SUMMER TRAINING REPORT

On

SUPPLY CHAIN MANAGEMENT

(2012-2014)

Faculty Guided Dr. Praveen Singh

Submitted By Vikas Patwal MBA (Finance)

GRAPHIC ERA UNIVERSITY DEHRADUN

STUDENT UNDERTAKING
This is to certify that we have completed the Project titled S U P P L Y C H A I N M A N A G E M E N T I N W I P R O under the guidance of Dr. Praveen Singh in partial fulfillment of the requirement for the award of degree of Master s of Management Studies at Graphic Era University, Dehradun. This is an original piece of work & we have not submitted it earlier elsewhere.

ACKNOWLEDGEMENT
We would like to thank my Project Guide Prof. Sana Danani for her immense guidance, valuable help and the opportunity provided to us to complete the project under his guidance. I would like to thank all faculty members of Graphic Era University for guiding and supporting me in the completion of project from time to time. Last but not the least, my gratitude to great almighty and my parents without whose concerned and devoted support the project would not have been the way it is today.

SUBJECT PROFESSOR

CO-ORDINATOR

CERTIFICATE

This is to certify that the project titled

Supply Chain Management of

W I P R O is an academic work done by t h e f o l l o w i n g s t u d e n t submitted in the partial fulfillment of the requirement for the award of the degree of bachelor of management studies under my guidance & direction. To the best of my knowledge and belief the data & information presented by them in the project has not been submitted earlier.

PROJECT CO-ORDINATOR

CO-ORDINATOR

INDEX
SR.NO 1 2 3 5 6 7 8 9 10 CONTENT EXECUTIVE SUMMARY HISTORY OF WIPRO VISION & MISSION SUPPLY CHAIN MANAGEMENT
GOAL OF SUPPLY CHAIN MANAGEMENT SUPPLY CHAIN MANAGEMENT LEVELS SUPPLY CHAIN MANAGEMENT IN WIPRO RESEARCH METHODOLOGY

PAGE NO. 6 8 13 14 17 22 36 49 53

BIBLIOGRAPHY

EXECUTIVE SUMMARY
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Wipro started as a vegetable oil company in 1947 from an old mill founded by Azim Premji's father. When his father died in 1966, Azim, a graduate in Electrical Engineering from Stanford University, took on the leadership of the company at the age 21. He repositioned it and transformed Wipro (Western India Vegetable Products Ltd) into a consumer goods company that produced hydrogenated cooking oils/fat company, laundry soap, wax and tin containers and later set up Wipro Fluid Power to manufacture hydraulic and pneumatic cylinders in 1975. At that time, it was valued at $2 million. In 1977, when IBM was asked to leave India, Wipro entered the information technology sector. In 1979, Wipro began developing its own computers and in 1981, started selling the finished product. This was the first in a string of products that would make Wipro one of India's first computer makers. The company licensed technology from Sentinel Computers in the United States and began building India's first mini-computers. Wipro hired managers who were computer savvy, and strong on business experience. In 1980 Wipro moved in software development and started developing customized software packages for their hardware customers. This expanded their IT business and subsequently invented the first Indian 8086 chip. Since 1992, Wipro began to grow its roots off shore in United States and by 2000 Wipro Ltd ADRs were listed on the New York Stock Exchange. With over 25 years in the Information Technology business, Wipro Technologies is the largest outsourced R & D Services provider and one of the pioneers in the remote delivery of IT services. Being a global provider of consulting, IT Services, outsourced R&D, infrastructure outsourcing and business process services, we deliver technology-driven business solutions that meet the strategic objectives of our Global 2000 customers. Wipro today employs 96,000 people in over 50 countries. A career at Wipro means to learn and grow continuously,

opportunities to work on the latest technologies alongside the finest minds in the industry, competitive salaries, stock options and excellent benefits.

HISTORY OF WIPRO

WIPRO is one of the largest IT services companies in India. Established in 1980 as subsidiary of WIPRO limited listed on New York Stock Exchange. WIPRO was initially set up in 1945 with main product of producing sunflower Vanaspati Oil and different soaps. At that time Company was called Western India Vegetable Products limited with representative offices in Maharashtra and Madhyapardhesh states of India. During 1970s and 1980s it shifted its focus and begin to look into business opportunities in IT and computing industry which was at nascent stages in India at that time. WIPRO was the first company which marketed the first indigenous homemade PC from India in 1975. In 1966 Azim Premji, still the majority shareholder in WIPRO, took over as the chairman of the company at the age of 21 and with the passage of time transformed it into one of the finest and largest IT outsourcing services provider of the world. It is now considered the world's largest independent R&D service provider. It offers different technology driven services all over the globe with 46 development centers. Azim Premji is still the Chairman of the WIPRO along with other top class professionals heading different wings of the business Wipro Tech is an information technology service company established in India in 1980. It is the global IT services arm of Wipro Limited (in operation since 1945, incorporated 1946). It is headquartered in Bangalore and is the third largest IT services company in India. It has more than 78,000 employees as of September 2007, including its business process outsourcing (BPO) arm which it acquired in 2002.

Wipro Technologies has over 300 customers across U.S., Europe and Japan including 50 of the Fortune 500 companies. Some of its customers are Nortel, Boeing, BP, Cisco, Ericsson, IBM, Microsoft, Prudential, Seagate, Sony, Win driver and ToshibaIt is listed on the New York Stock Exchange and is part of its TMT (technology media telecom) index testing. With revenue in the excess of US $3 billion, Wipro is one of India's major

IT companies. It has dedicated development centers and offices across India, Europe, North America, Latin America and Asia Pacific. The current Chairman, Managing Director and majority stake owner is Azim Premji, who has headed the software and hardware divisions since Wipro's inception. Examples of Wipro's product design work include developing an Internet-browsing phone for a Japanese telecom company in 1998, helping chipmaker Texas Instruments produce digital signal processing software, and creating an automotive display unit for Italian manufacturer Magneti Marelli that combined functions including cell phone capability, global position system technology, a navigation system and a CD player.

