Supply Chain Management: An International Journal

Corporate turnaround through effective supply chain management: the case of a leading jewellery
manufacturer in India
Ganesan Kannabiran, Saumen Bhaumik,
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 Corporate turnaround through effective supply
chain management: the case of a leading
jewellery manufacturer in India
Ganesan Kannabiran
Department of Management Studies, National Institute of Technology, Tiruchchirappalli, India, and
Saumen Bhaumik
Titan Industries Limited, Bangalore, India

Abstract
Purpose – This paper aims to examine how creative industries can adopt supply chain management (SCM) approaches to achieve business excellence.
Downloaded by National Institute of Industrial Engineering NITIE At 23:59 24 January 2019 (PT)

Design/methodology/approach – The paper is based on case research of supply chain (SC) integration in a jewellery-manufacturing organisation.
Findings – Organisations in the creative industries such as jewellery can achieve superior performance through systematic supply chain planning and
implementation. Integrating SC planning with business planning, persistent commitment of the top management and making use of cross-functional
teams for implementation are some of the key determinants of SCM.
Research limitations/implications – The paper presents a basis for understanding the scope for adopting SCM approaches in creative industries.
Future research may be directed to identify and evaluate the parameters of successful adoption of SCM approaches in other creative industries. The
research has the generic limitation of generalisability. However, it provides an insight into understanding the issues of SCM adoption in a developing
country context.
Practical implications – Practitioners are required to use cross-functional teams for SCM implementation, choose unique approaches to manage
supply chain performance and exploit native talents in creative industries.
Originality/value – The paper brings out the key aspects of supply chain integration in creative industries with specific reference to a developing
country.

Keywords Turnarounds, Supply chain management, Jewellery, India

Paper type Research paper

1. Introduction organisation that is involved in designing, manufacturing and

Increased domestic and global competition, economic
downturns, rapidly changing market trends, and volatile
financial markets have all increased the pressure on Indian
organisations. Moreover, ease of international trade barriers,
economic liberalisation, globalisation and deregulation have
thrown several challenges to organisations in the developing
and newly industrialising economies like India. To effectively
respond to the rapid changes in the external environment,
several firms have been deploying new strategies to improve
their competitiveness. In the emerging Indian economy,
intensive global competition and the need to improve bottom
line has made manufacturing and service organisations
consider an integrated approach to manage their supply
chain.
The present research is an attempt to capture the use of
supply chain management (SCM) approaches in an Indian
The Emerald Research Register for this journal is available at
www.emeraldinsight.com/researchregister
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1359-8546.htm
Supply Chain Management: An International Journal
10/5 (2005) 340– 348
q Emerald Group Publishing Limited [ISSN 1359-8546]
[DOI 10.1108/13598540510624160]
marketing of jewellery. The organisation, Titan Industries
Limited (TIL), has extensively deployed supply chain
management initiatives to turnaround its relatively new
strategic business unit, namely, the Jewellery division. The
authors believe that case study of TIL’s SCM experience has
wide applicability and will provide meaningful insight to
researchers and practitioners who have specific interest in
SCM applications in creative industries. The paper traces
some of the key problems faced and the approaches adopted
to turnaround the organisational unit through comprehensive
supply chain strategies.
2. Literature review
As defined by the Supply Chain Council, a supply chain
encompasses every effort involved in producing and delivering
a final product from the supplier’s supplier to the customer’s
customer. The term “supply chain management” has been
used to explain planning and control of material, information
flows and logistics activities not only internally within an
organisation but also externally between companies involved
in the supply chain (Cooper et al., 1997; Fisher, 1997).
According to Thomas and Griffin (1996), at the operational
level, SCM brings together functions that are as old as
commerce itself – seeking goods, buying them, storing them
and distributing them. Whereas, at the strategic level, SCM is
a relatively new and rapidly expanding discipline that is
transforming the way manufacturing and non-manufacturing

340
 Corporate turnaround
Ganesan Kannabiran and Saumen Bhaumik
operations meet the needs of their customers. SCM aims at
improved performance through better use of internal and
external capabilities in order to create a seamlessly
coordinated supply chain, thus moving inter-organisational
competition to inter-supply chain competition (Anderson and
Katz, 1998; Christopher, 1996; Lummuns et al., 1998;
Lambert and Cooper, 2000).
