112 134

International Conference on Advancements and Futuristic Trends in Mechanical and Materials Engineering (October 5-7, 2012)
Punjab Technical University, Jalandhar-Kapurthala Highway, Kapurthala, Punjab-144601 (INDIA) 112

Study of Critical Risk Factors, Lean and JIT principles in Supply Chain Management
Chandan Deep Singh
#
, Rajdeep Singh, Jaskanwal Singh Mand, Sukhvir Singh
Department of Mechanical Engineering
University College of Engineering,
Punjabi University,
Patiala.
#
Corresponding author E-mail id: er.chandandeep@gmail.com

Abstract
Supply chain management is the process of designing, planning, execution, control and
monitoring of supply chain activities with the objective of creating net value, building a
competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand
and measuring performance globally SCM leads to a proficient way of doing things completely.
During its implementation, some risks are always involved. Some of the critical risk factors
involved are: Supply risks, Operational Risks, Demand Risks, Security Risks, Competitive Risks,
Resource Risk. The present study concentrates on study of these critical factors that are involved
in implementation of SCM in manufacturing industry. SCM leads to a proficient way of doing
things completely. Lean manufacturing and JIT play an importunate role in better functioning of
SCM. Some of the lean manufacturing principles are: JIT inventory principle, JIT production
principle, JIT human resource principle, JIT quality principle, JIT supplier relation principle, The
present research involves role of lean manufacturing and JIT principles in SCM.

Keywords: SCM, Critical risk factors, agile industry, Lean, JIT

Introduction
Supply chain management is defined as the
design, planning, execution, control and
monitoring of supply chain activities with
the objective of creating net value, building
a competitive infrastructure, leveraging
worldwide logistics, synchronizing supply
with demand and measuring performance
globally. It includes the coordination and
collaboration of processes and activities
across different functions such as marketing,
sales, production, product design,
procurement, logistics, finance, and
information technology within the network
of organizations. [3]

Supply chain management is a cross-
function approach including managing the
movement of raw materials into an
organization, certain aspects of the internal
processing of materials into finished goods,
and the movement of finished goods out of
the organization and toward the end-
consumer. As organizations strive to focus
on core competencies and becoming more
flexible, they reduce their ownership of raw
materials sources and distribution channels.
These functions are increasingly being
outsourced to other entities that can perform
the activities better or more cost effectively.
The effect is to increase the number of
organizations involved in satisfying
customer demand, while reducing
management control of daily logistics
operations. Less control and more supply
chain partners led to the creation of supply
chain management concepts. SCM seeks to
enhance competitive performance by closely
integrating the internal functions within a
company and effectively linking them with
the external operations of suppliers,
customers, and other channel members [45]

The supply chain, which is also referred to
as the logistics network, consists of

suppliers, manufacturing centers,
warehouses, distribution centers, and retail
outlets, as well as raw materials, work-in-
process inventory, and finished products that
flow between the facilities.[46]
Supply chain management takes into
consideration every facility that has an
impact on cost and plays a role in making
the product conform to customer
requirements: from supplier and
manufacturing facilities through warehouses
and distribution centers to retailers and
stores. Indeed, in some supply chain
analysis, it is necessary to account for the
suppliers suppliers and the customers
customers because they have an impact on
chain performance.[46]

A typical supply chain may involve a variety
of stages. These supply chain stages include:
Customers
Retailers
Wholesalers/Distributors
Manufacturers
Component/Raw material supplier

Supply Chain Management Models
Competitive priorities and
manufacturing strategy
The ability of a supply chain to
compete based on cost, quality, time,
flexibility, and new products is
shaped by the strategic focus of the
supply chain members. A firms
position on the competitive priorities
is determined by its four long-term
structural decisions: facility,
capacity, technology, and vertical
integration, as well as by its four
infrastructural decisions: workforce,
quality, production planning and
control, and organization. The
cumulative impact of infrastructural
decisions on a firms
competitiveness is as important as
long-term structural decisions.[47]

Efficient supply chain and
responsive supply chain
One of the causes of supply chain
failure is due to the lack of
understanding of the nature of
demand. The lack of understanding
often leads mismatched supply chain
design. There are two distinctive
approaches, efficient supply chain
and responsive supply chain, to
design a firms supply chain.
The purpose of responsive supply
chain is to react quickly to market
demand. This supply chain model
best suites the environment in which
demand predictability is low,
forecasting error is high, product life
cycle is short, new product
introductions are frequent, and
product variety is high . The
responsive supply chain design
matches competitive priority
emphasizing on quick reaction time,
development speed, fast delivery
times, customization, and volume
flexibility. The design features of
responsive supply chains include
flexible or intermediate flows, high-
capacity cushions, low inventory
levels, and short cycle time. [47]

Clock-speed of product, process, and
organization life cycles
Each industry evolves at a different
rate, depending in some way on its
product clock-speed, process clock-
speed, and organization clock-speed.
For example, information
entertainment industry is one of the
fast-clock-speed industries. Motion
pictures can have product life
measured in hours. Christmas time is
the best season to introduce new
movies when the number of viewers
is greatest. The process for

information-entertainment industry
changes rapidly. New processes for
delivering information entertainment
products and services to our home,
public centers, and offices evolve
daily. CD players, DVD are just a
couple of examples.

Organization structure is dynamic as
well. Relationship among media
giants such as Time- Warner,
Disney, and Viacom are negotiated,
signed, and re-negotiated constantly
to accommodate the changes in
product and process design.
Somewhere in the middle is
automobile industry. The product
does not change as fast as
information-entertainment industry,
nor does it as slow as aircraft
industry. [47]

Push/ Pull View of Supply Chain
Processes
All processes in a supply chain fall
into one or two categories depending
upon the timing of their execution
relative to the end customer demand.
With pull process, execution is
initiated in response to a customer
order. With push processes,
execution is initiated in anticipation
of customer orders. Therefore, at the
time of execution of a pull process,
customer demand is known with
certainty, whereas at the time of
execution of a push process, demand
is not known and must be forecast.
Pull processes may also be referred
to as speculative processes because
they respond to speculated (or
forecasted) rather than actual
demand. The push/pull boundary in a
supply chain separates the push
processes from pull processes. Push
processes operates in an uncertain
environment because customer
demand is not yet known. Pull
processes operate in an environment
in which customer demand is known.
They are, however, often constrained
by inventory and capacity decisions
that were made in the push phase. A
push/pull view of the supply chain is
very useful when considering
strategic decisions relating to the
supply chain. The goal is to identify
an appropriate push/pull boundary
such that the supply chain can match
supply and demand effectively.