Wipro was set up in 1945. Primarily an edible oil factory, the chief products were Sunflower Vanaspati and 787 laundry soap (a by-product of the Vanaspati operations). The company was called Western India Vegetable Products Limited; it had a minor presence in Maharashtra and Madhya Pradesh. In the 1970s and 1980s, it began to expand and made forays into computing.

TIMELINE:

1945 - Incorporation as Western India Products Limited 1947 - Establishment of an oil mill at Amalner, Maharashtra, India 1960 - Manufacture of laundry soap 787 at Amalner 1970 - Manufacture of Bakery Shortening Vanaspati at Amalner 1975 - Diversification into engineering and manufacture of hydraulic cylinders as WINTROL (now called Wipro Fluid Power) division in Bangalore. 1977 - Name of the Company changed to Wipro Products Limited 1980 - Diversification into Information Technology.
o

This is the time the top IT Managers Sridhar Mitta, Dr. Laxman Rao, Venkatesh, Sadasivam quit in one stoke from the IT division of giant public sector ECIL,Hyderabad to join Wipro.

1988 - Crossed the $10 million mark in annualized revenues. 1990 - Incorporation of Wipro-GE medical systems 1992 - Going global with global IT services division 1993 - Busny to achieve the "TL9000 certification" for industry specific quality standards.
o o o

Wipro acquires American Management Systems global energy practice. Becomes world's first PCMM Level 5 company. Premji established Azim Premji Foundation, a not-for-profit organization for elementary education. Wipro becomes only Indian company featured in Business Weeks 100 best-performing technology companies.

1995 - Established Wipro Academy of Software Excellence

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2002
o o

Wipro acquires Spectramind. Ranked the 7th software services company in the world by BusinessWeek (Infotech 100, November 2002)

2003
o o

Wipro acquires Nervewire. Wipro Technologies Wins Prestigious IEEE Award for Software Process Excellence Wipro Technologies awarded prestigious ITSMA award for services marketing excellence Wipro wins the 2003 Asian Most Admired Knowledge Enterprise Award. Crossed the $1 Billion m IDC rates Wipro as the leader among worldwide offshore service providers[5]

2004
o o

2005 - Wipro acquires mPower to enter payments space[clarification needed] and also acquires European System on Chip (SoC) design firm NewLogic. 2006 - Wipro acquires Enabler to enter Niche Retail market 2007 - Wipro acquires US's Infocrossing for 600mn 2009 - Wipro acquires Gallagher Financial Systems to enter mortgage loan origination space.
o

Wipro stops Semiconductor IP Solutions and closes NewLogic SophiaAntipolis R&D, France

- Wipro Launches ESS - Electronic Security Solutions with Products in CCTV System, Access Control System and Building Management Systems.

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MAJOR DIVISION OF WIPRO:

IT Services: Wipro provides complete range of IT Services to the organization. The range of services extends from Enterprise Application Services (CRM, ERP, e-Procurement and SCM) to e-Business solutions. Wipro's enterprise solutions serve a host of industries such as Energy and Utilities, Finance, Telecom, and Media and Entertainment.

Product Engineering Solutions: Wipro is the largest independent provider of R&D services in the world. Using "Extended Engineering" model for leveraging R&D investment and accessing new knowledge and experience across the globe, people and technical infrastructure, Wipro enables firms to introduce new products rapidly.

Technology Infrastructure Service: Wipro's Technology Infrastructure Services (TIS) is the largest Indian IT infrastructure service provider in terms of revenue, people and customers with more than 200 customers in US, Europe, Japan and over 650 customers in India.

Business Process Outsourcing: Wipro provides business process outsourcing services in areas Finance & Accounting, Procurement, HR Services, Loyalty Services and Knowledge Services. In 2002, Wipro acquiring Spectramind and became one of the largest BPO service players.

Consulting Services: Wipro offers services in Business Consulting, Process Consulting, Quality Consulting, and Technology Consulting.

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VISION & MISSION OF WIPRO

VISION
Having already achieved the pinnacles of process and quality credentials (through SEI CMM, PCMM and Six Sigma), Wipro's Vision is focused on attaining leadership in the areas of business, customer and people. Business Leadership: Among the top 10 Information Technology Services companies globally and the No.1 Information Technology company in India. Customer Leadership: The No.1 choice of customers through innovative solutions and Six Sigma processes. People Leadership: Among the top 10 most preferred employers globally by creating an environment of empowerment, intellectual challenge and wealth sharing. Brand Leadership: Wipro to be among the 5 most admired brand in India.

MISSION
Wipros mission is the quality which they have achieved through six sigma

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What is Supply chain management?

A supply chain is the group of components (suppliers, distribution points, transportation providers) necessary to bring your product from its raw material state to the end user.
Supply chain management is the term used for controlling and regulating your supply chain. A simple supply chain model consists of four components:

Supplier Manufacturer Warehouse or Distribution Center End User

supplies the raw materials produces the product stores and ships the product receives the product

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DDC replaces supply chain consultants for the Warehouse / Distribution center piece of your supply chain puzzle. We will talk to you about your needs, assess your current warehousing and distribution needs, and make recommendations on how you can make simple adjustments to save you time and money while increasing your service levels and efficiency. We even offer transition assistance to help you notify suppliers, vendors, and clients.

Supply chain management (SCM) is the oversight of materials, information, and finances as they move in a process from supplier to manufacturer to wholesaler to retailer to consumer. Supply chain management involves coordinating and integrating these flows both within and among companies. It is said that the ultimate goal of any effective supply chain management system is to reduce inventory (with the assumption that products are available when needed).

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As a solution for successful supply chain management, sophisticated software systems with Web interfaces are competing with Web-based application service providers (ASP) who promise to provide part or all of the SCM service for companies who rent their service .

Effective supply chain management is an intricate loop, one that begins with the customer and ends with the customer. In earlier days, the phrase Supply Chain Management meant assembly lines, warehouses, truckers and time sheets. Traditionally, marketing, distribution, planning, manufacturing, and purchasing organizations operated independently along the supply chain. These organizations functioned with their own objectives which were often conflicting. The imbalance in the entire practice demanded for a mechanism which integrates different functions together. Supply chain management is a strategy through which such integration can be achieved.

