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PROJECT REPORT
ON
MR.ANAND PRAKASH,
INDIRA INSTITUTE OF MANAGEMENT, PUNE
SUBMITED BY:
ASHOK SHALGAR,
OPERATIONS MANAGEMENT - 2011-13,
INDIRA INSTITUTE OF MANAGEMENT, PUNE.
PUNE UNIVERSITY SEAT NO. - 00547.
COMPANY CERTIFICATE
COLLEGE CERTIFICATE
Date:
Place: Pune
ACKNOWLEDGEMENT
I would like to express my deep gratitude and sincere thanks to my project guide Mr. Anand
Prakash (Professor IIMP) for his valuable guidance and unparallel support during the
progress of this project. Without his encouragement & crucial inputs, this project would not
have been possible.
I acknowledge with pleasure my debt to Mr. Avinash Bagul( HOD Operations Dept., MBAIIMP), who has provided me with important guidelines & supported in the project work.
I express my heartiest thanks to Dr. Poornima Tapas (HOD MBA, IIMP) for her guidance
& Support.
I would like to specially thank Mr. Dhiraj Agrawal (Manager, GSC, Power-Train Plant, GM
India) and Mr. Rajiv Gupta (Head, GPSC, Power-Train plant, GM India) for giving me this
opportunity to learn & work in the dynamic environment of the esteemed organization,
General Motors India.
On a more personal note, I would like to express my special thanks to my parents, all my
friends, who directly or indirectly, contributed to the successful completion of this project.
I sincerely thank everyone who was a part of this and helped me in completing this project
successfully.
Sign. :
Name: Ashok Vijay Shalgar
CONTENTS
I. LIST OF FIGURES
II. LIST OF TABLES
1.0 INTRODUCTION12
1.1 Motivation
1.2 Objectives
1.3 Scope
1.4 Chapterization
2.0 INDUSTRY PROFILE.16
2.1 Industry Definition
2.2 Products and Services
2.3 History
2.4 Life Cycle
2.5 Major Players & Segmentation
2.6 Market Statistics & Potential
3.0 COMPANY PROFILE ....20
3.1 General Motors
3.2 Vision & Strategy
3.3 General Motors in India
3.4 Joint Venture of GMIPL with SAIC
3.5 Products in the Indian Market
3.5.1 GM-Chevrolet Products in India
3.5.2 GM-Power-Train /Engine Products
4.0 LITERATURE REVIEW & NEED/PURPOSE OF THE PROJECT.26
4.1 Definition: Reconciliation
4.1.1 Reconcile
4.1.2 Reconciliation
4.2 Concept of Reconciliation
5
I. LIST OF FIGURES
Figure 2.1: Indian Auto Industry Market share distribution
Figure 2.2: Indian Auto Industry Market share, Passenger vehicles
Figure 3.1: New GM Business Model
Figure 4.1: Supply Chain activities
Figure 4.2: Principles of the Global Manufacturing System (GMS)
Figure 4.3: 33 Elements of The GMS Principles
Figure 4.4: In-Plant Material Flow Process Global Purchasing & supply
Chain Dept., General Motors India
Figure 5.1: Methodology The Third Party Stocks/Inventory Reconciliation
Process
Figure 5.2: Format of Reconciliation data received from Supplier.
Figure 5.3: Format showing the Child part cross verification for Reconciliation
purpose
Figure 5.4: Format showing the Parent part cross verification for
Reconciliation purpose
Figure 5.5: Format for Stocks Balance Sheet for Reconciliation
Figure 5.6: Status Third Party Stocks Reconciliation-1
Figure 5.7: Status Third Party Stocks Reconciliation-2
Figure 6.1: Discrepancies reasons Frequency Bar Chart
Figure 7.1: Reconciliation Format in use
Figure 7.2: Proposed Reconciliation format
Table 5.1:
Table 6.1:
Table 6.2:
EXECUTIVE SUMMARY
This project is titled as the Third Party Stocks Reconciliation of the Sub-Contracted Parts It
covers the Reconciliation of all the sub-contracted parts in the GM-Power-Train division
manufacturing plant. It includes reconciling first the GMs ERP maintained inventory records
with the suppliers Book/System maintained Inventory records and then reconciling the
system record with the Actual Physical Inventory of the specific part/s at the Suppliers end.
