Summer Placement

Preparation Guide 2024

Operations Management Club (OpMaC), IIM Bangalore

Part I: Operations Preparation Material

Part II: Summer Internship Experiences
Part III: Companies Overview
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Compendium - 2024, Operations Management Club (OpMaC)

©2024

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All rights reserved. No portion of this book may be reproduced in any form without permission in writing
from the Operations Management Club, IIM Bangalore.

Latest Edition: August 2024

Part I: Operations Preparation Material
Contents
Important concepts ............................................................................................................................................. 6
Operations: ......................................................................................................................................................... 8
Supply chain management: ................................................................................................................................ 9
Supply Chain Operations Reference (SCOR) Model: ...................................................................................... 10
Bullwhip effect:................................................................................................................................................ 12
Value Chain vs Supply Chain: ......................................................................................................................... 13
Inventory management:.................................................................................................................................... 13
Logistics management...................................................................................................................................... 14
Warehouse management .................................................................................................................................. 15
Supply Chain Planning and Strategy (SCPC) .................................................................................................. 16
Supply Chain Network Design......................................................................................................................... 17
Warehouse Network Design............................................................................................................................. 18
Agile Supply Chains ........................................................................................................................................ 20
5S methodology ............................................................................................................................................... 20
Six Sigma ......................................................................................................................................................... 21
-Improvement of equipment reliability ................................................................................................... 22
-Quality at the source ............................................................................................................................... 22
-Continuous flow production ................................................................................................................... 22
-Pull production........................................................................................................................................ 22
-Continuous improvement........................................................................................................................ 22
Six Sigma techniques: ...................................................................................................................................... 23
Toyota production system: ............................................................................................................................... 24
TPM (Total Productive Maintenance).............................................................................................................. 24
Direct Benefit ........................................................................................................................................... 24
Increase productivity and OPE (Overall Plant Efficiency) by 1.5 or 2 times. ....................................... 24
Indirect Benefit ........................................................................................................................................ 25
TQM (Total Quality Management) .................................................................................................................. 25
Make or buy decisions: .................................................................................................................................... 27
Business models: .............................................................................................................................................. 29
Systems and processes:..................................................................................................................................... 29
Process terminology: ........................................................................................................................................ 29
Quality:............................................................................................................................................................. 30
1PL, 2PL, 3PL and so on – A summary ........................................................................................................... 31
Batch Method: .................................................................................................................................................. 33
Flow Method: ................................................................................................................................................... 33
Green supply chain ........................................................................................................................................... 33
E-commerce ..................................................................................................................................................... 35
Reverse Logistics ............................................................................................................................................. 37
Industry 4.0 ...................................................................................................................................................... 39
Future - Industry 5.0......................................................................................................................................... 41
Theory of constraints ........................................................................................................................................ 42
Procurement planning....................................................................................................................................... 42
• Selecting the appropriate relationships and contract approaches for each type ofpurchased goods or
outsourced service ................................................................................................................................. 42
• Preparing RFQs and RFPs and evaluating partnership opportunities ................................................. 42
• Evaluating RFQs, RFPs, and partnerships............................................................................................ 42
• Awarding and signing contracts............................................................................................................ 42
• Managing quality, timely performance ................................................................................................. 42
• Managing contract changes ................................................................................................................... 42
• Closing contracts ................................................................................................................................... 42
Procurement and Strategic Sourcing ................................................................................................................ 42
Just-in-time....................................................................................................................................................... 48
Major supply chains in the world ...................................................................................................................... 49
Major distribution models................................................................................................................................. 50
Supply chain strategies ..................................................................................................................................... 52
Operations specific HR preparation .................................................................................................................. 53
Operations interview questions ......................................................................................................................... 53
Case study: ....................................................................................................................................................... 55
Important concepts

Processes: Any activity or group of activities that takes one or more inputs, transforms andadds value to
them, and provides one or more outputs for its customers.

Throughput: The average output per unit time (a rate)

Lead time: The time needed to process a part through a facility

Cycle time/flow time: The average time from release of a job to completion

Product process matrix:

Capacity:

Capacity of the overall system is given by: min (demand, process capacity), where,Process capacity =
capacity of the bottleneck
Bottleneck= process with the lowest throughput in the systemInventory models:

Inventory refers to any idle resource that can be put to future use such as “pipeline inventory”, safety stock,
buffer inventory etc.
The 3 types of cost associated with inventory are holding costs, ordering costs and backorder cost.
Operations:
What is operations?
The term operations refers to application of resources (capital, material, technology and human skills) to
production of goods and services. Operations management (OM) is defined as the design, operation and
improvement of the systems that create and deliver primary products and services.

Difference & similarities between manufacturing and service organizations:

 Supply chain management:
Supply chain management (SCM) is the oversight of materials, information, and finances asthey move
in a process from supplier to manufacturer to wholesaler to retailer to consumer. Supply chain
management involves coordinating and integrating these flows both within and among companies.
Supply Chain Management has three levels of activities that different parts of the company willfocus on:
strategic, tactical and operational.

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

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

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

What are the goals of supply chain management?

• Supply chain partners collaborate across various tiers to optimize resource efficiency, establish standardized
processes, eliminate duplicative efforts, and minimize inventory levels.
• The minimization of supply chain expenses becomes crucial, particularly in times of economic uncertainty,
as companies seek to preserve their capital reserves.
• While the focus on cost-effective and affordable products remains important, supply chain managers must
also prioritize the creation of value for their customers.
• Consistently exceeding customer expectations serves as the optimal method for ensuring their satisfaction.
• Meeting the heightened customer expectations for greater product variety, personalized goods, year-round
inventory availability, and rapid fulfilment at costs comparable to in-store offerings is a vital objective.
• In order to fulfill consumer expectations, retailers must utilize their inventory as a collaborative asset and
employ distributed order management technology to fulfill orders from the most suitable point within the
supply chain

What are the various activities of supply chain manager?

• It involves the daily planning, production and scheduling of the various processes so as to improve their
efficacy.

• Another function of supply chain manager is demand planning and forecasting, oordinating the demand
forecast of all customers and sharing the forecast with all suppliers. This helps both the suppliers and the
producers be aware of the exact requirements and hence prepare accordingly so as to minimize the
inventory storage costs.

• Inbound operations and outbound operations where the inbound operations involve the transportation from
 suppliers and receipt of inventory and the outbound operations involve transportation to customers.

On the basis of the movement of products and services the supply chain can be divided into three major
portions-
• Product Flow- This involves the movement of goods from raw materials to finished goods.
• Information Flow-This involves the flow of information throughout the supply chain which is extremely
essential and broadly includes the transmitting of orders, updating the status of delivery etc.
• Finance Flow-The financial flow is extremely important in the supply chain and consists of credit terms,
payment schedules, and consignment and title ownership arrangements

SCM terminologies:
Inventory management: It is the process of ensuring that a company always has the products it needs on
hand and that it keeps costs as low as possible. Three types of inventories: raw
materials, work-in-progress, and finished goods

JIT: Just in time (JIT) is a production strategy that strives to improve a business return on investment by
reducing in-process inventory and associated carrying costs.

Kanban: Kanban is one of the many methods through which JIT is achieved. It is a scheduling system for
lean and just-in-time (JIT) production that helps determine what to produce, whento produce it, and how
much to produce.

Logistics: It is the science of obtaining, producing and distributing material and product in the proper place
and in the proper quantity

Transportation: Movement of goods among organisations and customers

Procurement: Process of purchasing material and products from a given vendor for various application in
an enterprise.

Supply Chain-Upstream & Downstream: Upstream in SC indicates supplier side while downstream in
SC indicates goods movement to
customer side.

Supply Chain Operations Reference (SCOR) Model:

The SCOR model serves as a supply chain management framework that can be employed to analyze,
enhance, and communicate supply chain-related decisions both within a company and with its suppliers and
customers. It delineates the intricacies of supply chain processes and establishes a uniform foundation for
enhancing these procedures. Through the integration of business concepts such as benchmarking,
measurement, and reengineering, the SCOR model offers a unified structure. This structure offers a
comprehensive view of the business processes required to meet customer demands and establishes a
standardized approach to assess the efficiency and effectiveness of the supply chain, pinpointing areas for
improvement. Its applicability is not confined to a specific industry; companies across various sectors with
a supply chain can effectively implement the SCOR model. Comprising six components, each
encompassing a range of processes, the SCOR model contributes to overall production.

• Planning - The planning process commences by meticulously defining your operational strategy. Initial
 steps involve determining the location for your production – either domestically or internationally – and
whether the entire product will be manufactured in-house or certain components will be outsourced. These
decisions come with advantages and challenges, underscoring the need for strategic thinking. Subsequently,
the approach to manufacturing and storing the product needs to be established. Choices range from creating
a pre-existing inventory awaiting orders to manufacturing upon customer requests. Hybrid options are also
possible, involving pre-made components and final assembly upon order or offering customization choices.
The combination of these strategies can be tailored as needed, with performance measurement methods
being set before the planning process commences.

• Sourcing - Moving forward, the subsequent stage involves the acquisition of raw materials and any
components earmarked for outsourcing. This procurement process must occur at the most favorable cost,
precisely timed, and in the appropriate quantities. Thorough scrutiny of all suppliers and skillful negotiation
of contracts are vital to attain optimal value without compromising quality. Equally essential is meticulous
delivery scheduling. A continuous assessment of supplier performance remains imperative for effective
supply chain management. Additionally, tasks such as payment scheduling and adherence to import/export
regulations must be rigorously managed.

• Location - For supply chain management to be effective, location is essential. The optimal location is one
that is close to your materials and resources. A carbonated beverage business, for instance, that is located
in a dry area, may find it difficult to thrive.

• Making - Activities including assembly, testing, and packing take place here. Establishing guidelines for
performance evaluation, data storage, production facilities, and regulatory compliance are all included in
this stage.

• Delivery - This element, which is also known as logistics, includes all the procedures for handling,
distributing, and shipping customer orders. This phase also includes inventory and warehousing or
employing a service provider to handle both. The trial and warranty periods, as well as the billing after the
last item is delivered, are taken into account at this point.

• Returns - You'll need a simple and streamlined procedure for customers to return damaged goods. When
the time comes for you to stop producing, promoting, and supporting particular products, this will also
include how to handle "end of life" products. This stage comprises the set policies your business has for
keeping an eye on performance, expenses, and inventory for the returned goods in the case of defective
products. This means:

a. Identifying the product condition

b. Authorizing returns
c. Scheduling replacement product shipments
d. Providing refunds

Benefits of using SCOR model

The SCOR process may assess the supply chain of a corporation at various degrees of process detail. It
offers businesses a sense of how sophisticated their supply chain is. The procedure aids businesses in
comprehending how the six steps always occur between customers, suppliers, and the business itself. Each
stage is a crucial connection in the supply chain for moving a product successfully through each level.
Companies that employ the SCOR model to pinpoint supply chain issues have shown success.
The methodology provides comprehensive capital leveraging, supply chain road mapping, business
function alignment, and an average two to six times return on investment.
 Bullwhip effect:

What is it?

The Bullwhip effect, often referred to as the Forrester effect or demand amplification, is a phenomena
whereby little changes in customer demand can have an increased impact on upstream supply chain
operations. Its name comes from the fluctuation pattern's likeness to the cracking of a bullwhip.

Causes:

• Demand forecasting inaccuracies: Errors in forecasting customer demand can lead to fluctuations and
mismatches between supply and demand.
• Order batching: When customers place orders in large batches or with varying lead times, it can create
spikes and inconsistencies in demand.
• Price fluctuations and promotions: Price discounts, sales promotions, or incentives can drive customers
to make bulk purchases, causing demand spikes.

Effects:

• Inventory inefficiencies: Fluctuating demand patterns result in excessive inventory buildup or stockouts
across the supply chain.
• Increased costs: Companies may incur additional costs due to expedited shipments, inefficient production
scheduling, or excessive safety stock.
• Poor customer service: Variations in supply can lead to delays in order fulfilment, backorders, or
unavailability of products, leading to customer dissatisfaction.

Factors amplifying the Bullwhip effect:

• Lack of information sharing: Limited visibility and communication between supply chain partners can
lead to distorted information and decision-making.
• Order variability: Changes in order quantities, timing, or mix can cause uncertainty and disrupt the smooth
flow of materials and products.
• Batch ordering and gaming: Companies may place larger orders or manipulate demand forecasts to secure
better pricing or availability, exacerbating the effect.
 How to mitigate:

• Improved demand forecasting: Accurate demand forecasting, enhanced collaboration with customers,
and sharing real-time sales data can reduce forecasting errors.
• Information sharing and visibility: Implementing technologies and systems that facilitate real-time data
sharing and visibility across the supply chain can enhance coordination and reduce information distortion.
• Reduced order batching: Encouraging smaller and more frequent orders through incentives or optimizing
inventory management systems can help mitigate the effect.
• Smoothing production and capacity planning: Adopting flexible manufacturing processes, agile production
systems and efficient capacity planning can help align supply with actual demand.

Value Chain vs Supply Chain:

Value Chain Supply Chain

Focus Activities internal to a company External flow of goods, services, and
information across companies
Scope All activities involved in creating Focuses on the flow of goods and
value services from suppliers to customers
Activities Primary activities (inbound logistics, Procurement, production,
operations, outbound logistics, transportation, warehousing,
marketing and sales, service) and distribution
support activities (procurement,
technology development, human
resource management,
infrastructure)
Value Creation Adds value to products or services Facilitates the movement and delivery
through internal processes of products or services
Customer Focus Addresses customer needs and Ensures timely and efficient delivery to
preferences meet customer demands
Perspective Internal perspective, emphasizing External perspective, focusing on
efficiency and effectiveness collaboration and coordination

Inventory management:
Why to keep inventory?
• To stabilize production: The demand for an item fluctuates because of the number of factors, e.g.,
seasonality, production schedule etc. The inventory is kept to take care of this fluctuationso that the
production is smooth.

• To meet the demand during the replenishment period: The lead time for procurement of materials
depends upon many factors like location of the source, demand supply condition, etc. So inventory is
maintained to meet the demand during the procurement (replenishment) period.

• To take advantage of price discounts: Usually the manufacturers offer discount for bulk buying and to
gain this price advantage the materials are bought in bulk even though it is not required immediately. Thus,
inventory is maintained to gain economy in purchasing.
• To prevent loss of orders (sales): In this competitive scenario, one has to meet the delivery schedules at
100 per cent service level, means they cannot afford to miss the delivery schedulewhich may result in loss
of sales. To avoid the organizations, have to maintain inventory.

What is inventory control?

Inventory control is a planned approach of determining what to order, when to order and how much to order
and how much to stock so that costs associated with buying and storing are optimal without interrupting
production and sales.
Inventory control basically deals with two problems:
• When should an order be placed? (Order level), and
• How much should be ordered? (Order quantity)

What are various technologies for inventory control?

In any organization, depending on the type of business, inventory is maintained. The controlcan be for
order quality and order frequency. Various prominent techniques used are:
• ABC Analysis (Always Better Control)
• VED Analysis (Vital, Essential, Desirable)
• FSN Analysis (Fast moving, Slow moving, Non-moving)

What is EOQ and how is it calculated?

Economic order quantity (EOQ) is that size of the order which gives maximum economy in purchasing any
material and ultimately contributes towards maintaining the materials at the optimum level and at the
minimum cost. In other words, the economic order quantity (EOQ) is the amount of inventory to be ordered
at one time for purposes of minimizing annual inventory cost.
The quantity to order at a given time must be determined by balancing two factors:
• The cost of possessing or carrying materials and
• The cost of acquiring or ordering materials.

Formula:

Where,
C = Annual consumption of the materialO = Ordering cost per order
S = Annual storage cost per unit
The above formula has been derived as below At EOQ,
Total Ordering Cost = Total Storage Cost
i.e. (# of orders X Ordering cost per order) = (Avg units stored X Annual storage cost per unit)(C / EOQ
X O) = (EOQ /2 X S)
Cross multiplying, we would have (EOQ)2 = 2CO / S

Philip Kotler defines logistics as “planning, implementing, and controlling the physical flows of materials
and finished goods from point of origin to point of use to meet the customer’s need at a profit.”