Effective supply chain management is dependent on many
internal and external environmental variables of an
organisation. Uncertainty in demand, supply and technology
is one of the fundamental issues to be managed (Van Hoek,
1998; Chen and Paulraj, 2004) to arrive at a responsive
supply chain. Understanding of changing customer needs and
accordingly designing supply chains to deliver products and
services will help organisations to outperform their
competition (Carson et al., 1998; Sinha and Subash Babu,
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1998; Tan et al., 1999). The role of top management in
understanding the complexities and willingness to support
changes in the existing supply chain is a critical requirement
(Monaszka et al., 1993; Krause, 1999). Moreover, inter-
organisational communication (Krause, 1999; Carr and
Smeltzer, 1999), use of cross-functional teams in managing
relationships (Krause and Ellram, 1997; Ellinger, 2000) and
high level of involvement of suppliers (Swink, 1999; Shin et al.,
2000) are some of the determinants of effective SCM.
Many researchers have emphasised the need for
coordination amongst interdependent units of different
organisational authority and responsibility in a supply chain.
SCM involves varied levels of coordination of activities within
and between organisations in the supply chain (Cooper et al.,
1997; Simatupang and Sidharan, 2002). A recent study of
supply chain coordination in a fashion firm have concluded
that the inter-functional conflicts arise because of the
differences in expectations of work domain and ambiguity of
decision-making authority. Further, in the era of outsourcing
and preparing organisations for the ever-increasing
competitive markets, supply chain coordination is the
critical capability to organisations (Lee, 2002). Thus,
researchers have proposed frameworks and approaches to
manage the coordination in supply chains (Lee, 2000; Hines
et al., 2000; Simatupang and Sidharan, 2002).
The role of IT in seamlessly integrating supply chain has
been emphasised by researchers (Min and Galle, 1999; Lee
and Whang, 2000). Within the broad spectrum of IT, has
been the role of the internet highlighted in building
commercially viable supply chains in order to meet the
challenges of virtual enterprises. The strategic information
systems planning should include the strategic objectives of
SCM information systems architecture that needs to be
different from that of traditional organisations. Inter-
organisational systems have been important to enable
process transformation needed to create effective networks
(Venkatraman, 1994; Kumar and van Dissel, 1996; Stank
et al., 1999; Christiaanse and Kumar, 2000). However,
enabling supply chain using IT as a strategic and capital-
intensive initiative is affected by mutual trust and long-term
relationship (Laseter, 1997; Kilpatrick and Factor, 2000;
Agarwal and Shankar, 2003).
Research studies on supply chain management with
reference to specific countries and regions are found in
literature (Cox, 1999). A series of studies have been carried
out by researchers on the supply chain in the Indian context.
According to a MDI-KPMG study (Sahay et al., 2001),
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Supply Chain Management: An International Journal
Volume 10 · Number 5 · 2005 · 340 –348
organisations in India have started adopting the practice of
reorganisation around cross-functional departments in order
to improve productivity. However, without competitive
pressures, organisations do not see the need for change
through implementing new solutions (Sahay et al., 2002). It
was suggested that managing supply chain integration
through shared vision would result in better payoffs.
According to a study about 58 per cent of the 300
organisations are able to achieve best and superior
performance in terms of cash-to-cash cycle time, asset
turnover and inventory turnover (Magazine: Industry 2.0,
September 2003).
Recent studies carried out by Sahay et al. (2003) in the
Indian context have brought out meaningful insight to
researchers and practitioners. The studies based in a survey
of Indian organisation shows that 68.7 per cent of the
organisations have supply chain strategy. The top three supply
chain processes include:
(1) Customer service.
(2) Demand management.
(3) Inventory management.
There is a clear shift in organisations moving from “push” to
“pull” supply chain, increasing level of outsourcing and high
level of IT exploitation in supply chain integration. The
success of supply chain initiatives is largely due alignment of
supply chain strategy with the business strategy and evolving a
“supply chain mind set” among the members of the value
chain (Sahay and Mohan, 2003). A study on the use of
internet in SCM revealed that about 80 per cent of the Indian
organisations used the internet in some part of the supply
chain. However, disparity in trading partners’ capabilities,
resistance to change to IT-enabled SCM and low level of
supply chain integration have been identified as barriers of
using IT in supply chain integration.
Concepts, practices and IT-based solutions of SCM, which
were predominantly found to be relevant in core
manufacturing industries, are increasingly significant in non
manufacturing industries which deal with media and services.
For example, concepts like ERP have been found relevant in
organisations in the media/publishing industry. A leading
Indian newspaper company has exploited the capabilities of
ERP solution and has redesigned its processes to stay ahead in
competition. Therefore, SCM, both in terms of its concepts
and practices have applications beyond core manufacturing
industries. Sahay and Mohan (2003) have highlighted the
need to carry out research using in-depth case studies
involving critical aspects of supply chain management
practices especially with respect to integration of supply
chain strategy with business strategy. Therefore, the objective
of the present research is to understand how an organisation
in the creative industry is able to turnaround through SCM
initiatives and also to derive insight to practitioners and
researchers.