The Third Party here stands to be jointly the Finance Dept. of the company & external
Financial Auditing firm which will audit the Reconciliation from Financial point of view.
The project is aimed at Reconciling the Physical Inventory of all the sub-contracted parts at
suppliers end with the GM ERP system inventory records for the last nine months period so
that there will be an updated inventory record available after resolving all the previous
discrepancies. The process of Reconciliation is studied, analyzed for improvements and
required improvements are suggested so that, in future, the process will be easier, less time
consuming and carried out more frequently to provide the transparent and updated inventory
records. The standardization & Continuous Improvement Principles of Global Manufacturing
system (GMS) are used to improve the Reconciliation process. Another Principle of GMS,
Short Lead Time (SLT) is also studied and Internal Audit for GMS-SLT is co-ordinated
during the Summer Project period.
The Methodology used is based on the standardized Procedure of Reconciliation in GM. First
the existing standard procedure of Reconciliation is studied & Reconciliation is carried out
for the last nine months transactions. For some parts, reconciliation is carried out since the
beginning of the transaction i.e. last two years period. The two inventory records i.e. GMERP System record & Physical Inventory record at the suppliers end, are cross checked &
discrepancies are found. The discrepancies are investigated & evidences are collected. Later
discrepancies are treated accordingly & ERP system adjustments or debit on supplier is done.
The Reconciliation is done in two phases, phase one being Reconciliation up to 31 st March
2012 & Second Phase is from 1st Apr12 to 29th Jul12 when Annual Physical Inventory is
carried out.
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1.0 INTRODUCTION
The project is a study as well as the actual working application of The Third Party
Stocks/Inventory Reconciliation Process carried out in the Supply Chain Management of a
Worlds leading Automobile firm in the challenging environment of Automobile Industry. The
challenge lies in the fact that a large number of parts go into the manufacturing of an
automobile product i.e.an Automotive vehicle, along with tighter time constraints, for which
an efficient Inventory management is a tough task. Inventory Reconciliation is a part of a
larger function called Materials Management in an organizations operations. It is an
inevitable part of Materials Management for maintaining up to date records of the Inventory
being utilized by the Organization. Materials are one of the most important resources being
used by a firm as it contributes almost sixty to seventy percent in the total cost of the product,
being manufactured, on an average. The importance of this activity is of great concern to all
the functions like Sales & Marketing, Operations and Finance of a firm. Periodic
Reconciliation of Stocks is a general practice whereas Perpetual Inventory being an ideal
condition in this regard. The Standard Procedure for Reconciliation Process is previously
developed in GMI which is followed as guideline and further additional formats & methods
are used for simplification of the process. Reconciliation is done in two parts, first half being
Reconciliation upto 31st March 2012 & second half is from 31st March 2012 to 29th July
2012.The Nett outcome of this process in terms of final adjustments in the inventory figures
in ERP system & Debit to the suppliers, as applicable,are subjected to thePlanned
Organizational Decisions which we hope will be affected soon after the Annual Physical
Inventory(API) conducted from 29thJuly 2012 to 4th August 2012 across GM India Plants.
1.1Motivation
The Project is completed in the Worlds Leading Auto manufacturer General Motors
manufacturing facility which has its existence in India since a long way back in 1928 with
currently two manufacturing facilities, one at Halol, Gujarat & second at Talegaon, Pune,
Maharashtra. The Power-Train Plant of GM India started its operations on 12 th November
2010. Before this, GM had an operative Plant of General Assembly along with the Body Shop
& Paint Shop at its Pune facility since August 2008.
From the beginning of operations at Power-Train Plant, the Stocks Reconciliation was carried
out after ten months since it started the operations. Due to some technical reasons, the
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previous Reconciliation conducted in September 2012 could not be affected in the ERP
system with due adjustments in the system to bring the Systems stocks & Physical stocks in
agreement. And it remained as just the stock taking process and not the complete Stocks
Reconciliation. So, to keep the inventory records transparent & updated up to date, the Stocks
Reconciliation for its Sub-Contracted parts was vital.This task has been tried to be
accomplished under this project.