History
The 1980s the term Supply Chain Management (SCM) was developed, to express the need to integrate the key business processes, from end user through original suppliers. Original suppliers being those that provide products, services and information that add value for customers and other stakeholders. The basic idea behind the SCM is that companies and corporations involve themselves in a supply chain by exchanging information regarding market fluctuations, production capabilities. Traditional logistics optimization to maximize the efficiency of the distribution side. Starting in the 1990s several companies choose to outsource their supply chain management by partnering with a 3PL, Third-party logistics provider

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GOAL OF SUPPLY CHAIN MANAGEMENT

GOAL To reduce organization in efficiencies The process of coordinating activities among SUPPLIER PRODUCTION FACILITIES DISTRIBUTION CENTRES AND CUSTOMERS So that you can make and distribute the Right product at the Right time to the Right location at a Minimum cost While maintaining a Desired level of service.

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Components of SCM

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1. PlanThis is the strategic portion of SCM. Companies need a strategy for managing all the
resources that go toward meeting customer demand for their product or service. A big piece of SCM planning is developing a set of metrics to monitor the supply chain so that it is efficient, costs less and delivers high quality and value to customers.

2. SourceNext, companies must choose suppliers to deliver the goods and services they need
to create their product. Therefore, supply chain managers must develop a set of pricing, delivery and payment processes with suppliers and create metrics for monitoring and improving the relationships. And then, SCM managers can put together processes for managing their goods and services inventory, including receiving and verifying shipments, transferring them to the manufacturing facilities and authorizing supplier payments.

3. MakeThis is the manufacturing step. Supply chain managers schedule the activities
necessary for production, testing, packaging and preparation for delivery. This is the most metric-intensive portion of the supply chainone where companies are able to measure quality levels, production output and worker productivity.

4. DeliverThis is the part that many SCM insiders refer to as logistics, where companies
coordinate the receipt of orders from customers, develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive payments.

5. ReturnThis can be a problematic part of the supply chain for many companies. Supply
chain planners have to create a responsive and flexible network for receiving defective and excess products back from their customers and supporting customers who have problems with delivered products.

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SUPPLY CHAIN MANAGEMENT FLOWS

we can be divided into three main flows:

The product flow includes the movement of goods from a supplier to a customer, as well as any customer returns or service needs. The information flow involves transmitting orders and updating the status of delivery. The financial flow consists of credit terms, payment schedules, and consignment and title ownership arrangements.

Elements of the Supply Chain

A simple supply chain is made up of several elements that are linked by the movement of products along it. The supply chain starts and ends with the customer. 20

Customer: The customer starts the chain of events when they decide to purchase a product that has been offered for sale by a company. The customer contacts the sales department of the company, which enters the sales order for a specific quantity to be delivered on a specific date. If the product has to be manufactured, the sales order will include a requirement that needs to be fulfilled by the production facility.

Planning: The requirement triggered by the customers sales order will be combined with other orders. The planning department will create a production plan to produce the products to fulfill the customers orders. To manufacture the products the company will then have to purchase the raw materials needed.

Purchasing: The purchasing department receives a list of raw materials and services required by the production department to complete the customers orders. The purchasing department sends purchase orders to selected suppliers to deliver the necessary raw materials to the manufacturing site on the required date.

Inventory: The raw materials are received from the suppliers, checked for quality and accuracy and moved into the warehouse. The supplier will then send an invoice to the company for the items they delivered. The raw materials are stored until they are required by the production department.

Production: Based on a production plan, the raw materials are moved inventory to the production area. The finished products ordered by the customer are manufactured using the raw materials purchased from suppliers. After the items have been completed and tested, they are stored back in the warehouse prior to delivery to the customer.

Transportation: When the finished product arrives in the warehouse, the shipping department determines the most efficient method to ship the products so that they are delivered on or before the date specified by the customer. When the goods are received by the customer, the company will send an invoice for the delivered products.

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Supply Chain Management LEVELS

To ensure that the supply chain is operating as efficient as possible and generating the highest level of customer satisfaction at the lowest cost, companies have adopted Supply Chain Management processes and associated technology. Supply Chain Management has three levels of activities that different parts of the company will focus on: strategic; tactical; and operational.

Strategic

Strategic network optimization, including the number, location, and size of warehouses, distribution centers, and facilities Strategic partnership with suppliers, distributors, and customers, creating

communication channels for critical information and operational improvements such as cross docking, direct shipping, and third-party logistics

Product lifecycle management, so that new and existing products can be optimally integrated into the supply chain and capacity management Information Technology infrastructure, to support supply chain operations Where-to-make and what-to-make-or-buy decisions Aligning overall organizational strategy with supply strategy

At this level, company management will be looking to high level strategic decisions concerning the whole organization, such as the size and location of manufacturing sites, partnerships with suppliers, products to be manufactured and sales markets.

Tactical

Sourcing contracts and other purchasing decisions. Production decisions, including contracting, scheduling, and planning process definition. 22

Inventory decisions, including quantity, location, and quality of inventory. Transportation strategy, including frequency, routes, and contracting. Benchmarking of all operations against competitors and implementation of best practices throughout the enterprise. Milestone payments Focus on customer demand.

Tactical decisions focus on adopting measures that will produce cost benefits such as using industry best practices, developing a purchasing strategy with favored suppliers, working with logistics companies to develop cost effect transportation and developing warehouse strategies to reduce the cost of storing inventory

Operational

Daily production and distribution planning, including all nodes in the supply chain. Production scheduling for each manufacturing facility in the supply chain (minute by Demand planning and forecasting, coordinating the demand forecast of all customers and sharing the forecast with all suppliers. Sourcing planning, including current inventory and forecast demand, in collaboration with all suppliers. Inbound operations, including transportation from suppliers and receiving inventory. Production operations, including the consumption of materials and flow of finished goods. Outbound operations, including all fulfillment activities and transportation to customers. Order promising, accounting for all constraints in the supply chain, including all suppliers, manufacturing facilities, distribution centers, and other customers.

minute).

Decisions at this level are made each day in businesses that affect how the products move along the supply chain. Operational decisions involve making schedule changes to production, purchasing agreements with suppliers, taking orders from customers and moving products in the warehouse.