3. The organisation and SBU
Tata group, one of the top private business houses in India
with business activities covering watches and jewellery,
promoted Titan Industries Limited (TIL) in 1987. In a
short span of time, the company has built its reputation
through their corporate practices, products and services. The
organisation is headquartered in Bangalore and its main
 Corporate turnaround
Ganesan Kannabiran and Saumen Bhaumik
manufacturing plants are located at Hosur in the state of
Tamilnadu. In addition there is an assembly unit in the state
of Uttaranchal and a unit that produces electronic circuitry
for quartz watches in the state of Goa. The company has
established its undisputed market leadership with over 60 per
cent market share since mid-1990s in the domestic quartz
watch segment and is spread across 40 countries. In fact, TIL
had transformed the watch market through pioneering the
introduction of quartz watch in a market of only mechanical
watches through product styling, retail format, merchandising
and innovative marketing.
The company conceived the idea of diversification into
branded jewellery business in the mid-1990s. Reasons being,
India’s large skill base, low capital investment and further,
from the retail point of view, internationally, watches and
jewellery are considered as logical partners (watches are sold
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internationally through jewellery stores). The business was
aimed initially at the export market with a small domestic
presence. Top consultants were hired from abroad to design
world-class jewellery. A state-of-the-art totally integrated
jewellery manufacturing unit came into being in 1994. The
business began with mainly 9 kt, 10 kt, 14 kt studded products
to a customer base in Europe and the US. The products were
sold unbranded through subsidiaries located in London and
Paris. The division was making losses year after year with
exports and a decision was taken to launch plain gold
Jewellery in the domestic market. Consequently the domestic
market was scanned and a huge potential was found.
TIL was the first company to launch branded jewellery at
the national level in 1996. The top management was aware
that local players in major cities and small towns dominated
the domestic Indian market for jewellery. Brand Tanishq was
born with the inauguration of the first boutique in 1996 with
18 kt studded products as its initial offering. Tanishq jewellery
was sold only through exclusive retail stores, called boutiques.
A typical Tanishq boutique would be located on the high
street, would occupy 1,500-2,500 square feet of space, and
would provide an elegant, premium, world-class shopping
ambience. Tanishq has 69 boutiques in 52 cities across the
country.
The jewellery division of the company employs highly
skilled workforce of about 450 persons, 22 per cent of them
being women. The staff composition and profile at the
corporate office and the regions was mostly professionals in
sales and marketing and specialists in design, retail and
finance. The retail staffs at company owned as well as
franchisee showrooms were given special training in retail and
selling skills due to its very nature of the products. Highly
skilled and trained designers were based at the company’s
design studio and freelance designers were based in the major
cities. The jewellery division also draws upon the TIL’s
resources, which were part of their watch business, in certain
functions like finance, HR and systems.
Tanishq was one of the India’s most aspirational fine
jewellery brands with an exquisite range of gold jewellery
studded with diamonds or coloured gems and a wide range of
equally spectacular jewellery in 22 kt pure gold. Exquisite
platinum jewellery and designer silverware were also part of
the product range. Tanishq, the jewellery brand competes in
an extremely competitive market, where it competes primarily
with the top-end of the market and gains share form well
established traditional local jewellers in each town. Some of
the important factors affected the business included
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Supply Chain Management: An International Journal
Volume 10 · Number 5 · 2005 · 340 –348
fragmented market with limited number of players, volatile
gold rates affecting the customer response and inherently
asset – heavy business in which finished goods constitutes 85
percent of the inventory.
4. The business challenges
With launch of products in the domestic market, both
studded and plain jewellery, the top line started showing a
positive sign, whereas the profits were still eluding the
company. The year 2000 marked the fifth consecutive year of
business losses to the tune of $4.5 million. Though the top
line grew significantly during, profitability was very much a
question before the management even after three years of
domestic operation. As the government controlled the gold
prices, manufacturers had to work around the manufacturing
cost to ensure bottom-line. One of the main challenges it
faced was the low making charges that local jewellers charge
by compromising on the quality. Therefore, there was an
urgent need for a wholesome view to drive the business to a
platform of irreversible sustenance.
The supply chain of Tanishq (Figure 1) during initial
periods consisted of raw material suppliers, manufacturing,
carry forward agencies (CFAs) and retail stores. The retail
chain consisted of three types of boutiques. They are:
(1) Company owned show rooms (L1) where show rooms
and stock were owned by the company.
(2) Management agents (L2) where show room was owned
by franchisee and stock owned by the company.
(3) Franchisee (L3) where both show room and stock were
owned by franchisee.