Logistics management

Logistics is all pervasive. Some excellent examples of value adding logistics services are:

Dabbawalas of Mumbai: Reliable, fullproof logistics system of delivering lunch boxes to over 5,00,000
 office goers every day without letting the wrong lunch box reaching the wrong office and also ensuring the
boxes reach on time.

The Indian Postal Services: One of the largest logistics networks in the world today, which delivers letters
in the most cost-effective manner across six lakh villages, one hundred and twenty cities and several
thousand of towns covering the length and breadth of the country within twenty-four to forty-eight hours
and serving more than hundred and seventy countries with Indian source stations/ customers and/or
destinations as mentioned earlier.

How does logistics add value?

Logistics delivers value to the customer through three main phases:
• Inbound logistics: These are the operations, which precede manufacturing. These includethe movement
of raw materials, and components for processing from suppliers.
• Process logistics: These are the operations, which are directly related to processing. These include
activities like storage and movement of raw materials, components within the manufacturing premises.
• Outbound logistics: These are the operations, which follow the production process.
• These include activities like warehousing, transportation, and inventory management offinished goods.

Warehouse management
• Seasonal Production- You know that agricultural commodities are harvested during certainseasons, but
their consumption or use takes place throughout the year.

• Seasonal Demand- There are certain goods, which are demanded seasonally, like woolen garments in
winters or umbrellas in the rainy season. The production of these goods takes place throughout the year to
meet the seasonal demand.

• Large-scale Production - In case of manufactured goods, now-a-days production takes place to meet the
existing as well as future demand of the products. Manufacturers also produce goods in huge quantity to
enjoy the benefits of large-scale production, which is more economical. So, the finished products, which
are produced on a large scale, need to be stored properly till they are cleared by sales.

• Quick Supply - Both industrial as well as agricultural goods are produced at some specific places but
consumed throughout the country. Therefore, it is essential to stock these goods near the place of
consumption, so that without making any delay these goods are made available to the consumers at the time
of their need.

• (V) Continuous Production- Continuous production of goods in factories requires adequate supply of raw
materials. So, there is a need to keep sufficient quantity of stock of raw material in the warehouse to ensure
continuous production.

• (vi) Price Stabilization- To maintain a reasonable level of the price of the goods in the market there is a
need to keep sufficient stock in the warehouses. Scarcity in supply of goods may increase their price in the
market.

• Again, excess production and supply may also lead to fall in prices of the product bymaintaining a balance
of supply of goods, warehousing leads to price stabilization.
 Supply Chain Planning and Strategy (SCPC)
• Complexities in managing supply chain
• Geographically dispersed complex network
• Conflicting priorities and objectives with Supply chain
• Uncertainty and risk factors
• Information Distortion (Bullwhip effect)
• Cycle & Push-pull view of Supply chain:

• How to derive Supply chain strategy from Business strategy (Marshal Fisher framework):
o Nature of your products demand-Functional product (Cost focused efficient supply chain); Innovative
products (Responsive supply chain)
o Nature of your supply certainty
o Strategic fit

Supply Chain Network Design

• Long term decisions based on Customer Value (Speed, Quality, Availability) vs Cost (Manufacturing cost,
delivery costs)
• It is a 2 stage process:
o Types of facilities (Strategic decision determined by sourcing, manufacturing, and warehousing strategy
o Detailed Network design (Quantitative model)
• Manufacturing/ Operations strategy
o Vertical integration vs Outsourcing
o Product focused vs Geography focused
o Functional vs Integrated plants
• Make vs Buy decision:
o Keep Secondary products in house, only if it does not distract focus from core products.
o Holistic scenario building may result in keeping ‘lower left’ quadrant in house OR outsourcing ‘upper left’
quadrant.
 • Product vs Geography focused

• Integrated vs Functional focused – centralized operations preferred when:

• Lower capex
• Economies of scale
• Quality Control/ IP control needed is high
• Setting plant closer to RM source/procurement source
• Optimised logistics cost
• Final operations closer to customer due to customisation/ response/perishability

Warehouse
Network Design
• Drivers of warehousing strategy
o Procurement
o Manufacturing
o Marketing/fulfilment
• Do we need a direct distribution or an indirect distribution (through warehouse)
• Decision Criteria
o Service level/delivery time
o Inventory cost
o Freight cost
o Facility cost
• Warehouse decision: impact on freight
o Two principles to be followed:
▪ Quantity principle – Individual shipments as large as possible
▪ Tapering principle - Primary freight distance should be big for large shipment
o Cross-docking – No storage, just transfer of items
• Warehouse decision: Impact on Inventory
o Total warehouse inventory – Cycle stock + Safety stock
o To check impact on reducing or increasing warehouses, you can use root ‘n’ rule - assumption is
independent, identically distributed demand.
o Inventory changes by factor of sqrt (n2/ n1)
Parameter One warehouse Split into Four smaller
(n1=1) warehouses (n2 =4)
Std dev of demand for SD SD/2
each WH
EOQ for each WH Q Q/2
Cycle stock Q/2 Q/4 *4 = Q
Safety stock SS SS/2 * 4 = 2SS

o If demands are correlated:

▪ Positively then no change minor change in inventory and hence increasing warehouse may be beneficial
▪ Negatively then drastic rise in inventory & hence centralised WH better
▪ Correlation=0 then increase in inventory follows Root n rule
• Warehouse decisions: Facility costs

• Warehouse decisions – Service considerations

o Assurance of product availability managed through safety stocks
o Assurance of delivery time managed through warehouse location
• Quantitative Modelling
o Centre of Gravity method
o Selection from shortlisted candidate locations
o Above 2 can be solved using LPP
• Summarising the project
o Understanding of the context
o Supply chain stage definition and their roles in line with overall business strategy
o Data to be collected – Demand & supply data, costs, constraints, candidate locations
• Model building, debugging, results validation
• Analysis of results, discussion and scenario
 Agile Supply Chains
Refers to quickly respond and adapt to customer preferences in demands, market conditions and disruptions.
Emphasis on flexibility, responsiveness, and speed in supply chain processes to meet customer needs
effectively.

Key characteristics include:

• Customer centric focus: Prioritizing customer satisfaction by understanding and anticipating their needs
and aligning supply chain processes accordingly.
• Collaboration and integration: Fostering collaboration and strong partnerships with suppliers, customers,
and other stakeholders to enhance information sharing, coordination, and responsiveness.
• Demand driven approach: Utilizing real time data and analytics to gain accurate insights into customer
demand patterns, enabling proactive planning and inventory management.
• Flexibility and scalability: Having the ability to quickly adjust production levels, change product
configurations or adapt to shifts in demand without significant disruptions.
• Quick response and lead time reduction: Minimizing response time to customer orders or market changes
through streamlined processes, efficient logistics, and agile manufacturing practices.
• Supply chain visibility: Ensuring end to end visibility of the supply chain to monitor and track inventory,
logistics, and production in real time, enabling proactive decision making.
• Risk management and resilience: Building resilience by identifying and mitigating supply chain risks,
implementing contingency plans, and establishing alternative sources of supply.

Benefits of an agile supply chain include improved customer satisfaction, reduced lead times,
optimized inventory levels, increased supply chain efficiency, and the ability to respond swiftly to market
dynamics and disruptions.

5S methodology
• Seiri (sorting, organization of the workplace, elimination of unnecessary materials: Refers to the practice
of sorting through all the tools, materials, etc., in the work area and keeping only essential items. Everything
else is stored or discarded. This leads to fewer hazards and less clutter to interfere with productive work.
• Seiton (set in order, place for everything). Focuses on the need for the workplace in order: Tools,
equipment, and materials must be systematically arranged for the easiest and the most efficient access.
There must be a place for everything, and everything must be in its place.

• Seiso (shine, cleaning, removing of wastes, dust etc.): Indicates the need to keep the workplace clean as
well as neat. Cleaning in Japanese companies is a daily activity. At the end of each shift, the work area is
cleaned up and everything is restored to its place.

• Seiketsu (standardize, constant place for things, constant rules of organization, storage and keeping
cleanness): Allows for control and consistency. Basic housekeeping standards apply everywhere in the
facility. Everyone knows exactly what his or her responsibilities are. Housekeeping duties are part of
regular work routines.

• Shitsuke (sustain, automatic realization of above-mentioned rules): Refers to maintaining standards and
keeping the facility in safe and efficient order day after day, year after year.
 Six Sigma
Six Sigma has two key methodologies: DMAIC and DMADVDMAIC is used to improve an existing
business process; DMADV is used to create new product or process designs.

DMAIC:
• The DMAIC project methodology has five phases:
• Define the problem, the voice of the customer, and the project goals, specifically.
• Measure key aspects of the current process and collect relevant data.
• Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships
are, and attempt to ensure that all factors have been considered. Seek out root cause of the defect under
investigation.
• Improve or optimize the current process based upon data analysis using techniques such as design of
experiments, poka yoke or mistake proofing, and standard work to create a new, future state process. Set
up pilot runs to establish process capability.
• Control the future state process to ensure that any deviations from target are corrected before they result in
defects. Implement control systems such as statistical process control, production boards, visual
workplaces, and continuously monitor the process.

DMADV:
The DMADV project methodology features five phases:
• Define design goals that are consistent with customer demands and the enterprise strategy.
• Measure and identify CTQs (characteristics that are Critical to Quality), product capabilities,production
process capability, and risks.
• Analyze to develop and design alternatives, create a high-level design and evaluate designcapability
to select the best design.
• Design details, optimize the design, and plan for design verification. This phase may requiresimulations.
• Verify the design, set up pilot runs, implement the production process and hand it over to theprocess
owner.
 Lean manufacturing:
The term "lean" was coined to describe Toyota's business during the late 1980s by a researchteam headed
by Jim Womack, Ph.D., at MIT's International Motor Vehicle Program.
Lean is a strategy for remaining competitive by identifying and eliminating wasteful steps inproducts
and processes.

Following practices are used in this strategy:

-Improvement of equipment reliability
-Quality at the source
-Continuous flow production
-Pull production
-Continuous improvement
The basic goal is to get more done with less by: minimizing inventory at all stages of production; shortening
cycle times from raw materials to finished goods; eliminating all sorts of waste.

There are seven types of wastes (7 deadly wastes) defined as:

• Unnecessary Transportation: This waste refers to any unnecessary transportation, such as that commonly
associated with the transit of materials or parts. Transportation is not a valueadd activity as it does not
help transform the product into the customer requirement and can add further problems through delays,
damage or items being lost.

• Unnecessary Processing : Over processing is typified by carrying out more work on a product than is
required this might be using more precision tools than are required through to, in the example of office
activity, bureaucratic approval systems for documents requiring multiple signatories or reviews. Removing
over processing requires careful consideration to ascertain the actual requirement and ensuring that the
process is engineered to meet this without any further burden.

• Unnecessary Motion: An effective working environment can help reduce motion for a given process. This
may entail providing tools and equipment at point of use or making material handling processes more
efficient. A common tool used to analyze motion is the spaghetti diagram which can be very effective at
highlighting issues.

• Inventory: Any parts or materials that are not immediately required are considered waste Inventory is one
of the seven wastes that is most easy to spot in that it is easy to physically see around the business.
Inventory is waste as it ties up resources to manage it for example storage space, personnel, capital outlay
and processing.

• Waiting Time: It is very common take looks at your business are parts stacked up waiting for next part
of the assembly process? Are office in- to be processed? A
number of causes can result in waiting often with product batch sizes being a primary trigger.

• Defects: Getting it wrong results in waste faulty parts that require rework
or at worst being scrapped or documents that are incorrectly completed which can result in confusion or
mistakes. Defects have a very real impact on the bottom line of your business and can be one of the key
contributors to inefficiency.

• Overproduction: Producing more of something than is required by the customer is waste close attention
to batch sizes and change over times can be imperative in not over producing. The impact of
overproducing can be considerable not only is extra-material consumed butextra processing and storage
 requirements add to the problem causing another of the sevenwastes inventory.

Six Sigma techniques:

• σ: Standard deviation, a measure of variability

• Six Sigma: A quality improvement philosophy that focusses on eliminating defects throughreduction
of variation in a process

• Defect: A measurable outcome that is not within specification limits

• Defects per unit (DPU): Number of defects discovered / number of units produced

• Defects per million opportunities (DPMO): (Number of defects discovered / opportunities forerror) *
1,000,000
 Toyota production system:

TPM (Total Productive Maintenance)

Total Productive Maintenance (TPM) is a system of maintaining and improving the integrity of production
and quality-systems through the machines, equipment, processes and employees that add business value to
the organisation. It focusses on keeping all equipment in top working condition to avoid breakdowns and
delays in the manufacturing process.

It involves:
• Setting a goal to maximise equipment efficiency (overall efficiency).
• Establishing a total system for Productive Maintenance for the entire life of equipment.
• Participation by all departments, including equipment planning, operating and maintenance departments.
• Involving all personnel, including top personnel to first-line operators.
• Achieving Zero losses through overlapping small groups

Benefits of TPM
Direct Benefit
Increase productivity and OPE (Overall Plant Efficiency) by 1.5 or 2 times.
• Rectify customer complaints.
• Reduce the manufacturing cost by 30%.
• Satisfy the customer needs by 100%
• Reduce accidents.
• Follow pollution control measures.

Indirect Benefit
• Higher confidence level among the employees.
• Keep the work place clean, neat and attractive.
• Favourable change in the attitude of the operators.
• Achieve goals by working as team.
• Horizontal deployment of a new concept in all areas of the organization.
• Share knowledge and experience.
• The workers get a feeling of owning the machine.

Eight Pillars of TPM

TQM (Total Quality Management)

A core definition of total quality management (TQM) describes a management approach to long term
success through customer satisfaction. In a TQM effort, all members of an organization participate in
improving processes, products, services, and the culture in which they work.
The methods for implementing this approach come from the teachings of such quality leaders as Philip B.
Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa, and Joseph M. Juran.

The Primary Elements of TQM:

Total quality management can be summarized as a management system for a customer focused organization
that involves all employees in continual improvement. It uses strategy, data, and effective communications
to integrate the quality discipline into the culture and activities of the organization.
• Customer-focused. The customer ultimately determines the level of quality. No matter what an
organization does to foster quality improvement training employees, integrating quality into the design
process, upgrading computers or software, or buying new measuring tools the customer determines whether
the efforts were worthwhile.

• Total employee involvement. All employees participate in working toward common goals. Total employee
commitment can only be obtained after fear has been driven from the workplace, when empowerment has
occurred, and management has provided the proper environment.

• High performance work systems integrate continuous improvement efforts with normal business
operations. Self-managed work teams are one form of empowerment.
• Process-centered. A fundamental part of TQM is a focus on process thinking. A process is a series of steps
that take inputs from suppliers (internal or external) and transforms them into outputs that are delivered to
customers (again, either internal or external). The steps required to carry out the process are defined, and
performance measures are continuously monitored in order to detect unexpected variation.

• Integrated system. Although an organization may consist of many different functional specialties often
organized into vertically structured departments, it is the horizontal processes interconnecting these
functions that are the focus of TQM.

• Micro-processes add up to larger processes, and all processes aggregate into the business processes
required for defining and implementing strategy. Everyone must understand the vision, mission, and
guiding principles as well as the quality policies, objectives, and critical processes of the organization.
Business performance must be monitored and communicated continuously.

• An integrated business system may be modeled after the Baldrige National Quality Program criteria
and/or incorporate the ISO 9000 standards. Every organization has a uniquework culture, and it is
virtually impossible to achieve excellence in its products and servicesunless a good quality culture has
been fostered. Thus, an integrated system connects business improvement elements in an attempt to
continually improve and exceed the expectations ofcustomers, employees, and other stakeholders.

• Strategic and systematic approach. A critical part of the management of quality is the strategic and
systematic approach to achieving an organisation’s vision, mission and goals. This process, called strategic
planning or strategic management, includes the formulation of astrategic plan that integrates quality as a
core component.

• Continual improvement. A major thrust of TQM is continual process improvement. Continual

improvement drives an organization to be both analytical and creative in finding ways to become more
competitive and more effective at meeting stakeholder expectations.

