Professional Documents
Culture Documents
Unless otherwise specifically requested, please use the following scale to answer each item:
Not at all
To a small extent
To a moderate extent
To a considerable extent
SCM practices is defined as the set of activities undertaken by an organization to promote effective management of its supply chain
through outsourcing, strategic supplier partnership, customer relationship, information sharing, postponement, and mass
customization.
Please circle the number that accurately reflects the extent of your firms current level of SCM practices.
EXTENT OF OUTSOURCING
Outsourcing is the practice of transferring internal business activities / operations of a firm to third parties.
Our firm outsources information systems
Our firm outsources manufacturing
Our firm outsources logistics
(this includes transportation, distribution and warehousing)
Our firm outsources pre-sales customer care
Our firm outsources after sales support
Our firm outsources product design
CUSTOMER RELATIONSHIP
Customer Relationship is the entire array of practices that are employed for the purpose of managing customer complaints, building
long-term relationships with customers, and improving customer satisfaction.
We frequently interact with customers to set reliability, responsiveness, and other standards for us
We frequently measure and evaluate customer satisfaction
We frequently determine future customer expectations
Unless otherwise specifically requested, please use the following scale to answer each item:
Not at all
To a small extent
To a moderate extent
To a considerable extent
INFORMATION SHARING
Information sharing is the extent to which critical and proprietary information is communicated to ones trading partner.
We inform trading partners in advance of changing needs
Our trading partners share proprietary information with us
Our trading partners keep us fully informed about issues that affect our business
Our trading partners share business knowledge of core business processes with us
We and our trading partners exchange information that helps establishment of business planning
We and our trading partners keep each other informed about events or changes that may affect the other partners
POSTPONEMENT
Postponement is the practice of moving forward one or more operations or activities (making, sourcing, and delivering) to a much later
point in the supply chain.
We delay final product assembly activities until customer orders have actually been received
We delay final product assembly activities until the last possible position (or nearest to customers) in the supply chain
We delay ordering of raw materials from suppliers until customer orders have actually been received
We delay some form of value-addition to the product until customer orders have actually been received
MASS CUSTOMIZATION
Mass Customization is the practice of producing customized products on a large scale at a cost comparable to mass produced
products.
We customize products on a large scale
We add product variety without increasing cost
We customize products while maintaining a large volume
Unless otherwise specifically requested, please use the following scale to answer each item:
Not at all
To a small extent
To a moderate extent
To a considerable extent
Logistics Process Responsiveness is the ability of a firms outbound transportation, distribution, and warehousing system (including
3PL/4PL) to address changes in customer demand.
Our logistics system responds rapidly to unexpected demand change
Our logistics system rapidly adjusts warehouse capacity to address demand changes
Our logistics system rapidly varies transportation carriers to address demand changes
Unless otherwise specifically requested, please use the following scale to answer each item:
Not at all
To a small extent
To a moderate extent
To a considerable extent
Below
Average
average
Above
average
Much above
average
Do
not know
Market share
Return on investment
The growth of market share
The growth of sales
Growth in return on investment
Profit margin on sales
Overall competitive position
Section VI: Demographic Information
For the following questions, please check the appropriate response.
Has your organization embarked upon a program aimed specially at implementing Supply Chain Management?
Your companys primary process choice is (choose the most appropriate one).
_____Project
_____Jobshop
_____Batch
________ Yes
________ No.
___ 1 -50
____CEO/president
___ 51-100
___ Under 5
_____Director
___ 101-250
___5 to <10
____Manager
___251-500
____10 to <25
___ Over
___25 to <50
Not at all
To a small extent
To a moderate extent
To a considerable extent
______over 10 years
Please mark the position of your company in the supply chain (mark all that apply).
_____ Raw material supplier
_____ Component supplier
_____ Assembler
_____ Sub-assembler
_____Manufacturer
_____Distributor
_____Wholesaler
___
_____ Retailer
disagree with the following statements regarding inter-departmental collaboration within your firm
Strongly
Disagree Neutral
Agree
disagree
Strongly
agree
Do not
know
Please indicate if you would like to get a copy of the executive summary of results of this survey by filling in your address information
below.
___________________________
Address: ______________________________
City: _______________ State: ______
Zip code: ________________
Tel: _______________ Fax: ______________
Email address:
FOUNDRY INDUSTRY
Number of Companies That We Visited-:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22. Diesel Engine Dealers, Diesel Engine Manufacturers Edit ThisBajrang Iron FoundryRate thisB-4, Foundry Ngr, Hathras Rd, Yamuna
Bridge,
23. Benara Piston Udyog private limited, Bodla, Agra
24. Metal Dealers, Casting Edit ThisBharat Iron & Steel FoundryRate thisKatra Wazir Khan, Agra Ho,
25. Bombay Engg Moulding WorksRate thisHathras Rd, Sikandra Road, Agra 26. Brij Iron IndustriesRate this13-22-C, Industrial Estate, Agra - 282006
| View
27. Chinar FoundryRate thisNaraich, Hathras Rd, Industrial Estate, Agra 28. Foundry, Casting Ferrous Dealers, Foundry Raw Material Edit ThisDevesh ENTRate this11/111, Rambagh, Industrial Estate,
29. Foundry, Foundry Equipment Dealers, Foundry Equipment Exporters Edit ThisDevi Sahai Gopal Dass Iron FoundryRate thisC-15,
Foundry NGR, agra ho,
30. Weighing Machine Dealers, Foundry Raw Material Edit ThisDiwan Chand Suraj Prakash JainRate this11/43, Ram Bagh, Hathras Rd,
Yamuna Bridge,
31. Metal Dealers, Casting Edit ThisDonaria Iron & SteelsRate thisHathras Rd, Sikandra Road, Agra 32. Donaria Pvt LtdRate thisKatra Wazir Khan, Agra
33. Doneria Engg Co IndiaRate thisFoundry Ngr, Industrial Estate, Agra
34. Foundry, Diesel Engine Dealers, Diesel Engine Manufacturers Edit ThisDoneria Iron & SteelsRate this11/124, Chini Ka Raza,Ram Bagh,
Yamuna Bridge, Agra
ADDRESS
WEBSITE/MAIL ID.