The supply chain was faced with a series of related issues
hampering the performance of the existing supply chain. The
foremost problem was that of inventory. When the turnover of
the business was $75 million, the cost of inventory was in the
order of $34 million. Further, the finished goods inventory
was about 80 per cent of total inventory. This was an alarming
indicator of poor inventory management. The major reasons
for the high level of inventory were lack of ownership of
finished goods inventory and irregular indenting of material.
Moreover, improper category or assortment planning led to
high lead-time for order fulfilment. On the one hand there
was a huge amount of finished goods stock, where as the
company faced loss of sales due to stock out. There were two
primary reasons for this situation. Firstly, there was poor
delivery alignment in respect of orders and indents. Secondly,
the products are creative in nature and the designs should be
always aligned to the changing customer preferences. The
mismatch of what was actually wanted in the market and what
was produced resulted in high non-moving stock (sludge) in
the boutiques. From the management perspective, managers
were faced with problems of poor visibility of stock in relation
to sales. The entire supply chain was in chaos with no single
point of contact for decisions. The top management was
concerned about the performance of the business unit and
had to make certain critical decisions.
5. Strategies for market growth
The jewellery division of TIL was floated into a separate SBU
headed by a COO (Chief Operating Officer). The new COO
was named to lead the jewellery division in order to bring
consistent profits with a new strategy and work culture. The
 Corporate turnaround
Ganesan Kannabiran and Saumen Bhaumik
Figure 1 The “before” supply chain
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first requirement of improving the revenues was managed
through various market and supply related strategies. In a
creative industry like jewellery, the customer preferences
change rapidly according to changes in overall fashion
scenario. Therefore, there was a need to rationalise
frequency of launching new designs in the market.
New capabilities were created to cater to the need for
marketing “made to order” segment. Efforts were taken to
build the image of the brand through campaigns. These
campaigns were aimed at changing the earlier niche
positioning, which targeted the premium segment of the
market. The company decided to enter into what is called
“mass effluent” segment from its premium segment as this
segment in India has the highest potential for jewellery
business. New product launch process was modified by
introducing fewer new products in the market every month
rather than thousands together once in six months, thereby
reducing cost of the process and stock of unsold new designs.
With these concentrated efforts to develop the market,
specific initiatives were also taken up to improve customer
choices to the broadened market. Local designers were
engaged to bring out best designs suitable for regional
markets, which helped the company to enlarge the customer
base. These initiatives had helped the company in fulfilling
the responsibility to grow the market and ensure sustained
profitability.
6. Key supply chain initiatives
Major changes were brought under the leadership of the new
COO in order to improve the bottom-line through an overall
supply chain integration. During 2002, a cross-functional
team under the guidance of a leading strategy consultant was
set-up to diagnose and chart out a comprehensive action plan,
both short-term and long-term. Subsequently, a project,
code-named ASPIRE, was initiated with the objective of
improving the supply chain performance of the jewellery
division. The immediate concerns were to improve inventory
management as bulk of the working capital was employed in
jewellery products at company owned and first tier stores in
order to revamp the operations. However, the primary task
was to arrive at a long-term solution by understanding the
dynamics of market and configure a responsive supply chain.
The designated team held many rounds of meetings at
different levels within the organisation and also with the
supply chain partners. Accordingly, the entire organisation
was restructured to effectively carry out the planned
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Supply Chain Management: An International Journal
Volume 10 · Number 5 · 2005 · 340 –348
initiatives. A four-pronged supply chain improvement plan,
keeping an eye on the rapid sales with growth and
simultaneous improvement of business operations was
implemented. The following sections cover the initiatives
and its impact on the supply chain.
6.1 Clean inside-out
The first initiative looked at revamping the internal supply
chain with specific reference to inventory issues. Product
category rationalisation revealed useful insight of the stock.
Many slow moving categories that contribute less than 5 per
cent of total sale with stock-turn less than overall turn were
rationalised. These product categories neither had potential to
grow the top line nor the bottom line and they were phased
out from the offering. In order to motivate and involve the
partners, the concept of stock-turn based trade margin was
introduced. A new trade policy for franchisees was introduced
which allowed performance incentive or disincentive for
stock-turn thereby enhancing ownership of stock and the
margin was de-linked from turn over.
In a major move to reduce stock, non-moving stock disposal
was initiated. Age analysis in 2002 showed that a huge
amount of non-moving of stock was found to be accumulated
for more than 12 months. About $1 million worth stocks were
recalled and recycled and for the rest, price mark down was
announced combined with a campaign called “Impure to
pure”, where customers were encouraged to exchange their
old jewellery for new jewellery. A thorough analysis revealed
that poor initial ordering by new boutiques and non-moving
designs were the key reasons for non-moving stock (sludge)
formation. It was also evident that certain product categories,
despite high sales, have had higher tendency for sludge
formation. Apart from the above one-time initiatives the
following four-step mechanism was developed and deployed
to address the issue on a continuous basis:
(1) At the boutique level, age of products were identified and
focused selling of such products was carried out either by
displaying such products with best sellers or by
modifying display configuration in the existing boutique.
