Management in Yasni Exposé of Vijay S. Sonawane

The top Indian Business Schools complete list with details of the course and management institutes that offer MBA courses. BSchools-Business schools in India . The list of best B-Schools in India give you the courses available for students and process for admission in Business Management school in India correspondence-hr-courses-from-b-schools, course, Courses, courses-in-chennai-offering-logistics-managem ent, current, DELHI, development, distance, distance-leaning-MBA-top-b-schools, distance-learning-MBA-programs-in-top-schools -of-india, distance-MBA-program-india, do, economics, Executive, Executive-MBA-in-Symbiosis-Institute-Of-Manag ement-Stud, executive-mba-part-time-IIM-Calcuta, Executive-MBA-programme-in-B-schools-india, executive-one-year-MBA-correspondence-in-indi a-from-SIB, executives, Famous, Famous-MBA-university-of-Hyderabad, fellowship, Finance, five, for, from, germany, good, good-b--school-offering-retail-management, government, graduate, graduation, hr, HYDERABAD, IIM, iim-kolkatta-management-development-programme s, iim-lucknow-fellowship-program-for-executives , IIMC, IIMC-offering-MBA-online, in, India, India-b-schools, india-best-bschool-2007, India-top-50-MBA, Indian, Indian-bschools, Indian-Management-business-school-ranking-200 7, Indias, indias-top-ten-business-school, information, information-of-b-schools, institute, Institutes, instute, Investment, kolkatta, leaning, learning, list, List-of-best-B-Schools-in-DELHI-India, List-of-Business-School-in-India-providing-pa rt-time, List-of-Institutes-offering-part-time-courses -in-retail, list-of-mba-colleges-in-india-not-related-to- CAT, list-of-mba-schools-in-india, list-of-private-b-schools-in-india, list-of-top-100-business-management-schools-i n-india, list-of-top-100-colleges-of-mba, list-of-top-100-mba-institutes-of-india, List-of-top-15-B-Schools--India, list-of-top-20-business-school-in-india, LIST-OF-TOP-5-MBA-INSTITUTE-IN-DELHI, list-of-top-50-b-schools-in-india, list-of-top-50-business-school-in-india, list-of-top-50-mba-colleges-in-india, list-top-25-MBA-best-colleges, location, logistics, logistics-mba-school-in-mumbai, lucknow, Managament, Management, Management-schools-in-india, Management-schools-offering-courses-in-invest ment-banki, mba, mba-courses-in-good-colleges-in-india, mba-in-india, MBA-institute-part-time, MBA-RETAIL-MANAGEMENT-INDIA-DISTANCE-LEARNING , MBA-School-in-india, mumbai, name, name-of-top-100-mba-colleges-in-INDIA-by-curr ent-survey, not, of, offering, on, one, Online, operations, orissa, part, part-time, part-time-MBA-iim, part-time-MBA-programs-in-mumbai, parttime, parttime-mba-bangalore, post, power, premier, premier-b-schools-course-india, private, program, programme, programmes, programs, providing, pune, pursuing, rank, ranked, ranking, ranking-of-part-time-MBA-institutes-in-india, RANKING-OF-TOP-INDIAN-B-SCHOOLS, related, retail, Retail-Managament-Institute-Top-Ten-In-india, Retail-Management-course-correspondence, retail-management-schools, rural, school, schools, SIBM, Studies, survey, Symbiosis, technical, technical-coloboration-for-Retail-Management- distance-l, ten, their, time, to, to-do-mba-in-top-institutes-in-india, top, Top 25 Business B-schools in India | Best Indian manage, Top-10, top-10-b-schools-in-india, top-10-business-in-india, top-10-business-school-in-india, top-10-business-schools-in-india, top-10-business-schools-in-india-business-wor ld, top-10-Distance-Learning-MBA-courses-in-India , top-10-distance-learning-universities, top-10-distance-MBA-in-india, Top-10-Indian-institutes,

The list of the top management institutes and the best B Schools in India. Brought to you by 2IIM, an IIM Alumni Venture. The list includes top B Schools such as Indian Institute of Management, Ahemadabad, IIM Calcutta, IIM Bangalore.