1.2 Objectives
a. To study the Third Party Stocks Reconciliation at GM India & overall study of the
Process of Purchasing & Supply Chain Management at GM India
b. To carry out Third Party stocks Reconciliation for the selected parts for specified time
period to bring into agreement the GM ERP system Inventory records & Physical
Inventory at the Suppliers end.
c. To suggest improvements in the process of Third Party Stocks Reconciliation as a part
of Continuous Improvement (Kaizen)
d. To study Global Manufacturing System - Lean Manufacturing system at GM
i. Study of elements of GMS Short Lead Time , Audit point of View
ii. Coordinating the SLT Audit for Power-Train plant
1.3 Scope
The project is mainly focused on delivering the successful completion of stocks
Reconciliation of all the sub-contracted parts. The concerned dept. is the Global Supply
Chain, a sub group of the Global Purchasing & Supply Chain Dept. under the Power-Train
division of GM India operations.
Here we will refine the ERP system data available with the company. The data with the
company and the suppliers needs to be cross checked for accuracy. Some corrections are
required in both the data available with both the sources. Finally this corrected data will be
cross checked with the actual Physical Inventory available with supplier/ GM India. The
discrepancies need to be treated.
The discrepancies are either in the form of adjustments in the ERP system records or the
amount of inventory in discrepancy shall be debited to suppliers account. After the
completion of this task, the two inventory records will be in agreement i.e. reconciled.
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The suggestions will be done on the basis of shortcomings observed in the existing process of
reconciliation. Those will be useful to meet the shortcomings and make the inventory
management & reconciliation process stronger and easier.
The discrepancies may or may not be investigated thoroughly due to the fact that the data is
not investigated for the last nineteen months since the operations of the plant are initiated.
The various adjustments, reversals, cancellations are done at various times in the inventory
records. This will reduce the accuracy of the data being used. Hence we need to rely on the
data available & the investigation possible at this point of time.
The area of work will be limited for the Power-train plant only and to the sub-contracted parts
under consideration. The engine assembly consists of hundreds of parts. We have selected
only the eight sub-contracted parts for reconciliation. The time period is well defined which is
of nine months from the last stock taking up to the Annual Physical Inventory carried out in
the month of July 2012. The cost/Price of the parts is not a limiting factor for the work. As
all the suppliers are located within the boundaries of India, the work will be carried out in
India only.
1.4 Chapterization
The report is made up of total eight chapters.
The first chapter is of Introduction which covers the basic introduction to the task of
reconciliation of inventory, the background of the work, the organizational history related to
the work and purpose, importance in brief. Objectives and scope of work is also explained in
this chapter.
The second chapter is the Industry Profile which deals with the background and current status
of the Indian Automobile Industry in which the organization works. The major players, their
contribution and economical aspects & importance of this industry are explained.
The Third chapter is of Company profile where we can find the details about the
organization, General Motors India. Its existence and tenure in the country. Current product
offerings and economical statistics of the company are also explained.
The forth chapter is of the Literature Review of the Reconciliation process where the Supply
chain process, Sub-contracting activity & the need /purpose of the project are elaborated. The
general practices adopted in this area are explained to get an overview of what are the
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practices followed & how is the project work will be guided with respect to the existing work
in this area.
The fifth chapter is the Research Methodology which covers the procedure followed for
reconciliation work. The various steps actually carried out and formats, methods of work are
shown in this chapter.
The sixth chapter is of the analysis of discrepancies found during reconciliation and their
treatment. The monetary savings which are of great importance can be sited here.
The seventh chapter consists of the Suggestions made based on the work carried out during
the project. The future scope of the project is about improvements to be done in existing
processes and practices followed. This will surely enhance the efficiency & effectiveness of
the process of reconciliation.
The eighth chapter explains the other assignments completed during the project period. The
assignments were additional knowledgeable activities under the umbrella of Supply Chain
Management which were helpful in learning the concept & practical aspects of the Supply
Chain management.
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2.3 History
The first car ran on India's roads in 1897. Until the 1930s, cars were imported directly, but in
very small numbers. The automotive industry emerged in India in the 1940s. Mahindra &
Mahindra was established by two brothers as a trading company in 1945, and began assembly
of Jeep CJ-3A utility vehicles under license from Willys. The company soon branched out
into the manufacture of light commercial vehicles (LCVs) and agricultural tractors.
