickly and
efficiently at low cost. The key to making mass customisation work is highly-skilled and
autonomous workers, processes, and modular units, so that managers can co-ordinate and
reconfigure these modules to meet customer specific customer request and demands. Mastering
mass customisation is the step towards gaining a competitive edge and is driving new business
models.
Undertaking globalisation.
There is an increasing trend towards globalisation. Almost every sector of business is influenced
by global forces due to globalisation. In the global business, materials and components are
sourced worldwide, manufactured offshore and sold in many different countries, often with local
customisation. The challenge for the global company, then, is to achieve the cost advantage of
standardisation while still catering for the local demand for variety. This has given rise to intense
competition blurring the boundaries between domestic and global markets.
Business, therefore, can no longer act as an isolated and independent entity in competitive world,
the real test of competitiveness takes place in “international markets” (Garlic, 1997; Salved and
Gracchi, 2000). There is a need to create value delivery systems that are more responsive to fast
changing global markets and much more consistent, focused and reliable.
RESEARCH PROBLEMS
In supply chain management much work has been put into manufacturing philosophies
such as Lean, TQM, QRM, six sigma ect. But as digitalization is given more and more attention,
which encompass terms like internet of things, industry 4.0, business analytics, predictive
analytics and business intelligence; there is a need for conceptualizing these and to develop
management tools and principles that aids practitioners to become successful in the big data
journey. Big data is a highly emerging research field and therefore I wonder if big data is going
to evolve as a philosophy for digitalization and data utilization, and thereby be the digital
counterpart to the manufacturing philosophies
MANAGING SUPPLIERS
Along with managing inventory comes managing suppliers. Supply chain managers are
responsible for knowing how many suppliers are needed, how to handle delays, and how orders
are received. Each step requires thought and a process that suits the business. They’re also
responsible for finding suppliers with consistent and reliable service at a price that doesn’t hurt
your bottom line.
The globalization of supply chain brings concerns about the quality of products that are
made in other countries. Particularly when components of a product need to meet regulatory
standards. This puts companies at risk of recalls. This means that supply chain managers are
responsible for ensuring suppliers and their products maintain safety and quality standards.
Recalls or safety issues can damage a company’s reputation and affect things like cash flow.
RISK MITIGATION
Companies that are too reliant on one supplier are vulnerable if that supplier can’t meet demands.
Supply chain managers must mitigate risks so that an earthquake in Asia doesn’t halt the
production line in North America. Adequate backup plans help ensure that the company’s supply
chain is flexible to handle changes. For example, if one supplier goes bankrupt, the company’s
supply chain continues on without profits being affected.
OBJECTIVES OF THE STUDY:
 Making smooth availability of product to the target market.
 Achievement of the best possible coverage of the target market.
 Ensuring that the consumer incurs the minimum extenuation in procuring the product.
 Safe in quality & accuracy in quantity.
 Quick services.
 Ensuring that the firm is able to carry on with its manufacturing activities, confident that
the channel will take care of the distribution job.
 Ensuring that the distribution is cost effective.
 The primary objective of channel of the distribution is to bridge the gap by resolving
spatial.
INDUSTRY PROFILE AND COMPANY PROFILE

INDUSTRY PROFILE
INTRODUCTION
Textiles industry in India is the second largest employment generator after
agriculture. The modern textile industry in India has to origin in the 19th century. The
textile industry plays an important role in the Indian economy. And Indian is next only to
China among the world’s largest producers of textiles and garments. It holds significant
status in India as it provides one of the most fundamental necessities of the people.
Textile industry was one of the earliest industries to come into existence in India and it
accounts for more than 30% of the total exports. In fact Indian textile industry is the
second largest industry in the world.
The country is rich in natural resources such as cotton, just, and silk.
Textile industry is unique in the terms that it is an independent industry from the basic
requirement of raw materials on the final products, with huge value addition at every
stage of processing. Textile industry in India has vast potential for creation of
employment opportunities in the agricultural, industrial, organized and decentralized
sectors and rural and urban areas particularly for women.
Textile and garment manufacturers and exporters in India were expecting a

bright future in the days to come as more International buyers were turning their attention
to Indian markets following hike in prices of textile and garments in China, which had the
largest share in the export market. Buyers from various countries, including US and
European countries, were now started placing fresh orders with the textile garment
exporters here.
HISTORY OF THE INDUSTRY
The terms ‘TEXTILE’ is a Latin word originating from the ‘TEXERE’

which means ‘to weave’ Textiles refers to a flexible material comprising of a network of
artificial fibers, known as yarn.
The development of the world textile industry was started in Britain as the
spinning and weaving machines were invested in that country. High production of wool,
cotton and silk over the world has boosted the next year. Through the industry was started
in UK, in 19th century the textile production passed to Europe and northern America after
mechanization process in those areas. From time to time Japan, China, and India took part
in industry their economic and concentrated more in that sector.
India has been well known for her textile goods since very ancient times.
The traditional textile industry of India was virtually decayed during the colonial regime.
However, the modern textile industry took birth in the early 19th century, when the first
textile mill in the country was established at foster glisters near Calcutta in 1818. The
cotton textile industry however made its real beginning in Bombay in 1850s. The First
cotton textile mill of Bombay was established in 1854 by a Parsi cotton merchant then
engaged in overseas and internal trade. Indeed the vast majority of the early mills were
the handy work of Paris merchants engaged in yarn and cloth trade at home and Chinese
and African markets. The first cotton mill in Ahmadabad, which was eventually to
emerge as a rival centre to Bombay, was established in 1861. The spread of the textile
industry to Ahmadabad was largely due to the Gujarati trading class.
The cotton textile industry made rapid progress in the second half of the
19th century and by the end of the century there were 178 cotton textiles mills; but during
the year 1900 the cotton textile industry was in bad state due to the great famine and a
number of mills of closed down for long periods.
PRESENT STATUS OF THE INDUSTRY

Modern textile industry in India has its origin in the 19th century. The
textile industry plays a pivotal role in the Indian economy. This industry is very
significant today because, this sector contributes substantially in providing employment
and earning foreign exchange.
The Indian textile industry has a significant presents in the economy as

well as in the international textile economy. Its contribution to this Indian economy is
manifested in terms of its contribution to the industrial production, employment
generation and foreign exchange earnings. It contributes 20% of industrial production,
9% of excise collections, and 18% of employment in the industrial sector, nearly 20% to
the country’s total export earning and 4% of the GDP.
The country is in rich natural resources such as cotton, jute and silk. The
textile industry is the second largest employer after agriculture, with a total work force of
around 35 million. India is next only to China among the world world’s largest producers
of textiles and garments. The activities in textiles range of from the production of natural
raw material such as cotton, jute, silk and wool to the manufacture of quality products
such as cellulose fibre, synthesis filament and span yarn. But during the last four years
the industry has been suffering from a lot adverse factors. The major problem is
technology lag. Recently the union government has come out with ambitions, technology
up gradation fund of a possible magnitude of Rs.25,000 crores to help the industry catch
up with the trends in the global market.
HERE ARE A FEW IMPORTANT FACTS ABOUT INDIANS TEXTILE INDUSTRY.
1. There are approximately 1200 medium ti large scale textile mills in India. 12 % of
these mills are located in karur (Tamilnadu)
2. India has 34 million cotton textile spindles for manufacturing cotton yarn. Cotton
yarns account for 70% of India’s textiles exports. (China has 40 million cotton
spindles)
3. For the past tow years there has been a significant, mainly due to the increasing price
of cotton
4. Of the Indian textile yarn exports, almost 80% come from coarser yarns consequently,
there is a need to upgrade the technology.
FUTURE SCOPE OF THE INDUSTRY

Garment manufacturing and exporters in India were expecting a bright future in the
days to come as more international buyers were turning their attention to Indian markets
following hike in price of textile and garments in China, which had the largest share in
the export market.
Buyers from various countries, including US and European countries, were
now started placing fresh orders with the textile garments exporters here. Erode textile
garment exporters association secretaryit was reported that production and export of
garments from China have started declining, due to various reasons including price hike
of raw materials and increase in production cost.
Considering the continual capital investments in the textile industry, the

government of India may extend the technology up gradation fund scheme (TUFS) by the
end of the 11’th five year plan (till 2011 -2012) in order to support the industry. The
Indian textile industry is massively investing to meet the targeted output of $85 billion by
the end of 2010, aiming export of $ 50 billion. There is substantial potential in Indian
export of technical textiles and home texts as most European company want to setup
facilities near by the emerging markets, such as India and China.
Union Ministry of Textiles certified Apparel Export Promotion Council (AEPC)
has taken the responsibility to motivate the foreign investors to invest in Indian Textile
Industry by exhibiting it massive unexplored domestic market. The objective is to trigger
the foreign investment towards instituting textile units in India by offering numerous
allowances to global investor like low priced work force and intellectual right
fortification.
The government India has also taken few initiatives to promote the textile
industry by permitting 100% Foreign Direct Investment (FDI) in the market. the Indian
Textile Industry symbolized a strong existence in the complete value chain from raw
commodities to finished products. The Synthetic and Rayon Textile Export Promotion
Council (SRTEPC) has taken all the required steps to meet the target of doubling the
synthetic textile export in India to US $ 6.2 billion by seizing 4% of market share by
financial year 2011 -2012.
COTTON TEXTILE INDUSTRY