1. Dawar Shoes
pdawar@sancharnet.in
2. Foot Style
www.grotal.com/footstyleagra
tejshoetech@tejshoetech.in
4. Roger Shoes,
Roger Industries
Ltd,Artoni, Agra.
www.rogerxport.com
5. KAF FOOTWEAR
kafind@gmail.com
6. Khan Impex
www.khan-impex.com
7. The Rishabh
Velveleen Ltd.
http://www.velveleen.net
INDUSTRIES
8. Leatherage
9. Maulik Leathercrafts
Private Ltd
leatherage@inkanpur .com
maulikleather@hotmail.com
10.
Fairben Venchers
11.
Shankar Gram
Udyog Sewa Sansthan
26,Nirman Apartments,
Mayur Vihar I, Delhi
India
fairben@hotmail.com
gargpk@ndf.vsnl.net.in
12.
Great Ventures
No 2 B, Jahnavi Heights,
Babu Jagan Street,
Kannan Bala Nagar,
Arumbakkam, Chennai,
Tamil Nadu India
Hari.venture@gmail.com
13.
Kirti Creation
Kirticreation.tradeindia.com
14.
mubeen@hotmail.com
15.
GMCHROAD,
BHANGAGARH,
GUWAHATI, Assam India
Zaki Global
Agencies
Freedom Mecical
Services
16.
Shoe-Mantra
17.
Frfeudenberg
Nonwovens India Pvt.
Ltd.
gautamrai@hotmail.com
Sachdeva.mantra@gmail.com
104, POONAMALLE
ROAD, OPPOSITE SINDRI
COLLEGE, Chennai,
Tamil Nadu India
ashish.joshi@gmail.com
18.
Changi Enterprises
changi.hasnain@gmail.com
19.
Crochet India
mani@gmail.com
www.seekandsource@gmail.com
3 A, Uttung, Samant
Wadi, Off Sonawala
Road, Goregaon E,
Mumbai, Maharashtra
India
kelkar@seffshoe.co.in
sanjay@hotmail.com
21.
Seffshoe
Diabetic Footwear
22.
KN
Enterprises
Avenue, Arumbakkam,
Chennai India
23.
134,Tiljala Road,
Kolkata, West Bengal
India
www.grotal.com/B.M.enterprise
24.
mayuruniquiter.com
25.
Nehal
Leatherworks
26.
Techmates
Nehal.leather@gmail.com
Shisodiya.amit@gmail.com
27.
Ashwani.uday@gmail.com
28.
www.grotal.com/shelconfootwear
29.
Metro &
Metro
5/170, Halwai Ki
Bagichi, Mathura Road
. 282002 . Agra .
Praveen.metro@gmail.com
30.
Hits
Exports
1/87-a, Panchkuiyan .
282002 . Agra
hits@sancharnet.in
31.
Neelson
International
sajid@neelson.co.in
B. M.
Enterprise
Mayur
Uniquoters Ltd
Uday Shoes
Shelcon
Footwear
Kindly put a cross mark (x) in the appropriate box for your response.
2. Your organization is :
(A) Original equipment manufacturer (OEM)
(C) Others (Please specify)
[ ]
.............................................................................
[ ]
[ ] (C) Processing
[ ]
[ ]
[ ]
5. Please indicate approximate trend of profits per year during the last three years:
(A) Increase up to 10%
[ ]
[ ]
6. Please indicate average number of suppliers employed for supplying raw material/ semi-finished
components in the final products :
(A) less than 3
[ ]
(B) 3-5
[ ]
(C) 6 10
[ ]
[ ]
10
[ ]
(B) 250-500
[ ]
(C) 500-1000
[ ]
8. Please indicate average number of buyers( your next downstream member of supply chain) customers of your
organization:
(A) Less than 3 [ ]
(B) 3-5
[ ]
(C) 6 10
[ ]
[ ]
Very
Very
Low
High
Strongly
Strongly
Agree
Disagree
1
11
The most important factor in terms of foot comfort in this arid area is heat insulation properties of
this footwear.
There is no formation of social capital and complete absence of horizontal and vertical linkages.
Major Problems
The problems being faced by the cluster can be broadly enlisted as follows:
Product deficiencies
Lack of standardization
Absence of innovation and institutional framework for skill, technology, product up gradation
and improved designs
Onslaught of cheaper footwear produced by organized factories
Low productivity and prevailing exploitative marketing channels.
Major Interventions needed
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