• Fact-based decision making. In order to know how well an organization is performing, data on
performance measures are necessary. TQM requires that an organization continually collect and analyze
data in order to improve decision making accuracy, achieve consensus, and allow prediction based on past
history.
• Communications. During times of organizational change, as well as part of day-to-day operation, effective
communications plays a large part in maintaining morale and in motivating employees at all levels.
Communications involve strategies, method, and timeliness. These elements are considered so essential to
TQM that many organizations define them, in some format, as a set of core values and principles on which
the organization is to operate.

Generic Model for Implementing TQM:

• Top management learns about TQM and decides to commit to it. TQM is identified as one of the
organization's strategies.
• The organization assesses its current culture, customer satisfaction, and quality management systems.
• Top management identifies core values and principles to be used and communicates them to the
organization.
• A TQM master plan is developed.
• The organization identifies and prioritizes the customer's demands and aligns its products and services to
meet those demands.
• Management oversees the formation of teams for process improvement efforts.
• The momentum of the TQM initiative is managed by the steering committee.
• Managers contribute individually to the effort through planning, training, coaching, or other methods.
• Daily process improvement and standardization takes place.
• Progress is evaluated and the plan is revised as needed.
• Constant employee awareness and feedback on status are provided, and a reward/recognition process is
established.

Operations strategy: A firm competes on 4 dimensions i.e. flexibility, cost, delivery & quality

Make or buy decisions:

Benefits/ drawbacks of outsourcing:

Benefits/ drawbacks of insourcing:

Newspaper model:
Newsvendor model is applicable when a single period ordering decision has to be taken under stochastic
demand (random demand)
 Business models:

Pure marketplace models:

In this model the company provides a software technology platform and acts as a bridge between buyer
and seller. The advantage is better price discovery and increased number of options.

Major features:
1. High capital efficiency
2. Less logistical complexity
3. Trust through buyer and seller rating
4. Network effects

Pure inventory models:

In this model inventory of goods and services is owned by e-commerce entity and is sold to the consumers
directly. Indian e-commerce firms initially started with inventory model to circumvent FDI norms.
Major features:
• Less capital efficiency
• Control over customer experience

Systems and processes:

System is a set of interrelated or interacting elements. Management systems is the frameworkof processes
used to establish policies to achieve a certain objective. Process is a set of interrelated or interacting
activities which transform inputs to outputs

Value added processes:

Process terminology:
• Buffering: A storage area between stages where the output of a stage is placed prior to being used in a
downstream stage.
• Blocking: It occurs when the activities in a stage must stop because there is no place to depositthe item just
compiled (if there is no room for an employee to place a unit of work done, the employee will hold on to it
& will not be able to work on the next unit)
• Starving: It occurs when the activities in a stage must stop as there is no work (if an employee is wating at
 a workstation and no work is coming to the employee to the process, the employee will remain idle until
the next unit of work comes)
• Cycle time: The average time between the completion of successive units of product or in the case of
service process, average time between departure of successive customers.
• Bottleneck: A resource that limits the capacity or maximum output of the process.
• Work in progress (WIP): The number of entities in the system which can be measured in physical units
or financial units.
• Throughput time: It includes the time that the unit spends actually being worked on, together with time
spent waiting in a queue.
• Throughput rate: The rate at which entities are processed by the system. When inflow rateexceeds
outflow rate, the number of flow units inside the process increases.
• Flow time: It indicates the time needed to convert inputs into outputs and includes any timespent in a flow
unit waiting for processing activities to be performed.
• Flow rate: Number of flow units that flow through a specific point in the process The rate atwhich entities
are processed by the system Inventory (I)

Type of processes:

Quality:
Fitness for use, Quality is what the customer wants. It is the customer’s perception of the degree
to which the product or service meets his/her expectation.
Quality has several dimensions:
• Performance: The product's ability to meet its intended purpose and satisfy customer requirements.
• Features: The additional attributes of the product that make it more useful or desirable to the customer.
• Reliability: The likelihood that the product will perform its intended function without failure for a specified
period of time.
• Conformance: The degree to which the product meets the requirements of its specifications and standards.
• Durability: The ability of the product to withstand wear and tear over time.
• Serviceability: The ease and cost of repairing the product.
 Quality terminologies:

• Total Quality Management: Total quality management aims to hold all parties involved in the production
process as accountable for the overall quality of the final product or service. It is a continuous process that
seeks to improve the quality of products and services.
• Kaizen: The Japanese word "Kaizen" means improvement, improvements without spending much money,
involving everyone from managers to workers, and using much common sense. The Japanese way
encourages small improvements day after day, continuously. The key aspect of Kaizen is that it is an on-
going, never-ending improvement process. It's a soft and gradual.

What is 3PL? Explain service providers?

• First Party Logistics: First Party Logistics are companies, which do their own logistics activities.
• Second Party Logistics: Second party logistics people provide their own assets such as truck owners,
warehouse operators etc.
• Third Party Logistics: Third party Logistics Provider (3PL) performs logistics services on behalf of
another company. 3PLs provide the management skills along with the physical assets, labor, and systems
technology to provide professional logistics services, relieving companies of the responsibility of
performing these services themselves. 3PL's typically can provide transportation, warehousing, pool
distribution, management consulting, logistics flow between companies and encompasses all processes and
activities such as transportation, warehousing, documentation.

1PL, 2PL, 3PL and so on – A summary

 Batch Method:
• As businesses grow and production volumes increase, it is not unusual to see the production process
organized so that "Batch methods" can be used.

• Batch methods require that the work for any task is divided into parts or operations. Each operation is
completed through the whole batch before the next operation is performed. By using the batch method, it
is possible to achieve specialization of labor. Capital expenditurecan also be kept lower although careful
planning is required to ensure that production equipment is not idle. The main aims of the batch method
are, therefore, to:
• Concentrate skills (specialization)
• Achieve high equipment utilization

• This technique is probably the most commonly used method for organising manufacture. A good example
is the production of electronic instruments.
• Batch methods are not without their problems. There is a high probability of poor work flow, particularly
if the batches are not of the optimal size or if there is a significant difference in productivity by each
operation in the process. Batch methods often result in the build-up of significant "work in progress" or
stocks (i.e. completed batches waiting for their turn to be worked on in the next operation).

Flow Method:
Flow methods are similar to batch methods - except that the problem of rest/idleproduction/batch
queuing is eliminated.
Flow has been defined as a "method of production organization where the task is worked oncontinuously
or where the processing of material is continuous and progressive,"
The aims of flow methods are:
• Improved work & material flow
• Reduced need for labor skills
• Added value / completed work faster
Flow methods mean that as work on a task at a particular stage is complete, it must be passed directly to
the next stage for processing without waiting for the remaining tasks in the "batch". When it arrives at the
next stage, work must start immediately on the next process. In order for the flow to be smooth, the times
that each task requires on each stage must be of equal length and there should be no movement off the
flow production line. In theory, therefore, any fault or error at a particular stage.

There are two key problems with production scheduling:

• Measurement of performance (e.g. should financial performance be most important (e.g.
minimize the amount of stock), or are marketing objectives more important - e.g. always
produce enough to meet customer demand).
• The large number of possible schedules - often caused by too much complexity or variety
in the production needs of the business.

Green supply chain

From product design to manufacturing to logistics management to product recovery, an organization’s
supply chain has a major environmental impact. However, it is not enough for
a Green Supply Chain strategy to simply attempt to mitigate these effects. To be accepted and successful,
it has to be seen to drive value creation through the organization.

The wider goal may be CO2 reduction but for the organization the real benefits are measuredin terms of
 better utilization of assets, less waste production, faster times to market, greater Product innovation and
increased profitability.

"Direct interaction with supply chain partners can enable a company to reduce total inventory levels,
decrease product obsolescence, lower transaction costs, react more quickly to changes in the market and
respond more promptly to customer requests.”

Best practices to build a sustainable supply chain:

• Supplier evaluation and selection: Assess and select suppliers based on their commitment to
sustainability. Consider factors such as environmental impact, labour practices, ethical sourcing, and
compliance with regulations. Engage in partners hips with suppliers who align with your sustainability
goals.
• Transparency and traceability: Implement systems to track and trace the origin of raw materials and
components throughout the supply chain. This helps identify potential environmental and social risks,
ensures compliance, and promotes responsible sourcing.
• Energy and resource efficiency: Optimize energy and resource consumption within the supply chain. This
can include initiatives like energy efficient transportation, waste reduction and recycling programs, water
conservation, and adopting eco-friendly packaging materials.
• Collaboration and engagement: Foster collaboration with suppliers, customers, and other stakeholders to
collectively address sustainability challenges. Engage in dialog ue, share best practices, and work together
to find innovative solutions that benefit the entire supply chain.
• Ethical labor practices: Ensure fair and safe working conditions for employees within your organization
and across the supply chain. Uphold labour rights, promote diversity and inclusion, and implement fair
wages and benefits.
• Risk management: Identify and manage risks associated with sustainability issues. This includes
evaluating potential disruptions, such as climate change impacts or social unrest, and implementing
strategies to mitigate those risks.
• Life cycle assessment: Consider the entire life cycle of products and services, from design and production
to use and disposal. Aim to minimize the environmental footprint at each stage and explore opportunities
for circular economy practices, such as product reuse, recycling, or remanufacturing.
• Continuous improvement and measurement: Establish sustainability goals, regularly measure
performance, and track progress towards targets. Use key performance indicators (KPIs) to assess
environmental, social, and economic impacts and drive ongoing improvement efforts.
• Compliance and legal requirements: Stay updated on relevant regulations and standards related to
sustainability in your industry and geographical areas of operation. Ensure compliance with laws,
regulations, and certifications related to environmental protection, labour practices, and social
responsibility.
• Stakeholder communication: Be transparent about your sustainability efforts and progress. Communicate
with stakeholders, including customers, employees, investors, and communities, about your sustainability
initiatives, achievements, and challenges.

E-commerce
Ecommerce, or electronic commerce, refers to the buying and selling of goods and services over the
internet. There are several different types of e commerce business models, each with its own
characteristics and strategies. Here are some common types:

• Business-to-Consumer (B2C): In the B2C model, businesses sell products or services directly to
individual consumers. This is the most familiar form of e commerce, where online retailers operate websites
or platforms to showcase and sell their products to consumers. Examples include Amazon, eBay, and
Walmart's online store.
• Business-to-Business (B2B): In the B2B model, businesses sell products or services to other businesses.
This involves transactions between manufacturers, wholesalers, distributors, and retailers. B2B e commerce
platforms facilitate procurement, supply chain management, and relations hip building between businesses.
Examples include Alibaba and Thomasnet.
• Consumer-to-Consumer (C2C): The C2C model enables individual consumers to sell products or services
to other consumers through online platforms. These platforms function as diaries, connecting buyers and
sellers. Common examples include online marketplaces like eBay, Craigslist, and Etsy.
• Consumer-to- Business (C2B): In the C2B model, individual consumers offer products or services to
businesses. This can include freelance work, consulting services, or user generated content. Examples of
C2B e commerce platforms include Upwork and Fiverr, where individuals can offer their skills and services
to businesses.
• Peer-to-Peer (P2P): Peer to peer e commerce involves direct transactions between individuals without the
involvement of intermediaries or businesses. It allows individuals to buy, sell, or share goods and services
directly with one another. Examples of P2P e commerce platforms include Airbnb for short term rentals
and Uber for ridesharing.
• Subscription based: Subscription based e commerce models involve selling products or services to
customers on a recurring basis. Customers subscribe to receive regular deliveries of products or access to
services. This model is commonly used for subscription boxes, streaming services, software as a service
(SaaS) platform, and membership based businesses.
• Drop shipping: Drop shipping is a business model where online retailers do not hold inventory. Instead,
they partner with suppliers or manufacturers who ship products directly to customers. The retailer acts as
an intermediary, managing the marketing, customer service, and order processing. Examples of drop
shipping platforms include Shopify and Oberlo.
• White labelling and Manufacturing: Some ecommerce businesses focus on manufacturing or white
labelling products and selling them under their own brand. They work with manufacturers to produce
products and then market and sell them through their online channels. This model allows for customization
and control over the product offering.

It is important to note that these business models can overlap or be combined, and some e
commerce companies may operate using a hybrid model that suits their specific needs. The choice of
business model depends on factors such as target market, industry, products or services offered, and overall
strategic goals of the e commerce business.

There are specific e-business models that describe how online businesses operate and generate revenue.
Here are a few examples:
• Inventory Based Model: In the inventory-based model, the e business owns and manages its own inventory
of products. It handles product sourcing, warehousing, and order fulfilment. This model allows for more
control over the product offering, pricing, and customer experience. Examples include:
• Zappos: An online shoe and clothing retailer that maintains its own inventory and fulfils customer orders.
• Best Buy: A consumer electronics retailer that operates both physical stores and an online platform,
stocking,and shipping products from its inventory.
• Marketplace Model: In the marketplace model, the e-business acts as an intermediary, providing a
platform for third-party sellers to highlight and sell their products or services. The e-business typically earns
revenue through commissions or fees on transactions. Examples include:
• Amazon Marketplace: Amazon allows third party sellers to list and sell products on its platform, handling
transaction processing, customer service, and fulfilment.
• Airbnb: A platform that connects property owners with travellers seeking accommodations, facilitating
bookings and payments while earning a commission on each transaction.
• Peer to Peer (P2P) Model: The P2P model enables individuals to directly transact with one another through
an online platform, without the involve ment of a centralized business. The platform serves as a facilitator,
connecting buyers and sellers. Examples include:
• eBay: A platform where individuals can buy and sell new or used products to each other through auction
style or fixed price listings.
• Uber: A ride sharing platform that connects drivers with passengers, allowing individuals to offer
transportation services to others.
• Freemium Model: The freemium model offers basic services or products for free while charging for
premium features or additi onal functionality. This model aims to attract a large user base with free offerings
and then monetize a portion of users who choose to upgrade. Examples include:
• Dropbox: A cloud storage service that offers a limited amount of storage space for free and charges for
higher storage capacities and additional features
• LinkedIn: A professional networking platform that provides basic networking and job search functionality
for free, while offering premium subscription options for enhanced features.
• Subscription Model: The subscription model involves offering products or services on a recurring basis
in exchange for a subscription fee. This model provides predictable revenue streams and fosters customer
loyalty. Examples include:
• Netflix: A streaming platform that offers subscription based access to a wide range of movies and TV
shows.
• Dollar Shave Club: A subscription based service that delivers razors and grooming products to customers
on a regular basis.
These are just a few examples of e-business models. Keep in mind that businesses can adapt and combine
these models to suit their unique needs and market conditions.

Reverse Logistics
Reverse logistics refers to the process of managing the flow of products or materials from the point of
consumpt ion back to their point of origin or proper disposal. It involves activities such as product returns,
repairs, refurbishment, recycling, or disposal. Reverse logistics is important for managing product returns,
reducing waste, maximizing value recovery, and minimizing environmental impact. Here are some key
aspects and benefits of reverse logistics:

• Product Returns: Reverse logistics manages the flow of products returned by customers due to defects,
dissatisfaction, or other reasons. It includes activities like product inspection, evaluation, sorting, and
determining appropriate actions such as repair, replacement, or refund.
• Repair and Refurbishment: Reverse logistics involves repairing or refurbishing returned or defective
 products to restore them to a sellable condition. This process can help minimize waste and increase the
lifespan of products
• Asset Recovery: Reverse logistics focuses on recovering value from returned or end of life products. This
can include reselling refurbished products, selling components or parts, or recycling materials for reuse in
manufacturing.
• Recycling and Disposal: Reverse logistics ensures proper disposal of products or materials that cannot be
repaired, refurbished, or resold. It involves adhering to environmental regulations and disposing of products
responsibly through recycling, waste treatment, or other approved methods.
• Cost Management: Effective reverse logistics can help reduce costs associated with returns, repairs, and
waste management. By streamlining processes and optimizing value recovery, companies can minimize
financial losses and improve overall profitability.
• Customer Satisfaction: Efficient reverse logistics processes contribute to better customer satisfaction. By
providing hassle free returns, prompt resolutions, and clear communication, companies can enhance their
reputation and build customer loyalty.
• Sustainability and Environmental Impact: Reverse logistics plays a crucial role in sustainable business
practices. By implementing recycling programs, reducing waste, and minimizing the environmental impact
of disposal, companies can contribute to environmental conservation and meet sustainability goals.
• Supply Chain Optimization: Reverse logistics is an integral part of supply chain management. It helps
identify inefficiencies, areas for improvement, and opportunities for cost savings throughout the entire
product lifecycle.