The cotton textile industry occupies a permanent place in the Indian
economy, contributing to about 23.5% of the country’s industrial production. The textile
sector is closely linked with agriculture, handlooms, power looms, garment
manufacturing and a number of industries and trade, thus touching everyday life of the
common man. Cotton textile industry is one of the oldest and largest industries in India
which has made rapid change in the economy. The country’s first textile mill “Express
mill” in Nagpur which was started by Tata was the first to down shutters. The premier
group has sold of its textiles mills another has been taken over by National Textile
Corporation (STC) Which has also taken over mills like Kohinoor.
COTTON TEXTILE INDUSTRY IN INDIA
The cotton textiles industry occupies an important place in the Indian economy as its
contribution to industrial production, employment generation and export earning are
significant. Currently the industry possess 26 million spindles 2 lakh looms in the mill sector
above one million power loom sector about 4 million looms in the handloom sector and a large
number of process houses with total capacity of dyeing, printing and finishing of 10 million
metres of per Annam. The industry place an important role in the Indian economy and as its
accounts for nearly 60% of industrial production and large scale employment. It is also a
foreign exchange earns as it contribute over 30% of the country’s total exports.
The first Indian cotton textile mills was established at Fort Glisters near
Calcutta as early as in 1838. The first cotton textile mill was in Bombay was the Bombay
spinning and weaving company started in the year 1851. The cotton textile industry is
admittedly the single largest organized industry in India and occupies second place
among the countries of the world in cotton textile mills are located in those status like
Maharashtra, Gujarat, Tamilnadu,West Bengal..
COTTON TEXTILE INDUSTRY IN TAMILNADU

The state has number of textile mills. Tamilnadu cotton textile mills generate direct and
indirect employment opportunities. There are more than 30 textile mills working in the
state. The major raw materials used by the industry are cotton polyesters, synthetic fibres
etc…. These raw materials are not widely manufactured in tamilnadu. It is either obtained
from other states especially from maharashtra and tamilnadu or they are imported from
abroad. Since the climate conditions of tamilnadu frequently changes, suitable
arrangements should be made to maintain the desired conditions for the production of
yarn.
The present condition of textile industries of tamilnadu is not good. Most of the private
owned mills have closed down and as a result large number of workers lost their job.
Similarly some of the private operated mills are fairly the problem of taking over by the
government. Some of the mills are taken by the textile corporation of tamilnadu, national
textile corporation and tamilnadu government.
COMPANY PROFILE
DSM Textiles is located at Karur, Tamil Nadu in the Southern part of India. Established in 2001,
we are an Eminent Manufacturer, Exporter and Supplier of the Cotton Home furnishing Textile
Products that are a reflection of the dexterity of the artisans of India. We incorporate the latest
trends, Designs and Colors in Our Home Furnishing Textile Products that caters to the diverse
taste and preferences of our discerning clients.
We are backed by a Talented Team of Master Craftsmen with Rich Experience in infusing life
into the Home Furnishing textiles through their dexterous hands. Our dedicated Quality Control
supervisors carefully monitor the entire production process to ensure quality standards and client
specifications are met.
Each of our creations speaks volume of the efforts and craftsmanship that goes into making
them. This is the reason our Home Furnishing Textile Products have found immense appreciation
and accolades in the international market.
DSM Textiles, the Name you can trust for Quality Textiles Products. Dsm fabrics offer a wide
range of Textiles Products, Created & Designed to Satisfy Our Buyers Worldwide.Most of our
products are manufactured as per our buyer's design under their Orders and in their own labels,
but We also create designs as per our clients request with our own designers.
DSM Textiles is recognized for its Innovation, Constant Research, Development and Upgrades to
the trends prevailing around World. We constantly evaluate our Clients needs and observe the
evaluation of Consumer Habits. A Specialized Product Development team and dedicated Sales
force are contributing their level best to satisfy our respected clients- V.K.Sabapathi,
Founder.
Being, the family business as Weaving and came from a Weaving Family, DSM Textiles has a
very good knowledge about production, technical aspects and each & every corners of
manufacturing the quality textile products.Based in Karur, India, We, DSM Textiles
manufactures & supplies finest Textiles to Our Valuable Customers across the World. It has been
14 years, since we are satisfying our clients and building a strong relationship both in business
and in personal.
From 2006, it's the turn of Mr. Vadivel Kanaga Sabapathi, the son of Mr.V. Kanaga
Sabapathi taken the position and continuing the service to their respected clients .After
completing his International Business studies in the United Kingdom, he himself involves in this
wonderful business with great interest & spirit and always loves very much to serve his respected
clients.
VISION, MISSION AND VALUES
OUR VISION
To manufacture products comparable to international standards, to be customer-focused
and globally competitive through better quality, latest technology and continuous
innovation.
To transform the company into a modern and dynamic yarn, cloth and processed cloth hand
finished product manufacturing company with highly professionals and fully equipped to play a
meaningful role on sustain able basis in the economy of Tamilnadu. To transform the company
into a modern and dynamic power generating company with highly professionals and fully
equipped to play a meaningful role on sustainable basis in the economy of Tamilnadu
OUR MISSION
 To manufacture world-class products of outstanding quality that give our customers a
competitive advantage through superior products and value, so we can make every
customer smile.
 To encourage people's ownership, empowerment and working under team structure.
 To attain highest level of efficiency, integrity and honesty
 To provide quality products to customers and explore new markets to promote/expand
sales of the company through good governance and foster a sound and dynamic team, so
as to achieve optimum prices of products of the company for sustainable and equitable
growth and prosperity of the company.
OUR VALUES
 Customer's satisfaction and delight.
 Superior quality of performance.
 Concern for the environment and the community.
 Passionate about excellence.
 Fair to all.
 To provide a safe workplace and promote healthy work habits
QUALITY OF INDUSTRY
Improving and maintaining quality of our products is of paramount importance. To ensure
consistent supply of good quality yarn, we follow a comprehensive quality control management
system.
We have well equipped laboratories for fibre & yarn testing and color matching & testing.
1. Quality Management System - ISO 9002
2. Foreign Matter -Manual sorting
3. Contamination- Vision Shield in Blow Room Siro Cleaner in winding stage
4. Fibre Quality - HVI
AFIS
5. Yarn Quality Uster Tester 3
Uster Tensorapid 3
Classimat II
Twist Tester
Uster Autosorter III
6. Colour Matching - Data Colour
7. Winding - SSM precision winders
8. Environment Management System ISO 14001 (.)
OBJECTIVE OF THE INDUSTRY
The goal for the department is to become a world class academic department in fashion and,
textile education, research and knowledge transfer with the following taken as the key objectives
for ITC from 2009/10 and onwards:
 to provide professional education covering the whole spectrum of activities in fashion
and textiles, and develop “all-round” graduates with vision and a global outlook, a sense
of social responsibility, critical and creative thinking ability
 to conduct research to create and disseminate knowledge to the academic community,
commerce, industry, society and the world at large
 to continue the review of academic programmes in fashion and textiles
 to further enhance learning and teaching in both teaching methodology and practice, the
implementation of outcome-based learning, maintain and upgrade an environment that
facilitates learning, with an aim to stimulate students’ interest in learning
 to collaborate with partners on the development of preferred continuing education in
fashion and textiles
 to become an area of excellence in fashion and textile education and research, regionally
and internationally
 to lead and enhance the development of the fashion and textile industry
OBSERVATION
The current industry size comprises domestic market of US$ 68 billion and exports of US$ 40
billion GLOBAL TRADE IN TEXTILE
The country's textile industry, is currently estimated at US$ 108 billion otal global textiles
exports was to the tune of US$ 772 billion in 2013, with India’s textiles exports at US$ 40 billion
(5.2% market share) & CLOTHING SECTOR
ORGANIZATIOANL STRUCTURE
Board of Directors
Chairman
Managing Director
General Manager
Accounts Production Purchase Marketing Personnel Store