Difficulties in supply chain management
Supply chain strategies cannot be
determined in isolation
It is challenging to design and
operate a supply chain so that total
system wide costs are minimized,
and system wide service levels are
maintained
Uncertainty and risk are inherent in
every supply chain [48]

Challenging Problems in Supply Chain
Management
The supply chain is a complex
network of facilities dispersed over a
large geography, and, in many cases,
all over the globe.
Different facilities in the supply
chain frequently have different,
conflicting objectives
The supply chain is a dynamic
system that evolves over time
System variations over time are also
an important consideration

Historical developments in SCM
In the 1980s, companies discovered new
manufacturing technologies and strategies
that allowed them to reduce costs and better
compete in different markets. Strategies
such as just-in-time manufacturing, Kanban,

lean manufacturing, total quality
management, and others became very
popular, and vast amounts of resources were
invested in implementing these strategies. In
the last few years, however, it has become
clear that many companies have reduced
manufacturing costs as much as is
practically possible. Many of these
companies are discovering that effective
supply chain management is the next step
they need to take in order to increase profit
and market share.

At the same time, many supply chain
partners engage in information sharing so
that manufacturers are able to use retailers
up-to-date sales data to better predict
demand and reduce lead times. This
information sharing also allows
manufacturers to control the variability in
supply chains and by doing that reduce
inventory and smooth out production
The huge pressure during the 90s to reduce
costs and increase profits pushed many
industrial manufacturers towards
outsourcing; firms considered outsourcing
everything from the procurement function to
production and manufacturing. Indeed, in
the mid 90s there was a significant increase
in purchasing volume as a percentage of the
typical firms total sales. More recently,
between 1998 and 2000, outsourcing in the
electronic industry has increased from 15
percent of all components to 40 percent.

Finally, in the late 90s, the Internet and the
related e-business models led to
expectations that many supply chain
problems would be solved merely by using
these new technologies and business models.
E-business strategies were supposed to
reduce cost, increase service level, and
increase flexibility and, of course, increase
profits, albeit sometime in the future

During the past decades, globalization,
outsourcing and information
technology have enabled many
organizations, such as Dell and Hewlett
Packard, to successfully operate solid
collaborative supply networks in which each
specialized business partner focuses on only
a few key strategic activities. This inter-
organizational supply network can be
acknowledged as a new form of
organization. However, with the
complicated interactions among the players,
the network structure fits neither "market"
nor "hierarchy" categories. It is not clear
what kind of performance impacts different
supply network structures could have on
firms, and little is known about the
coordination conditions and trade-offs that
may exist among the players. From a
systems perspective, a complex network
structure can be decomposed into individual
component firms. Traditionally, companies
in a supply network concentrate on the
inputs and outputs of the processes, with
little concern for the internal management
working of other individual players.
Therefore, the choice of an internal
management control structure is known to
impact local firm performance.

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, significant success
factors were identified, complementing 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.

Many researchers have recognized these
kinds of supply network structures as a new
organization form, using terms such as
"Keiretsu", "Extended Enterprise", "Virtual
Corporation", "Global Production Network",
and "Next Generation Manufacturing
System". In general, such a structure can be
defined as "a group of semi-independent
organizations, each with their capabilities,
which collaborate in ever-changing
constellations to serve one or more markets
in order to achieve some business goal
specific to that collaboration".

Six major movements can be observed in the
evolution of supply chain management
studies:
Creation era
Integration era
Globalization era
Specialization era (phase I):
outsourced manufacturing and
distribution
Specialization era (phase II): supply
chain management as a service
Supply chain management 2.0

Today Supply Chain Management includes
services such as:
Operational Analysis and Design
Materials Handling
Distribution Strategy
Operational Improvements, Distribution
Management
Computer Systems
Warehouse Design Project Management
Operational Commissioning
Computer Simulation
Technical seminars

Supply Chain Management Principles
1. Segment customers based on service
needs.
Companies traditionally have grouped
customers by industry, product, or trade
channel and then provided the same level of
service to everyone within a segment.
Effective supply-chain management, by
contrast, groups customers by distinct
service needs--regardless of industry--and
then tailors services to those particular
segments.

2. Customize the Supply Chain
Management network.
In designing their Supply Chain
Management network, companies need to
focus intensely on the service requirements
and profitability of the customer segments
identified. The conventional approach of
creating a "monolithic" Supply Chain
Management network runs counter to
successful supply-chain management.

3. Listen to signals of market demand and
plan accordingly.
Sales and operations planning must span the
entire chain to detect early warning signals
of changing demand in ordering patterns,
customer promotions, and so forth. This
demand-intensive approach leads to more
consistent forecasts and optimal resource
allocation.

4. Differentiate product closer to the
customer.
Companies today no longer can afford to
stockpile inventory to compensate for
possible forecasting errors. Instead, they
need to postpone product differentiation in
the manufacturing process closer to actual
consumer demand.

5. Strategically manage the sources of
supply.
By working closely with their key suppliers
to reduce the overall costs of owning
materials and services, supply-chain
management leaders enhance margins both
for themselves and their suppliers. Beating
multiple suppliers over the head for the

lowest price is out, Andersen advises. "Gain
sharing" is in.

6. Develop a supply-chain-wide
technology strategy.
As one of the cornerstones of successful
supply-chain management, information
technology must support multiple levels of
decision making. It also should afford a
clear view of the flow of products, services,
and information.

7. Adopt channel-spanning performance
measures.
Excellent supply-chain measurement
systems do more than just monitor internal
functions. They adopt measures that apply to
every link in the supply chain. Importantly,
these measurement systems embrace both
service and financial metrics, such as each
account's true profitability.