(2) Performance of existing and all newly launched designs
was monitored and non-moving designs were
rationalised on annual basis.
(3) Sludge was disposed through discount sale at boutique
level. The company created “Tanishq Value Mart” and
“Tanishq on Wheels”, a mobile store concept to liquidate
sludge stocks. Further, residual sludge with age more
than 15 months was recycled.
 Corporate turnaround
Ganesan Kannabiran and Saumen Bhaumik
(4) Terms of trade were modified by allowing permissible
levels of sludge (as percentage of total stock) depending
on the boutique size and scale of business. Penalty
clauses were activated, if it crossed the permissible levels.
The above initiatives ensured the level of sludge as a
percentage of total stock has dropped from 18 to 12 percent.
Performance of each boutique was analysed based on age,
potential of growth, cash flow and accordingly a few were
removed after close observation for a period.
6.2 Introduction of new channels
New channels were designed to improve the sales growth and
simultaneously bringing in asset lightness. Each of these
initiatives was conceptualised and piloted in select boutiques.
Based pilot results, course correction was carried out and then
scaled up to the whole retail chain. Approach to
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implementation of three new channels and its impact on the
sales revenue and profitability is discussed in the following
sections.
6.2.1 Prototype-enabled sale
Detailed analysis showed that high value studded products
were slow moving and were preferred by customers who
wanted to purchase jewellery with an aim of investment. On
the other hand, due to high value there were not adequate
stocks in each boutique to offer range and variety to
customers. Prototypes were conceived as the perfect
alternative (made of 9 kt gold) instead of 18 kt gold and
diamond, as these are the exact replicas of the high value
studded products. These initiatives significantly reduced
inventory and also offered a substantial range of designs of
high-end jewellery to the discerning customer to choose.
Branded as Tanishq Exquisites, 38 outlets had prototypes and
the company was able to sell sizable volumes through this
chain. This also led to a more responsive business with less
inventory simultaneously increase the number of design
choices.
Further, new concept called, Hub and spoke was
introduced to ensure delivery within a week. Sets of original
products were kept in the factory and as soon as an order was
booked, dispatch was made from the factory and the factory
stock was replenished. Subsequently, by keeping Kanban
stock of diamonds (longest lead-time among all raw materials)
and also by engaging a dedicated multi skilled production cell,
inventory was further brought down while ensuring delivery
commitment.
6.2.2 Made to order (MTO)
Made to order enabled substantial improvement in
operations, considering a production lead-time of one
month. Though specific customer orders were taken since
2000, MTO was not a focus area for the company. However,
considering the possible impact on working capital, MTO
became another approach to improve the supply chain. In
order to accelerate MTO growth, 8,000 designs were
identified which can be serviced in two weeks against the
normal lead-time of four weeks. A separate cell was set up to
process orders and coordinate manufacturing. There was a
significant growth in sale through MTO and commensurate
reduction in inventory over the years.
6.2.3 Consignment sale
It was an important initiative, which was envisaged to de-link
level of inventory to sales growth. Tanishq offered a chain of
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Supply Chain Management: An International Journal
Volume 10 · Number 5 · 2005 · 340 –348
69 stores and its retail expertise and brand to willing jewellery
manufacturers to see their money turn faster by supplying
jewellery to the company. It was also a fact that there was a
spare manufacturing capacity of studded jewellery in the
country as many diamond merchants had invested into
manufacturing. Taking advantage of these the company
started transacting with vendors and got their stock in to
stores on consignment. Vendors were paid as the sale
happened and unsold stock was retuned to vendor. This
became a key initiative as Tanishq pursued its plan of rapid
profitable growth.
The growth of the three initiatives is presented in Figure 2.
These initiatives had helped the company in terms of meeting
the customer requirements, achieving faster delivery, reduce
the inventory and align manufacturing with orders.
6.3 Remodel order generation and fulfillment (OG&F)
process
This was perhaps the most fundamental and long-term step
towards revamping the whole structure of supply chain
initiative undertaken during this period. The process of
indenting by the boutiques was totally erratic both in terms of
periodicity as well as quality of assortment planning. There
used to be a huge inventory pile up which eventually ended up
being non-moving stock. Very little science was applied and
the business was dependent on the judgment of franchisees
most of whom were not from jewellery back ground. The only
stocking point was the retail outlet and production was
undertaken only based on the demand generated from each of
the stores. A new approach was adopted while remodelling
the supply chain that was deployed as detailed below:
6.3.1 Made to replenishment (MTR) supply chain
Analysis of previous years’ sales data revealed that many fast
moving variants were no longer made available in the shelf
and there was a considerable level of lost sale due to stock.