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WHY SUPPLY CHAIN MANAGEMENT?

In the 21st century, changes in the business environment have contributed to the development of supply chain networks. First, as an outcome of globalization and the proliferation of multinational companies, joint ventures, strategic alliances and business partnerships, there were found to be significant success factors, following the earlier "Just-In-Time", "Lean Manufacturing" and "Agile Manufacturing" practices. Second, technological changes, particularly the dramatic fall in information communication costs, which are a significant component of transaction costs, have led to changes in coordination among the members of the supply chain network

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Benefits of SCM Companies implementing Supply Chain Management may realize benefits of SCM as:
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 Reduced inventory Reduced distribution costs Reduced time to market Reduced market risks through effective co-ordination and communication Improved quality of product/service Improved inventory management Increased ability to implement just-in-time delivery Increase in on-time deliveries Increased factory responsiveness Order cycle time reduced Increased revenue Increased visibility of processes Increased customer service Create competitive advantage

Supply Chain Management Technology

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If a company expects to achieve benefits from their supply chain management process, they will require some level of investment in technology. The backbone for many large companies has been the vastly expensive Enterprise Resource Planning (ERP) suites, such as SAP and Oracle. Since the wide adoption of Internet technologies, all businesses can take advantage of Webbased software and Internet communications. Instant communication between vendors and customers allows for timely updates of information, which is key in management of the supply chain.

What does supply chain management software do?

Supply chain management software is possibly the most fractured group of software applications on the planet. Each of the five major supply chain steps previously outlined is comprised of dozens of specific tasks, many of which have their own specific software. Some vendors have assembled many of these different chunks of software together under a single roof , but no one has a complete package that is right for every company. For example, most companies need to track demand, supply, manufacturing status, logistics (i.e. where things are in the supply chain), and distribution. They also need to share data with supply chain partners at an ever increasing rate. While products from large ERP vendors like SAP's Advanced Planner and Optimizer (APO) can perform many or all of these tasks, because each industry's supply chain has a unique set of challenges, many companies decide to go with targeted best of breed products instead, even if some integration is an inevitable consequence. It's worth mentioning that the old adage about systems only being as good as the information that they contain applies doubly to SCM. If the information entered into a demand forecasting application is not accurate, then you will get an inaccurate forecast. Similarly, if employees bypass the supply chain systems and try to manage things manually (using the fax machine or spreadsheets), then even the most expensive systems will provide an incomplete picture of what is happening in a company's supply chain.

SAP Supply Chain Management

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Planning, Execution, And Collaboration Across The Responsive Supply Network

You face enormous pressure to reduce costs while increasing innovation and improving customer service and responsiveness. SAP Supply Chain Management (SAP SCM) enables collaboration, planning, execution, and coordination of the entire supply network, empowering you to adapt your supply chain processes to an ever-changing competitive environment. SAP SCM is part of the SAP Business Suite, which gives organizations the unique ability to perform their essential business processes with modular software that is designed to work with other SAP and non-SAP software. Organizations and departments in all sectors can deploy SAP Business Suite software to address specific business challenges on their own timelines and without costly upgrades. SAP SCM can help transform a linear, sequential supply chain into a responsive supply network in which communities of customer-centric, demand-driven companies share knowledge, intelligently adapt to changing market conditions, and proactively respond to shorter, less predictable life cycles. SAP SCM provides broad functionality for enabling responsive supply networks and integrates seamlessly with both SAP and non-SAP software. The application:

Delivers planning and execution functions that are integrated by design Supports best practices and provides preconfigured software for enabling collaborative business, accelerating implementation, and reducing costs Is recognized by key industry analysts as the market-leading SCM application

For a complete view of SAP SCM capabilities, see the solution overview Planning Execution Collaboration Real-time demand and signal-based replenishment need to drive supply chains. Companies need to balance supply and demand and run their businesses based on actual-versus-forecasted demand. With SAP SCM, you can model your existing supply chain; set goals; and forecast, optimize, and schedule time, materials, and other resources with these planning activities:

Demand planning and forecasting 28

Safety stock planning Supply network planning Distribution planning Strategic supply chain design

Key Planning Benefits of SAP Supply Chain Management SAP SCM enables you to:

Increase demand accuracy and order fulfillment satisfaction levels Reduce inventory levels and increased inventory turns across the network Increase profitability and productivity Integrate sales and operations planning process

SAP Supply Chain Management

Features & Functions SAP SCM delivers a complete set of features and functions for building adaptive supply chain networks. The application enables:

Supply chain planning and collaboration With SAP SCM, you can model your existing supply chain; set goals; and forecast, optimize, and schedule time, materials, and other resources. Supply chain planning functionality enables you to maximize return on assets and ensure a profitable match of supply and demand.

Supply chain execution SAP SCM enables you to carry out supply chain planning and generate high efficiency at the lowest possible cost. You can sense and respond to demand through an adaptive supply chain network in which distribution, transportation, and logistics are integrated into real-time planning processes.

Supply chain visibility design and analytics SAP SCM gives you network wide visibility across your extended supply chain to perform strategic as well as day-to-day planning. The application also enables collaboration and analytics, so you can monitor and analyze the performance of your extended supply chain using predefined key performance indicators (KPIs). 29

SAP Supply Chain Management (Business Benefits)

SAP SCM can help you transform a traditional linear supply chain into an adaptive network with the following benefits:

Faster response to changes in supply and demand With increased visibility into the supply chain and adaptive supply chain networks, you can be more responsive. You can sense and respond quickly to changes and quickly capitalize on new opportunities.

Increased customer satisfaction By offering a common information framework that supports communication and collaboration, SAP SCM enables you to better adapt to and meet customer demands.

Compliance with regulatory requirements You can track and monitor compliance in areas such as environment, health, and safety. Improved cash flow Information transparency and real-time business intelligence can lead to shorter cash-to-cash cycle times. Reduced inventory levels and increased inventory turns across the network can lower overall costs.

Higher margins With SAP SCM, you can lower operational expenses with more timely planning for procurement, manufacturing, and transportation. Better order, product, and execution tracking can lead to improvements in performance and quality and lower costs. You can also improve margins through better coordination with business partners.