Officer Manager Manager Manager Manager Keeper
Assistant. Head Time Staffs

Accounts Supervisors Supervisor
Marketing Keeper
Staffs Manager
Production Workers Clerk

Staff
Workers
CHAPTER II
REVIEW OF LITERATURE
REVIEW OF LITERATURE
 Customers - Supplier Relationship Issues: Customer satisfaction is absolute for staying
abreast in competitive environment that can be achieved only by quickly responding to
customer needs. Efficient consumer response (ECR) is a supply chain management
strategy that attempts to address the inefficiencies in the supply chain. Hoffman and
Mehra (2000);
 Harries et al. (1999); Sparks and Wagner (2003) discussed efficient consumer response
(ECR) as a supply chain strategy by analyzing the adoption of ECR strategy in some
industries.
 Jonsson and Zineldin (2003) proposed conceptual model including behavioural
dimensions of supplier-dealer relationships and presented hypotheses about how to
achieve satisfactory inter-organizational relationships.
 Lambert and Pohlen (2001) provided a framework for developing supply chain metrics
that translates performance into shareholder value. The framework emphasized on
managing the interface between customer relationship management and supplier
relationship management at each link in the supply chain. It is concluded that long-term
relationships between customer and supplier can lead to higher satisfaction. 4.4 Customer
relations Issue: A company's customer relations practices can affect its success in
managing the supply base as well as its performance (Scott and Westbrook, 1991; Ellram,
1991; Turner, 1993).
 A key element of successful supply base management involves downstream integration of
customers as well as the management of upstream suppliers. Each entity in the supply
chain is a supplier as well as a customer. When a customer driven corporate vision is
implemented simultaneously with effective TQM and supply base management practices,
it can produce a competitive edge in a number of different ways. These include increases
in productivity, reductions in inventory and cycle time, increased customer satisfaction,
market share and profits. However, there is little empirical evidence in the literature
linking customer relations practices and performance to support the conceptual foundation
of customer driven corporate policy.
 Braganza (2002) and Power (2005) examined different perspectives on integration and
suggested that integration of several functions at different organizational levels achieve
above average financial and performance results. It is observed that current static
approaches and theoretical models are ineffective in considering all variables and
constraints for designing supply chain.
 Manson- Jones et al. (2000) demonstrated how the “lean" and “agile" paradigms might be
integrated. They designed a total performance metric and developed a route map for
integration of lean production and agile supply in the total chain.
 Lalwani et al. (2006) suggested that one of the reasons for this might be the difficulty of
grasping the full dynamic complexity of the processes and systems encountered. Authors
proposed that current developments in systems thinking and continuous system
simulation, when applied within the context of an operations management framework,
may offer the good design of SC and improve in supply chain performance. 4.6 Logistics
management: Many years practitioners and professionals were confused between
“logistics" and “supply chain management", the usage of each term varied according to
the industry.
 Lummus et al. (2001) examined the historical definitions of both terms, and proposed a
hierarchy for the relationship between logistics and supply chain management. Srivastava
and Srivastava (2006);
 Meade and Sarkis (2002) presented a framework to manage product returns in reverse
logistics by focusing on product ownership data, average life cycle of products, past sales,
forecasted demand and likely impact of environmental policy measures .It is observed that
reverse logistics is one of the toughest supply chain challenges. Once the product has been
manufactured it is very important that there should be an adequate structure to distribute it
to the customers.
 Neves et al. (2001); Ma and Davidrajuh (2005) proposed distribution channels planning
model. Authors explored the use of an iterative approach for designing distribution chain
in an agile virtual environment; and proved that quick adaptation to changing market
situation and automation of supply chain management processes are essential. 4.7 Global
Issues: Shortened product life cycles and increasing global competition has tempted
traditional manufacturers to contemplate on their competencies, such as product design
and development, and a decision to outsource.
 Jennings (2002) and Zeng (2003) projected strategic benefits and problems relating to the
outsourcing decision. These include issues of cost, quality, flexibility, strategic focus, and
diversification, the potential loss of critical skills and knowledge, and appropriation of
final product value. A model was developed, structuring the contextual factors: capability,
cost, technology, supply and product market conditions, to enable a consideration
Rajendra Kumar Shukla et al.
 Buxey (2005) and Svensson (2001) explored the linkage between firms' outsourcing
activities and the occurrence of supply chain disruptions.
 Blowfield (2005) discussed the experience of employing global social and environmental
standards, in terms of a global ethic. It was concluded that strategic development of SCM
capabilities such as efficient inbound and outbound transportation, warehousing, inventory
control, production support, packaging, purchasing, order processing, and information
dissemination enables a manufacturing firm to identify key performance measures.
 As global markets grow increasingly efficient, competition no longer takes place between
individual businesses, but between entire value chains. Therefore executives are
developing supply chain partnerships/collaboration in an attempt to reduce costs, improve
service and to gain competitive advantage.
 Horvath (2001) proposed that Collaboration through intelligent e-business networks
would provide the competitive edge to all the participants in a value chain to prevail and
grow. It is found that collaborative partnerships can be achieved both via trust and through
electronically mediated exchange.
 Frankel et al. (2002) showed that one of the most common usages of partnerships is in the
provision of transport and distribution services. Authors recommended that rather than
devoting effort and resources to build an in-house supply chain it can often be much more
cost-effective to form a partnership with a shipping company, and allow them to perform
the job of distribution at a lower cost than the enterprise could manage itself.
 Power (2005) presented a conceptual framework to investigate supplier relations, lean
manufacturing, environmental management practices; and their relationship to one
another. It is found that efforts to improve a supplier’s environmental management
practice raise critical issues of transaction costs and efficacy of approach for the buyer. It
is recommended that an environmental bias is to be introduced into the decision making
process which would allows more environmentally conscious decisions to be made.
 The two fundamentals components of improving the relationship are trust & commitment
(De Ruyter et al. 2001). The cooperation arises directly from both relationship trust &
commitment (Morgan & Hunt 1994). According to past research, trust has two
dimensions: “honesty” & “benevolence” (Kumar et al. 1995).
 There are several dimensions of trust in fresh produce supply chain performance such as
confidence in preferred trading partner, always keeps promises, always honest, good
reputation, trust in preferred trading partner, believe information provided, close personal
friendship, trading partner always consider best interests (Batt 2003).
 Trust is the belief that the partners will act in ways that will bring positive outcomes for
the firms & does not want to take unexpected actions that may bring a negative outcome
(Anderson &Narus 1990).
 Trust (Moorman et al. 1993) is the willingness to rely on an exchange partner in whom
one has confidence. Or trust as a belief, a sentiment or an expectation about an exchange
partner and results from the partner’s expertise, reliability & intentionality.
 Trust is the extent to which the buyer believes that the supplier has the necessary expertise
to perform the activity effectively & reliably (Ganeshan 1994) 5. Performance
Measurement in Supply Chain: Performance measurement is very important as a strategic
tool and also provides means to achieve the objectives required, fulfilling a firm's
mission/strategy statement. Many firms have been observed to evaluate performance,
primarily on the basis of cost and efficiency (Skinner, 1971).
 This has resulted in most measures focusing on financial data such as return on
investment, return on sales, price variances, sales per employee, productivity and profit
per unit production etc. As a result of globalization and competition the organizations
have started adopting innovative business practices and performance improvement
initiatives such as TQM, JIT and SCM. Following are the various supply chain
performance evaluation criteria.
 Competition has shifted from one firm competing with another to one supply chain
competing with another (Vickery, Calantone, &Droge, 1999). Several authors have
addressed how relationships beyond firm’s boundaries could lead to superior value
creation in order to achieve sustainable competitive advantage (Dyer &Nobeoka, 2000;
Dyer &Syngh, 1998; Flynn, Huo, & Zhao, 2010; Krause, Handfield, & Tyler, 2007;
Mesquita, Anand, & Brush, 2008). In this competitive environment, Supply Chain
Management (SCM) has emerged as an important strategy to develop relationships and
improve firm performance (for reviews, see Chen &Paulraj, 2004; Terpend, Tyler,
Krause, &Handfield, 2008). Despite the increasing interest in SCM area, academics and
practitioners still lack solid methodologies to guide and support SCM evaluation and
implementation (Akkermans, Bogerd, &Doremalen, 2004; Croxton, Garcia-Dastugue,
Lambert, & Rogers, 2001; Lambert, Cooper, &Pagh, 1998). Methodologies related to
SCM implementation have been provided by consulting companies and are restricted in
publication and use.
 A very important aspect of this development is that it should provide a framework for
analysis, an efficient method for SCM field development and a clear explanation for
practical applications, which can be considered of fundamental importance for researchers
and practitioners (Chen &Paulraj, 2004; Wacker, 1998). In this article, we propose a
structured methodology to evaluate SCM practices, in order to explore this gap.
 This methodology must be based on objective criteria and must establish measurement
scales that allow firms to analyze degree of adherence to an ideal SCM implementation.
These criteria and scales are results of a deep literature review focused on identifying and
selecting a SCM conceptual model as a reference. The proposed methodology was based