Following the independence, in 1947, the Government of India and the private
sector launched efforts to create an automotive component manufacturing industry to supply
to the automobile industry. However, the growth was relatively slow in the 1950s and 1960s
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due to nationalisation and the license raj which hampered the Indian private sector. Tatas
were in Heavy Commercial Vehicles Mfg. whereas Ashok Leyland was another major player
in this segment. Govt. of India formed the joint venture Maruti-Suzuki with Japanese vehicles
manufacturer Suzuki for commercial passenger cars. Following economic liberalization in
India in 1991, the Indian automotive industry has demonstrated sustained growth as a result
of increased competitiveness and relaxed restrictions. Several Indian automobile
manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and Mahindra, expanded
their domestic and international operations. India's robust economic growth led to the further
expansion of its domestic automobile market which has attracted significant India-specific
investment by multinational automobile manufacturers.After a 100 % FDI allowed in the
sector, Today there are almost all the major International Auto manufacturing Players like
Toyota, Volkswagen, General Motors, Ford, Honda, Hyundai, Daimler, BMW present in India
with their Manufacturing plants which supply to the Domestic demand as well as Export the
vehicles to the World Market.
(Source: "Timeline: India's automotive industry". BBC News. 3 April 2007. Archived from
the original on 2 January 2009. )
1. Tata Motors
Market Share: Commercial Vehicles 63.94%, Passenger Vehicles 13.10 %
5. Ashok Leyland
Market Share: Commercial Vehicles 22%
Others being Toyota, General Motors, Volkswagen, Ford, BMW, HM, Hero Honda,
Bajaj,TVS etc.
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20
million units sold worldwide, corresponding to 11.9% market share of the global motor
vehicle industry which makes GM the number one manufacturer in auto sector.
(Source: GM Press Release ,January 20th 2012. "GM global sales up 7.6% in 2011 to 9.026M
vehicles; China and US largest markets". Green Car Congress. )
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Focusing on core brands; leveraging global resources to create the most compelling vehicles
and technologies, leading in the research and development of advanced technologies to
reinvent the future of transportation.
2. Build
Optimizing its global footprint to cost-effectively develop best-in-segment vehicles.
Maximizing the efficiencies of operating its facilities in an environmentally and sociallyresponsible manner.
3. Sell
Maximizing revenues with a focused brand strategy; delivering world-class vehicles to the
marketplace that offer its customers higher residual value, with lower incentives and
appropriate pricing.
4. Reinvest
Consistently reinvesting cash and profits into vehicle and technology development at
strategic points in the business cycle. Putting its financial strength to work to ensure the
economic viability of the company.
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produce Opel cars at its Halol facility. Later, it switched to producing Chevrolet vehicles at
the same plant.
GM is the sixth largest passenger cars manufacturer in India with a Market Share of 3.4 % as
of August 2012. (source: www. http://business.mapsofindia.com)
23
24
( Source : www.carwale.com)
25
ii.
iii.
iv.
GM Power-Train division manufactures various engines as shown in the table below for its
cars manufactured at the same facility and for export purpose. By utilizing the cost benefit of
manufacturing engines in India, the company exports the engines to its various car
manufacturing plants across world. The engines are mainly used in its small and medium
sized car models like Beat, Spark, Sail & U-VA.
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4.1.2 Reconciliation:
Item by item examination of two related sets of figures obtained from different sources.
Most commonly, this term is applied to bank reconciliationof stocks/funds. In the same
manner, it is applicable to Stocks/Inventory in case of Supply Chain Management (SCM).
In our study of the Inventory Reconciliation of Sub-Contracted parts, the two different
sources of data are the physical Inventory count at the Suppliers end & the ERP System
maintained inventory record for the same supplier.
The two records of the inventory i.e. physical Inventory count at the Suppliers end & the
ERP System maintained inventory record for the same supplier, at the predetermined date are
collected and cross checked for discrepancies. If no discrepancies are found, a Reconciliation
Note is prepared and approved.
If some discrepancies are found, they are investigated, reasons are found for the same. And
the difference is eliminated by appropriate adjustment in the system with required approvals
or debit on supplier. In detail Reconciliation process is explained in the latter part.