Greater synchronization with business priorities Tight connections with trading partners keep your supply chain aligned with current business strategies and priorities, improving your organization's overall performance and achievement of goals

3 ISSUES TO SUPPLY CHAIN MANAGEMENT SUCCESS

Supply chain success just doesn't happen. It takes focus and effort across the entire company organization and with outside suppliers and service providers. Logistics touches every part of a company. So supply chain management must be multidimensional in its approach and scope. And this takes process, people and technology. This is true whether you are a wholesaler, retailer or manufacturer. And it is true if you are lean and need to be agile, flexible and collaborative.
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Supply chains can be long and complex, stretching between different countries. A firm may have many customers, each with different order and shipment requirements and destinations. There can be many suppliers, sourced from different cities and many countries. Each supplier may require instructions and planning as to lead times. All this work is done have product available when customers order. There are internal needs too. These include where warehouses should be located, both in the U.S. and internationally; how inventory is forecast and allocated to each warehouse; how orders are handled and shipments prepared and how production is assigned among plants and suppliers. PROCESS. Process means a practice, a series of actions, done for a specific purpose, such as satisfying customers. Customers demand and expect more from their suppliers; that is a fact regardless your size or industry. And supply chain management is critical to that customer satisfaction. Supply chain process is a flow of activities with the goal of meeting the requirements of a customer. It includes all internal functions, logistics, distribution, sourcing, customer service, sales, manufacturing and accounting. It includes external companies. The series flows backward--from delivering each customer order each order as demanded back through the performance of suppliers to provide needed finished products, components, parts and assemblies. Process has structure. This compares what some companies call "process" which may be a series of repetitive, standalone transactions. Process has standardization with its understanding of what must be done. With that in place, it also has flexibility to handle exceptions and changes that are a reality of doing business. PEOPLE. People make organizations and are important to supply chain success. They need to have functional expertise and skills. They need to know how to manage and operate warehouses, inventory, transportation, purchasing. They need both a tactical view for everyday business and a strategic vision of where and how their function fits in the supply chain and how to make it better.
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People success is a function also of the corporate culture, how the company sees itself, defines itself and operates, both internally and externally. The culture can be a facilitator of processes or an inhibitor. If the company has myopia, then it negatively impacts its ability to respond in all areas required. Similarly, organizations, with their hierarchical design, create barriers to supply chain process, which is horizontal. Organization silos can short circuit the supply chain process. Each silo can have its internal goals that can work cross-functionally to the process. Even though the focus of the supply chain process is the customer, merchandising, logistics, finance and others may work to optimize their role, but which may sub optimize the process.

TECHNOLOGY. Supply chain management is sometimes define, or incorrectly defined, in terms of technology. Process can be defined as technology, with an overemphasis on hardware and software, and not on the purpose of the process. Software may be "sold" as the answer, the means, to supply chain nirvana. That can lead to an over expectation by the user, which in turn can lead to disillusion with what is required to set up and operate the system and with the results actually achieved.
AN EXAMPLE WITH SUPPLIER MANAGEMENT.

Every company has a position in Supplier Management. You are dealing with suppliers and/or you are a supplier. This is a vital part of the total supply chain. And it must be aligned with the goal of meeting customer requirements. Supply chain visibility is a desired means to supply chain effectiveness. And that visibility need may be greatest with the inbound part of the supply chain. This part of the total supply chain is very complex and involves a significant financial obligation. Many purchase orders with many supplier shipping diverse products from multiple plants and warehouses, both from the U.S. and various countries and ports or airports can be a significant management challenge. Add in different cultures, time zones and business
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practices the visibility need with a global supply chain can be daunting. And the pressures in supplier performance are great for all, wholesalers, manufacturers, retailers and suppliers. Supplier management as part of inbound supply chain requires process, people and technology. It demands a process, not a series of purchase order transactions. It requires people with vision and skills to manage the complexity and to build the collaboration and deal with the flexibility needed as sales and other events change the purchasing demands. The people need to be linked. It requires technology to gain the needed visibility of purchase orders, suppliers and transportation of what is going on and to use event management and exception management to deal with all the vagaries that can occur. CONCLUSION. Supply chain success involves process, people and technology. It gives definition to the company purpose. It enables all participants to know what is required. This in turn provides agility to handle exceptions and to adapt to changes. Having those three elements is important to having metrics, ones that are useful across the organization. All three working together in a company provides coordinated, unified effort to use supply chain management as a driving force in customer satisfaction and in having competitive advantage, with service and productivity.

The Need for e-SCM E-SCM provides brick and mortar companies the flexibility and the agility to be in constant control of their business. It improves efficiencies and reduces costs substantially while giving companies the adaptability to modify their business processes without having to undertake major technological initiatives.

The Internet has changed all that. It has transformed the old-fashioned primordial process into something closer to an exact science. Creating an integrated e-supply chain
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solution will be a major key or barrier to entry and provides critical competitive edge over competitors as it: Speed up production and responsiveness to consumers Improves order fulfillment Improves customer service and satisfaction Improves order management Improves decision making Improves forecasting and demand planning Improves warehouse/distribution activities Reduces paperwork Reduce administrative overhead Avoid costly disasters Reduces Inventory build-up Decrease the number of hands that touch goods on their way to the end customer Eliminate obsolete business processes Reap cost-cutting and revenue-producing benefits

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Garner higher profit margins on finished goods Shortens Sales cycle Strengthens partnerships Effective integration of supply chain management in an organization can save millions, by improving customer service and reducing inventories. The key to getting optimum value out of automating your supply chain is to make sure you have your internal systems working well before you start extending them out over the Internet.