Hence, the need for a replenishment supply chain to prevent
stock out was introduced. The 500 best selling variants were
chosen ensuring an appropriate distribution of regions,
category and price band to start a pilot exercise in three
boutiques. Variant wise stock norm was set for each boutique.
MTR was stocked at two levels:
(1) Cycle stock at the boutique to maintain demand.
(2) Safety/replenishment stock at factory.
Figure 2 The growth of prototype, MTO and consignment chains
 Corporate turnaround
Ganesan Kannabiran and Saumen Bhaumik
Boutique stocks were scanned on a regular basis and the sold
variants were replenished every week in order to prevent stock
out. Once the factory stock level fell below a threshold,
production indent was generated. Pilot implementation in
three boutiques showed significant sales growth of 25 per cent
from 12 per cent through these variants that proved the
hypothesis that same design can be sold in multiples even for
a category like jewellery. Subsequently, MTR chain became
functional across the retail chain and has registered a sale of
$7.25 million during a nine-month period which therefore
would remain as another vehicle to drive higher stock turn for
the business.
6.3.2 Made to boutique indent (MTBI) supply chain
MTR was designed to address 20 per cent of the total sales.
The franchisee or boutique managers indented rest of the
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stock. Earlier, MTBI process was facing issues like lack of
discipline in terms of indenting frequency, poor back-end
conformance to order delivery and absence of tracking
mechanism between indent and delivery. Often, boutiques
had a huge stock but the assortment would be inappropriate
resulting in locking up of capital on the one side and losing
sale on the other. Hence, it was of prime importance to
control the overall stock at boutiques by infusing best
practices of indenting in order to manage the stock
configuration better. The main objective of MTBI process is
to manage stock regulation with respect to defined norms and
course corrections with respect to sale.
Previous years’ stock and sale analysis revealed interesting
trends. Some boutiques were found to be managing stock very
smartly, especially the franchisee who buys stock from
Tanishq. Taking these insights from the trends of various
boutiques and comparing with some of the other leading
retailers, many new initiatives were taken up to further
improve the supply chain. Boutique and cluster-wise stock
norm for a year was established keeping seasonality of sale and
stock turn target. Initiatives such as weekly indenting system
with indent limit computation, compressing indent processing
time, declaring variant wise lead-time and monitoring and
declaring weekly production alignment helped to fine tune the
inventory and operations. Impacts were immediately visible in
terms many business results. Delivery alignment improved
from 70 per cent to above 90 per cent, regaining the
confidence of the retail group and franchisees. It was found
that more could be sold from less by having a proper category
mix, which became an acceptable approach. Total finished
goods inventory was within 10 per cent of stock in 2003
compared to 22 per cent in 2002. Further, MTBI process has
ensured control over the complete indenting process and also
the flexibility for seasonality and variations in sale.
6.4 Strategic outsourcing
Outsourcing was started as a strategic decision for plain gold
products, taking into consideration the market requirements
and Tanishq’s core competence – retailing. Few of the
important market requirements identified are: uniqueness in
designs, demand in terms of volume, delivery, competitive
price, purity assurance, new product designs, etc.
Outsourcing was more to do with utilisation of market
potential and reduce cost rather than investing and increasing
production capacity. Majority of the vendors in India are
highly skilled, but working with low investment and operating
in an unorganised sector. Tanishq initially started with about
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Supply Chain Management: An International Journal
Volume 10 · Number 5 · 2005 · 340 –348
50 vendors, only few were potential vendors in terms of
investment, infrastructure, understanding the requirements of
the market requirements. The company wanted to provide
assistance to vendors in terms of business, technical support,
material accounting, processes, documentation, etc.
6.4.1 Karigar Parks and MEADOWS
As a part of outsourcing initiatives, the company has
developed ancillary units, called Karigar Parks.
Traditionally, Karigars (goldsmiths) were normally
employed by the large- and medium-sized jewellery
manufacturers and marketers. A jewellery manufacturer
would normally take orders from customers and pass it on
to a middleman who will in turn employ Karigars to make the
jewellery. The Karigar parks developed by TIL was one such
initiative aimed at two major benefits. Firstly, TIL wanted to
control the cost of operations as it has a direct impact on
bottom-line. In the context of increasing sales and
profitability, the company expected that the cost of
manufacturing might further be reduced. The cost of
making jewellery might be reduced if TIL could employ
such Karigars and avoid a two-tier middlemen system
otherwise prevailing in the industry. A part of the savings
achieved through elimination of middleman might be used to
improve the rewards to the Karigars. Secondly, experienced
Karigars will be able to come out with new jewellery designs
of their native states and markets. This will further help the
company to launch new designs appropriate to regional
preferences. It is no doubt that the company wanted to
improve the quality of life of Karigars through appropriate
salaries and better working conditions.