on the conceptual model of Supply Chain Management proposed by Cooper, Lambert, and
Pagh (1997).
 It involves eleven referential axes of analysis established from key business processes,
SCM horizontal structures, initiatives and practices. We expect to develop a tool that
allows academics, consultants and decision-makers to assess firm maturity modeled on
SCM practices, as an input to identify and implement actions to increase degree of firm
adherence to the reference model and, consequently, provide improvements to the whole
chain, making firms more competitive. Article structure consists of five major sections
besides this introduction.
 Section two summarizes the SCM theoretical framework. Section three discusses the
selection of the SCM conceptual model used as reference to develop the methodology.
Section four presents the research methodology. Section five presents the development of
the methodology for evaluating companies' degree of adherence to a SCM conceptual
model. Section six delivers main conclusions. Supply Chain Management Nowadays,
most individual businesses no longer compete simply as autonomous organizations but
rather as supply chains.
 A supply chain is referred to as a set of companies involved in the upstream and
downstream flows of products, services, finances, and information from a source to a
customer (Mentzer et al., 2001). In brief, it can be understood that the supply chain
constitutes a network of business relationships. From this point of view, as stated in
section 1, the success of a single business primarily depends on its ability to integrate its
network of business relationships.
 Thus, a source of competitiveness could be closely related to the supply chain in which
the company is inserted. Christopher (1992) pointed out that currently the real competition
is not company against company, but rather supply chain against supply chain.
 In this context, Supply Chain Management (SCM) has emerged as a form of achieving
adequate integration of a company’s network of business relationships. Supply chain
management extends the idea of integrating internal business functions, departments, and
processes beyond the company’s frontier to all companies in a supply chain (Cooper,
Lambert, &Pagh, 1997; Fawcett, Magnan, & McCarter, 2008).
 Hammer (2002) suggests that companies that are able to work in close association with
partners for project development and for the management of processes that involve the
entire supply chain will succeed. There are many definitions for supply chain
management. Taking into account all the above mentioned aspects and specific objectives
and purposes, The Global Supply Chain Forum definition was adopted for the
development of this article: “Supply Chain Management is the integration of key business
processes from end user through original suppliers that provides products, services and
information that add value for customers and other stakeholders”
 (Lambert et al., 1998, p. 1). The practicality and sectorial nature of SCM studies is
remarkable in many publications. Authors used to analyze SCM implementation and/or
make-or-buy decision as, for example, Ferreira and Padula’s (2002) research into the beef
supply chain, Silva and Fleury’s (2000) work on the food industry, and Scavarda and
Hamacher’s (2001) investigation into the automotive industry. We intend to extend this
discussion to reconcile both theoretical and practical perspectives, especially regarding
SCM evaluation.
 SCM Conceptual Model From a review of relevant literature, we identified six SCM
conceptual models that recognize the need of implementing business processes
(Bowersox&Closs, 2001; Cooper et al., 1997; Melnyk, Stank, &Closs, 2004; Mentzer et
al., 2001; Srivastava, Shervani, & Fahey, 1999; Supply Chain Operations Reference
Model, Overview [SCOR], 2005; Vollman, Cordon, &Heikkilä, 2000). According to
Lambert, Garcia-Dastugue, and Croxton (2005), only two of those conceptual models
provide enough information to support research development in this important area:
 Cooper et al. (1997), and the Supply Chain Council (SCOR) models. In this context,
Cooper, Lambert and Pagh’s SCM conceptual model (Cooper et al., 1997) was selected to
support the evaluating methodology development proposed in this article, for many
reasons. One is its high frequency of inclusion in existing research, much superior to the
SCOR model. Another is the fact that it is defined broadly and abstractly enough to
facilitate its potential study (Lewis, 1998). Additionally it is comprehensive, since it
encompasses eight main business processes involving at least six functional areas. It has a
more academic and didactic base since it clearly presents a conceptual structure and
provides detailed information about the business processes which amplifies the
possibilities for theory development.
CHAPTER III
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
A Research is a careful investigation or inquiry; especially through search for new facts in
any branch of knowledge .It is a systemized effort to gain more knowledge. ‘Research
methodology is a way to systematically solve the research problem. It may be understood as a
science of studying how research is done scientifically. It is necessary for the researcher to know
not only the research methods or technique but also the methodology. Researcher always needs
to understand the assumption underline various technique and they need to know the criteria by
which they can decide that certain technique and procedures will be applicable to certain
problems and other will not.
TYPE OF RESEARCH:
The method of conducting research deals with research design, data collection method,
sampling method. It explained about the nature of research work to be done such as descriptive
nature of research, which is used in this study.
DESCRIPTIVE RESEARCH:
The researcher has adopted descriptive research design for the purpose of this survey.
Descriptive studies are those studies which are concerned with describing the characteristics of
a particular individual, or of a group.
RESEARCH DESIGN
The research design refers to the overall strategy that you choose to integrate the different
components of the study in a coherent and logical way, thereby, ensuring you will effectively
address the research problem; it constitutes the blueprint for the collection, measurement, and
analysis of data
Definition
According to Sekaran (2003) a research design is set up to decide on, among other issues, how
to collect further data, analyze and interpret them, and finally, to provide an answer to the
problem.
They are listed below.
 Purpose of the study
 Type of investigation
 Extent of researcher interference
 Study setting
 Unit of analysis
 The time horizon
SAMPLING UNIT:
Sampling unit refers to process of defining the target population that will be sample.
Hence for the present study, data was collected by means of questionnaire from the employees.
SAMPLE SIZE:
Sample size plays a critical role, because the generalizability of the conclusion depends
on sample size. Sample size for the present study is 80.
SAMPLING METHOD:
Sampling means the method of selecting a sample from a given universe with a view to
draw conclusions about the universe. Sample means representative of universe selected for the
study. Sampling is a process of units (e.g. People) from a population of the interest Sampling
method is divided into 2 types1) Probability Method2) Non Probability Method The sampling
method that was chosen is entirely non probabilitistic in nature. In non probabilitistic method the
researcher has adopted convenience sampling method. In this method, the researcher select the
accessible population members from which to get information and the items selected are easy
to approach or easy to measure.
SOURCE OF DATA:
The data has been collected from the employees a study on supply chain management in nicrome
leather processing industry
TYPES OF DATA
 Primary data
 Secondary data
PRIMARY DATA:
First time collected data are referred to as primary data. In this research the primary data
was collected by means of a Structured Questionnaire. The questionnaire consists of number
of questions in printed form. It has both open-end closed end questions in it.
SECONDARY DATA:
Data which has already gone through the process of analysis or were used by someone
else earlier is referred to secondary data. This type of data was collected from the books,
journals, company records etc
DATA ANALYZE
TOOLS OF THE STUDY
 Tool used for data collection:
 The tool used for collecting the data is through the questionnaire. The main reason for
selecting the questionnaire method for the study is:
 Respondents have adequate time to give well thought out answers.
 The time of the study was also a limiting factor.
 Five pointer scales were use through the Questionnaire.
Statistical tools used
Statistical tools like Tabulation, Graphic Representations, percentage anal ysis
and, Chi-Square, are used in the compilation and computation of data.
Chi-Square Test
The Chi-Square test is one of the simplest and most widely used non-parametric test in statistical
work. It is practically useful in tests involving nominal data. It can be used for higher scales. It
makes no assumptions about the population being sampled. If Chi-Square is zero it means that
the observed and the expected frequencies completely coincide, while the greater the value of
Chi-Square is , the greater would be the discrepancy between observed and the expected
frequencies.
The formula for computing Chi-Square is
CHI-SQUARE = (O-E)2 / E
Where O = Observed Frequency, E = Expected Frequency
The calculated value of chi-square is compared with the table value of chi-square for
given degrees of freedom of specified level of significance. If the calculated value of chi-square
is greater than the table value the difference between the theory and the observed is considered to
be significant, i.e., it could not have risen due to fluctuations of simple sampling. On the other
hand if the calculated value is less than the table value, the difference between the theory and
observation is not considered significant, i.e., it could have risen due to fluctuations of sampling.
The number of degrees of freedom is described as the number of observations that are
free to vary after certain restrictions have been imposed on the data. For a uniform distribution,
we place one restriction on the expected distribution - the total of sample observations.
PERCENTAGE ANALYSIS:
Percentage refers to a special kind of ratio. Percentage is used in making

comparison about two or more series of data. Percentage as also used to describe
relationship. It is also used to compare the relative terms of two or more series of data.
Formula:
Number of respondents
 100
Total no. of respondent
ANOVA TEST
ONE WAY ANOVA TEST
Anova is a statistical test which analyzes variance. It is helpful in making comparison of two or
more means which enables a researcher to draw various results and predictions about two or
more sets of data. Anova test includes one-way anova, two-way anova or multiple anova
depending upon the type and arrangement of the data. One-way anova has the following test
statistics:
Formula
SS total = ( x1)2+ x2)2+ x3)2-( x1)2+ x2)2+ x3)2-