Over view of SCM

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Supply Chain Management in WIPRO Superior supply chain management of physical and digital products can create a clear competitive advantage for your business in today's environment. Wipro Consulting's Supply Chain Management Practice uses an 'outside-in' approach to help you think ahead and align your business strategy with your supply chain needs, resulting in measurable near-term gains and long-term transformation improvements. Our experienced consultants have helped solve problems, address challenges and capitalize on opportunities in Supply Chain Management for clients worldwide in diverse industries including Technology, Manufacturing, Telecommunications, Energy and Utilities, Healthcare and Financial Services. Our offerings include:

Supply Chain Segmentation Lean Operations Order to Cash Purchase to Pay Supply Chain Intelligence Unified Supply Chain Supply Chain Opportunity Diagnostic

Supply Chain Segmentation

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Segmenting your supply chains into logical categories is a strategic driver of cost efficiency and revenue growth. It can reduce complexity in systems by automating when appropriate, and by applying analytics and planning expertise where needed. By reducing supply chain "firefighting" and refocusing on analytics and collaboration, supply chain segmentation can also help you retain your best supply chain talent and aid in recruitment. Our evidence-based approach to segmentation will provide you with a roadmap to achieve revenue improvement of up to 4 percent, stock write-off or discount reductions of as much as 50 percent, and reductions in logistics expediting costs of between 25 and 50 percent. Lean Operations Applying Lean thinking to your business will help optimize operations by eliminating waste, whether it's in your warehouse, your logistics systems or your back office. Combined with Six Sigma techniques, Lean can drive increased capacity and quality while reducing cycle times and cost. Our consultants will analyze your supply chain value streams, identify performance gaps and define the tasks needed for improvement. Based on our extensive experience with Lean, our methods can help you:

Improve delivery performance by 15-30 percent Reduce inventory by 25-70 percent Reduce fulfillment cycle time by 30-50 percent Increase forecast accuracy between 20-80 percent Increase overall productivity by 10-20 percent Lower supply chain costs by 25-50 percent Improve fill rates from between 20-30 percent Improve capacity by 10-40 percent Increase revenue as much as 4 percent

Order to Cash Consulting

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Becoming more customer-centric means aligning your value chain and operations to customer expectations, and that makes improving your Order to Cash (OTC) process a priority. OTC consulting solutions use a variety of business models including B2B, B2C, CTO, BTO, MTO and MTS based on our diverse industry experience in Manufacturing, High Tech, Telecom, Retail, Online, Media, Publishing, Aviation and Banking. We will assess your OTC value chain and establish a roadmap for measurable ROI improvements in order fulfillment, customer satisfaction and operations efficiency. Other potential improvements include optimized integration with the remainder of the value chain (supply chain, demand planning, sales and marketing); a simplified and standardized end-to-end OTC process to create an efficient underlying enterprise architecture; and improved talent retention as firefighting is reduced and focus is redirected to more value-added activities. Purchase to Pay Wipro Consulting can help transform your procurement organization from a cost center to a profit center through strategic sourcing (cost reduction on third party spending), category and supplier management improvements, procure-to-pay automation, and efficiencies created by e-Procurement tools and the right mix of onshore and offshore transactional support. To right-size your Procurement group, we will apply a structured approach to the procure-to-pay cycle to create a sustainable transformation. Based on our experience, among the benefits you'll receive are cost reductions on your overall thirdparty spend in the 5-15 percent range for an immediate impact to your bottom line. Likely benefits also include procurement operations efficiency savings of 10-25 percent and reduced supply risk through effective 4th Generation Partnering agreements with key suppliers. Supply Chain Intelligence When it comes to supply chains, improving ROI can mean improving your return on intelligence as well as your return on investment. Supply chain network intelligence complements tactical execution with predictive decision-making based on collaborative sharing of information across the entire supply chain network, real-time access to information and benchmarks, and intelligent metrics that measure supply chain network performance. By applying rich analytics and standardized metrics to vast and complex
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supply chain network data, we can help you reduce costs, drive revenue growth, and build customer and partner loyalty. Other benefits of our Supply Chain Intelligence offerings include:

Improved customer service levels with improved forecasting, increased customer and supplier collaboration, reduced safety stocks, better fill rates and higher on-time-delivery levels

Lower finished goods inventories across the supply chain, with reduced obsolescence leading to increased working capital Increased teamwork at both the executive and operations management levels, resulting from a holistic view of the business and increased internal collaboration and accountability

Enhanced decision-making processes made possible by better supply chain visibility into demand patterns and supply resources, allowing for more time to respond and managing the supply chain ecosystem proactively Unified Supply Chain Analysts estimate the value of the software solution market will exceed $10 trillion by 2012, yet a majority of high-tech companies still don't have the ability to participate in this high-margin growth opportunity. That has changed with our Unified Supply Chain offering. Now hightech OEM businesses can sell integrated solutions (Hardware, S/W and Services) as a single cohesive unit. Our solution uses a SCOR framework with S/W enablement and a delivery process allowing you to seamlessly bundle heterogeneous products in a highly coordinated and integrated fashion. You'll receive a scalable business solution with higher customer satisfaction, predictable revenue growth enabling software subscription on terms basis, and a reduced time to market. Other benefits include improved operational efficiency, reduced cost in integrating multiple products, and the ability to group a fixed set of pre-configured elements into a single SKU and price for the purpose of reducing arbitrage and simplicity Supply Chain Opportunity Diagnostic Our Supply Chain Opportunity Diagnostic (SCOD) can help you identify the root causes for sub-optimal supply chain performance, and then prioritize and justify supply chain improvements using industry benchmarks, leading practices and maturity models. At the
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center of the SCOD offering is a business meta-model that will establish links between your business strategy, objectives, pain areas, operational and financial levers, KPIs, and enablers such as organization, process and technology. Improvement opportunities are rapidly analyzed, prioritized and translated into a business case with the cost and time required to achieve the desired end state. SCOD engagements range from high level assessments that require several weeks to deep dive analyses that require four to ten weeks. Typical deliverables include a supply chain current state assessment report, a maturity assessment and benchmarking report, a transformation roadmap, and a complete business case.