The Methodology of a Supply chain
Management project
For one, they focus intensely on actual
customer demand. Instead of forcing into the
market product that may or may not sell
quickly (and thereby inviting high
warehousing costs), they react to actual
customer demand. To respond more
accurately to actual customer demand and
keep inventory to a minimum, leading
companies have adopted a number of speed-
to-market management techniques. The
names by now have become part of the
Supply Chain Management vernacular JIT
manufacturing and distribution, quick
response (QR), efficient consumer response
(ECR), vendor managed inventory (VMI),
and more.

Expected Results / Benefits
Profitable growth
Working-capital reductions.
Fixed-capital efficiency
Global tax minimization
Cost minimization

Duration and implementation cost of Supply
Chain Management
Looked at from a cost standpoint, SCMs
true potential becomes evident. One recent
study found that total supply-chain costs
represent the majority share of operating
expenses for most companies. In some
industries, in fact, these costs can approach
75 percent of the operating budget. Given
the dollars on the table, it's not surprising
that top management has become keenly
interested in supply-chain management. A
Mercer Management Consulting study
conducted among senior corporate
executives confirms the high-level interest.
Close to one-half of the executives surveyed
reported that the programs to improve the
supply chain were among the top 10 percent
of all companywide initiatives.

Critical risk factors
Risk is a function of the likelihood of
something happening and the degree of
losing which arises from a situation or
activity. Losses can be direct or indirect. For
example, an earthquake can cause the direct
loss of buildings. Indirect losses include lost
reputation, lost customer confidence, and
increased operational costs during recovery.
The chance of something happening will
impact the achievement of objectives. Risks
are usually defined by the adverse impact on
profitability of several distinct sources of
uncertainty. While the types and degree of
risks an organization may be exposed to
depend upon a number of factors such as its
size, complexity business activities, volume
etc.

Assess Risk
Risks that can lead to supply-chain
disruptions are as different as natural
catastrophes, strikes, political instability,
fires or terrorism. Vulnerability of supply

chains to these risks has increased because
of modern practices such as lean
management and just-in-time inventory.
Many of the key risks factors have
developed from a pressure to enhance
productivity, eliminate waste, remove
supply chain duplication, and drive for cost
improvement. But this list is not
comprehensive and we can find many other
reasons. As companies increasingly adopt
global sourcing and supply chain
management practices, they are discovering
both opportunities and challenges. On the
one hand, global sourcing is lowering
purchase prices and expanding market
access. On the other hand, operating a global
distribution channel increases the level of
supply chain risk with an increase both in
the potential for product and service
disruptions and in the magnitude of those
disruptions.

Todays industrial supply chains face risks
from many factors, including:
Increased globalization through
outsourcing, which elongates end-to-
end supply chains
Additional regulatory compliance
imposed by government entities,
further complicating international
trade
Increased levels of economic
uncertainty, which create additional
variability in demand and supply and
make it more difficult to accomplish
demand supply balancing
Shorter product lifecycles and rapid
rates of technology change, which
increase inventory obsolescence
Demanding customers who have
created additional time-to-market
pressures by requiring better on-time
delivery, order fill rates and overall
service level efficiencies
Supply side capacity constraints,
making it more difficult to meet
demand requirements
Natural disasters and external
environmental events, which can
wreak havoc on global supply chains

The risk management process consists of
seven iterative sub-processes
Communicate and consult
Communication and consultation aim to
identify who should be involved in the
assessment of risk including
identification, analysis and evaluation
and who will be involved in the
treatment, monitoring and reviewing of
risk. Those people should understand the
basis of decision-making and the reason
why particular actions are required.
Establish the context
By establishing the context, the
organization defines the parameters to be
taken into account when managing risk,
and sets the scope and risk criteria for
the remaining process. This process
needs to be considered in greater detail
and particularly how it relates to the
scope of the particular risk management
process.
Risk identification
Risk identification is the basic step of
risk management. This step reveals and
determines the potential risks which are
highly occurring and other events which
occur very frequently. Risk is
investigated by looking at the activity of
organizations in all directions and
attempting to introduce the new
exposure which will arise in the future
from changing the internal and external
environment. Correct risk identification
ensures risk management effectiveness.
Risk analysis
Risk analysis is concerned with
assessing the potential impact of
exposure and likelihood of the particular

outcome actually occurring. The impact
of exposure should be considered under
the elements of time, quality, benefit and
resource. This step determines the
probability and consequences of a
negative impact and then estimates the
level of risk by combining the
probability and consequences.
Risk evaluation
Before determining the probability, it is
essential to consider risk tolerance. The
organizations will consider risk
appetite (the amount of risk they are
willing to take) and decide upon
acceptable or unacceptable risk. The
acceptable level of risk depends upon the
degree of voluntaries. Risk evaluation is
important for making sense in specific
situations and provides adequate
material for decision making. This step
is about deciding whether risks are
acceptable or need treatment.
Risk treatment
Risk treatment involves selecting and
implementing one or more options for
treating risks. Standards Australia and
Standards New Zealand (2004) offer the
following options for risk treatment:
avoid risk, change the likelihood of
occurrence, change the consequences,
share risk and retain risk (residual risk
may be retained if it is at an acceptable
level).
Monitoring and review
Monitoring and review is an essential
and integral step in the risk management
process. Risk needs to be monitored to
ensure the changing environment does
not alter risk priorities and to ensure the
risk management process is effective
both in design and in operation. The
organization should review at least on an
annual basis. The process of risk
management illustrates cyclical nature of
the process. It should be an integral of
management.

Key phases to proactively managing supply
chain risk:
Visualize and Understand Risks
The first step is to assess supply sources
to determine which ones are most critical
to the business. The most effective
approach is to evaluate which suppliers
contribute the most to top-level revenue.
A low-risk contract manufacturer that
uses high-risk sources is still a high risk.
This broad and deep analysis requires a
tool that provides visibility to the whole
supply chain, including lower-tier
suppliers. Supply chain risks come in
many forms. It is the responsibility of
the risk assessment team to imagine and
understand these various types of risks
Measure and Prioritize Risks
Each supplier should be scored
according to the risk factors outlined
above, then plotted on a risk matrix.
Take Action
Once there is an understanding of the
various risk factors, there is a need to
determine where action needs to be
taken. Not all risks will necessarily be
addressed. For risks that fall into the
green areas on the matrix, a company
may decide not to develop a mitigation
strategy at all

TYPES OF RISKS
1. Supply Risks
Supply risks include disruption of supply
inventory, schedules, and technology
access; price escalation; quality
issues.Whenever there is insufficient
supply of the required inventory,
improper scheduling, supply risks are
encountered. Price escalation can also
lead to supply risks in supply chain
management. Supply risk is the upstream
equivalent of demand risk; it relates to
potential or actual disturbances to the
flow of product or information

emanating within the network, upstream
of the focal firm.