Safety Stock First of all, here's the formula so you don't have to dig through my well-written article for it.Safety Stock:  {Z*SQRT(Avg. Lead Time*Standard Deviation of Demand^2 + Avg. Demand^2*Standard Deviation of Lead Time^2} If that wasn't clear to you, I suggest reading on.  This article will explain in detail what safety is used for, and how to use it. Inventory management is about two things: not running out, and not having too much. Our desire to not run out, along with uncertainties in demand and supplier lead times are why we have inventory in the first place. Essentially, inventory is a reserve system to prevent a stock out. However, as important as it is to prevent such a stock out, we also don't want to hold onto too much inventory because of holding costs. So how do you balance the two and what is the right amount? More importantly, when should you re-order in order to prevent a stock out? The answer to this can be determined by obtaining and applying the following information about the inventory you wish to manage. Re-order Point (ROP)1. What is the average lead time for the part/finished good that you need? 2. What is the standard deviation of that lead time? It is very important to track how long shipments take from you suppliers. If you are not doing this, start. It should be your top priority. Assuming you have tracked the data, excel can very easily help you determine your standard deviation. In excel, go to the toolbar and click on Insert, then click on Function, and choose STDEV and click ok. Then, enter in as much lead time data you have and presto, you have your standard deviation. 3. What is the expected demand you are working with? 4. What is the standard deviation on this demand?  Perhaps this is something you will be familiar with from experience, however, if not, this is something you should be able to squeeze out of Ted from the marketing department.  One way to find it is to look at historical demand and use the STDEV function in excel to determine it. 5. How sure do you want to be that you aren't going to run out? 90%, 95%, 98%, 99%? Whatever you decide, this will become your service level. Using this percentage, a statistical z-table should be used to get the corresponding «z-value.» A good z-value webpage can be found at http://www.inventoryops.com/safety_stock.htm. So, for example, if you want a 98% service level, you would use 2.05 as your z-value. Ok, so you've gathered this data, now here's what you do with it. (Underlined section is safety stock) Re-order point=Average Lead Time*Average Demand + Z*SQRT(Avg. Lead Time*Standard Deviation of Demand^2 + Avg. Demand^2*Standard Deviation of Lead Time^2) In this formula, the first term (Average Lead Time*Average Demand) is the average demand. The second term {Z*SQRT(Avg. Lead Time*Standard Deviation of Demand^2 + Avg. Demand^2*Standard Deviation of Lead Time^2} is the term that allows for the safety stock. In other words, the second term is the optimal safety stock level. It is not simple to gather all the data that is needed for the calculations. For a product with multiple parts, each part needs to have its own re-order point calculations and its own safety stock calculation. This can all become very confusing if proper computer modeling is not employed. Although I mentioned excel earlier, excel is probably not sufficient for your company's software needs. If you have not already done so, it is very important to look into an integrated software package for these calculations and many others.