N
SS total = ( x1)2/n1+( x2)2/n2+…..( xr)2/nr--( x1)2+ x2)2+ x3)2-

N
MS AMONG= SSAMONG /DF AMONG
MS WITHIN= SSWITHIN/DF WITHIN
F= MS AMONG/ MS WITHIN
SSwithin = SStotal - SSamong
dfamong = r-1 dfwithin = N-r
x = individual observation
r = number of groups
N = total number of observations (all groups)
n = number of observations in group
Steps (assuming three groups)

Create six columns: "x1", "x12", "x2", "x22", "x3", and "x32"
1. Put the raw data, according to group, in "x1", "x2", and "x3"
2. Calculate the sum for group 1.
3. Calculate ( x)2 for group 1.
4. Calculate the mean for group 1
5. Calculate x2 for group 1.
6. Repeat steps 2-5 for groups 2 and 3
7. Set up SStotal and SSamong formulas and calculate
8. Calculate SSwithin
9. Enter sums of squares into the ANOVA table, and complete the table by calculating:
dfamong, dfwithin, MSamong, and MSwithin, and F
10. Check to see if F is statistically significant on probability table with appropriate degrees
of freedom and p < .05.
LIMITATION OF THE STUDY
 Time limit is a major constraint
 As per the company rules many information was not disclosed
 As the managers are busy in their daily schedules it is not possible for us to spend more time
in interaction and discussion with them.
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
TABLE SHOWING AGE OF THE RESPONDENT
Frequenc Percent Valid Cumulative

y Percent Percent
10-20 17 21.3 21.3 21.3
20-30 16 20.0 20.0 41.3
30-40 12 15.0 15.0 56.3
Valid
Above 35 43.8 43.8 100.0
50
Total 80 100.0 100.0
INTERPRETATION
The above table shows that the 21% of the respondent are aged between in 20-30,15% of
the respondent are aged between in 30-40,43% of the respondent are aged between in above 50.
From the above table analysis the majority of respondent are aged between in above 50.
CHART 4.1
CHART SHOWING AGE OF THE RESPONDENT
TABLE 4.2
TABLE SHOWING GENDER

y percent percent
Male 39 48.8 48.8 48.8
Valid Female 41 51.3 51.3 100.0
Total 80 100.0 100.0
INTERPRETATION
The above table shows that the 48% of the respondent are male,51% of the respondent are
female. From the above table analysis the majority of respondent are female.
CHART 4.2
CHART SHOWING GENDER OF THE RESPONDENT
TABLE 4.3
TABLE SHOWING EDUCATIONAL QUALIFICATIONAL

y percent percent
Graduate 17 21.3 21.3 21.3
Valid Post 17 21.3 21.3 42.5
graduate
IT 12 15.0 15.0 57.5
DIPLOMA 33 41.3 41.3 98.8
Total 80 100.0 100.0
INTERPRETATION
The above table shows that the 21% of the respondent are qualified in graduate,21% of the
respondent are qualified in post graduate,15% of the respondent are qualified in ITI,41% of the
respondent are qualified in diploma. From the above table analysis the majority of respondent are
qualified in diploma.
CHART 4.3
CHART SHOWINGEDUCATIONAL QUALIFICATIONAL OF THE RESPONDENT
TABLE 4.4
TABLE SHOWING DESIGNATION

y percent percent
CSR 10 12.5 12.5 12.5
T.L, 12 15.0 15.0 27.5
Deputy 10 12.5 12.5 40.0
Managers, 16 20.0 20.0 60.0
Valid
Regional managers 11 13.8 13.8 73.8
Quality and safety managers, 8 10.0 10.0 83.8
Director 12 15.0 15.0 98.8
Total 80 100.0 100.0
INTERPRETATION
The above table shows that the 12% of the respondent are designation in CSR,15% of the
respondent are T.I,12% of the respondent are deputy,20% of the respondent are designation in
managers,13% of the respondent are regional managers,10% of the respondent are quality and
safety managers,15% of the respondent are director. From the above table analysis the majority
of respondent are designation in managers.
CHART 4.4
CHART SHOWING DESIGNATION OF THE RESPONDENT
TABLE 4.5
TABLE SHOWING INCOME
Freque Percent Valid Cumulative

ncy percent percent
Below10,000 27 33.8 33.8 33.8
10,000-20,000 32 40.0 40.0 73.8
Valid
Above 20,000 21 26.3 26.3 100.0
Total 80 100.0 100.0
INTERPRETATION
The above table shows that the 33% of the respondent are says that salary in below
10000,40% of the respondent are says that salary in 10,000-20000, 26% of the respondent are
says that salary in above 20000.
From the above table analysis the majority of respondent are salary in 10000-20000.
CHART 4.5
CHART SHOWING INCOME OF THE RESPONDENT
TABLE 4.6
TABLE SHOWING HOW DO YOU MANAGE YOUR SUPPLY CHAIN?

y percent percent
Close partnership with 11 13.8 13.8 13.8
suppliers
Close partnership with 8 10.0 10.0 23.8
customers
Jit supply 7 8.8 8.8 32.5
E-procurement 10 12.5 12.5 45.0
Edi 7 8.8 8.8 53.8
Valid
Outsourcing 7 8.8 8.8 62.5
Subcontracting 9 11.3 11.3 73.8
3pl 8 10.0 10.0 83.8
Plan strategically 8 10.0 10.0 93.8
Supply chain 5 6.3 6.3 100.0
benchmarking
Total 80 100.0 100.0
INTERPRETATION
The above table shows that the 13% of the respondent are manage the supply chain in Close
partnership with suppliers,10% of the respondent are manage the supply chain in Close
partnership with customers,8% of the respondent are manage the supply chain in jit supply,12%
of the respondent are manage the supply chain in E-procurement,8% of the respondent are
manage the supply chain in edi,8% of the respondent are manage the supply chain in out
sourcing ,11% of the respondent are manage the supply chain in Subcontracting,10% of the
respondent are manage the supply chain in 3pl and Plan strategically,6% of the respondent are
manage the supply chain in benchmarking.
From the above table analysis the majority of respondent are manage the supply chain in Close
partnership with suppliers.
CHART 4.6
CHART SHOWING MANAGE YOUR SUPPLY CHAIN OF THE RESPONDENT
TABLE 4.7
TABLE SHOWING CLOSE PARTNERSHIP WITH SUPPLIERS
Frequ Percent Valid Cumulative

ency percent percent
Strongly agree 12 15.0 15.0 15.0
Agree 24 30.0 30.0 45.0
Neutral 14 17.5 17.5 62.5
Valid
Disagree 13 16.3 16.3 78.8
Strongly disagree 17 21.3 21.3 100.0
Total 80 100.0 100.0
INTERPRETATION:
The above table shows that the 15% of the respondent are says that strongly agree with
close partnership with suppliers, 30% of the respondent are says that agree with close partnership
with suppliers, 17% of the respondent are says that neutral with close partnership with suppliers,
16% of the respondent are says that disagree with close partnership with suppliers, 21% of the
respondent are says that strongly disagree with close partnership with suppliers.
From the above table analysis the majority of respondent are says that agree with close
partnership with suppliers
CHART 4.7
CHART SHOWING CLOSE PARTNERSHIP WITH SUPPLIERS
TABLE 4.8
TABLE SHOWING CLOSE PARTNERSHIP WITH CUSTOMERS