The company had developed five Karigar Parks around the
primary manufacturing facility during 2001-2003. Private
owners, entrepreneurs who normally came from different
parts of the country, would manage the Karigar Parks. These
owners were responsible for pooling up Karigars from their
respective places. These Karigars were skilled at making
jewellery of popular designs of their region. Each Karigar Park
had an average of 50 Karigars, divided into groups. A head
Karigar heads each group in a Karigar Park. There were about
200 Karigars employed in all the five parks. TIL initially
invested in basic infrastructure, small machineries, training
and other aspects of managing the Karigar Parks.
Subsequently, these Karigar parks were made independent
profit making units with very less financial and administrative
support from the company. About 60 per cent of the plain
gold jewellery (which is 50 per cent of the total business) was
manufactured through these Karigar Parks during 2004. TIL
has reduced 15 per cent in cost of making jewellery and at the
same time was able to ensure proper salary and better working
conditions. Development and implementation of latest
jewellery manufacturing practices were made effortless
through better visibility in Karigar Parks. The Karigar
groups had capability to make jewellery as per the design
specifications and also to make new designs. These Karigar
Parks have been well integrated with the supply chain in order
to achieve not only minimisation of manufacturing cost but
also to accommodate variations in supply.
In a similar initiative, Management of Enterprise And
Development Of Women (MEADOW), an organisation
supported by a rural development agency has been
identified for outsourcing of operations. The initiative
commenced in a modest manner, with the women self-help
 Corporate turnaround
Ganesan Kannabiran and Saumen Bhaumik
groups assembling discrete links for watch bracelets. TIL’s
supervisors assisted the self-help groups in the training of the
young women in the assembly of links, in simple managerial
functions such as planning to meet production targets and
accounting for production. Over a period of time, the self-
help groups met TIL’s expectations and a significant portion
of jewellery manufacturing is being outsourced to MEADOW.
These above medium- and long-term solutions to revamp the
supply chain have resulted in a responsive supply chain as
shown Figure 3.
7. Enabling role of IT in supply chain integration
With the Tanishq distribution chain spanning over 32 CFAs,
and 69 boutiques and poised to expand further, the company
was faced with the need to increase control and visibility. With
Downloaded by National Institute of Industrial Engineering NITIE At 23:59 24 January 2019 (PT)
the existing situation, it was becoming very difficult to keep
track of orders and get visibility into the inventory at each step
in the supply chain. The areas of concern were:
.
delayed information of sales, stocks and trends;
.
indenting discipline and follow up between company and
the boutiques;
.
communication in real time on vital information such as
local gold prices, price updates and control data; and
.
islands of automation within the company without
effective information sharing.
A web-based IT initiative, named Gold Mine was
implemented to connect all Boutiques, CFAs and factory.
The system offered visibility on the status of orders placed by
boutiques and production is synchronised with an ERP-based
internal system. Sales information flowing in from the
boutique into Goldmine, visibility of sales from each
boutique is improved. Management could track effectiveness
of marketing programs and promotions at the boutique level,
category wise and price band wise. Best seller information for
all boutiques is currently available on demand. Further,
Boutiques can refer to online product catalogues and price
lists before placing orders.
Goldmine enables online indenting for replenishment,
boutique specific indenting as well as customer specific
indenting. Such online indenting is based on the norms set by
the administrator for each variant. Hence, the company can
enforce prudent credit norms by enforcing them through the
point-of-sale system. Goldmine also provided a platform for
Figure 3 The redesigned supply chain
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Supply Chain Management: An International Journal
Volume 10 · Number 5 · 2005 · 340 –348
dissemination of information through content uploads,
bulletin boards, and so on. Information on local gold rates
(the most important component of material cost), market
information, promotion scheme details and product
catalogues are transmitted in real time. The system also
provides for discussion on queries raised by users at the
boutiques for producing and modifying new and existing
products. Discussions between the factory users and boutique
users were tracked and an escalation mechanism with
adequate alerts was in place in case of queries not being
handled promptly.