2. Demand Risks
Demand risks results from breakdown of
operations; inadequate manufacturing or
processing capability; high levels of
process variations; changes in
technology. Demand amplification may
have serious consequences due to
increased uncertainty and increases the
significance of risk management.
Demand risk relates to potential or actual
disturbances to flow of product,
information, and cash, emanating from
within the network, between the focal
firm and its market. There is voluminous
amount of published works that focus on
analytical models for determining
optimal order quantity for a single
supplier under demand uncertainty.

3. Operational Risks
Operational risk is defined as the
potential for an operation to generate
negative consequences for various
external and internal stakeholders.
Operational risks results from
Breakdown of operations; inadequate
manufacturing or processing capability;
high levels of process variations;
changes in technology. Most of the
quantitative models are designed for
managing operational risks. Even though
these quantitative models often provide
cost effective solutions for managing
operational risks, there do not address
the issue of disruption risks in an explicit
manner.

4. Safety and Security Risks
Safety and security risks results from
Information systems security,
infrastructure security, freight breaches
from terrorism, vandalism, crime and
sabotage. Due to the complexity of the
transportation supply chain, risk
management is the shared responsibility
of all stakeholders. Although their roles
and responsibilities differ, everyone
involved in the supply chain, from raw
material supplier, through manufacturing
and distribution, to the final end user,
needs to understand how their activities
and actions can impact the risk to the
overall supply chain.

5. Social Risks
Social risks is defined as the challenges
by stakeholders to companies business
practices due to real or perceived
business impacts on broad range of
issues related to human welfare-for e.g
working conditions, environmental
quality, health or economic opportunity.
The consequences may include brand
and reputation damage, heightened
regulatory pressure, legal actions,
consumer boycotts and operational
stoppages-jeopardizing short and long
term shareholder value.

Just In Time Principles
The various principles regarding just in time
technique are:
JIT Inventory Principle
Having reliable suppliers allows for
a reduction in the number of
suppliers and the associated costs. It
allows for less contingency inventory
and frees up capital avoiding wasted
interest cost. Ideal goal in JIT is no
inventory to completely eliminate
reduce buffer and work-in- all
inventory costs.
JIT Production Principle
The ideal goal is synchronizing
demand and production to no units of
product until an order is given,
which eliminates unneeded
production, unwanted inventory, and
all the waste associated with them.

JIT Human Resource Principle
Seek long-term commitment In an
environment where employees are
comfortable to employ all
employees. Seek to continuously
identify problems and Continuous
improvement is a requirement of JIT.
JIT Quality Principle
Seek long-term commitment to
Enhancing product quality is a never
ending task quality control efforts.
Seek to continuously identify and
correct all quality related problems
Continuous improvement is a
requirement of JIT.
JIT Supplier Relation Principle
Seek certification in quality of items
purchased. Certification provides
insurance that the goods coming into
a production facility have already
passed some quality inspection.
Many JIT operations only do
business with JIT suppliers.

Lean Principles
Lean principles at Toyota evolved out of
their Toyota Production System (TSP).
There are many different principles, but we
will group our work into four broad
categories: seek the elimination of waste,
seek improved quality, seek increased
product flow, and seek reduced cost.

Seek Improved Quality
Under this lean principle the goal is to
eliminate sources of defects, errors and
contributors to variation in the production
processes. Why? Consider a situation where
defective component parts are delivered to a
manufacturing facility. This poor quality
disrupts production schedules and reduces
yields (e.g., extra production runs because of
shortages due to defective items), slows the
speed of product flow in the system (e.g.,
defective components do not always fit in
modules that they were engineered to fit),
adds to overall processing time (e.g., time
wasted on scrap work due to poor quality),
and wastes space (e.g., increased idle stock
and buffer inventory of parts given that
greater scrap will be required to make up for
poor quality).

Seek Increased Product Flow
Lean operations need to be responsive to
market changes. They need to be agile and
able to quickly change processes and
products as changes emerge from operations
and market demand. Embodying the JIT
ideas of having the supplier deliver items
just in time for their use in production,
manufacturing producing the product just in
time for shipping to the customer, and order
pulling the product through the system just
in time for its use are supported by the
notion of increasing the product flow in an
operation. How do we achieve increased
product flow? One way to meet this goal is
to design a production system that will
maximize the flow of the product through
operations quickly and efficiently. Everyone
pulls together to keep the various WIP and
finished inventory in a constant movement
toward the final consumer. This system
might also require the JIT approach to
scheduling production and movement
through operations in order to minimize
wasted time.

Seek Reduced Cost
As we reduce wasted labor time, equipment,
physical space or any resource, there is a
corresponding reduction in the cost of the
process. With lean, movement of the product
through a system is increased. That by itself
reduces the time materials and components
remain as idle stock. Think of the various
costs that are lessened by reducing the time
whereby materials and components arrive at
a plant until the finished product is available
to the customer. The costs of capital,

insurance, inspection, security, taxes,
maintenance, spoilage, material handling,
damages, auditing, accounting, and so on are
all reduced proportionately by increasing the
speed of flow in a lean facility. Minimizing
waste, improving quality, and increasing
product flow all add up to reducing the cost
of production. This is true for all
manufacturing and service organizations

Process Mapping and Value Stream
Mapping
Process mapping is a graphic aid used to
describe the sequence of all process
activities and tasks necessary to create and
deliver a desired product. It is a step-wise
flow chart of the activities and tasks that
make up a process, which an employee or
technology performs to complete jobs. A
closely related map is called the value
stream map. Value stream are the value-
added activities and tasks for designing,
producing and delivering goods and services
to customers.
A value stream map (VSM) is similar to a
process map in that it shows the activities
and tasks, which make up a process.
However, in the VSM the value-added and
non-value-added activities and tasks are
highlighted. Also, cost and timing
information on the value added and non-
value-added activities and tasks are usually
included for comparative analysis in waste
removal.