Examples of reverse logistics in action include:

• Online retailers implementing product return processes, where customers can request returns and receive
refunds or replacements.

• Electronics manufacturers offering repair or refurbishment services for returned or faulty products to extend
their lifespan.

• Automotive companies managing the return and recycling of end of life vehicles to recover materials and
minimize environmental impact.
• Clothing retailers implementing take back programs for used clothing to facilitate recycling or repurposing.

Few examples of the companies:

• Amazon: As one of the largest ecommerce companies, Amazon has established a comprehensive reverse
logistics system. They have a streamlined product return process that allows customers to initiate returns
easily and provides various options for refunds, replacements, or exchanges. Amazon also manages product
refurbishment and reselling through programs like "Amazon Renewed" for `certified refurbished products.

• Apple: Apple has implemented a robust reverse logistics system for their electronic devices. They offer
repair and refurbishment services for their products through authorized service centres and their own retail
stores. Apple also has recycling programs like "Apple Trade In" to encourage customers to return their old
devices for proper recycling and disposal.

• Dell: Dell, a leading computer technology company, has a well-established reverse logistics program. They
offer product return and repair services for their computer systems, ensuring that faulty or damaged
products are repaired and refurbished for resale. Dell also has recycling initiatives for end of life products
to recover valuable materials.

• Patagonia: Patagonia, an outdoor clothing and gear company, is known for its commitment to sustainability
and responsible practices. They have implemented a successful reverse logistics program called "Worn
Wear." It allows customers to return their used Patagonia products for repair, refurbishment, or recycling.
Patagonia also sells refurbished items on their website, extending the lifecycle of their products.

• Best Buy: Best Buy, a multinational electronics retailer, has a comprehensive reverse logistics program.
They have a customer friendly return process and offer repair services for electronics. Best Buy also has an
electronics recycling program called "Best Buy Recycling," where customers can drop off old electronics
for proper disposal and recycling.

• IKEA: IKEA, the Swedish furniture retailer, has implemented a take back program for furniture. They offer
customers the option to return used furniture in good condition, which IKEA then sells as second hand
items in their stores. For furniture that cannot be resold, IKEA has recycling initiatives in place to recover
materials.

Industry 4.0
Industry 4.0 is the cyber physical transformation of manufacturing. It refers to the smart and connected
production systems that are designed to sense, predict, and interact with the physical world, to make real
time decisions, enhance productivity, flexibility & agility.

From the first industrial revolution mechanization through water and steam power to the mass production
and assembly lines using electricity in the second, the fourth industrial revolution will take what was started
in the third with the adoption of computers and automation and enhance it wit h smart and autonomous
systems fuelled by data and machine learning.

In Industry 4.0, computers are connected and communicate with one another to make decisions without
human involvement

Technologies in 4.0
• Big Data and AI analytics: In Industry 4.0, Big Data is collected from a wide range of sources, from
factory equipment and Internet of Things (IoT) devices, to ERP and CRM systems, to weather and traffic
apps. Analytics powered by artificial intelligence (AI) and machine learning are applied to the data in real
time and insights are leveraged to improve decision making and automation in every area of supply chain
management: supply chain planning, logistics management, manufacturing, R&D and engineering,
enterprise asset management (EAM), and procurement.
• Horizontal and vertical integration: The backbone of Industry 4.0 is horizontal and vertical integration.
With horizontal integration, processes are tightly integrated at the “field level” on the production floor,
across multiple production facilities, and across the entire supply chain. With vertical integration, all the
layers of an organisation are tied together and data flows freely from the shop floor to the top floor and
back down again. In other words, production is tightly integrated with business processes like R&D, quality
assurance, sales and marketing, and other departments and data and knowledge silos are a thing of the past.
• Cloud computing: Cloud computing is the “great enabler” of Industry 4.0 and digital transformation.
Today’s cloud technology goes way beyond speed, scalability, storage, and cost efficiencies. It provides
the foundation for most advanced technologies from AI and machine learning to the Internet of Things and
gives businesses the means to innovate. The data that fuels Industry 4.0 technologies resides in the cloud,
and the cyber physical systems at the core of Industry 4.0 use the cloud to communicate and coordinate.
• Augmented reality (AR): Augmented reality, which overlays digital content on a real environment, is a
core concept of Industry 4.0. With an AR system, employees use smart glasses or mobile devices to
visualise real time IoT data, digitised parts, repair or assembly instructions, training content, and more when
looking at a physical thing like a piece of equipment or a product. AR is still emerging but has major
implications for maintenance, service, and quality assurance as well as technician training and safety.
• Industrial Internet of Things (IIoT): The Internet of Things (IoT) more specifically, the Industrial
Internet of Things is so central to Industry 4.0 that the two terms are often used interchangeably. Most
physical things in Industry 4.0 devices, robots, machinery, equipment, products use sensors and RFID tags
to provide real time data about their condition, performance, or location. This technology lets companies
run smoother supply `chains, rapidly design, and modify products, prevent equipment downtime, stay on
top of consumer preferences, track products and inventory, and much more.
• Additive manufacturing/3D printing: Additive manufacturing, or 3D printing, is another key technology
driving Industry 4.0. 3D printing was initially used to as a rapid prototyping tool but now offers a broader
range of applications, from mass customisation to distributed manufacturing. With 3D printing, for
example, parts and products can be stored as design files in virtual inventories and printed on demand at
the point of need reducing both transportation distances and costs.
• Autonomous robots: With Indus try 4.0, a new generation of autonomous robots is emerging. Programmed
to perform tasks with minimal human intervention, autonomous robots vary in size and function, from
inventory scanning drones to autonomous mobile robots for pick and place operations. Equipped with
innovative software, AI, sensors, and machine vision, these robots are capable of performing difficult and
delicate tasks and can recognise, analyse, and act on information they receive from their surroundings.
• Simulation/digital twins: A digital twin is a virtual simulation of a real world machine, product, process,
or system based on IoT sensor data. This core com ponent of Industry 4.0 allows businesses to better
understand, analyse, and improve the performance and maintenance of industrial systems and products. An
asset operator, for example, can use a digital twin to identify a specific malfunctioning part, predi ct
potential issues, and improve uptime.
• Cybersecurity: With the increased connectivity and use of Big Data in Industry 4.0, effective cybersecurity
is paramount. By implementing a Zero Trust architecture and technologies like machine learning and
blockchain , companies can automate threat detection, prevention, and response and minimise the risk of
data breaches and production delays across their networks.
 Challenges in implementing Industry 4.0

• A gap in technical skills - Challenges with upskilling & reskilling the existing workers
• Data sensitivity & security - As this transformation requires data collection & sharing, protecting sensitive
data from cyber threats is an issue
• Infrastructure readiness - Lack of digital infrastructure like high speed internet connectivity, data storage
& processing capabilities etc
• Change management & Organisational culture - Resistance to change in organizational structures,
processes & workflows, and lack of digital readin ess among employees.
• Sustainability & Environmental Impact - It is important to consider the environmental impact of Industry
4.0 and maintain a balance between technological advancements and sustainable practices to minimize the
carbon footprints
• Upfront cost of digital transformation - Costs of infrastructure, equipment, software, training employees
etc.

Future - Industry 5.0

• According to the European Union Industry 5.0 provides a vision of industry that aims beyond efficiency
and productivity as the sole goals, and reinforces the role and the contribution of industry to society
• It places the wellbeing of the worker at the cen tre of the production process and uses modern technologies
to provide prosperity beyond jobs and growth while respecting the production limits of the planet.
• It reflects a shift from a focus on economic value to a focus on societal value, and a shift in focus from
welfare to wellbeing.
• The three pillars of Industry 5.0 are Human-Centric strategy, Resilient Strategy & Sustainability Strategy
• Human Centric Strategy: Promotes talents, diversity & empowerment.
• Resilient Strategy - Ability to anticipate, react and learn timely and systematically from any
crisis and thereby ensure stable and sustainable performance.
• Sustainability Strategy: Organisations should focus on all 3 Ps of the Triple Bottom Line &
all seventeen sustainable development goals
 Theory of constraints

The Theory of Constraints (TOC) is an overall philosophy developed by Dr.Eliyahu M. Goldratt, usually
applied to running and improving an organization. The Theory of Constraints states that every system must
have at least one constraint limiting its output.

Now what is a constraint?

• A process or process step that limits throughput.
• Anything that limits a system from achieving higher performance versus its goal.
• A constraint is a factor that limits the system from getting more of whatever it strives.

Consequences of the Theory:

• The more complex the system, the less independent process paths exist, so the lower the ofconstraints.
(Usually, complex systems have only one constraint at a given time.)
• A system of optimum processes can’t be an optimum system.
• An optimum system runs the constraint (or bottleneck) at optimum capacity (focused on thegoal of the
system), and all other process steps must have excess capacity.

Procurement planning

After the decision has been made to purchase goods or outsource services, the procurementteam
develops a plan that includes the following:

• Selecting the appropriate relationships and contract approaches for each type ofpurchased goods or
outsourced service
• Preparing RFQs and RFPs and evaluating partnership opportunities
• Evaluating RFQs, RFPs, and partnerships
• Awarding and signing contracts
• Managing quality, timely performance
• Managing contract changes
• Closing contracts

Depending on the complexity level of the project, each of these steps can take either hours or sometimes
weeks of work to complete. Each of these steps is also included in the project master schedule. The time
involved in the procurement cycle can influence the scheduling of critical activities, including the decision
to self-perform the work or contract the work to others. The equipment and materials delivery dates and
completion of contracted work dates are placed on the project schedule and any procurement activities that
create a project delay or fall on the project critical path may require special attention.

Procurement and Strategic Sourcing

Procurement and sourcing are a critical part of managing a successful supply chain. In today’s global supply
chains, firms manage relationships with over a thousand suppliers and hence it is important to understand
the tools and techniques used for supplier segmentation, search for potential suppliers, supplier evaluation
and the selection and continuous measurement and monitoring of supplier performance.

Typical procurement (Source to Pay – S2P) process:

Source to pay (S2P) is a process that starts with finding, negotiating with, and contracting the
supplier of goods, and culminates in final payment for those goods.

Strategic approach to Sourcing

Kraljic Matrix
Kraljic Matrix is a procurement tool used to analyse and classify products or services based on their
importance and supply risk. It helps organizations in developing appropriate procurement strategies for
different categories of items. The matrix cons ists of four quadrants: strategic items, leverage items,
bottleneck items, and non critical items. Strategic items are high value and high risk items that require
careful supplier management. Leverage items are high value but low risk items that can be neg otiated for
better terms. Bottleneck items are low value but high risk items that may need supplier development. Non
critical items are low value and low risk items that can be managed with minimal effort.

Van Weele’s Customer Portfolio Analysis

Van Weele's Customer Portfolio Analysis is a framework used to classify customers based on their strategic
value and risk. It helps organizations in understanding the importance of different customer segments and
developing appropriate customer relationship strategies. The analysis considers factors such as the
customer's profitability, growth potential, market position, and dependence on the organization. The
framework typically categorizes customers into different segments, such as key accounts, growth accounts,
service accounts, and risk accounts. It enables organizations to allocate resources and tailor their approaches
to different customer segments effectively.

Dutch Windmill
The Dutch Windmill is a metaphorical term often used in supply chain management. It represents the
concept of managing the flow of goods and information across multiple stages in a supply chain network.
Just as a windmill captures wind energy and converts it into rotational energy, supply chain management
aims to capture and utilize the flow of goods, materials, and information to create value. The Dutch
Windmill concept emphasizes the need for effective coordination, collaboration, and synchronization
among various entities in the supply chain to optimize performance and achieve competitive advantage.
AT Kearney’s Purchasing Chessboard
A.T. Kearney's Purchasing Chessboard is a strategic framework used for assessing and improving
procurement activities within an organization. It provides a comprehensive view of purchasing strategies
and tactics to enhance procurement performance. The chessboard consists of four dimensions: supply
market, supply positioning, supplier development, and purchasing power. Each dimension represents
various aspects of procurement strategy and helps in identifying areas for improvement. The framework
enables organizations to evaluate their purchasing capabilities, develop sourcing strategies, negotiate better
deals, and drive cost savings.
 Spend Analysis

Spend analysis is a strategic procurement process that involves analyzing and categorizing an organization's
spend data to gain insights into purchasing patterns, identify cost saving opportunities, and improve overall
procurement effectiveness. It helps businesses understand how money is being spent across different
categories, suppliers, and departments, enabling them to make informed decisions and drive cost
optimization strategies. Below are the key subheadings and bullet points summarizing spend analysis

Purpose:
• Analyzing and categorizing spend data
• Gaining insights into purchasing patterns and trends
• Identifying cost saving opportunities
• Improving procurement effectiveness and efficiency

Process:
• Get executive support
• Understand capabilities and gaps in spend data management
• Identify raw data sources
• Define schema for final database
• Map and classify each transaction into meaningful categories
• Analyze – Assess – Report

Benefits:
• Cost savings – Identifying areas of excessive spending and better negotitating with suppliers
• Supplier management – Evaluating supplier performance and building stronger relationships
• Risk mitigation – Identifying potential risks associated with suppliers or categories
• Compliance – With regulations and internal policies
• Strategic decision making - Data driven insights for strategic procurement decisions

Just-in-time
“Inventory is waste”- Adds cost without adding much value
Reducing inventory exposes existing manufacturing weaknesses Reduce inventory which does not

compensate with mfg. process issues

Work on existing process to improve reliability and require less inventory

In short..”the right material, at the right time, at the right place, and in the exact amount”

PULL SYSTEM!
Major supply chains in the world
Major distribution models
Supply chain strategies
Efficient supply chain:
An efficient Supply chain focuses on minimising costs throughout the supply chain by holding the optimal
amount of inventory and by achieving manufacturing as well as logistics Economies of Scale. This strategy
typically applies to supply chains with very predictable demand patterns.

Responsive supply chain:

On the other hand, a responsive supply chain applies to those supply chains that grapple with volatile
demand or are susceptible to disruptions (e.g. Natural calamities). Supply chains become responsive by
having excess spare capacity in terms of production, inventory and by identifying alternate forms of
transportation and sourcing. The objective is to fulfil an order despite disruptions or demand spikes.

Comparison of efficient and responsive supply chain:

The ability of a supply chain to recover after facing a disruption is called supply chain resilience.

80-20 Rule (Pareto principle):

A term referring to the Pareto principle. The principle suggests that most effects come from relatively few
causes; that is, 80% of the effects (or sales or costs) come from 20% of the possible causes (or items).
 Operations specific HR preparation

Basic Preparation:
• Tell me about yourself
• Why Operations?
• Tell me something not on your CV
• What are your three major accomplishments?
• What was an experience in your life that you would want to go back and change?
• How would your friends describe you in 3 words?
• Two situations when you stood up to your superiors: One where you failed, and one where you succeeded.
• Describe the job or the activity which has had the greatest impact on your career goals.
• Why company/industry/profile?
• Given that you have no background in this field why are you interested in it?
• What do you predict is going to happen in this industry in the next 5 years?
• How would you go about evaluating a business?
• Define leadership.
• What qualities should a successful manager possess? Do you have these attributes?
• Situation when you successfully resolved a conflict.
• Situation when you faced an ethical dilemma.
• Situation in which you worked under deadline pressure.
• Give me an example of how you manage multiple projects.
• Name a point in your life where you turned a negative into a positive.
• A situation where you displayed creativity?
• A situation where you showed initiative.
• A situation where you were short of time/ resources. How did you approach it?
• A situation where you dealt with ambiguity. How did you deal with it?
• What are your strongest abilities?
• What is your biggest weakness?
• Why should we hire you?
• What makes you stand out among your fellow students?