8. Summary of major benefits
The combined impact of all these initiatives helped Tanishq to
bring about the corporate turnaround and being recognised as
the largest branded jeweller in India with 28 per cent of
CAGR and 25 per cent ROCE. Propelled by such aggressive
profitable growth Tanishq was also bestowed with many
national level awards which included “the most admired
brand” for two consecutive years (2003 and 2004), “Retailer
of the year” (2004) and “Super brand” (2004). SCM efforts
resulted in a substantial increase of revenues and profits. The
jewellery division of the company that was contributing about
35 per cent of the total revenue during 2002 has grown to
contribute to more than 50 per cent during 2004. Market-
related strategies were supported by the top management and
necessary organisational changes were brought in with
financial resources. Some of the specific benefits derived
from the initiatives included improved discipline in ordering
process, complete visibility of stock and sale across the chain
and improved stock turn for high value slow moving
categories. The performance of the company in terms of
turnover, profit and growth are presented in Table I.
Table I Performance after the turnaround
Year Turnover (in million $) PBT (in million $) ROCE (%)
2000-2001 38.6 0.47 8.3
2001-2002 55.58 0.54 8.5
2002-2003 76.97 1.24 12.3
2003-2004 96.74 3.27 20.7
2004-2005 133.72 3.95 25.0
 Corporate turnaround
Ganesan Kannabiran and Saumen Bhaumik
9. Lessons for practitioners and researchers
Supply chain management has resulted in a turnaround of the
business division. The outcome has been tremendous in that
the jewellery division has overtaken watch business of the
company in terms of volume of business. The company had
clearly understood the changing customer preferences and
changed their offerings. Continuous change in the offerings in
a creative industry like jewellery would have a direct
association with high level of inventory. TIL had created the
required competitiveness through appropriate market related
and supply chain integration. TIL’s experience in managing
the market dynamics and supply chain management offers
learning to the practitioners.
The organisation realised the potential of changing
customer preferences as well as the limiting internal
Downloaded by National Institute of Industrial Engineering NITIE At 23:59 24 January 2019 (PT)
inefficiencies. The top management recognised the
imperative of integrating internal and external linkages to
turnaround the organisation. Accordingly, a separate business
division was created and a COO was identified to lead the
change. Many structural changes within the organisation and
systemic changes with the business partners were introduced.
Further, the approach to comprehensive supply chain
integration was properly aligned with the business strategy
of managing changing market conditions and preparing the
organisation to deploy resources. The approach towards
alignment of strategy with SCM initiatives has positively
contributed the change management process.
The cross-functional team with specific goal-oriented
project, ASPIRE, took the initiative forward and achieved
the much desired competitiveness. The team has addressed
the issues in term of its criticality and carried out the changes
systematically. The immediate solution to remove excess
inventory form the retail outlets and strategies such as MTO,
prototype-based selling and consignment had put TIL in the
right path. Initiatives such as MTR, MTBI and outsourcing
partnerships with Karigar Parks and MEADOWS were long-
term strategies aimed at promoting a much needed responsive
supply chain for creative industry. Each of these initiatives was
adequately piloted before scaling up to the entire operations.
Structural changes in the supply chain and necessary internal
integration had helped the turnaround TIL.
The use of IT in supply chain integration had been well
demonstrated in this case. The use of web-based application
for managing the linkage with retailers and channel partners
has largely enabled the supply chain integration. Further,
integration with internal systems gave the necessary flow of
information across the supply chain. The benefits of IT
ranged from sales automation, order capturing, production
planning, inventory management and communication among
the supply chain partners.
In a creative industry like jewellery, the core capability of
the company is to continuously come out with designs to meet
the ever changing customer preferences. Unlike many creative
industries, which may not venture to the outsourcing of core
design processes, TIL has adopted a unique strategy to
outsource the design and manufacturing of jewellery with a
suitable partnerships. Further, such outsourcing initiatives
with Karigar Parks and MEDOWS showed the commitment
of the organisation towards enhancing the life of socially and
economically deprived groups. This commitment to social
development helped TIL to create the much needed image
through a sense of corporate social responsibility.
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For researchers, this case study presents a detailed note on
how comprehensive SCM strategies can help organisations in
the jewellery industry to improve the alignment of supply
chain to the ever changing market requirements and address
internal inefficiencies. Further, the case study offers detailed
insight into the supply chain issues of creative industry, which
can be extended to similar industries. Researchers in the area
of outsourcing may use the same approaches used by the
organisation in a creative industry. One of the other useful
outcomes is to learn how people with traditional and native
capabilities can be exploited in modern organisations not only
to derive business excellence but also to help the lives of their
own deprived communities.
10. Conclusion
SCM strategies will be successful through strong top
management support to initiate key changes and provide
necessary resources. Further, cross-functional teams are
effective in implementing and managing the change in key
SCM projects with specific objectives. The shared
responsibility of business partners plays a major role in
achieving a high degree of effectiveness and efficiency of the
entire supply chain. The set of learning from the present
research may be applicable beyond creative industries.
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