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4.3Purpose of Reconciliation
Purpose of Stocks/ Inventory Reconciliation in Supply Chain Management
(SCM):
Inventory reconciliation is very important when the parts are sub-contracted to the vendors &
there is a flow of material to and fro the Suppliers. To understand the need of reconciliation
for Sub-Contracted parts it is mandatory to understand the Supply Chain & Sub-Contracting
Process in it.
Material
ii.
Information
iii.
Finances
Suppliers
ii.
Manufacturers
iii.
Warehouses
iv.
Distribution System
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ii.
iii.
ii.
Figure below shows the overall structure, integration & flow of Material, information &
Finances in a Supply Chain.
Plan
Source
Make
Deliver
Buy
4.3.2Sub-contracting
The practice of assigning part of the obligations and tasks under a contract to another party
known as a subcontractor.Subcontracting is especially prevalent in areas where complex
projects are the norm, such as construction and information technology. Subcontractors are
hired by the project's general contractor, who continues to have overall responsibility for
project completion and execution within its stipulated parameters and deadlines.
29
In Automotive manufacturing, where large number of parts go into the final assembly of a
vehicle , its a smart & obvious move to sub-contract some items to the suppliers to achieve
cost, time and quality obligations. In this process, The Original Equipment Manufacturer
(OEM) is the Customer & the service providing vendors are the suppliers. The OEM supplies
some parts & receives the parts in theform of sub-assembly or assembly.
30
3. When the parent parts are rejected at the Customers end, the child parts should be
credited to suppliers account along with the parent parts credit. But only the parent
part is credited and child part inventory accounts get disturbed.
4. Manual errors contribute a large part in this regard. The manual errors can be of the
following types :
i.
Entering a wrong invoice number or other details i.e. quantity, date or Supplier
name while making an entry in the Material shipping or receiving register.
ii.
Making a mistake while making an entry in the system when updating the system
with the manual register of Material Shipping or Receiving.
iii.
At Suppliers end the same mistake can take place which creates difficulty while
reconciling the invoice numbers.
iv.
The invoice copies are not entered at all in the register. So such entries are not
found while reconciling the inventory.
v.
The invoice hard copies are lost, some times before the entry is made in the
register and the system.
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1. Physical Inventory:
The steps including in Physical Inventory are:
i.
ii.
iii.
iv.
2. Accounting Inventory :
Reconciliation steps on the accounting side include
i.
ii.
iii.
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34
an adjusting entry to the inventory records. Other examples of this problem are
receipts that have not yet been entered (so the inventory record is too low) or
issuances from the warehouse to the production area that have not been entered (so the
inventory record is too high).
5. Examine scrap:
Scrap can arise anywhere in a company (especially production), and the staff may
easily overlook its proper recordation in the accounting records. If you see a modest
variance where the inventory records are always just a small amount higher than the
physical count, this is a likely cause.
6. Investigate possible customer ownership:
If you have no record of an inventory item at all in the accounting records, there may
be a very good reason for it, which is that the company does not own it a customer does. This is especially common when the company remodels or enhances
products for its customers.
7. Investigate possible supplier ownership:
To follow up on the last item, it is also possible that you have items in stock that are
on consignment from a supplier, and which are therefore owned by the supplier. This
is most common in a retail environment, and highly unlikely anywhere else.
8. Investigate Back-flushing records:
If your company uses Back-flushing to alter inventory records (where you relieve
inventory based on the number of finished goods produced), then the bill of
materials and the finished goods production numbers had better both be in excellent
condition, or the reconciliation process will be painful. Back-flushing is not
recommended unless your manufacturing record keeping is superb.
9. Accept the variance:
If all forms of investigation fail, then you really have no choice but to alter the
inventory record to match the physical count. It is possible that some other error will
eventually be found that explains the discrepancy, but for now you cannot leave a
variance; when in doubt, the physical count is correct.
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ii.
iii.
5. Continuous Improvement
GM fosters an attitude which nurtures change and supports all employees in improving their
own jobs and environment for the continuous improvement of the company.
37
Within each of these five principles are several unique operating concepts named Elements
which define particular ways to accomplish a particular part of all the manufacturing effort.