Operations interview questions

• Give an instance where you automated a process flow.
• Calculation based question on inflow/outflow of inventory,
• Calculation based question on manpower deployment.
• Inventory inflow/outflow questions to find the missing numbers. Second question was based on manpower
allocation. Weekly requirement was given and manpower capacity was given. Allocate the sufficient
manpower to minimize cost.
• Ops case based on his business model (cost and profits)
• A situation in which you were having lack of resources and how did you deal with that?
• There are too many customer returns being registered. Solve the case. Root cause being customers are lying
and sending back bogus products or just order for fun.
• Another cause is that sellers are achieving volume advantages early by buying in bulk but returning unsold
goods, saying customers are returning them.
• How would you go about launching a new product?
• How is your service experience different from amazon service? (Candidate had exp in GAIL).
• How would you design a performance evaluation matrix for your subordinates?
• Based on aero sector (based on candidate’s work ex sector), pick one process improvement process.
• and explain it. Draw the value stream map.
• If you find a bug in the system 2 weeks before a product launch, what would your approachbe?
• Any new news about retail?
• Where the retail sector lacks of mahindra?
• If you want to setup mahindra in sitapur how will you do that?
• Why mahindra in-house strategy when you have many external consultants like mckcoming to campus?
• Questions asked on current affairs
• Chosen heavy vehicles why and how can you handle that.
• How will you promote heavy vehicles in rural India through digital medium?
• Why Uber?
• Give us more ideas to increase riders
• What would be the strategy to launch Uber in a new city?
• How to launch Uber in a new city, and secure 200 drivers in 20 days?
• How would you improve security in an Uber - what is the feasibility of CCTV cabs in anUber?
• Estimate the costs involved in delivering food using Swiggy
• How will you increase the marketplace?
• Discussion on loyalty program for drivers design & challenges.
• Explain supply chain management?
• What are the five factors of production?
• Case: You're a category manager for a mobile phone. Avg hits on the page - out of stock.troubleshoot
the reasons
• Case: Launch a parker pen
• Case: How will you forecast the demand for a product?
• Case: Launch Galaxy S7 by amazon. How would you go about it? How will you deal with complications
like Samsung not giving exclusivity, or non-availability of stocks because Flipkart is also launching
• Case: You are the category manager for a hard-disk brand. Customers are not getting orders on time. What
can be the possible reason and how will you solve this?
• Case: You have 2 options - Samsung feature phone worth 2000 and smartphone worth 20000.
• Which one will you want to do an exclusive deal for and why? Complications: What if demand is the same.
What if overall revenue is the same?
• Case: If you had to launch a category what factors you'd look at?
• Case: How would you launch an apparel brand?
• Case: How would you launch a perishable product - like milk, vegetables, meat. What factors are to
be considered?
• Case: How would you launch pens as a category? What factors would you consider?
• Case: How would you launch a new category of smartphones?
• Why Cloudtail?
• What are the different business models?
• What do you understand by Amazon's business model?
• How will you manage the inventory?
• Multiple Situation based questions asked on the Cloudtail value chain.
• Design the criteria to ensure quality of sellers?
• Why do customer returns happen? How do you reduce it?
• What is the revenue model of Bajaj? How does the insurance industry works ?
• Guesstimate on No. of marriages per year in India ?
• Guesstimate on kgs of food waste produced in Bangalore every day ?
• Situational based questions on the 14 leadership principles of amazon.
• What is Lean manufacturing, Toyota way, Six sigma, Kaizen, news vendor model?
• What kind of deals you would plan for left over inventory and why ?
• What is the format for balance sheet , profit & loss statements for banks & insurancecompanies ?
• List down the factors, you would take into consideration while deciding the location of anew warehouse?
• Estimate total number of toys (for kids in 0-5 yrs. age) ordered on Amazon website daily.

Case study:

Case 1:
Situation: The Hawkins Supply company is currently faced with an inventory rotation problem. This
difficulty stems from the fact that some supplies must be used prior to a stated expiration date. Upon receipt,
a new shipment of these perishable items must be stacked beneath the boxes that are currently in inventory.
A substantial amount of time is consumed in restacking the items according to their expiration dates.
Question: The company would like to reduce the double and sometimes triple handling of items. How can
this goal be achieved? Are there alternative solutions which might also be effective?

Case 2:
Situation: The JAW Bottling company has recently introduced a new beer to the market called HEAVY.
It is extra high in calories. It has been developed specifically for those people that enjoy feeling full after
only one beer. The materials handling supervisors at JAW Bottling have been receiving complaints from
lift truck drivers that cases of the new HEAVY beer are slipping off pallets during intra-plant movement
and truck deliveries. Thus far the JAW engineering department has tried to eliminate or reduce case slippage
through the use of the following methods: 1. Top case clamp on the fork truck. 2. Strapping cases to pallet.
3. Plastic wrapper around cases. 4. The use of a large size pallet with a retainer strip nailed along the edges.
Question: Using a method other than those described above, can the case slippage problem be solved?

Case 3:
Situation: Field, Bell and Weiss, a consulting firm, has been engaged by the Fizzle BeverageCompany
to determine possible methods for expanding their warehouse facilities. The current warehouse has 16'
ceilings with a possible 10' clear stacking height. At the 10' level theobstructions are steam pipes, lighting
fixtures and air ducts. Fizzle Beverage currently receivesall pallets by truck. Each pallet load is 6' high
(including the pallet). In order to take fulladvantage of all available height the second level pallet in
each stack must be broken down. Question: How could Fizzle increase storage capacity?

Case 4:
Situation: The Acme Warehouse Company received a consignment of 20' lengths of 3"diameter stainless
steel pipes. Acme had never handled pipe as part of their warehousing
operation. The forklift truck operator assigned to this job used the truck's forks as a ram to load, handle,
and unload the pipe. Inspection of the pipe by the owners revealed that the forks were bending and damaging
the pipe.
Question: Suggest several alternative methods for eliminating the problem of pipe damage. From a cost
and ease in application standpoint, select one alternative solution for adoption.

Case 5:
Situation: The Free Wheelin Car and Foundry Company is in the business of modifying and repairing
the coupler pins on railroad cars. Due to the nature of the mechanism the completecoupler assembly
must be removed from the car. Once detached, an overhead gantry crane isused to lift and move the
coupler to a location adjacent to the car being repaired. Because ofthe various uses of this crane, many
scheduled operations must be delayed.
Question: Preliminary investigation indicates that the super-structure is very sound with columns placed
on 20' centers. Suggest an approach for the reduction or the elimination of thedelays currently being
experienced in the gantry crane operations.

Case 6:
Situation: The Jones Company operates a centrally located storeroom in their manufacturing complex.
Every afternoon each craft foreman (Tin Shop, Electric Shop, Iron Workers, etc.)writes a requisition
for common use items that will be required for the next day's work. These common use items include
nuts, bolts, screws, washers, flashlight batteries, and gloves. Allspecialty items are ordered separately.
During the night shift, storeroom personnel fill theorders of items requested by the craft foreman. Each
morning, one or two workers from eachdepartment go to the storeroom with a four-wheel platform truck
to pick up the filled order.
Question: Although studies have never been performed to determine the amount of time craftsmen spend
waiting for supplies, it is the thoughts of the management that idle craft manpower is a problem resulting
from this procedure. How can time spent traveling to and from the described storeroom be reduced, thus,
eliminating or decreasing crafts' personnel travel time?

Case 7:
Situation: The Sure To Peal Paint Company stores all its metal compressed gas containers ina warehouse.
These long cylindrical metal tanks contain various gases used in manufacturing cans of spray paint. The
gas tanks are delivered to the warehouse by truck. Two receiving dock workers unload the containers from
the delivery trucks and place them on four wheel trucks. Two materials handlers are responsible for pushing
the loaded trucks into the warehouse, unloading the tanks and setting them up on end. The two materials
handlers spend a major portion of their day moving loads of the gas tanks into the warehouse and placing
them intothe proper storage locations. In total, there are five different types of gases that in equal proportion
make up 98% of all gas handled.
Question: Management would like to identify a better way to handle these gas tanks. How can the handling
operation be improved?

Case 8:
Situation: The White Manufacturing Company produces a spring-loaded replacement spikefor power
rakes. Because of the small size of this item, they are packaged in separate small containers that are in turn
packed into a larger carton (24 count) for shipping. The packing operation for this unit is on the third floor
of a multi-story building. Upon completion of the packing operation the shipping cartons are placed on
semi-live skids and taken to the second
 floor using an elevator. The same elevator is also used to move other materials to various floors in the plant
for processing. On the second floor packages are sorted according to trucking line. After sorting, all
packages are placed on a semi-live skid and moved to the first floor via the same elevator. On the first floor,
the packages are stored awaiting shipment (pick up by the assigned truck line).
Question: Disregarding labor requirements, how can the movement of packages be improved?

Guesstimates
1.How many gallons of white house paint are sold in the U.S. every year?

The SMART BIG Approach : If you are not sure where to begin, start with the basic assumption that
there are 270 million people in the U.S. (or 25 million businesses, depending on the question). If there are
270 million people in the United States, perhaps half of them live in houses (or 135 million people). The
average family size is about three people, so there would be 45 million houses in the United States, Lets
add another 10% to that for second housesand houses used for other purposes besides residential. So there
are about 50 million houses. If houses are painted every 10 years, on average (notice how we deftly make
that number easy to work with), then there are 5 million houses painted every year. Assuming that one
gallon of paint covers 100 square feet of wall, and that the average house has 2,000 square feet of wall
to cover, then each house needs 20 gallons of paint.
So 100 million gallons of paint are sold per year (5 million houses x 20 gallons). (Note: If you want to be
fancy, you can ask your interviewer whether you should include inner walls as well.) If 80 percent of all
houses are white, then 80 million gallons of white house paint are sold each
step!)
The SMART SMALL Approach: Take a town of 27,000 (about 1/10,000 of the population). If you use
the same assumption that half the town lives in houses in groups of three, then there are 4,500 houses,
plus another 10 percent, which makes 5,000 houses. Paintedevery 10 years, 500 houses are being painted
in any given year. If each house has 2,000 squarefeet of wall, and each gallon of paint covers 100 square
feet, then each house needs 20 gallonsso 10,000 gallons of house paint are sold each year in your typical
town. Perhaps 8,000 of those are white. Multiply by 10,000 you have 80 million gallons.

2.Estimate the market for bicycles India.

• India has a population of 1.2B; India has ~30% population living below the poverty line. Itwould be
fair to assume that a negligible proportion of poor population owns bicycles.
• Of the remaining 0.84M, approximately 50% fall in the age group of 8-40, the core bicycleusing
population. This amounts to ~0.42M people.
• Of these, assuming equal distribution between sexes, there are ~0.21M males and ~0.21Mfemales.
• Here we assume that 75% of men buy at least single cycle in their lifetime and at least 20%women buy
single cycle at some point. That makes a total of ~0.2M.
• Lets divide the population further into high users, middle users and low income groups.
Assume high income is 10%, middle income is 60% and low income is 30% Assume that the high-income
group buys a cycle every 5 year; middle usage buys a cycle every 10 year, low usage buy 1 during their
lifetime.
• Calculating, cycles bought in a year = 0.2 (0.1/5 + 0.6/10 + 0.3/30) = 0.2 (0.02 + 0.06 + 0.01) = ~0.02M
• Assume the average price per denim to be 1000Rs. Thus, market size = Rs. 20BAnswer: Market size of
cycles bought in India is ~Rs. 20M

3.Estimate the litres of cola sold in Delhi per day

• Population of Delhi is approximately 15M people.
• Assume 30% of population is below poverty line, does not consume cola.
• Population above poverty line is approximately 10M people. Cola drinking population istypically in age
group 5- 40 years of age. Approximately 60 % of Delhi’s population is in this range, i.e ~6M people.
• Dividing this population into High consumers (20%), Moderate consumers (40%) and Low consumers
(40%). Assume high consumers consume approximately 1L per day, moderate consumers consume 0.5L
per day and low consumers consume 0.1L per day.
• Thus total daily consumption = 1.2*1 + 2.4*0.5 + 2.4*0.1 = 1.2 + 1.2 + 0.24 = ~2.6M litres per day.
• Answer: ~2.6M litres of cola is consumed in a day in Delhi

4.Estimate the number of denims sold in India in a year.

• India has a population of 1.2B; India has ~30% population living below the poverty line. Itwould be
fair to assume that a negligible proportion of poor population wears denims.
• Of the remaining 0.84M, approximately 50% fall in the age group of 6-35, the core denimwearing
population. This amounts to ~0.42M people.
• Of these, assuming equal distribution between sexes, there are ~0.21M males and ~0.21Mfemales.
• Here we assume that 80% of men buy atleast single denim in a year and atleast 50% womenbuy single
denim.
• Lets divide the population further into high income, middle income and low income groups.
• Assume high income is 10%, middle income is 60% and low income is 30%
• Assume that the high income group buys 3 denims per person per year; middle income buys 2 denims per
person per year, low income buy 1 denim per person per year.
• Calculating, male denims bought = 0.8*0.21*(0.1*3 + 0.6*2 + 0.3*1) = 0.8*0.21*0.18 = 0.03M; calculating
female denims bought = 0.5*0.21*(0.1*3 + 0.6*2 + 0.3*1) = 0.02M. Thus, total = 0.05M
• Assume the average price per denim to be 1000Rs. Averaging for branded products in the1800Rs pus
range and non-branded in the ~500Rs. range. Thus, market size = Rs. 5B Answer: Market size of denims
bought in India is ~Rs. 5B

5.Estimate the amount of petrol used in Delhi per day

• Population of Delhi is approximately 15M people.

• Assume family size of 5, there are approximately 3M households in Delhi. Approximately top 40%
households would own a car. Thus there are approximately 1.2M cars in Delhi.
• We can divide these car users into Heavy, Moderate and Light users. Lets assume heavy users are 20% of
total car owners and travel approximately 80km a day, to and from work in Delhi-NCR etc. Assume
Moderates are 50% of total car owners and travel ~30 km per day. Assume
• Light users are 30% of population and travel 10km a day (including low usage multiple carsowned by
families etc.)
• Thus, total distance traversed by Delhites in a day = 1.2*(0.3*80 + 0.5*30 + 0.3*10) = 1.2*70=84M km.
• Assume average mileage of a petrol car is 12km/l. Thus, amount of fuel consumption in a day = 7M litres
• Answer: ~7M litres of petrol is consumed in a day in Delhi
 6.Estimate the market size of paint industry in India

• Working assumption: The household sector contributes to approximately 70% of the paint industry in
terms of volume of paint used. The industrial sector accounts for the remaining 30%. We will first calculate
the contribution of the HH sector and use this as a proxy for industrial segment.
• India has a population of 1.2B, India has 70% population living in rural India. It would be fair to assume
that a negligible proportion of rural population uses paints.
• Given an urban population of 36M and an assuming a average family size of 5, number of households in
urban India are 7.2M
• Assume that only 75% of urban houses use paint or related products. Some houses in India still use lime
(chuna) to paint walls. Thus, relevant households are 5.4M
• Assuming an average wall space in every household to be 5000 sq.ft, the amount of wall space painted in
Indian urban households is = 27*109
• Further, one gallon of paint can be used to approximately paint 200 sq.ft area. Thus, the number of gallons
required to paint these urban household walls is ~ 14*107 gallons of paint-
• Using this figure to represent 70% of the volume of paint used, we can estimate the remaining volume of
paint used by industrial sector, this would amount to ~6*107 gallons of paint
• Considering that a household gets painted once in every 2 years, annual volume of paint required = 10*107
gallons of paint
• Considering industrial sector gets painted once in 4 years (average), annual volume of paint required =
~3*107 gallons of paint
• Hence, the total annual consumption is approximately 13*107 gallons of paint across all segments.
• Adding 10% to this for rural consumption and another 10% for painting of newly constructed households,
we get a total consumption of 16*107 gallons of paint
• Assuming an average price of Rs 1000 per gallon of paint, the market size of paint annuallyin India is
approximately Rs. 16*109
• Answer: Market size of paint in India is approximately Rupees 1600 crores or 1.6B