Review of related literature
Basu Rana et.al [1] identified and prioritizes
the risk factors in context to supply chain
management of Indian manufacturing
organizations. They dealed with the risk
issues and thus empirically assesses which
risk factors are most influencing one in
supply chain operations. Their study
provides the partial support for the
explanation of risk mitigating issues in
context to Indian supply chain matters. Risk
mitigation planning provides an organization
with a more mature decision making process
in facing unexpected losses being caused by
unexpected events.

Datta Shoumen et.al [2] explored advanced
forecasting tools for decision support in
supply chain scenarios and provided
preliminary simulation results from their
impact on demand amplification.
Improvements to reduce demand
amplification, for example, may decrease
the risk of out of stock but increase
operating cost or risk of excess inventory.
The proposed advanced forecasting models,
by its very construction require high volume
data. Availability of high volume data may
not be the limiting factor in view of the
renewed interest in Automatic Identification
Technologies (AIT) that may facilitate
acquisition of realtime data from products
or objects with RFID tags or sensors.

Dhar Subhankar et.al [3] studied various
Perspectives and Practices regarding Risks,
Benefits, and Challenges in Global IT
Outsourcing. They delve into some
important issues IT outsourcing, particularly
the challenges along with benefits. Finally,
we present case studies of two Global 200
organizations and validate some of the
claims made by previous researchers on It
outsourcing. This study will help the
management to identify the risk factors and
take the necessary remedial steps. Risk
factors are weighed to reflect financial
implications as well. Other than effective
project management, and participative
association of vendors in formulating design
specifications, it is very important to have
planned and periodic reviews to improve the
communication with the team members.

Flores Myrna et.al [4] studied Critical
Success Factors and Challenges to develop
new Sustainable Supply Chains in India

based on Swiss Experiences. They 1)
present the importance of supporting the
evolution of supply chains into sustainable
supply chains considering sustainable
development elements (economic, social and
environmental) and 2) share the results of
the SWISSMAIN Indian pilot focusing on
identifying the Critical Success Factors
(CSF) and challenges based on case studies
of Swiss manufacturing and services
companies with operations based in India.

Giunipero Larry C. et.al [5] studied that Risk
management can be a more effective
approach to deal with these uncertainties by
identifying potential losses. This conceptual
study proposes that situational factors-
degree of product technology, security
needs, the relative importance of the
supplier, and the purchasers prior
experience with the situation should be
taken into consideration when determining
the level of risk management in the supply
chain. Data quality problems such as wrong
or out-of-date part numbers can mean the
success or failure of a supply chain. Quality
failures can stem from failure of suppliers to
maintain capital equipment, lack of supplier
training in quality principles and techniques,
and damage that occurs in transit.

Haywood Maj. Marc et.al [6] studied the
management of supply chain vulnerability in
UK aerospace manufacturing. It examines
the problem from a multiple-organization
perspective, using an assembler of military
aircraft, the Prime Contractor, as its point of
embarkation. The risks readily identified by
aerospace supply chain managers were the
consequential risks to supply chain
performance arising from other managerial
practices and industry trends. In particular
managers emphasized those trends that were
believed to be undermining efforts to
optimize supply chain processes. The audit
of risk management tools and techniques
currently in use within the supply
chain/networks revealed a host of well-
known process reengineering and control
tools.

Knemeyer A. Michael et. al [7] studied the
effect of the catastrophic events in supply
chain systems. The planning process
provides a systematic approach for
managers to identify key locations subject to
catastrophic risk and then estimate both the
probability of occurrence and the financial
impact of potential catastrophic events. In
addition, the proposed process provides
managers with information to assist in the
generation and selection of appropriate
countermeasures designed to mitigate the
potential effect of catastrophic events on
supply chains.

Kwon Ik-Whan G. et.al [8] studied attempts
to fill the gap between the theoretical
argument and empirical testing. Results
using a comprehensive survey of supply
chain practitioners indicate that a firm's trust
in its supply chain partner is highly
associated with both sides' specific asset
investments (positively) and behavioral
uncertainty (negatively). It is also found that
information sharing reduces the level of
behavioral uncertainty, which, in turn,
improves the level of trust

Kleindorfer Paul R. et.al [9] studied the
risks, which may arise from natural
disasters, from strikes and economic
disruptions, and from acts of purposeful
agents, including terrorists. integrated
Enterprise Risk Management (ERM)
systems. The challenges in managing
disruption risks in supply chains encompass
both levels of these management systems.
Facilities and transportation links, as
individual focal points for risk management,
have been the first focus of supply chain
disruption management systems, with

implementation of vulnerability
assessments, near-miss incident reporting
systems, and emergency/crisis response
procedures the initial focus of attention.

Jan Riezebos & Warse Klingenberg [10]
discussed the changing role of information
technology (IT) in advancing lean
production. Lean principles and techniques
have been applied in a wide variety of
organizations, from make-to-stock to
engineer-to-order industries, and even in
typical service sectors, such as healthcare. In
order to apply lean principles in various
areas, variants were developed of well
known techniques, such as Kanban, Kaizen,
SMED, and 5S. They suggested to stimulate
research efforts that further advance lean
production in manufacturing and service
industries. Application of lean production
principles in engineer-to-order industries
and industrial services appear to be still
lagging behind, because many of the
traditional techniques cannot be applied
directly in their processes.

Fawaz A. Abdulmalek & Jayant Rajgopal
[11] described a case where lean principles
were adapted for the process sector for
application at a large integrated steel mill.
Value stream mapping was the main tool
used to identify the opportunities for various
lean techniques. They also describe a
simulation model that was developed to
contrast the before and after scenarios
in detail, in order to illustrate to managers
potential benefits such as reduced
production lead-time and lower work-in-
process inventory. Many industries in the
process sector actually have a combination
of continuous and discrete elements, and it is
in fact quite feasible to judiciously adapt
lean techniques.