In total, there are 33 Elements, each one belonging to one of the 5 Principles. The most
important thing to understand about the Principles and Elements is that it takes ALL of them
to form GMS.
Figure 4.3: 33 Elements of The GMS Principles (Source: GMS Tri-fold, GM India)
38
The GMS is implemented at all the manufacturing facilities & offices of General Motors. It is
implemented at GMIs newly formed Power Train division manufacturing facility &its
offices at Talegaon, Pune from Day one.
ii.
iii.
7. The material ready for Production moves to Production area & further Production
takes place.
8. The Line side rejects during the Production & after Production are again sent to Hold
area where they are treated for correction and sent back to use or rejected.
9. The Quality test passed final product is sent for Sale to the Customers.
10. The Rejected parts are treated in following ways,
i.
Return the material to the Supplier after preparing the Reject Tag by Data
Capture center.
ii.
Scrap the material after Preparing Scrap Tag by the Data Capture center.
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Figure 4.4: In-Plant Material Flow Process Global Purchasing & supply Chain Dept.,
General Motors India
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5.1 Methodology for the Third Party Stocks/ Inventory Reconciliation Process
at GMI
Following is the methodology to be followed for Third Party Stocks/Inventory Reconciliation
in GMI.
1. Obtain Suppliers stock statement in a standard format for the Specified period.
2. Reconcile: Supplier statement with GMI database records for Mother Parts receipts,
Child parts dispatches, Child Part Rejections, if any.
3. Obtain Suppliers Reconciliation Statement in a standard format for the Specified
period in case of discrepancy else review reconciliation statement with department
Head & submit to inventory controller.
4. After finance approval post the discrepancy if any in ERP system.
5. Raise the debit note on supplier in case any discrepancy found at supplier end.
6. Once in a year the stock at supplier end will be taken in presence of GM employee.
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43
44
45
Suppliers maintain the Reconciliation data in the form of Child Part receipt data &
parent part dispatch data.
The invoice number which is maintained on the above format sheet is important to
reconcile the child parts dispatched from GM to suppliers.
This invoice number is generated by GM and the same invoice number can be found
in GM child part data.
ii. The format for Parent/Mother part dispatch from Supplier to GM:
As like child part , the suppliers maintain their Parent part dispatch details to GM.
The invoice number maintained in above format is also recorded in GM records when
this material is received at GM.
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This invoice number is cross verified with GM data invoice numbers to reconcile the
parent part details.
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48
49
5. A summary of the two types of data is created with previous opening stock, fresh
receipts of material, fresh Dispatches of material & the available stock at Supplier and
GM end.
6. The formats used for the above mentioned comparisons & Summary are as given :
Figure 5.3: Format showing the Child part cross verification for Reconciliation purpose
Figure 5.4: Format showing the Parent part cross verification for Reconciliation purpose
7. The above collected data is summarized in the form of a Balances summary with
following contents in it :
i.
ii.
iii.
Parent Part Supply (in Supplier Record) & Receipt (in GM Record).
iv.
v.
i.
ii.
iii.
iv.
5. After Collection of evidences, the discrepancy is shared with the other party & data of
both the parties are updated accordingly. This action eliminates the discrepancy.
6. The discrepancies for which the evidences cannot be collected are discarded with due
intimation of the respective party.
After the discrepancies are eliminated, this data becomes the Final system data
which can be compared with the physical count of the Inventory.
II.III.ii Finding Discrepancies between Supplier Physical Inventory Declaration
&Final System Data
1. Here the actual Physical Inventory count takes place first.
2. As Periodic Inventory system is being followed at GM India, the physical inventory
count is carried out at the end of July 2012.
3. The refined final System data which is agreed between GM and Supplier system will
be compared with the Physical Count figures for discrepancy.
4. There is a possibility of some discrepancies between System Data & Physical count or
no discrepancies between the two sets of data.
III Reconciliation Statement Preparation:
The reconciliation Statement is prepared under two conditions,
1. No discrepancies found
2. Discrepancies found between system data & Physical count
III.I Reconciliation Statement Preparation under no discrepancies found Condition:
1. A reconciliation statement is prepared stating that the system inventory data is
matching with the Physical count of the Inventory which confirms the system
inventory as the true inventory status.