y percent percent
Agree 23 28.8 28.8 46.3
Neutral 9 11.3 11.3 57.5
Valid Disagree 15 18.8 18.8 76.3
Strongly 19 23.8 23.8 100.0
disagree
Total 80 100.0 100.0
INTERPRETATION:
The above table shows that the 17% of the respondent are says that strongly agree with close
partnership with customers, 28% of the respondent are says that agree with close partnership
with customers, 11% of the respondent are says that neutral with close partnership with
customers, 18% of the respondent are says that disagree with close partnership with customers,
23% of the respondent are says that strongly disagree with close partnership with customers.
From the above table analysis the majority of respondent are says that agree with close
partnership with customers.
CHART 4.8
CHART SHOWING CLOSE PARTNERSHIP WITH CUSTOMERS
TABLE 4.9
TABLE SHOWING JIT SUPPLY
Frequen Percent Valid Cumulative

cy percent percent
Agree 23 28.8 28.8 47.5
Neutral 11 13.8 13.8 61.3
Valid
Disagree 11 13.8 13.8 75.0
Total 80 100.0 100.0
INTERPRETATION:
The above table shows that the 18% of the respondent are says that strongly agree with jit
supply, 28% of the respondent are says that agree with jit supply, 13% of the respondent are says
that neutral with jit supply, 13% of the respondent are says that disagree with jit supply, 25% of
the respondent are says that strongly disagree with jit supply.
From the above table analysis the majority of respondent are says that agree with jit supply.
CHART 4.9
CHART SHOWING JIT SUPPLY OF THE RESPONDENT
TABLE 4.10
TABLE SHOWING E-PROCURÈRENT

ncy percent percent
Agree 23 28.8 28.8 46.3
Neutral 14 17.5 17.5 63.8
Valid
Disagree 13 16.3 16.3 80.0
Total 80 100.0 100.0
INTERPRETATION:
The above table shows that the 17% of the respondent are says that strongly agree with e-
procurement, 28% of the respondent are says that agree with e-procurement, 17% of the
respondent are says that neutral with e-procurement, 16% of the respondent are says that
disagree with e-procurement, 20% of the respondent are says that strongly disagree with e-
procurement.
From the above table analysis the majority of respondent are says that agree with e-procurement.
CHART 4.10
CHART SHOWING E-PROCURÈRENT OF THE RESPONDENT
TABLE 4.11
TABLE SHOWING EDI

ncy percent percent
Agree 26 32.5 32.5 50.0
Neutral 14 17.5 17.5 67.5
Valid
Disagree 11 13.8 13.8 81.3
Total 80 100.0 100.0
INTERPRETATION:
The above table shows that the 17% of the respondent are says that strongly agree with edi,32
% of the respondent are says that agree with edi, 17% of the respondent are says that neutral with
edi, 13% of the respondent are says that disagree with edi, 18% of the respondent are says that
strongly disagree with edi.
From the above table analysis the majority of respondent are says that agree with edi.
CHART 4.11
CHART SHOWING EDI OF THE RESPONDENT
TABLE 4.12
TABLE SHOWING OUT SOURCING

ncy percent percent
Agree 16 20.0 20.0 42.5
Valid
Neutral 13 16.3 16.3 58.8
Disagree 19 23.8 23.8 82.5
Total 80 100.0 100.0
INTERPRETATION:
The above table shows that the 22% of the respondent are says that strongly agree with out
sourcing, 20% of the respondent are says that agree with out sourcing, 16% of the respondent are
says that neutral without sourcing, 18% of the respondent are says that disagree with out
sourcing, 17% of the respondent are says that strongly disagree with out sourcing.
From the above table analysis the majority of respondent are says that disagree with out
sourcing.
CHART 4.12
CHART SHOWING OUT SOURCING OF THE RESPONDENT
TABLE 4.13
TABLE SHOWING SUBCONTRACTING

cy percent percent
Agree 13 16.3 16.3 28.8
Neutral 21 26.3 26.3 55.0
Valid
Disagree 19 23.8 23.8 78.8
Total 80 100.0 100.0
INTERPRETATION:
The above table shows that the 12% of the respondent are says that strongly agree with
subcontracting, 16% of the respondent are says that agree with subcontracting, 26% of the
respondent are says that neutral with subcontracting, 23% of the respondent are says that
disagree with subcontracting, 21% of the respondent are says that strongly disagree with
subcontracting.
From the above table analysis the majority of respondent are says that neutral with
subcontracting.
CHART 4.12
CHART SHOWING SUB CONTRACTING OF THE RESPONDENT
TABLE 4.13
TABLE SHOWING 3PI

y percent percent
Valid
Agree 13 16.3 16.3 33.8
Neutral 20 25.0 25.0 58.8
Disagree 22 27.5 27.5 86.3
Total 80 100.0 100.0
INTERPRETATION:
The above table shows that the 17% of the respondent are says that strongly agree to 3pi,
16% of the respondent are says that agree to 3pi, 25%of the respondent are says that neutral to
3pi, 27% of the respondent are says that disagree to 3pi, 13% of the respondent are says that
strongly disagree to 3pi.
From the above table analysis the majority of respondent are says that disagree to 3pi.
CHART 4.13
CHART SHOWING 3PI OF THE RESPONDENT
TABLE 4.14
TABLE SHOWING PLAN STRATEGICALLY

cy percent percent
Valid Strongly agree 12 15.0 15.0 15.0
Agree 20 25.0 25.0 40.0
Neutral 20 25.0 25.0 65.0
Disagree 15 18.8 18.8 83.8
Total 80 100.0 100.0
INTERPRETATION:
The above tables shows that the 15.0% of the respondents are strongly agree with plan
strategically, 25.0% of the respondents agree with plan strategically, 25.0% of the respondents
neutral with plan strategically, 18.8% of the respondents disagree with plan strategically, 16.3%
of the respondent strongly disagree with plan strategically.
From the above table analysis the majority of respondent are says that agree with plan
strategically.
CHART 4.15
CHART SHOWING PLAN STRATEGICALLY OF THE RESPONDENT
TABLE 4.16
TABLE SHOWING SUPPLY CHAIN BENCHMARKING

Agree 19 23.8 23.8 42.5
Neutral 13 16.3 16.3 58.8
Valid
Disagree 17 21.3 21.3 80.0
Total 80 100.0 100.0
INTERPRETATION:
The above tables show that the 18.8% of the respondents are strongly agree with supply chain
benchmarking, 23.8% of the respondents agree with supply chain benchmarking, 16.3% of the
respondents neutral with supply chain benchmarking, 21.3% of the respondents disagree with
supply chain benchmarking, 20.0% of the respondent strongly disagree with supply chain
benchmarking.
From the above table analysis the majority of respondent are says that agree with supply chain
benchmarking.
CHART 4.16
CHART SHOWING SUPPLY CHAIN BENCHMARKING OF THE RESPONDENT
TABLE 4.17
TABLE SHOWING VERTICAL INTEGRATION

cy percent percent
Agree 14 17.5 17.5 33.8
Neutral 20 25.0 25.0 58.8
Valid
Disagree 18 22.5 22.5 81.3
Total 80 100.0 100.0
INTERPRETATION:
The above tables shows that the 16.3% of the respondents are strongly agree with vertical
integration, 17.5% of the respondents are says that agree with vertical integration, 25.0% of the
respondents neutral, 22.5% of the respondents are says that disagree with vertical integration,
18.8% of the respondent are says that strongly disagree.
From the above table analysis the majority of respondent are says that agree with vertical
integration.
CHART 4.17
CHART SHOWING VERTICAL INTEGRATION OF THE RESPONDENT
TABLE 4.18
TABLE SHOWING FEW SUPPLIERS

cy percent percent
Agree 18 22.5 22.5 40.0
Neutral 23 28.8 28.8 68.8
Valid
Disagree 14 17.5 17.5 86.3
Total 80 100.0 100.0
INTERPRETATION:
The above tables shows that the 17% of the respondent are says that strongly agree with few
suppliers, 22% of the respondent are says that agree with few suppliers, 28% of the respondent
are says that neutral with few suppliers, 17% of the respondent are says that disagree with few
suppliers, 13% of the respondent are says that strongly disagree with few suppliers.
From the above table analysis the majority of respondent are says that neutral with few suppliers.
CHART 4.18
CHART SHOWING FEW SUPPLIERS OF THE RESPONDENT
TABLE 4.19
TABLE SHOWING MANY SUPPLIERS
Freq Percent Valid Cumulative

uenc percent percent
y
Agree 20 25.0 25.0 37.5
Neutral 19 23.8 23.8 61.3
Valid
Disagree 19 23.8 23.8 85.0
Total 80 100.0 100.0
INTERPRETATION:
The above tables shows that the 12% of the respondent are says that strongly agree with many
suppliers, 25% of the respondent are says that agree with many suppliers, 23% of the respondent
are says that neutral with many suppliers, 23% of the respondent are says that disagree with
many suppliers, 15% of the respondent are says that strongly disagree with many suppliers.
From the above table analysis the majority of respondent are says that agree with many suppliers.
CHART 4.19
CHART SHOWING MANY SUPPLIERS OF THE RESPONDENT
TABLE 4.20
TABLE SHOWING HOLDING SAFETY STOCK

cy percent percent
Valid Agree 25 31.3 31.3 47.5
Neutral 20 25.0 25.0 72.5
Disagree 13 16.3 16.3 88.8
Total 80 100.0 100.0
INTERPRETATION:
The above tables shows that the 16% of the respondent are says that strongly agree with
holding safety stock, 31% of the respondent are says that agree with holding safety stock, 25% of
the respondent are says that neutral with holding safety stock, 16% of the respondent are says
that disagree with holding safety stock, 11% of the respondent are says that strongly disagree
with holding safety stock.
From the above table analysis the majority of respondent are says that agree with holding safety
stock.
CHART 4.20
CHART SHOWING HOLDING SAFETY STOCK OF THE RESPONDENT
TABLE 4.21
TABLE SHOWING DOES YOUR COMPANY HAVE A SEPARATE LOGISTICS
DEPARTMENT?