Rachna Shah et.al [12] examines the effects
of three contextual factors, plant size, plant
age and unionization status, on the
likelihood of implementing 22
manufacturing practices that are key facets
of lean production systems. plant size,
unionization and plant age, matters with
regard to implementation of lean practices,
although not all aspects matter to the same
extent. Second, applying synergistic bundles
of lean practices concurrently appears to
make a substantial contribution to
operational performance over and above the
small but significant effects of context.

Ma Ga (Mark) Yang et.al [13] explores
relationships between lean manufacturing
practices, environmental management (e.g.,
environmental management practices and
environmental performance) and business
performance outcomes (e.g., market and
financial performance). This research model
presents lean manufacturing as an important
antecedent of environmental management
practices.

Hung-da Wan et.al [14] presents an adaptive
lean assessment approach that provides an
effective way to guide the lean
implementation process. Using the web-
based program, an assessment model is
generated adaptively for each user to
evaluate the current status of the system,
pinpoint the urgent targets for improvement,
and identify the appropriate tools and
techniques for developing action plans.

John P.T. Mo et.al [15] The studies found
that changes to the IT system would lead to
significant changes to many other aspects on
the shop floor. Experience from the
showcases and other literature showed that
these non-IT related issues should be
handled separately by a lean manufacturing
project.


Cheri Speier et.al [16] developed the
framework to examine the threat of potential
disruptions on supply chain processes and
focuses on potential mitigation and supply
chain design strategies that can be
implemented to mitigate this risk. The
framework was developed by integrating
three theoretical perspectivesnormal
accident theory, high reliability theory, and
situational crime prevention

Research Methodology
RESEARCH PLAN
Research plan represents the
systematic flow of all the steps or
activities taken to achieve the
objectives of the present research.
Literature survey is the first step to
know the present status of the
research and applications of critical
risk factors, lean and JIT Principles
across various manufacturing
industries in Supply Chain
Management. The literature review
has indicated that there is less use
critical risk factors and lean and JIT
Principles in the small scale
industries. In this study, initiative has
been taken to implement the various
risk factors, lean and JIT Principles
in the manufacturing industries.
After identification of the research
gaps, the objectives of the study are
formulated. This analysis yielded
some useful results which are
implemented to improve the existing
processes.

RESEARCH PURPOSE
Today organizations of any
magnitude have heavily integrated
supply chain. The supply chain
management consists of all parties
involved, directly or indirectly in
fulfilling customer request.
Implementing supply chain risk
management has been
troubleshooting in many
organizations. In practice assessing
risk management in supply chain is
rather underdeveloped and often
dealt with informal and reactive
manner. The purpose is also to
describe and analyze the various risk
factors that contribute to the
successful/unsuccessful supply chain
systems. Just-In-Time (JIT)
manufacturing implementation in
small manufacturing companies is
often not a sophisticated exercise,
following a series of well-prescribed
steps. Instead, JIT implementation
can involve a series of incremental
steps, and missteps, before the
desired outcome is achieved. In some
cases, JIT is less of a conscious
design and more of a default
position. . The purpose is also to
describe and analyze the factors that
contribute to the successful lean and
JIT Principles in the supply chain
management systems. This research
also tells how Quality and at what
level Quality is improved after lean
and JIT principles implementation.

RESEARCH APPROACH
As risk management issues today is
subjected to substantial research and
the organizations are trying to
mitigate the risk issues and lean and
JIT principles so as to maintain the
smooth operation of supply chain.
The purpose of this research is to
identify and prioritize the risk factors
and implement JIT principles in
context to supply chain management
of manufacturing organizations. The
research presented here is
specifically targeted to

manufacturing organizations which
are managing the supply chain
operations. This research deals with
the risk issues and thus empirically
assesses which risk factors are most
influencing one in supply chain
operations which must be given
careful attention. The manner of the
research approach chosen for this
study is of a qualitative nature,
where data collection consists of
thorough literature review and
studying case studies.

RESEARCH STRATEGY
In order to carry out the above
mentioned tasks a case study was
performed consisting of various
factors at Ranbaxy pharmaceuticals
ltd.

CASE STUDY

Ranbaxy Pharmaceuticals Limited

Company Profile
Ranbaxy is a 2 billion dollar company with
6 different units . Over a period of five
decades, Ranbaxy has transformed itself
from a small pharmaceutical company from
India to a multinational corporation that has
presence in 43 countries and world-class
manufacturing
facilities in 8 countries. Ranbaxy covers 23
of the Top 25 pharma markets of the world
providing a wide range of quality, affordable
medicines to customers in over 125
countries. Ranbaxys multicultural
workforce comprising more than 14,000
people from over 50 nationalities gives the
strength to make quality healthcare
accessible to all, contributing towards a
healthier, happier world. Ranbaxy is one of
the leading multinational companies in India
in the area of pharmaceuticals. It deals with
large quantities of exports and imports of
pharma products, and hence, required
extensive warehousing facilities. It had to
store its consignments and transport them by
air, ocean or combination of both, ie. multi-
modal transportation. Ranbaxy views its
R&D capabilities as a vital component of its
business strategy that will provide a
sustainable, long-term competitive
advantage. The Company has a pool of over
1,200 R&D personnel engaged in path-
breaking research. Ranbaxy is among the
few Indian pharmaceutical companies in
India to have started its research program in
the late 70's, in support of its global
ambitions. A first-of-its-kind world class
R&D centre was commissioned in 1994.
Today, the Company has multi-disciplinary
R&D centers at Gurgaon, in India, with
dedicated facilities for generics research and
innovative research. The R&D environment
reflects its commitment to be a leader in the
generics space offering value added
formulations and development of
NDA/ANDAs, based on its Novel Drug
Delivery System (NDDS) research
capability. Ranbaxy's first significant
international success using the NDDS
technology platform came in September
1999, when the Company out-licensed its
first once-a-day formulation to a
multinational company.
I conducted my case study at the Mohali
branch of Ranbaxy pharmaceuticals limited.
The case study was regarding the various
critical risk factors and application of lean
and JIT principles in the supply chain of the
company.
Total no. of products that are manufactured
in the Mohali plant of Ranbaxy
pharmaceuticals limited-3
Total no. of packs that are manufactured in
the Mohali plant of Ranbaxy
pharmaceuticals limited-1000
3 different products are manufactured at
Mohali and approximately 1000 packets are
prepared on the monthly basis.