S U P P L Y C HA I N MA N A G E M E N T Wipro provides complete business consulting and technical i n t e g r a t i o n s e r v i c e s f o r s u p p l y c h a i n m a n a g e m e n t ( S CM ) . W i p r o s years of experience in doing large-scale ERP implementations have contributed greatly to their efforts in this area. Their Supply Chain solutions are focused on helping clients address key issues like Purchasing, Inbound Logistics, Operations, Warehouse Management, Outbound Logistics, and Demand Management. Our S CM technology practice provides expertise in solutions like i2, SAP and Oracle backed by experienced t e c h n i c a l a n d f u n c t i o n a l c o ns u l t a n t s a s w e l l a s c e r t i f i e d p r o d u c t experts. EN T E R P R I S E A P P L I C A T I O N I N T E G R A TI O N Delivering the right product, at the right time, at the right place Achieving seamless integration is not all that easy as it appears, as it involves integration of internal, home grown applications, legacy systems with the external business processes and systems. Wipro's expertise in the like EAI space includes specialization on middleware products MQSeries,
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Seebeyond,

webMethods,

WebSphere, Tibco, Vitria and Mercator. Wipro has also developed an optimized EAI Project methodology and product evaluation framework based on work experience with large Fortune 500 companies across industry domains and geographies. Wipro is one of the first IT consulting organizations to recognize and develop the expertise required to implement integration solutions us i n g E A I t e c h n o l o g y . T h i s h a s h e l p e d W i p r o i m p l e m e n t b us i n e s s critical EAI solutions standards for and a number templates of to customers, speed up develop project methodology,

implementations. Wipro's service offerings in EAI provides the following clear c u t b e n e f i t s t o a n y b us i n e s s : Reduces systems/IT total cost of ownership Maximizes investments in existing systems Implements business change in underlying information t e c h n o l o g y s ys t e m s Provides global enterprise visibility of information and b us i n e s s p r o c e s s e s Functional Verification Planning, Setup and Execution HDL / C / HVL, Single or mixed mode Automated testbench creation and test execution Assertion based verification HW Prototyping Board design RTL coding in Verilog/ VHDL DFT Logic Insertion and Optimization Chip Virtual Prototyping Hierarchical or flat Physical design P h ys i c a l S y n t h e s i s / O p t i m i z a t i o n S i g n a l I n t e g r i t y Is s u e P r e v e n t i o n , A n a l y s i s a n d R e p a i r
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Design Implementation

P h ys i c a l V e r i f i c a t i o n Static Timing Analysis Logic Equivalence Checking ATPG/ test vector generation I n t e r f a c e t o F o u n d a r y , T e s t a n d P a c k a g e H o us e s Diagnostics and firmware V a l i d a t i o n B o a r d d es i g n

Silicon Validation

Product Engineering Support SOC Design

SYSTEM-ON-CHIP Time-to-market pressures and the need for integrating more functions in silicon is fueling the SoC market's growth. At Wipro, people leverage on an extensive intellectual property (IP) portfolio, systems knowledge and experience with technologies like ARM to target specific vertical markets with System-on-Chip solutions that meet a superset of application needs. T h e y h a v e t r a n s l a t e d a d e c a d e o f V LS I d e s i g n e x p e r i e n c e i n t o a p r o v e n d e s i g n m e t h o d o l o g y f o r c o m p l e x S o Cs . W i p r o ' s S o C C e n t e r c a n j u m p - s t a r t S ys t e m - o n - c h i p d e s i g n s with its product-ready SoC Architecture Platform (SoCRAPToR) that provides early-to-market, high performance design capabilities with the best chances of first-time silicon success. Wipro i s a n A RM - a p p r o v e d t h i r d p a r t y d e s i g n c e n t e r u n d e r t h e A R M A TA P Technology Access Program. Wipros portfolio of services: Comprehensive SoC design and implementation Re engineering and retargeting services SoC Peripheral block designs
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Core technology licensing Embedded Software (OS Port, Boot Code, Drivers,

Firmware, Application Software) A platform based solution such as SoC - RAPToR consolidates two key requirements of market readiness and design flexibility. By using a predefined platform, the design team starts from a previously synthesized and verified set of functions. Reduces overall design time, thus gaining time-to-market A design that can be customized to meet application advantage. specific needs by adding or removing any of the validated components or by adding 3rd party blocks. User configurability and design flexibility to provide ready reference architectures for digital audio players, product FPGA Wipro offers FPGA Designs along with our Board Design. Our VLSI team has good expertise in designing Multi- Million gate FPGAs to test the complete logic functionality in a system environment much before the manufacturing phase With increasing Complexity of IC designs, the need for thorough design verification to ensure first time silicon success is inevitable. In order to ensure Logic functionality in a S ys t e m e n v i r o n m e n t , W i p r o s V L S I t e a m o f f e r s t h e following Proven Expertise in complex FPGA Designs E x t e n d i n g u p t o 1 . 5 M N A S I C g a t e s (X C V 4 0 0 0 d e v i c e ) DDR

handheld devices digital cameras and other consumer applications.

SDRAM interface operating

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at 160 MHz implemented in Virtex FPGA U s e o f V e r i l o g / V H D L f o r D es i g n E n t r y P h ys i c a l S y n t h e s i s b a s e d f l o w f o r h i g h f r e q u e n c y d e s i g n s Experience in Xilinx, Altera, Actel Devices Experience in Virtex, Apex Series of Devices XPERTS Partnership with Xilinx

Experience in working on various leading FPGA vendors

Defined and proven FPGA design methodology & Guidelines EagleWision Reusable RTL cores and verification components Other Services offered are: Device Driver Development Business process outsourcing C us tomer Interact ion S ervices
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Established guideline for FPGA selection Proven methodology for timing closure Proven techniques for area optimization and fitment Established Guideline for ASIC to FPGA Conversion Wipro's Verification Environment Creation Tool - WAVe

Board Design ASIC Design T u r n k e y S y s t e m D es i g n Firmware and Software Development Operating Systems

S Y S T E M S O F T W A R E D EV E L O P M E N T

F inance and accounting s ervices P ayment s ervices Indus try A dminis tration S ervices H R P roces s ing s ervices S upply chain s ervices K now ledge s ervices