y percent percent
Yes 36 45.0 45.0 45.0
Valid No 44 55.0 55.0 100.0
Total 80 100.0 100.0
INTERPRETATION
The above tables show that the 45% of the respondent says that agree with separate logistics
department, 55% of the respondent says that disagree with separate logistics department.
From the above table analysis the majority of respondent are says that disagree with separate
logistics department
CHART 4.21
CHART SHOWING LOGISTICS DEPARTMENT OF THE RESPONDENT
TABLE 4.22
TAPLE SHOWING HOW SATISFIED ARE YOU WITH THE CURRENT PUBLIC
POLICY REGARDING SCM AND IT?

Agree 16 20.0 20.0 36.3
Neutral 25 31.3 31.3 67.5
Valid
Disagree 15 18.8 18.8 86.3
Total 80 100.0 100.0
INTERPRETATION:
The above tables shows that the 16% of the respondent are says that strongly agree with current
public policy regarding scm and it, 20% of the respondent are says that agree with current public
policy regarding scm and it, 31% of the respondent are says that neutral with current public
policy regarding scm and it, 18% of the respondent are says that disagree with current public
policy regarding scm and it, 13% of the respondent are says that strongly disagree with current
public policy regarding scm and it.
From the above table analysis the majority of respondent are says that neutral with current public
policy regarding scm and
CHART 4.22
CHART SHOWING CURRENT PUBLIC POLICY
TEST ANALYSIS
Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
Educational 80 100.0% 0 0.0% 80 100.0%
qualification * Many
suppliers
Educationalqualificational * Many suppliers Cross tabulation