7.Estimate the amount of water that can fill an aircraft

• Working assumption This estimation is done taking into consideration Boeing 747, the most common
airplane in India. Also, the plane is considered to be empty from inside, i.e. there are no seats, baggage
cabins installed.
• Let us assume the length of the plane to be ~70m, internal width of the plane can be calculated taking into
consideration the seat and gallery space, given a 3*3 configuration of seats, each set of 3 seats would
approximately be 2.5m wide. Thus, internal cabin width is approximately 6m. Similarly, the height of cabin
can be estimated the cabin allows a 6ft. man to stand comfortably, cabin height is approximated at 7ft. or
2m
• The cabin space represents a cuboid with rounded edges. Estimating the volume of the cuboid, we arrive at
840 cu.m
• Correcting for loss of volume due to rounded edges, decrease this by 10%, arrive at cabin volume of ~760
cu.m
• Assuming cockpit, food gallery, washroom areas cumulatively account for ~10% of cabinarea,
estimated volume of plane is ~830 cu.m
• Assuming cargo space to be of dimension of 2m (height), 8m(width) and 10m (length), cargospace volume
is ~160 cu.m
• Adding up, approximately 1000cu.m of water can fit in a Boeing 747Answer: ~1000cu. m of water can
fit in a plane

8.Estimate the number of red lights in Delhi

• Working assumption:Number of red lights refers to the traffic signals on the roads ofDelhi, not any other
lights which are red in colour!
• We know that Delhi is approximately 1600 sq.km in area. This is pretty much evenly dividedbetween
North, South, East and West
• Imagine Delhi to be a square area with dimensions 40*40 as length and breadth.
• We divide the entire city into blocks of equal area, hence, 20 blocks from east to West and 20blocks from
North to South (with each block representing 2 sq. km)
• Every intersection of four adjacent blocks would give us a cross road. Each crossroad wouldhave a traffic
signal. Hence, the number of signals at crossroads would be 400 across Delhi, averaging out for different
areas.
• Since there are 400 crossroads in Delhi, the number of red light at each crossroad is 4.
• Hence, the total number of red lights at crossroads in Delhi is 1600
• Let us assume that there are 20% additional red lights to the ones found at crossroads that aremeant to
control traffic on straight roads. These would amount to ~300 red lights.
• Answer: 1900 red lights in Delhi

9.Estimate the number of leather balls sold in India in a year

• Working assumption : Number of leather balls primarily implies leather cricket balls.
• India has a population of 1.2B. Assuming almost equal distribution between both sexes, India has 0.6B
males. Here we assume that a very small fraction of girls play cricket and can be ignored for this calculation.
• India has 50% population below the age of 25 years. Applying this ratio to male population, there are 0.3B
men in India below 25 years of age.
• Assuming equal distribution of people in the age 0-24, there are approximately 0.2B males in the age group
10-25.
• According to the World Bank, ~50% of Indian population lives on less than US 2$ per day, or approximately
less than 100Rs per day. Given the approximate cost of a cricket leather ball is 150-200 Rs, we can assume
that a very small fraction of leather balls are bought by this segment.
• This reduces our target set of potential customers to 0.1B males in the age group 10-25
• In a cricket crazy nation like India, let us assume 75% of these have played cricket at somepoint in
time. This gives us 75M cricket players in India.
• Of these, let us assume 10% have played with leather balls and 5% have bought a leather ballever in their
lives. Thus, approximately 3.8M Indians have ever bought a leather ball.
• Of these, we can further assume that 50% are one-time purchasers, 40% are sporadicpurchasers and 10%
are regular purchasers.
• Of the one-time purchasers (~2M) , distributing over 20 years of life at an average, yearlypurchase is
equal to 1,00,000.
• Of the sporadic purchasers (1M), assume they buy a single leather ball every 2 years.Thus, every year they
buy 5,00,000 leather balls.
• Of the regular purchasers (0.8M), assume they buy 2 leather balls per year. Thus, they buy 16,00,000 leather
balls yearly. (These include the professional players and team members of various cricket clubs assume,
at an average, the association/club buys 2 balls per payer per year)
• Accounting for all kinds of purchasers, total leather balls bought in india in a year = 22,00,000

Adjustments:
• Adding 5% of this number to account for balls used in national/international cricket matches = 1,10,000
• Also, adding 2% for balls bought by those with income below $2 per day andfor girl cricket enthusiasts
= 44,000
• Total = 22,00,000 + 1,10,000 + 44,000 = ~ 23,50,000
• Answer: ~23,50,000 balls are bought every year in India

10.Estimate the number of light bulbs used in St. Stephens in a year.

• Working assumption: Required to calculate the number of incandescent/CFL bulbs replaced in a year
but not the number of tube lights replaced in a year.
• St. Stephens has approximately 20 classrooms in the main wing of the building and approximately 10
classrooms in the science block. Since each classroom has 4 tube lights and 2 incandescent bulbs, we can
calculate the total number of bulbs fixed in classrooms.
• Number of incandescent light bulbs in classrooms = 2* 30 = 60
• The mess has 8 long tables and each table has 4 bulbs hanging above it. Tube lights line the walls of the
mess. Further, the kitchen area inside the mess has approximately 5 light bulbs.
• Number of incandescent bulbs in the mess = 4 * 8 + 5 = 37
• The Stephens café has 2 sections; each section has approximately 6 incandescent light bulbs. Further, the
cop store inside the café has 2 bulbs and the café kitchen has 3 incandescent light bulbs.
• Number of incandescent bulbs in the café = 6*2 + 2 + 3 = 17
• The administration block has close to 10 small rooms with 2 bulbs each and a main reception area with 4
bulbs.
• Number of incandescent bulbs in the admin block = 10*2 + 4 = 24
• The main seminar hall and stage are largely lit by tube lights. There are approximately 4 bulbs backstage.
• The academic block has 10 washrooms (men + women) and each has 3 incandescent light bulbs.
• Number of bulbs in washrooms = 3*10 = 30
• The corridors, pathways and parking area of Stephens are lit by incandescent bulbs. There are
approximately 30 bulbs that light these corridors and pathways.
• Stephens has 6 residence blocks, with 30 rooms in each block. Each room has one light bulband one
tube light. Further, the washrooms in the residence blocks have only tube lights.
• Students in residence prefer to buy CFL bulbs. I have seen that one in every two students hasa CFL bulb
instead of an incandescent bulb.
• Number of total bulbs in residence = 6*30 = 180
• Number of incandescent bulbs = 90
• Number of CFL bulbs = 90
• Total number of incandescent bulbs = 60 + 37 + 17 + 24 + 30 + 30 + 90 =288 or ~300
• Total number of CFL bulbs in use in Stephens = 90
- a CFL
• bulb is 6 months
• The total number of incandescent bulbs used in a year = 12/2 * 300 = 1800
• The total number of CFL bulbs = 12/6 * 90 = 180
• Total number of bulbs used in a year = 1980 Answer: 1980 bulbs are used in St Stephens per year

Additional Examples
• Estimate the number of working ATMs in NCR?
• How many Maggi packets are used in the FMS canteen in a week?
• Estimate weekly revenues of the FMS canteen (Assume normal week and no seasonalvariations)
• Estimate the number of males who get a haircut in Delhi in 1 day?
• How many people in India will be in flight at any given point of the day?
• What is the number of flights leaving the Mumbai terminal each day?
• What is the market size of disposable diapers in India?
• Estimate the total number of chairs in the Delhi University North Campus
• What is the total number of cars sold in Delhi per year?
• Estimate total rail-line network in India
• Estimate the number of vehicles crossing the road in front of FMS.
• Estimate the number of popcorns sold in PVR Saket everyday.
• Estimate the market for Pepsi in India.
• Estimate the number of number of subscribers of Economist in India.
• Estimate the market for Iphone4 in India
• Estimate the number of Macbooks sold in India per day.
• Find a lot more interesting guesstimate examples at: http://www.consultingcase101.com/tag/estimate-or-
guesstimate/page/5/

Useful Data Sources

http://www.census2011.co.in/states.php. http://www.indiademographics.com/default.aspx
Part II. Summer Internship Experiences
Microsoft:
Name: Adarsh Saroj
Batch: PGP 2023-25
Background (Education): Engineering (CS) [2019]
Experience: L&T, Digital IT team, employing digital solution in manufacturing facilities (30 months)
+KPMG (17 months) consultant digital transformation
Summer Internship: Microsoft
Role Description: Program Manager, Supply Chain (Azure), Sustainability Team. deploying server
solutions across globe (like a prod manager, copilot integrate with Power BI to automate report generation,
automating the on boarding process of supplier)

Scale From 1 2 3 4 5 To
How does previous work experience Irrelevant
X IMP
help you in the interview?
Prior knowledge about Irrelevant
X IMP
company/industry
Knowledge about operations/supply Irrelevant
X IMP
chain topics
General awareness of current topics Irrelevant X IMP

How many rounds of the interview Interview Round 1 – Manager Round

Interview Round 1- Director
Does GD and Guestimates were a part of Case Round – Preliminary (30 mins to prepare post which
the interview process discuss solution with manager)
CEO of a small business, consumer awareness that people
prefer sustainable products, redesign supply chain to minimize
emissions and carbon foot print, estimate the revenue on
implementing (at every step of value chain, suggest
sustainable practice )
1:1 Discussion: Solution + What other companies are
practicing , economics concepts (abt 1 hr)
Interview questions 1st Round (1 hr)
Background and previous work experience
Situation : Respond with previous work experience insights
(impact on business ) Relate to their business
Data analytics tool experience with example from previous
work experience
Project management : Led project and stakeholder
management
Favorite subject in MBA
2nd Round (30 min) : Cultural fit
Behavioral questions
Previous r/p with managers
Night time work hours
Team work and collaboration skills example
Goals
How do you see work life balance and its importance in your
life
Negative f/b from manager, how will you respond
HR questions
Suggestions for interview preparation 1. Have a proper justification for each pointer in CV
especially with numbers, strong prev work ex
Have example for all
2) Get familiar with product , prod man case book
important, frameworks important, good to have
understanding of value chain of cloud business and
any business as such/ manufacturing

Diageo
Name: Ashutosh Ray
Batch: 2023-25
Background (Education): NIT ROURKELA
Experience: Assistant Manager, NMDC Ltd.
Summer Internship: Diageo
Role Description: Summer Intern (Planning Department)

Scale From 1 2 3 4 5 To
How does previous work experience Irrelevant
5 IMP
help you in the interview?
Prior knowledge about Irrelevant
5 IMP
company/industry
Knowledge about operations/supply Irrelevant
4 IMP
chain topics
General awareness of current topics Irrelevant 4 IMP

How many rounds of the interview 1

Does GD and Guestimates were a part of YES
the interview process
Interview questions 1. Summary of previous work ex!
2. Role of digital technology, web3 in supply chain
3. Experience in working in any supply chain software

HR questions 1. CV specific questions.

2. Leadership roles and people management
Suggestions for interview preparation 1. Diageo focuses a lot on technology integration in
supply chain and planning.
2. Any kind of social service experience is a bonus.
Amazon

Name: Pradeepa Barkave K

Batch: PGP 2025
Background (Education): B.E Manufacturing
Experience: 2 yrs
Summer Internship: Amazon
Role Description: AFBP Operations

Scale From 1 2 3 4 5 To
How does previous work experience Irrelevant
5 IMP
help you in the interview?
Prior knowledge about Irrelevant
5 IMP
company/industry
Knowledge about operations/supply Irrelevant
5 IMP
chain topics
General awareness of current topics Irrelevant 3 IMP

How many rounds of the interview Two rounda

Does GD and Guestimates were a part of Nope , No GD or guesstimates
the interview process
Interview questions 1. Work experience Description
2. Questions based on the resume points on how I
achieved the impacts (70% questions)
3. Hypothetical scenario based questions to test on
people management , ethical decision making
HR questions 1. Questions on my CSR activities (what’s the objective,
why you want to do)
Suggestions for interview preparation 1. Frame questions on every resume point and prepare
end to end
2. Practise situation based questions

Interview 1:
Name: Sanket Tembhurkar
Batch: PGP 2023-25
Background (Education): B.Tech. (Mechanical)
Experience: 1). Ministry of Home Affairs, Data manager (12 months);
2). Amazon, Senior Associate (14 months)
Summer Internship: Amazon
Role Description: AFBP Intern, for Program Management
Scale From 1 2 3 4 5 To
How does previous work experience Irrelevant
X IMP
help you in the interview?
Prior knowledge about Irrelevant
X IMP
company/industry
Knowledge about operations/supply Irrelevant
X IMP
chain topics
General awareness of current topics Irrelevant X IMP
How many rounds of the interview Simulation;
Final Interview - Total 2 rounds interview
Does GD and Guestimates were a part of Guesstimates based on finding out no. of literate people in
the interview process rural areas.

No GD
Interview questions The interview started with previous work-ex-related
questions.
For Amazon work-ex: Interview revolved around projects
such as tracking financial management metrics such as
efficiency etc. GEMBA issues-based questions (finding root
cause of any issue on the brand/seller side). Also, questions
related to projects undertaken during work-ex Gemba related
2 projects; financial metrics related 2 projects.

For Ministry of Home Affairs work-ex: Worked on

emergency no. 112 and how I created impact by creating
awareness on tribal areas, initiatives on increasing their
income and similar projects.
Coal-to-urea plant project: stakeholder management starting
from ministry offices to bureaucrats etc
HR questions How did you manage conflict of interest between different
ministries: crisis management

HR questions based on leadership principles in Amazon

Suggestions for interview preparation Do thorough preparations on work-ex based questions.
Specially for Amazon
Use leadership principle (e.g. deep dive approach– granular
level of any issue) utilizing STAR framework along-with a
logical example is very much important in Amazon case

Interview 2:
Name: Purva Sandesh Khatavkar
Batch: PGP 2023-25
Background (Education): B.E. (Electronics & Telecommunications)
Experience: Yardi Software, Software development domain (Software analyst role; 33 months)
Summer Internship: Amazon
Role Description: AFBP Intern, for Program Management in Indian Operations (not directly under
Amazon primary operations process. Instead, to regulate Indian operations team, program managers are
required to design products to automate and augment the process, for their internal use itself)
Scale From 1 2 3 4 5 To
How does previous work experience Irrelevant
X IMP
help you in the interview?
Prior knowledge about Irrelevant
X IMP
company/industry
Knowledge about operations/supply Irrelevant
X IMP
chain topics
General awareness of current topics Irrelevant X IMP
How many rounds of the interview Simulation;
Final Interview - Total 2 rounds interview
Does GD and Guestimates were a part of Guesstimates based on small case to find out no. of trucks
the interview process carrying some deliveries.
Interview questions The interview started with previous work-ex-related
questions. It was followed by questions related to educational
background.
Then some questions were asked related to elaborating a few
CV points. After that the major portion of interview revolved
around SQL project and reports & customer related reports of
work-ex.
A standard “Hyperlocal consult case” was given and
questions were asked based on that.
Project during work-ex: It was Real estate management
product-based. Main task was designing product for customer-
facing team. Also, end-to-end tasks were assigned to the entire
value chain of that process.
HR questions HR questions were mostly around “Leadership fit”
For Amazon, the most important aspects of interview are
questions based on Amazon leadership principles. The
interview went on for about an hour. Always examples were
expected from every CV points question and in a very detailed
elaborate way. Also, they expect to continuously speak on the
questions asked, with in-between pauses to think are allowed
but not to stop until they move on to the next question.
Suggestions for interview preparation Do thorough preparations on work-ex based questions.
Do all standard product, consult case preparations.
Guesstimates based questions for operations
Know your work-ex thoroughly and the impact created by
each work done during work-ex, mostly in financial or
monetary terms.
Know Amazon’s leadership principle by heart, entire
interview will revolve around that only. Try to fit these
principles, not directly but in some form, in every answer you
give during the whole interview.

Asian Paints

nterview 3:
Name: Pranav Maheshwari
Batch: PGP 2023-25
Background (Education): B.Tech. (Mechanical)
Experience: 1) Hindustan Petroleum Corporation Limited, Operations Officer (31 Months)
Summer Internship: Asian Paints
Role Description: Supply chain management
Scale From 1 2 3 4 5 To
How does previous work experience Irrelevant
X IMP
help you in the interview?
Prior knowledge about Irrelevant
X IMP
company/industry
 Knowledge about operations/supply Irrelevant
X IMP
chain topics
General awareness of current topics Irrelevant X IMP

How many rounds of the interview 1 Interview

Does GD and Guestimates were a part of Yes, GD
the interview process
Interview questions Workex
Deep questions on Workex related points from CV, Even
asked the calculations behind the numbers arrived in the CV.
Almost 8-9 minutes of question on this
MBA
Questions related to strategy (Porter’s 5 forces) and
applicability in workex as well as potential intern situation.
Questions were more on line that if you had known what you
know now after coming to IIMB how these numbers (Workex
CV points) would have changed.
And Basics of Operations magmt – Takt time, line balancing
etc. (Definitions were asked but no calculations)
Around 4-5 minutes on this
HR questions Not much was asked.
Just asked about family background and little bit about college
life (Nothing from CV; just general stuff – Like how was
B.tech. Do you like forts of Jodhpur kind of stuff)
Suggestions for interview preparation Do thorough preparations on work-ex based questions.
Have justifications for all the numbers in CV (Not just how
you arrived at those numbers but also on why those number is
a good parameter to judge the success)
Part III. Companies Overview
Amazon

HQ: Seattle, Washington and Arlington, Virginia, U.S.