With respect to this particular plant there are
2 warehouses which are used to store the
manufactured products.
Following are the various customers related
to this production plant:-
U.S.A
Brazil
Germany
Nigeria
South Africa
Canada
Australia

The various number of divisions of Ranbaxy
pharmaceuticals limited are:-
Mohali
Dewas(Madhya Pradesh)
Gwalior(Madhya Pradesh)
Baddi(Himachal Pradesh)
Goa
Toansa(Punjab)

According to my conducted study, the
various critical risk factors in the Ranbaxy
pharmaceuticals limited are:-
1. Supply Risks
Supply risks include disruption of supply
inventory, schedules, and technology access;
price escalation; quality issues. Whenever
there is insufficient supply of the required
inventory, improper scheduling, supply risks
are encountered. Price escalation can also
lead to supply risks in supply chain
management.
The various supply risks encountered in this
production plant are:-
Sudden loss of supplier
Finished goods shipment stopped
Recall for quality issues
Locate and ramp up back up supplier
Emergency buy and shipments
Supplier bankruptcy
Following is the annual report of the raw
materials after the month of December of
Ranbaxy pharmaceuticals limited:-

Raw materials In rs.
crore
Dec
2011
Product name
Unit

Quantity

Value
Zidovudine &
Others
Metric
Tonnes
91
119.39
Erythromycin
A 95
Metric
Tonnes
203
64.16
Other
Products
Metric
Tonnes
65
46.25
Cefuroxime
Axetil
Metric
Tonnes
36
25.71
7-Amino
Desacetoxy
Cephalosporic
Acid (7-
ADCA)
Metric
Tonnes
50
12.57
6 Amino
Penicillinic
Acid
Metric
Tonnes
93
11.99
Table 1: annual report of the raw materials

2. Demand Risks
Demand risks results from breakdown of
processing capability; high levels of process
variations; changes in technology. Demand
amplification may have serious
consequences due to increased uncertainty
and increases the significance of risk
management.
Demand risks results from disruptions
emerging from downstream supply chain
operations
In the case of positive demand, stock
deterioration and sales cannibalization
produces lost income. Uncertainty fuels the
need for risk management although risk, if
adequately measured, may be less than
uncertainty, if measurable. Forecasting may
be viewed as a bridge between uncertainty
and risk if a forecast peels away some
degrees of uncertainty but on the other hand,
for example, may increase the risk of

inventory. Therefore, forecasting continues
to present significant challenges.
Following is the annual report of the
finished products after the month of
December of Ranbaxy pharmaceuticals
limited:-

Finished
Products
in
Rs. Cr.
Dec
2011
Product
Name
Unit Inst
alle
d
Cap
acit
y
Prod
uctio
n
quant
ity
Sal
es
qua
ntit
y
Sal
es
val
ue
Active
PharmaIn
gredients
Met
ric
Ton
nes
137
7
885.2
0
753
.32
369
3.0
5
Tablets Mill
ions
Nu
mbe
rs
119
93
4592.
10
401
0.0
9
212
1.3
6
Formulati
on
(Capsules
)
Mill
ions
Nu
mbe
rs
369
8
1625.
66
135
4.9
3
594
.17
Syrups &
Powders
Dry
Mill
ions
Bott
les
78 26.97 22.
37
162
.58
Liquids - na 762.1
6
692
.09
117
.36
Ampoule
s
Mill
ions
Nu
mbe
rs
48 93.23 75.
86
97.
04
Table 2: annual report of the finished
products

3. Operational Risks
Operational risks results from Breakdown of
processing capability; high levels of process
variations; changes in technology. Most of
the quantitative models are designed for
managing operational risks. Even though
these quantitative models often provide cost
effective solutions for managing operational
risks, there do not address the issue of
disruption risks in an explicit manner

4. Safety and Security Risks
Safety and security risks results from
Information systems security, infrastructure
security, freight breaches from terrorism,
vandalism, crime and sabotage. Due to the
complexity of the transportation supply
chain, risk management is the shared
responsibility of all stakeholders. Although
their roles and responsibilities differ,
everyone involved in the supply chain, from
raw material supplier, through
manufacturing and distribution, to the final
end user, needs to understand how their
activities and actions can impact the risk to
the overall supply chain. Product security
refers to the delivery of a product that is
uncompromised by intentional
contamination, damage, or diversion within
the supply chain. Security problems can
result from the actions of a third party that
either disrupts the supply chain in order to
destroy assets, as in the case of terrorist
attack, or alter and misrepresent an
individual product for economic gain, as in
the case of counterfeiting. In this study
medical device safety and security are
preferred

Rapid technological developments in the
medical products industry have created
portfolios of innovative and enhanced
pharmaceutical products and medical
devices that have helped to improve human
health and increase life expectancy. Yet
despite this progress, there is growing

concern regarding the safety of these devices
as evidenced by a sample of some well-
publicized product failures. Since the type
and nature of safety risk can vary widely,
depending on the device category, the FDA
recognizes three general classes of medical
device based on the level of risk that they
present. Class I devices are regarded as
lower risk products, and hence, subject to
the least control. These devices arent
intended to support or sustain life and would
include products such as temperature
monitors and hand-held surgical
instruments. Class II devices, such as
infusion pumps and ultrasound sensors, may
be subject to additional controls, such as
performance standards to ensure that they
reliably operate at an effective level. Safety
problems could be created if these products
malfunction or fail to perform reliably.
Finally, Class III devices are subject to the
highest regulation because they often
support and sustain human life and pose
serious risks to safety should they be found
defective or fail to perform reliably.
Examples of Class III devices include
sophisticated therapeutic products like
implantable cardioverter defibrillators
(ICDs), pacemakers and vascular stents
which are implanted into the body, as well
as diagnostic devices such as HIV test kits.
Although errors can occur during the design,
manufacture, storage, transportation or use
for any class of device, it is usually
accidents or failures associated with the
Class III devices that receive public
attention.