Count
Manysuppliers Total
strongly agree agree neutral disagree strongly
disagree
graduate 2 3 3 5 4 17
post graduate 2 3 6 3 3 17
Educationalqualification
ITI 2 5 2 2 1 12
al
diploma 4 8 8 9 4 33
5.00 0 1 0 0 0 1
Total 10 20 19 19 12 80
Chi-Square Tests
Value df Asymp. Sig.
(2-sided)
Pearson Chi-Square 9.103a 16 .909
Likelihood Ratio 8.637 16 .928
Linear-by-Linear 1.087 1 .297
Association
N of Valid Cases 80
a. 22 cells (88.0%) have expected count less than 5. The
minimum expected count is .13.
Symmetric Measures
Value Asymp. Std. Approx. Approx.
Errora Tb Sig.
Interval by -.117 .112 -1.043 .300c
Pearson's R
Interval
Ordinal by Spearman -.107 .113 -.948 .346c
Ordinal Correlation
N of Valid Cases 80
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.
c. Based on normal approximation.
ANALYSIS
The P-value is the probability that a chi-square statistic having 4 degrees of freedom is more
extreme than 8.00 .We use the chi-square testing to find P(Χ2 > 8.00) = -1.043
INTERPRET RESULTS.
Since the P-value (-1.043) is less than the significance level (0.05), we cannot accept the null
hypothesis. Thus, we conclude that there is a relationship between age and benefits under equal
remuneration,
Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
income * logistics 80 100.0% 0 0.0% 80 100.0%
department
income * logistics department Cross tabulation
Count
logistics Total
department
yes no
Below10,000 13 14 27
10,000- 16 16 32
income 20,000
Above 7 14 21
20,000
Total 36 44 80
Symmetric Measures
Value Asymp. Std. Approx. Approx.
Errora Tb Sig.
Interval by .108 .110 .955 .342c
Pearson's R
Interval
Ordinal by Spearman .104 .110 .927 .357c
Ordinal Correlation
N of Valid Cases 80
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.
c. Based on normal approximation.
ANOVA
Designation
Sum of df Mean F Sig.
Squares Square
Between 40.844 4 10.211 .603 .662
Groups
Within Groups 1270.143 75 16.935
Total 1310.988 79
INTERPRETATION
ANOVA to test whether there is/are significant difference(s) in the means of department
and ” organization achieving through the performance appraisal F =.603, p = .10.221p
>0.05, so t here is no significant difference between the means of the three education
groups for the importance of social security provide.
Multiple Comparisons
Dependent Variable: Designation
Tukey HSD
(I) pl3 (J) pl3 Mean Std. Sig. 95% Confidence Interval
Difference (I- Error Lower Upper
J) Bound Bound
AGREE 1.40110 1.58505 .902 -3.0295 5.8317
STRONGLY neutral 1.68571 1.43402 .765 -2.3227 5.6942
AGREE disagree 1.51299 1.40693 .819 -2.4197 5.4457
strongly disagree 2.42208 1.65808 .591 -2.2127 7.0568
STRONGLY -1.40110 1.58505 .902 -5.8317 3.0295
AGREE
AGREE neutral .28462 1.46611 1.000 -3.8135 4.3828
disagree .11189 1.43962 1.000 -3.9122 4.1360
strongly disagree 1.02098 1.68591 .974 -3.6915 5.7335
STRONGLY -1.68571 1.43402 .765 -5.6942 2.3227
neutral AGREE
AGREE -.28462 1.46611 1.000 -4.3828 3.8135
disagree -.17273 1.27143 1.000 -3.7267 3.3813
strongly disagree .73636 1.54477 .989 -3.5817 5.0544
STRONGLY -1.51299 1.40693 .819 -5.4457 2.4197
AGREE
disagree AGREE -.11189 1.43962 1.000 -4.1360 3.9122
neutral .17273 1.27143 1.000 -3.3813 3.7267
strongly disagree .90909 1.51965 .975 -3.3387 5.1569
STRONGLY -2.42208 1.65808 .591 -7.0568 2.2127
AGREE
strongly disagree AGREE -1.02098 1.68591 .974 -5.7335 3.6915
neutral -.73636 1.54477 .989 -5.0544 3.5817
disagree -.90909 1.51965 .975 -5.1569 3.3387
Designation
Tukey HSDa,b
pl3 N Subset for
alpha = 0.05
1
strongly disagree 11 3.3636
neutral 20 4.1000
disagree 22 4.2727
AGREE 13 4.3846
STRONGLY 14 5.7857
AGREE
Sig. .497
Means for groups in homogeneous subsets
are displayed.
a. Uses Harmonic Mean Sample Size =
14.938.
b. The group sizes are unequal. The
harmonic mean of the group sizes is used.
Type I error levels are not guaranteed.
INTERPRETATION
The test is used to establish if the correlation coefficient is significantly different from zero, and,
hence that there is evidence of an association between the two variables. There is then the
underlying assumption that the data is from a normal distribution sampled randomly. If this is not
true, the conclusions may well be invalidated. If this is the case, then it is better to use
Spearman's coefficient of rank correlation (for non-parametric variables). It is interesting to note
that with larger samples, a low strength of correlation, for example r = 10.211, can be highly
statistically significant (ie p < 0.01).
CHAPTER IV
FINDING, SUGGESTION AND CONCLUSION
FINDING
 Majority of the respondent are 21.3% of the respondent are aged between the 20-30
years.
 Majority of the respondent are 51.3 % of the respondent are female.
 Majority of the respondent are21.3.0% of the respondent are qualified that post graduate
 Majority of the respondent are 20.0% are designation of the respondent managers.
 Majority of the respondent are 40.0 % of the respondent are income that10,000-20,000.
 Majority of the respondent are 13.8%of the respondent are says that close partnership
with suppliers.
 Majority of the respondent are 30.0% of the respondents agree with close partnership
with suppliers.
 Majority of the respondent are 28.8% of the respondents agree with close partnership
with customers.
 Majority of the respondent are 28.8% of the respondents agree with jit supply.
 Majority of the respondent are 28.8% of the respondents agree with e-procurement.
 Majority of the respondent are 32.5% of the respondents agree with edi.
 Majority of the respondent are 23.8% of the respondents disagree with out sourcing.
 Majority of the respondent are 26.3% of the respondents neutral with subcontracting.
 Majority of the respondent are 27.5% of the respondents disagree with 3PI.
 Majority of the respondent are 25.0% of the respondents neutral with plan strategically.
 Majority of the respondent are 23.8% of the respondents agree, 21.3% of the respondents
disagree with supply chain benchmarking.
 Majority of the respondent are 25.0% of the respondents neutral, 22.5% of the
respondents disagree with vertical integration.
 Majority of the respondent are 28.8% of the respondents neutral with few suppliers.
neutral, 23.8% of the respondents disagree with many suppliers.
neutral with holding safety stock.
 Majority of the respondent are 55.0 % of the respondent are no accept with the separate
logistics department.
 Majority of the respondent are 31.3% of the respondents neutral, 20.0% of the
respondents agree with current public policy.
SUGGESTIONS:
 As per the study the following are the suggestions:
 The Performance Appraisal in the organization should be in a full fledge way so that the
others will be accepting this.
 As the Performance Appraisal is helpful to the employees by the
a s s i g n m e n t o f superiors task by training & development which should be more
effective so that the other employees will also be attracted.
 The Performance Appraisal should be assist effectively to the emplo
y e e s a s i t recognizes the competence and potential of an individual.
 Employee’s appraisal should be fairly done according to the companies
policies so that it will assist the performance of the employees.
 The company should give some advises and suggestions to the employees during
the process and should get there feedbacks about the process.
 The employees should assess and appraised by their HOD once in a year.
 The employees should be aware of appraisal and the organization should follow this to
motivate the employees.
CONCLUSION:-
As discussed in the background chapter of this thesis, SCM aims to improve the total supply
chain performance through collaboration among independent actors in the supply chain. The
supply chain should be managed as one single entity where end customer satisfaction is the
superior goal for all involved actors. This demands collaboration on a strategic level and that all
involved actors have a true supply chain orientation. This new way of thinking, which in turn
demands an extensive strategic change in the mindsets of the supply chain actors, should enable
them to work and act in one common direction towards common goals.
Such collaboration based on a supply chain orientation has however proved to be a rare
occurrence in real existing supply chains. Despite success stories where logistics collaboration
has contributed to extraordinarily positive benefits, most companies of today have not
understood the potential of SCM based collaboration. They are still occupied with internal
optimizations and have not adopted the SCM philosophy.
In addition to this, Speakman et al. (1998) identify some main differences in attitude and
behavior depending on whether the collaboration is performed with a supplier or a customer.
These differences, which are in conflict with a true supply chain orientation, can have serious
consequences for the supply chain:
In summary, we have implied that business has yet to crack the code; supply chain partners still
do not share a common vision or react to the same set of metrics. If this is true, opportunities
have been lost and many challenges remain. For a number of firms, talk is cheap and supply
chain management is still only part of today‘s jargon.. The reason for these differences is that the
customer in many cases has a stronger position for negotiation and that this position is used to
optimize the own company‘s business.
The results of this study confirm previous findings that the reality is far from that total SCM
environment described in many conceptual articles on the subject. In fact, the description of
logistics collaboration given in this thesis shows that companies involved in collaboration are
still concerned with operative issues and that their collaboration is seldom brought to a strategic
level. In addition to this, the results indicate that there are serious differences in attitude and
behaviour between supplier and customer collaborations. The study also shows that it is more
intensive collaboration on an operative level that contributes to the achievement of better results,
and that top management involvement has shown to be an important driver for such
collaboration.
BIBLIOGRAPHY
 Joshi, V. and Chopra, S.K. (2004). Best Practices in Supply Chain Management at Modi
Xerox. In Sahay, B.S. (Ed.), Supply Chain Management for Global Competitiveness, 2nd
Edition, Macmillan, New Delhi, 549-562.
 Kankal, R.A. and Pund, B.S. (2004). Reengineering of supply chain: The case of
Crompton Greaves. In Sahay, B.S. (Ed.), Supply Chain Management for Global
Competitiveness, 2nd Edition, Macmillan, New Delhi, 527-537.
 Kemppainen, K. and Vepsalainen, A.P.J. (2003). Trends in industrial supply chains and
networks. International Journal of Physical Distribution & Logistics Management, 33,
701-719.
 Moberg, C.R., Cutler, B.D., Gross, A. and Speh, T.W. (2002). Identifying antecedents of
information exchange within supply chains. International Journal of Physical Distribution
& Logistics Management, 32, 755-770.
 Quayle, M. (2003). A study of supply chain management practice in UK industrial SMEs.
Supply Chain Management: An International Journal, 8, 79-86.
WEBSITE
 www.google.com
 www.wikipedia.com
 www.scibed.com
ANNEXURE
A STUDY ON SUPPLY CHAIN MANAGEMENT IN DSM TEXTILE IN KARUR
QUESTIONARIES
DEMOGRAPHIC:
1. Age:
a) 20-30
b) 30-40
c) 40-50
d) above 50
2. Gender
a) Male
b) Female
3. Educational Qualification:
a) Graduate
b) Post Graduate
c) ITI
d) Diploma
4. Designation:
a) Csr,
b) T.L,
c) Deputy
d) Managers,
e) Regional Managers,
f) Quality And Safety Managers,
g) Director
5. Income:
a) Below10,000
b) 10,000-20,000
c) Above 20,000.
7. How do you manage your supply chain?
1 a) Close partnership with suppliers
2 b) Close partnership with customers
3 c) JIT supply
4 d) e-procurement
5 e) EDI
6 f) Outsourcing
7 g) Subcontracting
8 h) 3PL
9 i) Plan strategically
10 j) Supply Chain Benchmarking
. Which of the following you think that your company needs to do in order to manage its supply
chain better?
PARTICULAR Strongly Agree Neutral Disagree Stron

Agree
8 Close partnership with
suppliers
9 Close partnership with
customers
10 JIT supply
11 e-procurèrent
12 EDI
13 Outsourcing
14 Subcontracting
15 PL3
16 Plan strategically
17 Supply Chain Benchmarking
18 Vertical integration
19 Few suppliers
20 Many suppliers
21 Holding safety stock
22. Does your company have a separate logistics department?

a) yes
b) no
23. How satisfied are you with the current public policy regarding SCM and IT?
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

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A STUDY ON SUPPLY CHAIN MANAGEMENT IN DSM TEXTILE IN KARUR

INTRODUCTION AND DESIGN OF THE STUDY

NEW TREND IN WAREHOUSING

SUPPLY CHAIN RELATIONSHIP MANAGEMENT

SCM IN THE GOVERNMENT SECTOR

MANAGING SUPPLY CHAINS FOR COMPETITIVENESS:

INDUSTRY PROFILE AND COMPANY PROFILE

Textile and garment manufacturers and exporters in India were expecting a

The terms ‘TEXTILE’ is a Latin word originating from the ‘TEXERE’

PRESENT STATUS OF THE INDUSTRY

The Indian textile industry has a significant presents in the economy as

FUTURE SCOPE OF THE INDUSTRY

Considering the continual capital investments in the textile industry, the

COTTON TEXTILE INDUSTRY

COTTON TEXTILE INDUSTRY IN TAMILNADU

Accounts Production Purchase Marketing Personnel Store

Assistant. Head Time Staffs

Production Workers Clerk

Percentage refers to a special kind of ratio. Percentage is used in making

SS total = ( x1)2+ x2)2+ x3)2-( x1)2+ x2)2+ x3)2-

SS total = ( x1)2/n1+( x2)2/n2+…..( xr)2/nr--( x1)2+ x2)2+ x3)2-

SSwithin = SStotal - SSamong

dfamong = r-1 dfwithin = N-r

Steps (assuming three groups)

Frequenc Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Freque Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Frequ Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Frequen Percent Valid Cumulative

Freque Percent Valid Cumulative

Freque Percent Valid Cumulative

Freque Percent Valid Cumulative

Frequen Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Frequen Percent Valid Cumulative

Frequ Percent Valid Cumulative

Frequen Percent Valid Cumulative

Frequen Percent Valid Cumulative

Freq Percent Valid Cumulative

Frequen Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Frequ Percent Valid Cumulative

Case Processing Summary

Educationalqualificational * Many suppliers Cross tabulation

Case Processing Summary

PARTICULAR Strongly Agree Neutral Disagree Stron

22. Does your company have a separate logistics department?

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