Founder: Jeff Bezos
Founded: July 5, 1994
Industry type: E-commerce, Cloud-Computing, Digital-Streaming, Artificial Intelligent
Tagline: Amazon hai, Apna Dukaan
Vision: Our vision is to be earth's most customer-centric company; to build a place where people can come
to find and discover anything they might want to buy online.

Amazon’s Leadership Principles:

Growth strategy:
Amazon has been and still is to this date a pioneer in the online retailing space and the world’s largest online
retailer. It started as an online bookstore, but it quickly expanded and started selling anything that can be
sold online. What is more, Amazon has slowly but surely expanded globally and now operates around the
world, through a combination of localized portals and globalized delivery and logistics platforms.
Amazon’s success is proof of its competitiveness, and its growth & expansion are the result of the
company’s intensive growth strategies.
What are these intensive growth strategies through which Amazon has reached such heights in the
world of online retailing?
• Market Development: Amazon’s primary intensive growth strategy. The main objective in this
first strategy focuses on entry and growth in new markets. From the beginning, Amazon has kept
expanding its borders and it has never stopped adding new countries where it offers its services. If
at first, Amazon provided its online retail services to consumers in the United States, now the
company operates e-commerce websites in more than ten countries, including Canada, the United
Kingdom, China and India. Every new country represents another growth opportunity for the
company.
 • Market Penetration: Amazon’s secondary intensive growth strategy. This strategy aims to
generate more revenue from markets where the company currently operates. Amazon is dependent
on its consumers, which is why when consumerism grows, the business, by default, grows. The
company can benefit from higher sales revenue if they increase consumers’ interest in online retail
shopping. It may sound daunting, but that might not be as hard to do nowadays, considering the
popularity of the Amazon brand. A strategic objective based on this intensive growth strategy is to
implement an aggressive marketing campaign to attract more consumers to Amazon’s e-commerce
website.
• Product Development: Amazon’s third, supportive intensive strategy for business growth. The
goal of this intensive growth strategy is to develop and offer new products to gain higher revenues.
The development of new products partly influences the growth of Amazon itself. For instance, the
company now offers AmazonBasics products and Amazon Web Services – AWS. One strategic
objective based on this intensive growth strategy is to increase research and development
investment, which can lead to rapid product development and quick release on the online retail
market.
• Diversification: This is the final intensive growth strategy employed by Amazon. The objective in
applying this intensive strategy is growth based on new business. For instance, by acquiring
Audible, a producer of audiobooks and related products, Amazon managed to grow even more and
expand its influence in a new market segment.

This shows us that the company makes use of acquisition to implement this intensive growth strategy.
Growing the e-commerce business through an aggressive acquisition strategy is another strategic objective
associated with this final growth point.
Vehicle/ mode of growth: Mergers and acquisitions
Leadership:
Jeff Bezos (executive chairman)
Andy Jassy (president and CEO)
Amit Agarwal (SVP and Country Head, India)
Official website: https://www.amazon.com/
Conglomerate History:
Amazon was founded in July 1994 by Jeff Bezos, who chose the Seattle area for its abundance of technical
talent, as Microsoft was in the area. Amazon went public in May 1997. It began selling music and videos
in 1998 and began international operations by acquiring online sellers of books in the United Kingdom and
Germany. The following year, it began selling video games, consumer electronics, home improvement
items, software, games, and toys. In 2002, it launched Amazon Web Services (AWS), which provided data
on website popularity, Internet traffic patterns, and other statistics for marketers and developers. In 2006,
it grew its AWS portfolio when Elastic Compute Cloud (EC2), which rented computer processing power,
provided Simple Storage Service (S3), and rented data storage via the Internet, also became available. That
year, Amazon also started Fulfilment by Amazon which allowed individuals and small companies to sell
items through the company's Internet site. In 2012, Amazon bought Kiva Systems to automate its inventory
management business. It purchased the Whole Foods Market supermarket chain in 2017. On February 2,
2021, Amazon announced that Jeff Bezos would step down as CEO to become executive chair of Amazon's
board in Q3 of 2021. Andy Jassy, previously CEO of AWS, became Amazon's CEO.
Products and services:
• Amazon Fresh
• Amazon Prime
• Alexa
• Appstore
• Amazon Drive
• Echo
• Kindle
 • Fire tablets
• Fire TV
• Video
• Kindle Store
• Music
• Music Unlimited
• Amazon Digital Software & Video Games
• Amazon Studios
• Amazon Wireless
• Amazon Academy

Amazon’s largest AI investment yet:

Link of the article: https://www.cnbc.com/2024/03/27/amazon-spends-2point7b-on-startup-anthropic-in-
largest-venture-investment.html
Operating Revenue:

Microsoft
HQ: Redmond, Washington, United States
Founders: Bill Gates, Paul Allen
Founded: 4 April 1975
Industry Type: Information Technology
Official Website: https://www.microsoft.com/
Leadership:
Satya Nadella (Chairman and Chief Executive Officer)
Irina Ghose (Managing Director, Microsoft India)
Puneet Chandok (President, Microsoft India & South Asia)
Introduction:
Microsoft Corporation, founded in 1975 by Bill Gates and Paul Allen, is a multinational technology
behemoth that has shaped the digital landscape. Initially gaining prominence with MS-DOS in the 1980s,
the company solidified its dominance through the Windows operating system in the subsequent decade.
The 1990s also saw the introduction of Office productivity suite, becoming a staple for businesses and
individuals. As the internet era dawned, Microsoft ventured into online services with MSN, followed by
the launch of the Edge web browser in 2015. The 2000s marked Microsoft's foray into gaming with the
Xbox console, and cloud computing with Azure in 2010. The company's hardware portfolio expanded with
the Surface line of devices in 2012. Today, Microsoft operates across diverse verticals including
productivity and collaboration (Microsoft 365), cloud computing (Azure), gaming (Xbox), search (Bing),
artificial intelligence (AI), and hardware (Surface). Additionally, Microsoft invests heavily in artificial
intelligence and machine learning, and integrates LinkedIn, a professional networking platform acquired in
2016, into its ecosystem. With a robust portfolio spanning cybersecurity, education, and gaming,
Microsoft’s mission is to empower every person and organization on the planet to achieve more,
underscoring its influence and innovation in the technology landscape.
Mission: To empower every person and every organization on the planet to achieve more.
Vision: To help people and businesses throughout the world realize their full potential.
Values:
• Citizenship
• Trustworthy Computing
• Innovation
• Diversity and Inclusion
• Environment
Operating segments:
Windows & Windows Live Division: Windows 7 operating system; Windows Live suite of applications
and web services; and PC hardware products.
Server and Tools: Windows Server operating systems; Windows Azure; Microsoft SQL Server; SQL
Azure; Windows Intune; Windows Embedded; Visual Studio; Silverlight; System Centre products;
Microsoft Consulting Services; and Premier product support services.
Online Services Division (OSD): Bing; MSN; adCenter; and Atlas online tools for advertisers.
Microsoft Business Division (MBD): Microsoft Office; Microsoft Exchange; Microsoft SharePoint;
Microsoft Lync; Microsoft Office Project and Office Visio; Microsoft Dynamics ERP and Dynamics CRM;
Microsoft Office 365, which is an online services offering of Microsoft Office, Exchange, SharePoint, and
Lync; and Microsoft Office Web Apps, which are the online companions to Microsoft Word, Excel,
PowerPoint, and OneNote.
Entertainment and Devices Division (EDD): Xbox 360 gaming and entertainment console, Kinect for
Xbox 360, Xbox 360 video games, Xbox 360 accessories; Xbox LIVE; Skype; and Windows Phone.
Business Highlights:
March 22, 2024: Microsoft acquired Inflection for $650 million, an AI startup founded by Mustafa
Suleyman, former head of applied AI at DeepMind, an AI company acquired by Google.
Jan 23, 2023: Microsoft and OpenAI extend partnership.
January 20, 2022 - Microsoft seals deal with the Telangana government to set up a data centre in
Hyderabad. The Microsoft data centre is estimated to be built with around Rs 15,000 crore worth of funds
in an area spanning over 50 acres of land. The Microsoft building is estimated to be creating 300+ jobs.
January 18, 2022 - Microsoft announced that it is acquiring gaming giant Activision, the world's 3rd
largest gaming company. The deal to acquire Activision Blizzard, as announced by Microsoft CEO and
Chairman Satya Nadella, would be an all-cash transaction of $68.7 billion. Cleaning up the
culture after the biggest tech acquisition in history now seems to be a mammoth task ahead!
October 29, 2021 - With a market cap of $2.45 trillion, Microsoft becomes the world's most valued
publicly-traded company, passing Apple's market cap of $2.41 trillion.
June 28, 2021 - Microsoft's code-sharing service GitHub launches GitHub Copilot, which is meant to be
an AI-driven pair programming tool that will help coders with invaluable suggestions to complete their
codes easily.
June 24, 2021 - Microsoft reveals the much-awaited release of Windows 11 will happen late this
year, 2021. The update to this latest version of Windows will be free for the existing Windows 10
users via Windows Update.

TATA Steel
HQ: Mumbai, Maharashtra, India
Founders: Tata Iron and Steel Company (TISCO) founded by Jamsetji Nusserwanji Tata and established
by Sir Dorabji Tata
Founded: 26 August 1907
Industry Type: Mining & Steel
Official Website: www.tatasteel.com
Leadership:
Ratan Naval Tata (Emeritus Chairman Tata Sons, Tata Industries, Tata Motors, Tata Steel and Tata
Chemicals)
Mr. T. V. Narendran (CEO & Managing Director, Tata Steel Limited)
Mr Koushik Chatterjee (Executive Director and Chief Financial Officer)
Introduction:
The Tata group is a global business conglomerate, operating in over 100 countries across 6 continents. From
an early foray into steel and automobiles to staying abreast of the latest technologies, the Tata group today
has a strong presence across diverse industries, such as agrochemicals, automotive, chemicals, construction,
finance, consumer products, and hospitality.
There are 29 publicly listed Tata enterprises, which include Tata Steel, Tata Motors, Tata Consultancy
Services, Tata Power, Tata Chemicals, Tata Global Beverages, Tata Teleservices, Titan, Tata
Communications and Indian Hotels. The group has a combined market capitalisation of around $123 bn (as
on March 31, 2020).
Tata Steel, with an annual crude steel capacity of 35 million tonnes per annum (MnTPA), is one of the
world’s most geographically diversified steel producers. One of the few steel operations that are fully
integrated – from mining to the manufacturing and marketing of finished products. A Great Place to Work-
CertifiedTM organisation, Tata Steel, together with its subsidiaries, associates, and joint ventures, is spread
across five continents with an employee base of over 77,000. The group recorded a consolidated turnover
of INR 2,43,353 crore in the financial year ending March 31, 2023.
India Operations:
Tata Steel was established in India as Asia’s first integrated private steel company in 1907. Annual crude
steel capacity across Indian operations is nearly 20 MnTPA and they registered a turnover of INR 1,37,030
crore in FY23. They also set up our second greenfield steel plant of 3 MnTPA in the eastern state of Odisha
in 2016; the expansion to 8 MnTPA in currently underway. They possess and operate captive mines that
help them maintain cost- competitiveness and production efficiencies through an uninterrupted supply of
raw material.
The Indian product portfolio is divided into four segments – Automotive and Special Products; Industrial
Products, Projects and Exports; Branded Products and Retail; and Services and Solutions.
Mission: Company seeks to scale the heights of excellence in all it does in an atmosphere free from fear,
and thereby reaffirms its faith in democratic values.
Vision: We aspire to be the global steel industry benchmark for Value Creation and Corporate Citizenship.
Values:
• Integrity
• Excellence
• Unity
• Responsibility
• Pioneering
Tata Steel Group Companies:

Name of Company Holding type Holding (%)

Jamshedpur Utilities & Services Company Limited (JUSCO) Subsidiary 100.00%
Tata Pigments Limited Subsidiary 100.00%
Tata Steel Alloys Limited (TS Alloys) Subsidiary 100.00%
Tata Steel Processing and Distribution Limited (TSPDL) Subsidiary 100.00%
Adityapur Toll Bridge Company Limited Subsidiary 88.50%
Tayo Rolls Limited Subsidiary 54.91%
Tata Sponge Iron Limited Subsidiary 54.50%
Jamshedpur Continuous Annealing and Processing Co Pvt Ltd Joint Venture 51.00%
TM International Logistics Limited Subsidiary 51.00%
mjunction Services Limited Joint Venture 50.00%
Tata BlueScope Steel Limited Joint Venture 50.00%
Tata NYK Shipping Pte Limited Joint Venture 50.00%
JAMIPOL Limited Associate 42.00%
Performance Snapshot FY2022-23:

ASIAN PAINTS

HQ: Mumbai, Maharashtra, India

Founders: Champaklal Choksey, Chimanlal Choksi, Suryakant Dani, Arvind Vakil
Founded: February 1, 1942
Industry Type: Paints and Coatings
Official Website: [asianpaints.com](https://www.asianpaints.com/)

Leadership
Amit Syngle: Managing Director and Chief Executive Officer
Manish Choksi: Vice Chairman and Non-Executive Director
Jayendra Nayak: Chief Financial Officer
Introduction
Asian Paints, established in 1942, is the largest paint company in India and a significant player in the global
paint industry. Initially started as a small partnership firm by four friends, the company has grown
exponentially to become a household name in India. Asian Paints offers a wide range of products in
decorative and industrial segments, including paints, coatings, home decor products, bath fittings, and
sanitizers. The company's decorative paints business commands a substantial market share in India, while
its industrial coatings are used in various sectors, including automotive and marine industries. Asian Paints
operates in over 15 countries and has 26 paint manufacturing facilities globally. The company is known for
its innovative marketing strategies, wide distribution network, and strong brand equity. Asian Paints
continually invests in technology and research to develop eco-friendly and sustainable products. The
company's commitment to quality, customer satisfaction, and innovation has solidified its position as a
leader in the paint industry.
Mission
To become one of the top five decorative coatings companies in the world by leveraging expertise in the
higher growth emerging markets.
Vision
To be the fore-runner in the paint industry by establishing itself as a "caring and people-centric"
organization known for its "eco-friendly" attitude.

Values
• Customer Centricity
• Integrity
• Teamwork
• Excellence
• Innovation
• Fairness

Operating Segments
• Decorative Paints: Emulsions, enamels, distempers, primers, and undercoats for interior and
exterior surfaces.
• Industrial Coatings: Protective coatings, powder coatings, and automotive coatings.
• Home Improvement: Wall coverings, adhesives, waterproofing solutions, and wood finishes.
• Bath Fittings: Faucets, sanitaryware, and accessories.
• Sanitizers and Disinfectants: Surface cleaners and hand sanitizers.

Business Highlights
• May 2023: Asian Paints announced the acquisition of a 51% stake in Weatherseal Fenestration, a
leading provider of uPVC doors and windows, to expand its home improvement portfolio.
• December 2022: The company launched "ColorNext 2023," an annual forecast of color trends,
emphasizing the shift towards sustainable and nature-inspired hues.
• September 2022: Asian Paints introduced a new range of eco-friendly paints under the "Royale
Health Shield" brand, designed to reduce indoor air pollutants.
• March 2022: Asian Paints signed a strategic partnership with the Tata Group to provide painting
services for Tata Housing projects across India.
• January 2022: The company expanded its presence in the Middle East by setting up a new
manufacturing plant in Dubai, UAE, to cater to the growing demand in the region.
• October 2021: Asian Paints launched the "Beautiful Homes Service," an end-to-end solution
offering design, execution, and delivery of home improvement projects.

