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Supply Chain Management
Dec 2025 Examination
Q1. Whirlpool, a global home appliance manufacturer, faced significant supply chain challenges after rapid expansion and acquisitions. The company struggled with excess inventory, frequent delivery of wrong items, and low product availability, leading to customer dissatisfaction and competitive disadvantage. The supply chain was fragmented, with multiple legacy systems and inconsistent processes across regions. The management decided to overhaul the supply chain by implementing a centralized platform for all supply chain functions, aiming to standardize processes and improve coordination. Based on the scenario, how should the supply chain manager apply the process view of supply chain management to redesign the company’s operations and address the issues of excess inventory, wrong item deliveries, and low product availability? (10 Marks)
Q2. A multinational company is reviewing its sourcing strategy as it expands into new markets. The management is debating whether to outsource key supply chain functions to external suppliers or keep them in-house. Outsourcing could reduce costs but may increase lead times and reduce control, while in-house operations offer greater oversight but at higher expense. The company must also decide whether to use a single supplier or multiple suppliers, considering factors such as quality, delivery reliability, and the ability to respond to market changes. Evaluate the sourcing strategy of a multinational company deciding between outsourcing supply chain functions to multiple suppliers versus maintaining in-house operations. Critically assess the trade-offs in efficiency, responsiveness, and risk, and recommend how the company should structure its supplier portfolio to optimize performance. (10 Marks)
Q3 (A). Imagine you are launching a startup delivering organic food locally. Map out your basic supply chain from farm to customer. How would you differentiate between logistics and supply chain management in a real company such as Zomato? Identify supply chain participants in a local retail chain and explain their roles. (5 Marks)
Q3 (B). A fast-growing retail chain is expanding its operations nationally, resulting in increased complexity in its supply chain. The company recognizes the need for a structured supply chain management system with distinct strategic, tactical, and operational roles. However, there is confusion about responsibilities and a lack of integration between departments. The leadership team wants a new structure that leverages technology and cross-functional collaboration to drive supply chain performance and support continued growth. Design a multi-level supply chain management structure for a rapidly growing organization, ensuring clear roles for strategic, tactical, and operational managers. How would you integrate technology and cross-functional collaboration to optimize performance at each level? (5 Marks)
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Dear students, get fully solved assignments by professionals.
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or call us at : 08263069601
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Supply Chain Management
Dec 2025 Examination
Q1. A national electronics retailer is experiencing rapid growth and is struggling to meet rising customer expectations for faster deliveries and lower shipping costs. Currently, the company operates a centralized warehouse model, resulting in long lead times for customers in distant regions. The executive team is considering a redesign of the distribution network and is evaluating whether to add regional warehouses or invest in advanced technology for route optimization. They must balance operational costs, service levels, and scalability while aligning with the company’s strategic goals. Based on the scenario, how should the company apply a structured network design framework to optimize its distribution network for both cost efficiency and customer responsiveness, considering the trade-offs between centralized and decentralized warehousing? (10 Marks)
Q2 (A). A global electronics manufacturer is expanding into new markets across Asia and Europe. The company must decide whether to centralize its distribution centers in a few strategic locations or decentralize them closer to key markets. Each option presents different implications for transportation costs, lead times, inventory management, and service levels, especially given varying regulations and demand patterns in each region. Assess the trade-offs faced by a global electronics manufacturer when choosing between centralized and decentralized distribution facilities. Critique how these choices impact transportation costs, lead times, inventory levels, and customer service, especially in the context of fluctuating international demand and regulatory environments. What recommendations would you make to optimize facility location strategy? (5 Marks)
Q2(B). A leading Indian textile manufacturer maintains a constant production rate throughout the year, relying on inventory buildup to meet high demand during wedding and festive seasons. While this approach ensures product availability, it results in high inventory costs and occasional stockouts. The operations manager is considering whether to adopt a more flexible aggregate planning strategy that leverages demand forecasting and variable workforce arrangements. Evaluate the aggregate planning strategy of a textile manufacturer that uses a level production approach to meet seasonal demand spikes during Indian wedding and festive seasons. What are the strengths and weaknesses of this strategy, and how could integrating demand forecasting and flexible workforce management improve outcomes? (5 Marks)
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