What is Supply Chain Management Best Practice? GILMORE SAYS: If a process is common across a company, then surely there is a «best way» to do it most of the time within that enterprise. And if a process is common across businesses generally, it would seem there is an opportunity for Best Practice - or is that commoditization? --------------------------------------------- ----------------------------------- What do you say? Send us your comments We all hear a lot of talk about supply chain and logistics «Best Practices», including from me. But what are they, really? Are they truly useful? This column was spawned, in part, from a panel discussion I moderated more than a year ago on Best Practices. It went in a direction I don't think the panelists or the audience expected. By the end, we were discussing not Best Practices per se, but whether the concept was really meaningful. Somewhat to my surprise, neither the panelists nor audience, at least in this case, thought it really was. One consultant on the panel at one point near the end went so far as to say «Best Practice is baloney.» Now, in fairness, this was a discussion centered around distribution center operations, and I think processing in a DC tends to be pretty situation specific, making (perhaps) the use of Best Practices less clear. To further think through this, we decided to get the opinions of a number of supply chain and logistics experts. Ralph Drayer, ex-Chief Logistics Officer at Procter & Gamble and who now runs Supply Chain Insights, thought I was batty for even questioning the concept of Best Practice: «Shame on you! Of course there is such a thing as Best Practices,» Ralph told me. «The fact is that every situation is NOT really that unique, and believing so only adds to unnecessary complexity, cost and consumer value erosion.» «That's why the consumer goods to retail industry pulled together under ECR [Efficient Consumer Response] and the Global Commerce Initiative to develop and publish Industry Best Practices for common processes," he added. "P&G did the same thing internally as we globalized our operations. A Best Practice is developed by a group of expert users who share their knowledge and experience to define the best method of operating a common process.» There is strong merit in that perspective, to be sure. If a process is common across a company, then surely there is a «best way» to do it most of the time within that enterprise. And if a process is common across businesses generally, it would seem there is an opportunity for Best Practice - or is that commoditization? Gene Tyndall, well-known consultant and SC Digest Contributing Editor (and a friend of Drayer's) had a somewhat different view: «The term «Best Practices,» and the relentless pursuit of them, has caused more trouble than benefit. Everyone believes they need to find them, but then they cannot even define one, much less adopt it,» he said. «Even if you find one, it will change very soon, as someone else tops it.» He added: «The trick, when you find one, is to "adopt and adapt" the practice to your unique situation. This is what people struggle with. I have argued for years that Dell and Wal-Mart (and others) do indeed have some, but others cannot adopt and adapt them. High-techs have struggled to do so, and K-Mart failed miserably. Others just say that their business models are different, which is a cop-out. He also stressed the role of metrics: «Best Practices without performance measures, or metrics, are useless. Just like benchmarks, which without practices or processes are also useless.» Jim Tompkins of Tompkins Associates, whose company runs a benchmarking consortium, agreed with Tyndall's last point, focusing on the «result» aspect: «A Best Practice is a process that produces the best benchmark for a specific task," Tompkins said. "So, if the task being considered is inventory accuracy and one determines that 90% of the companies like my company, which have a benchmark of 99.8% or higher for inventory accuracy, utilize cycle counting, then cycle counting would be a best practice for my company. Furthermore one could look into the specifics of the best practices of cycle counting to gain more insights into how to best perform cycle counting.» Ed Marien, well-known to many from his supply chain leadership at the University of Wisconsin and on-going consulting work, also focused on using benchmarking and metrics right. «The problem with many Best Practice comparisons is that they forget the metrics side,» he said. «The problem with many benchmarking studies is that the focus is upon the metrics, which may not be defined the same across companies or industry comparisons are made based upon metrics only, without considering the How To's.» I think I will make a "Part 2" of this column in a few weeks, incorporating some of your feedback. Netting it out here, though, I like the simple way Stephen Craig of transportation consultants CP Consulting answered when I asked him about whether there was such a thing as Best Practice. He answered: «I don't know if there is Best Practice, but there is clearly Good Practice.» SCDigest Technology Editor Mark Fralick took a similar tack, and maybe even summed it up best. In working with clients, he said, «I don't worry so much about Best Practice as I do in eliminating Bad Practice.» Now that's something I think we can all agree on. We only included a portion of the excellent feedback we received from our commentators. You can read their full comments nearby in News and Views - you'll enjoy them. I would like to do a follow up to this - help us out by sending your thoughts on the topic of «best practices.» How would you define best practices? How can they be best applied? When a «best practice» is promulgated across an industry, does that make it a commodity capability/process? What else do we need to consider here? Let us know your thoughts at the link below .