Following are the various active
pharmaceutical ingredients used in
manufacturing of Ranbaxy pharmaceuticals
limited:-
Anti-diabetics
Linagliptin
Repaglinide
Saxagliptin*
Sitagliptin*
Vildagliptin*
Voglibose
Antibiotics
Amoxycillin trihydrate
Cloxacillin sodium
Tigecycline
Anti-virals
Adefovir
Atazanavir
Darunavir*
Emtricitabine
Elvitagravir
Entecavir*
Lopinavir
Nevirapine
Rilpivirine*
Ritonavir
Telaprevir*
Telbivudine
Tenofovir
Valacyclovir

The issues, which bring significant business
improvements while implementing lean
manufacturing system in Ranbaxy
pharmaceuticals limited, are discussed in
details as under:
Lead Time Reduction
Lead times apply to the length of
time it takes to produce a product
and to the frequency of production of
a particular product. Lead time is the
time between the starting of any
process and the completion of that
process.
Inventory Reduction
Inventory is defined as stock of
items maintained by an organization
to meet the ever changing internal
and external customer's demand. The
high cost of inventory has forced
organizations to find ways to
develop efficient and effective
supply chain management and
quality management.

Worker's participation
Use of manual operations can make
productions systems both flexible
and adaptable. JIT requires a work
culture that allows: the worker to
become a participant in decision
making and thus necessary putting
trust and responsibility in the hands
of the workers, to become the same
interest group by way of having long
term relationships.
Quality improvement
The improvements are varied:
refinement of manual operations to
eliminate wasted motion,
introduction of new equipments to
avoid the uneconomical use of
manpower and improved economy in
the use of materials and supplies.
Customer satisfaction
Response time, reliability, tangibles,
assurance of quality; concerns are
few of the important attributes of
customer satisfaction in service
industry. Lean philosophy
consumption provides the full value
to a customer whom he desires from
the product and services, with the
greatest efficiency and least pain.
Improved housekeeping & Material
handling
Effective housekeeping is necessary
to eliminate workplace problems and
accidents the product is produced
safely and properly. Housekeeping is
about cleanliness, keeping work
areas neat and orderly and
maintaining work space.

Faster introduction of new products
Lean manufacturing focuses on
design for manufacturability,
emphasizes on design to meet the
requirements of customers and
meeting the actual material
availability and capabilities of
production processes.

The benefits of implementing lean and JIT
principles in Ranbaxy pharmaceuticals
limited according to my research are:-
1. Reduction in defects
2. Reduced delivery lead time
3. On-time delivery improvement
4. Productivity improvement
5. Inventory reduction
6. Improvement in labor utilization
7. Facility utilization improvement
8. Reduction in floor space
9. Improvement in quality
10. Reduction in set-up time
11. Improvement in moral of
employees

CONCLUSION
Even after devising strategies and
prioritizing the risk factors in supply chain
in context to manufacturing organizations,
all risks cannot be avoided. Risk mitigation
planning provides an organization with a
more mature decision making process in
facing unexpected losses being caused by
unexpected events. Existence of supply
chain can be seen in both service industries
as well as in manufacturing industries and
the complexity variation occurs from
industries to industries and from firm to
firm. Beside other issues organizations must
consider the overall costs including cost of
space, expenses related to doing businesses
outside country. With this the socio
economic, political and cultural dimensions
can be considered as important issues in
order to manage the supply chain risks. This
research provides a partial support for the
explanation of risk mitigating issues in
context to supply chain matters. The
prioritized factors would help supply chain
managers to identify, assess and plan for
risk. It is expected that the outcome of the
results from this research study will be

beneficial to the organizations which wishes
to leverage the benefits of smooth operations
of supply chain management. If the risks are
being controlled effectively the efficiencies
of supply chain would maintain a balance
between financial considerations and that of
the customer.

The JIT manufacturing literature speaks of
JIT implementation as a deliberate act of
adopting a manufacturing philosophy that
focuses primarily on waste elimination
through the acquisition or production of
material just as that material is required by
internal or external customers. The JIT
manufacturing literature also speaks of a full
adoption of the JIT philosophy in order to
achieve successful implementation New lean
exponents, particularly in service sectors,
must beware rapidly launching a lean
program which is certain to create much
early noise and activity, but is less certain to
deliver sustainable long term benefits and
behaviors. These lessons have been learned
the hard way by the manufacturing sector
and new exponents in the service should
take note to avoid the same costly mistakes.
Lean is a worthwhile destination for those
who take the time to carefully map their
route and stick to their objective despite
many distractions along the way. Many
more will generate lots of good early
success stories, which do not deliver real
business benefit and long term belief. Lean
is therefore a management philosophy aligns
well with clear, inclusive and effective
management principles. It is not a silver
bullet substitute for such management and
those looking for one in the end will be
disappointed.

FUTURE SCOPE
There exists a big scope to extend our
research work in the field of application of
critical risk factors in the supply chain
systems .Apart from manufacturing in
particular the researchers also can consider
other variety of organizations like Retail,
Pharma, aviation, construction, etc. There is
scope to enhance this study by taking
different industries and increasing the
number of respondents into consideration.
Due to lack of time and level of study, this
research could not be extended to explore
the drawbacks existing in current risk factors
and their cost effectiveness. The same may
be studied in near future. Various indirect
critical risk factors that have considerable
effect on the supply chain systems should
explored in next research projects.

Future research related to lean
manufacturing clearly should control for the
effects of size and industry. The positive
findings with respect to the impact of
context on the implementation of lean
practices suggest that other environmental
measures should also be considered in future
research. Specifically, the effects of
environmental dynamism, complexity and
munificence might be considered in future
research on lean manufacturing in context.
Separate industry level analysis will also
provide interesting insights, although lean
practices are found in plants in all industries.

Another possible method of further research
would be to verify whether a product-
process mismatch does really exist at such
companies. As we mentioned in the
Discussion section, we found a relationship
between the processes and inventories we
examined, but there was no relationship
between the product types and inventories.
This may have been caused by some kind of
product-process mismatch, in which case
this question should be addressed.

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