2. After this, the Finance Department of the organization approves the Reconciliation of
stocks along with the authorities of the Supply Chain Group after thorough review of
the statement & related data.
3. This completes the Reconciliation Process in this case.
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4.
Hence the system & the Physical count Inventory Records are brought into
agreement in this manner. This completes the Reconciliation Process under
consideration.
Supplier Data Collection for child part receipt & mother part dispatch
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
System data Finalization after API considering Plant Stocks & Rejections
13.
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54
55
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2.
3.
4.
The Action suggested to avoid the above found reasons of discrepancies are :
1. To update & refine the GM system data of Sub-contracted parts on periodic basis i.e.
monthly.
2. The Suppliers need to maintain the data accurately. Incorrect Entries or additional
entries can be rectified by monthly review of the Reconciliation data provided by the
Suppliers.
3. The damage of material is one of the case as there is sufficient care taken to avoid it.
4. The GM Reconciliation data was collected part number- wise as it can be collected in
that manner only in the existing system. It should be tried to or a provision should be
made in the system to maintain the dispatch & receipt data Supplier wise.
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1. Monthly Reconciliation:
i.
The reconciliation Process part-1 & part-2 of the Proposed Sub- Contracted parts was
carried out under the timeline of two months. Collecting the data and resolving
discrepancies after a long time period of 6 to 10 months was a time consuming &
complicated process.
ii.
iii.
This will need a good support from the Suppliers as well. Intimating the same to the
suppliers & getting the activity done will make this process stronger.
2. Format Improvement:
i.
In the Reconciliation Format , provided to the suppliers, as shown below , there can
be an additional information collected which is the Proof of Delivery for the material
Delivered to and from the Suppliers.
ii.
iii.
So this becomes a individual and bigger task in the reconciliation process to confirm
the data of supply & receipt of material.
iv.
If a GRN proof is included in this format in the form of GRN No. of Supplier & GM
respectively for child & Parent part, it will become a Self-Confirming format of
reconciliation.
v.
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vi.
61
Adopting Perpetual Inventory System will provide up to date information with live
updates as and when new material flow takes place & continuous reconciliation.
ii.
iii.
Though it is applicable for companies with unique & individual inventory products, in
an automobile Industry with large number of parts being handled in inventory, this
system can be adopted up to a large extent by making continuous updates in material
inventory and reconciling it to the accounting data of the system.
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The GMS document provides overall guidelines for implementation & continuous
operation of each element like SLT.
ii.
The entire SLT guidelines under GMS have 32 elements as requirements for complete
implementation of SLT.
iii.
The 32 elements are divided into sub-elements in the form of actions to be taken to
address the requirements.
iv.
The owners of the actions are identified as per the department responsible for the
Processes i.e. Supply Chain, Stores, Production line, logistics etc.
v.
The required actions are documented in-detail after a thorough discussion with the
owners of various actions.
vi.
The expected target dates are decided for the completion of various actions.
vii.
The Daily-Audit was conducted to ensure completion of actions at their target dates.
viii.
The incomplete actions on their target dates were reviewed & if required New target
dates & required action plan was decided.
ix.
x.
After completion of Internal Audit, it is ensured that the procedures are followed
regularly by Daily Audit.
xi.
After continuous monitoring of the SLT actions being followed, the Final audit is
conducted on the pre-planned time.
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APPENDICES
I. APPENDIX A
Data used for Reconciliation Analysis
II. APPENDIX B
Stocks Reconciliation Discrepancy Analysis Chart
III. APPENDIX C
GMS-SLT Requirements
IV. APPENDIX D
GMS SLT Action Plan
V. APPENDIX E
GMS SLT Savings Chart
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REFERENCES
Books:
Supply Chain Logistics Management - Bowersox, Gloss & Cooper
Logistics Management The Supply Chain Imperative V.Sople
Essentials of Inventory Management Max Muller
Websites:
www.gm.com
www.siamindia.com
www.oica.net
www.supplychainmanagement.in
www.accountingtools.com
www.businessdictionary.com
www.economictimes.timesofindia.com
www.news.bbc.co.uk
www.business.mapsofindia.com
www.imaginmor.com
www.carwale.com
Databases:
GM India Database
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