Awards and Recognitions

2023: Ranked among Forbes Asia's "Best Under A Billion" companies.
2022: Recognized as one of the "Top 100 Most Valuable Brands" by Brand Finance India.
2021: Won the "Golden Peacock Award for Excellence in Corporate Governance" by the Institute of
Directors.
Sustainability Initiatives
• Asian Paints is committed to reducing its environmental footprint by investing in water
conservation, energy efficiency, and waste management.
• The company has implemented several green manufacturing practices and developed products with
 low VOC (Volatile Organic Compounds) to promote healthier living environments.
• Asian Paints collaborates with local communities to support education, healthcare, and livelihood
programs as part of its corporate social responsibility efforts.

Q. Why is Asian Paints is exceling in its business in India?

Ans. Asian Paints is excelling in its business and setting itself apart from competitors in the Indian market
for several key reasons:
1. Strong Brand Equity
Asian Paints has built a robust brand image over decades. It is synonymous with quality, innovation, and
reliability, making it the preferred choice for consumers. The company's consistent focus on branding and
marketing has created high brand recall and loyalty.

2. Extensive Distribution Network

Asian Paints boasts one of the most extensive distribution networks in the industry, reaching even the most
remote parts of India. This widespread presence ensures product availability across the country, providing
a competitive edge over rivals with more limited distribution channels.
3. Innovative Products and Technology
Innovation is at the core of Asian Paints' strategy. The company continually invests in research and
development to introduce new, high-quality products that cater to evolving consumer needs. Their
introduction of products like washable wall paints, anti-bacterial coatings, and eco-friendly options
demonstrates their commitment to innovation.
4. Customer-Centric Approach
Asian Paints places a strong emphasis on understanding and meeting customer needs. The company offers
personalized services such as color consultancy, home painting services, and project management, ensuring
a seamless and satisfying customer experience. Their "Beautiful Homes Service" is an example of their
commitment to providing end-to-end solutions.
5. Operational Efficiency
Asian Paints maintains a highly efficient supply chain and manufacturing process. The company leverages
advanced technologies and automation in its production facilities, ensuring high productivity, consistent
quality, and cost-effectiveness. This operational efficiency allows them to offer competitive pricing while
maintaining profitability.
6. Market Leadership and Scale
As the largest paint company in India, Asian Paints enjoys significant economies of scale. Their market
leadership position allows them to negotiate better terms with suppliers, invest in large-scale marketing
campaigns, and benefit from a broad customer base, all of which contribute to sustained growth and market
dominance.
7. Focus on Sustainability
Asian Paints is committed to sustainable practices, which resonate well with environmentally conscious
consumers. The company’s eco-friendly products, waste reduction initiatives, and efforts to lower its carbon
footprint enhance its reputation and appeal in the market.
8. Diverse Product Portfolio
Asian Paints offers a diverse range of products catering to various segments, including decorative paints,
industrial coatings, home improvement solutions, and waterproofing. This diversification helps mitigate
risks associated with dependence on a single product line and captures a wider customer base.
9. Effective Marketing Strategies
Asian Paints employs effective marketing strategies to stay top-of-mind for consumers. Their memorable
advertising campaigns, like the "Har Ghar Kuch Kehta Hai" series, emotionally connect with customers
and reinforce brand loyalty. They also leverage digital platforms to reach a broader audience.
10. Skilled Workforce and Leadership
The company’s success is also attributed to its skilled workforce and visionary leadership. The
management's strategic decisions, combined with a motivated and well-trained workforce, ensure smooth
operations and continuous growth.
11. Adaptation to Market Trends
Asian Paints has shown agility in adapting to market trends and consumer preferences. Whether it's
introducing DIY products for home improvement during the pandemic or leveraging technology for a better
customer experience, the company stays ahead by being responsive to changes in the market.

Diageo
HQ: London, England, United Kingdom
Founders: Guinness Brewery (Arthur Guinness) and Grand Metropolitan (Samuel Whitbread)
Founded: December 17, 1997 (merger of Guinness Brewery and Grand Metropolitan)
Industry Type: Beverages (Alcoholic)
Official Website : [diageo.com](https://www.diageo.com/)

Leadership
Debra Crew: Chief Executive Officer
Javier Ferrán: Chairman of the Board
Lavanya Chandrashekar: Chief Financial Officer

Introduction
Diageo plc, established in 1997 through the merger of Guinness Brewery and Grand Metropolitan, is a
global leader in alcoholic beverages. The company boasts a diverse portfolio of spirits, beers, and wines,
including world-renowned brands like Johnnie Walker, Smirnoff, Baileys, and Guinness. Headquartered in
London, Diageo operates in over 180 countries and owns more than 200 brands. The company's strategic
focus includes premiumization, expanding its presence in emerging markets, and driving sustainability
initiatives. Diageo's commitment to quality, innovation, and responsible drinking has cemented its position
as a leading player in the beverage industry. The company continues to invest in new product development
and brand marketing to maintain its competitive edge and meet the evolving preferences of consumers
worldwide.

Mission
To celebrate life, every day, everywhere.
Vision
To be the best-performing, most trusted, and respected consumer products company in the world.

Values
• Passionate about customers and consumers
• Freedom to succeed
• Proud of what we do
• Be the best
• Valuing each other

Operating Segments
Spirits: Whisky (Johnnie Walker, Crown Royal, Buchanan’s), Vodka (Smirnoff, Cîroc), Rum (Captain
Morgan), Tequila (Don Julio, Casamigos), Gin (Tanqueray, Gordon’s), Liqueurs (Baileys, Kahlúa).
Beer: Guinness, Hop House 13 Lager.
Wine: Justerini & Brooks, Blossom Hill.
Ready-to-Drink (RTD): Smirnoff Ice, Pimm’s.
Non-Alcoholic Spirits: Seedlip.
Business Highlights
• June 2023: Diageo announced the acquisition of Chase Distillery, a UK-based producer of premium
gin and vodka, to expand its portfolio of premium spirits.
• March 2023: The company launched “Diageo Rare and Exceptional,” a platform dedicated to
providing consumers access to its rarest and most exclusive spirits.
• September 2022: Diageo opened a new, state-of-the-art Johnnie Walker visitor center in Edinburgh,
Scotland, enhancing its whisky tourism experience.
• January 2022: Diageo acquired Aviation American Gin, co-owned by actor Ryan Reynolds, further
strengthening its presence in the premium gin segment.
• August 2021: The company announced a £1 billion investment in sustainable packaging solutions
to reduce its environmental impact.
• April 2021: Diageo launched “Bar Academy,” an online training platform for bartenders and
hospitality professionals worldwide, promoting responsible drinking and high standards in service.

Awards and Recognitions

2023: Named in the Dow Jones Sustainability World Index for the sixth consecutive year.
2022: Recognized as one of the “World’s Most Ethical Companies” by the Ethisphere Institute.
2021: Awarded the “Great Place to Work” certification in multiple countries, including the UK and the US.

Sustainability Initiatives
• Diageo is committed to achieving net-zero carbon emissions across its operations by 2030 and
sourcing 100% of its electricity from renewable sources by 2030.
• The company has set a goal to use 100% recycled or recyclable plastic packaging by 2030.
• Diageo supports water stewardship projects in water-stressed areas and aims to replenish more
water than it uses in water-stressed regions by 2026.
• The company promotes responsible drinking through various programs and partnerships, aiming to
educate consumers and reduce alcohol-related harm globally.

UBER
HQ, India : Hyderabad

CEO ( India ) : Prabhjeet Singh

Founded: 2009

Industry type: Transportation, Mobility as service

Introduction:

Uber Technologies Inc (Uber) is a provider of ride-hailing services. It offers services through its technology
platforms such as mobile application (app) and websites. Uber connects riders with drivers or independent
ride solution providers. The Company offers pick up and drop services at airports across five continents.
The Company, through its technology platform, also provides food and meal delivery services. It develops
autonomous vehicle technologies and connects consumers with dock less e-bikes and e-scooters. The
Company provides freight and logistics services. It also provides services to corporate for daily commutes.
The Company has operations in several cities across the Americas, Europe, the Middle East, Africa and
Asia-Pacific. Uber is headquartered in San Francisco, California, the US.
Mission: We reimagine the way the world moves for the better.

Vision: Transportation as reliable as running water, everywhere for everyone

Values:

• Go get it
• Trip obsessed
• Build with heart
• Stand for safety
• See the forest and the trees
• One Uber
• Great minds don't think alike
• Do the right thing

Leadership:

Key Officials Designation Name

CEO and Co-Founder Dara Khosrowshahi
Co-Founder Garrett Camp
Co-Founder Travis Kalanick
CFO Nelson Chai
Uber India & South Asia President Prabhjeet Singh

Competitors:

• Grab – 2012, Singapore

• Lyft – 2012, California
• Careem – 2012, Dubai
• BlaBlaCar – 2006, Paris
• Ola – 2010, Mumbai
• Rapido – 2015, Bangalore
Operating Revenue:

Flipkart
HQ: Bangalore, Karnataka, India

Founder: Sachin Bansal, Binny Bansal

Founded: 2007

Industry type: E-commerce

Tagline: “Naye India ke saath"

Vision: To become Amazon of India

Flipkart Values:
• Customer First
• Ownership
• Bias For Action
• Audacity
• Respect

Leadership: Kalyan Krishnamurthy (CEO)

Official website: https://www.flipkart.com/

Product Categories Offered:

Business Overview:

Flipkart is India’s leading e-commerce company headquartered in Bengaluru. Sachin Bansal and Binny
Bansal are the founders of India-based Flipkart in 2007. Flipkart has a wide variety of products online. In
the first years, Flipkart concentrated only on selling books but currently, they are heightening their
categories like home essentials, electronics, groceries, fashion, and lifestyle products. More than 1 billion
people have gone shopping using Flipkart, creating the e-commerce giant one of the most famous and
trending e-retailers in India. Currently, Flipkart has 100 million registered customers, 100 thousand dealers,
and 21 state-of-the-art-warehouses.

Flipkart has the top score of the most visited e-commerce websites and just like Amazon, the business has
promptly enhanced one of India’s innovative unicorns. Now owned by Walmart, the company is one of the
great success stories of India.

Recent M&As:

E-commerce firm Flipkart Group has acquired ANS Commerce, a full-stack e-commerce enabler that helps
brands sell online. Through this acquisition, Flipkart continues its efforts to strengthen the Indian e-
commerce ecosystem by investing in the capabilities of technology enablers that will address the needs of
the rapidly growing and evolving digital retail market in India. The companies didn’t reveal the value of
the transaction. The deal is expected to close in the second half of 2022, subject to customary closing
conditions

Revenue:

Delhivery
HQ:Gurgaon, India

Founder: Sahil Barua, Kapil Bharati, Suraj Saharan, Mohit Tandon, Bhavesh Manglani
Founded: 2011

Industry type: Logistics

Revenue: 7,225 crores INR (FY23, US$900 million

Leadership: Sahil Barua (CEO)

Official website: http://www.delhivery.com/

Financials:

Business Overview:

Delhivery operates with a B2B model, offering logistics and supply chain solutions to businesses. They
earn revenue by charging companies for services like last-mile delivery, reverse logistics, storage, and
payment collection. Transportation is a major focus. Their plug and play strategy provide ready-to-use
solutions to clients needing efficient shipping and handling of goods.

Ola Electric
HQ: Bengaluru, Karnataka, India

Founder: Bhavish Aggarwal

Founded: 2017
Industry type: Electric two-wheeler manufacturer

Revenue: US\$6 billion (2023)

Leadership (CEO): Bhavish Aggarwal

Official website: https://olaelectric.com/

Financials: https://www.crunchbase.com/organization/ola-electric

Metric Value
Revenue INR 373 crore (US\$48 million)
EBITDA Negative INR 1,240 crore (US\$150 million)
Net loss INR 1,067 crore (US\$130 million)
Total assets INR 5,477 crore (US\$700 million)
Total liabilities INR 4,104 crore (US\$520 million)

Business Overview:
Ola Electric is an Indian electric two-wheeler manufacturer. It is a subsidiary of Ola Cabs, one of the largest
ride-hailing companies in India. Ola Electric was founded in 2017 with the mission to make electric vehicles
accessible and affordable to everyone. The company's first product was the Ola S1 scooter, which was
launched in 2021. The Ola S1 scooter has been a commercial success, with over 1 million units sold in
India.

Ola Electric is also developing a range of other electric vehicles, including electric cars and electric
rickshaws. The company is also building a network of charging stations across India. Ola Electric's goal is
to make India a leader in electric mobility.

Here are some of the key achievements of Ola Electric:

• Launched the Ola S1 scooter, which has been a commercial success.

• Raised over US\$1 billion in funding from investors such as SoftBank, Tiger Global, and Temasek.
• Built a network of over 100,000 charging stations across India.
• Created over 10,000 jobs in India.

Ola Electric is one of the most promising electric vehicle companies in India. The company has the potential
to revolutionize the way people travel in India.
 Cogoport
Headquarters: Bengaluru, Karnataka, India
Founder: Arjun Sethi, Manish Agarwal, and Abhishek Goyal
Founded: 2017
Industry type: Freight forwarding and logistics technology company
Revenue: Not disclosed
Leadership (CEO): Arjun Sethi
Official website: https://www.cogoport.com/

Business Overview:

Cogoport is a freight forwarding and logistics technology company that simplifies the complex process of
international trade. The company's platform connects shippers, carriers, and other stakeholders in the supply
chain, making it easier to book shipments, track cargo, and manage documents. Cogoport also provides a
range of other services, such as customs clearance, financing, and insurance.

Cogoport was founded in 2017 by Arjun Sethi, Manish Agarwal, and Abhishek Goyal. The company is
headquartered in Bengaluru, India, and has offices in Singapore, Dubai, and the United States. Cogoport
has raised over US$100 million in funding from investors such as Sequoia Capital India, Accel Partners,
and Tiger Global.

Cogoport is one of the leading freight forwarding and logistics technology companies in India. The
company has helped over 10,000 businesses to simplify their international trade processes. Cogoport is
committed to making international trade more efficient and accessible for businesses of all sizes.

Here are some of the key achievements of Cogoport:

• Raised over US$100 million in funding from investors such as Sequoia Capital India, Accel Partners, and
Tiger Global.
• Simplified the complex process of international trade for over 10,000 businesses.

• Developed a platform that connects shippers, carriers, and other stakeholders in the supply chain.

• Provided a range of other services, such as customs clearance, financing, and insurance.

Cogoport is a rapidly growing company that is making a significant impact on the global logistics industry.
The company is well-positioned to continue to grow and expand in the years to come.

NatWest
Headquarters: Edinburgh, Scotland
Founder: The Bank of Scotland and the National Bank of Scotland
Founded: 1972
Industry type: Commercial bank
Revenue: £18.8 billion (2022)
Leadership (CEO): Alison Rose
 Official website: https://www.natwestgroup.com/
Financials: https://investors.natwestgroup.com/

Annual revenue of the NatWest group from 2015 to 2022, by region of operation(in million GBP)

Business Overview:

NatWest Group is a British multinational banking and financial services company headquartered in
Edinburgh, Scotland. It is the largest bank in the United Kingdom by market capitalization. The group has
a presence in over 30 countries and employs over 70,000 people.

NatWest Group's brands include:

• NatWest
• Royal Bank of Scotland
• Ulster Bank
• Coutts
• Holt's Military Banking
• Lombard
• RBS International

The group's main activities are retail banking, commercial banking, investment banking, and wealth
management. It also provides a range of other financial services, such as insurance, asset management, and
leasing.

NatWest Group is listed on the London Stock Exchange and is a constituent of the FTSE 100 Index.

Here are some of the key achievements of NatWest Group:

• Founded in 1972 as a merger between the Bank of Scotland and the National Bank of Scotland.
• Acquired Ulster Bank in 2000.
• Became a major player in the investment banking industry in the 1980s and 1990s.
• Was bailed out by the UK government during the financial crisis of 2008.
• Restructured and returned to profitability in the 2010s.
• Launched a new strategic plan in 2022, focused on becoming a more sustainable and customer-centric bank.

NatWest Group is a leading provider of financial services in the United Kingdom and around the world.
The group is committed to sustainable banking and is working to reduce its environmental impact.