B U S I N ES S P R O C E S S O U TS O U R C I N G B P O As organizations around the world strive to improve the quality of their processes while managing their bottom lines, Business Process O u t s o u r c i n g h as b e c o m e t h e n e w i m p e r a t i v e . W i p r o S p e c t r a m i n d , I n d i a ' s l a r g e s t t h i r d - p a r t y o f f s h o r e BP O p r o v i d e r , p a r t n e r s w i t h t h e i r clients to provide a full spectrum of BPO services covering all five levels: Data entry Rules-set processing Decision-making Direct customer interface E x p e r t k n ow l e d g e s e r v i c e s Wipro further club its vast IT solutions experience of two decades and a diverse domain expertise to serve Fortune 500 customers worldwide. For example, a leading Fortune global PC manufacturer chose Wipro Spectramind for outsourcing technical support to achieve significant cost savings while improving and maintaining the quality of service delivery to its customers Wipros Bus ines s Proces s O uts ourcing portfolio includes end-to-end s olutions acros s a s pectrum of indus tries SERVICE OFFERING Cu s tomer I n teraction S ervices The cost of acquiring a new customer is five times the cost of retaining an old one. And hence it is important that your customer
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interaction is managed in the best possible way. Customer Interaction Services at Wipro are tailored to provide superior customer interaction and hence leverage every customer relationship to the fullest. Wipros portfolio includes a whole gamut of customer facing offerings including 24/7 customer support through voice (in-bound and out-bound calls), e-mail and web mediums, telemarketing services, technical support services and employee IT helpdesk services. Wipro serves multiple industries including i n s u r a n c e , b a n ks , f i n a n c i a l s e r v i c e s c o m p a n i e s , r e t a i l e r s a n d O E M ' s . Click on the links below to view each service offering in detail: Customer Support Services Telemarketing Services Technical Support Services IT Help Desk Services BENEFITS The key benefits of using Wipros customer interaction services include: Improved customer service levels R e d u c e d c us t o m e r s u p p o r t / m a r k e t i n g c o s t s Higher sales conversion rate Enhanced flexibility to manage service peaks and troughs, product lifecycles Homogeneous, clearly defined processes across geographies Greater coverage and number of interactions with
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customers CUSTOMER SUPPORT SERVICES W i p r o s c us t o m e r s e r v i c e o f f e r i n g s a i m s a t c r e a t i n g a v i r t u a l c u s t o m e r service center to manage customer concerns and queries through multiple channels including voice, e-mail and chat on a 24/7 basis. Examples of this include customers calling to check on their order s t a t u s , c us t o m e r s c a l l i n g t o c h e c k f o r i n f o r m a t i o n o n p r o d u c t s a n d services, customers calling to verify their account status, customers calling to check their reservation status etc. TELEMARKETING SERVICES Collateral verification Surrender Audits & Reinstatement Accounts Receivable Accounting & Reconciliation Claim Overpayment C us t o m e r s e r v i c e - v o i c e / e m a i l Claims Processing Claim Set Up Eligibility Duplication Validate Reserves Medical Supplemental Provider Excess Reinsurance Specific Excess Reinsurance Adjudication Account Settlement Mortgage Proces s in g Our mortgage processing services offer comprehensive solutions to the mortgage sector mapping the complete industry business processes
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r a n g i n g f r o m b us i n e s s a c q u i s i t i o n s e r v i c e s t o c o l l e c t i o n s . T h e s e include: New Business Acquisition Inbound/outbound enquiries Loan form data entry Collateral checks Appraisal Title Checks Credit checks Property valuation Title checks Property Insurance checks Legal clearances Underwriting Disbursement Credit evaluation Appraisal amount Checks for all other supporting M o n e y d i s b u rs e m e n t Billing Servicing Collections Maintenance Early and overdue collection calls Asset Management Overdue payments processing Accounting and reconciliation

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RESEARCH METHODOLOGY Meaning of Research Redman and Mory define research as a systemized effort to gain new knowledge. Some people consider research as a movement, a movement from the known to the unknown. Research is an academic activity and as such the term should be used in a technical sense. According to Clifford Woody, research comprises hypothesis defining or and redefining solutions; problems, formulating and suggested collecting, organizing

evaluating data; making deductions and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Objectives of Research The purpose of research is to discover answers to questions through the application of scientific procedures. The main aim of research is to find out the truth which is hidden and which has not been discovered as yet. Though each research study has its own specific purpose but the research objectives can be listed into a number of broad categories, as following:1. To gain familiarity with a phenomenon or to achieve new insights into it. Studies with this object in view are termed as exploratory or formulative research studies. 2. To portray accurately the characteristics of a particular individual, situation or a group. Studies with this object in view are known as descriptive research studies. 3. To determine the frequency with which something occurs or with which it is associated with something else. Studies with this object in view are known as diagnostic research studies. 4. To test a hypothesis of a casual relationship between variables. Such studies are known as hypothesis-testing research studies.
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Significance of Research All process is born for it of inquiry. to Doubt is and often better than to overconfidence, leads inquiry inquiry leads

invention. Is a famous Hudson Maxim in context of which the significance of research can well be understood. Increased amounts of research make progress possible. Research inculcates scientific and inductive thinking and it promotes the development of logical habits of thinking and organization. The role of research in several fields of applied economics, whether related to business or to the economy as a whole, has greatly increased in modern times. The increasing complex nature of business and government has focused attention on the use of research in solving operational problems. Research, as an aid to economic policy, has gained added importance, both for government and business. Research Methodology 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. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them. It is necessary for the researcher to know not only the research methods or techniques but also the methodology. Data Collection Source Information was collected through both primary and secondary sources. Primary Data: In some cases the researchers may realize the need for collecting the first hand information. As in the case of everyday life, if we want to have first hand information or any happening or event, we either ask someone who knows about it or
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we observe it ourselves, we do the both. Thus, the two method by which primary data can be collected is observation and questionnaire. Secondary Data: Any data, which have been gathered earlier for some other purpose, are secondary data in the hands of researcher. Those data collected first hand, either by the researcher or by someone else, especially for the purpose of the study is known as primary data. The data collected for this project has been taken from the secondary source. Sources of secondary data are : Internet Magazines Publications Newspapers Brouchers The data is collected from secondary source due to lack of time The data is not 100% accurate.

LIMITATIONS for preparing the project.

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BIBILIOGRAPHY

www.wipro.com www.wipro.in www.wipro.net

www.istock.com

Book referred for the explaination of concept Supply Chain Management \ Author- K Aswathappa Edition II

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