Department of Operations & Supply Chain

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https://escholar.umt.edu.pk/handle/123456789/221

Operations & Supply Chain serves as the backbone of any business organization, be it a manufacturing facility or a service provider. It enables organizations to achieve their objectives through providing effective and efficient solutions to customer needs.

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Browsing Department of Operations & Supply Chain by Author "Asher Ramish"

Now showing 1 - 3 of 3
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    Aligning the supply chains of educational institutes with business strategy
    (PIQC Institute of Quality, 2007) Asher Ramish; Ijaz Yusuf
    Schools that offer business subjects or arts in any part of the world either offer quality education leading to high expense or would opt for medium quality education and focusing more on getting economies of scales. Supply chain optimization of educational institutions is highly dependant on number of parameters which I refer to as drivers (e.g. no. of faculty, students, empowerment of faculty etc.), the intensity level of which needs to be gauged always. A common challenge is to not only highlighting those drivers and their inter-dependencies across the business framework of the institution but to seek the line of demarcation in the entire range (intensity) offered by that specific driver. That ONLY would be possible if business strategy is clearly defined. This Paper represents a model based on integration of various causal loop diagrams on selecting the intensity levels of each driver so as to chalk out an appropriate system model aligned and optimized. This model will direct or guide you to fine tune a specific driver to create synchronization and help align your supply chain network with business strategy. We find that by varying the intensity levels of one of the drivers may misalign your educational institution’s supply chain from business strategy and vice versa. An SD model is made formulating a spectrum of education quality, one extreme of which would be a cost effective education system and the other extreme is a high quality education system. The model encompasses all parametric and structural changes in the educational institution. This system model is a true picture of how the institution’s supply chain is aligned with the business strategy and is a useful guide for all managers and administrators of those educational institutions, the supply chain of which is portraying turmoil in contrary to the business strategy.
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    Demand collaboration strategy of supply chain management improves the education quality of a business school
    (The cultural and Scientific Association, 2009) Asher Ramish; Ijaz Yusuf
    Collaborating demand in an industrial sector means moving downstream of the supply chain, coming closer to the customer or end user virtually, utilizing means to know the exact demand in real time and sharing the true demand as far as upstream of the supply chain, so that optimized supply chain output can be achieved in an end to end enterprise. All stakeholders of the supply chain should get enhanced benefits in terms of cost decrease, time and quality improvements etc., resulting in a win-win for everyone.In case of service industries though, it is tricky and complex to decode the high up aforementioned strategy, in particular when it comes to an education institution, like a business school, offering business administration degrees in the town. Who would be the customer or an end user? What would be the demand? Where lies the upstream of the supply chain of a business school? Who is going to formulate the upstream part of the supply chain? All of these are queries that are answered in this formal research paper. The paper concludes that the interpretation of demand in a business school would be its education quality and total package skill set that a business school visions to inject in a student. Students would then become the direct customers of the business school. This is not as simple as it looks like. Here some of the stakeholders would add into the supply chain of a business school and would then determine the true demand of the service that is required. These stakeholders would be parents, industry employers and society in addition to students. All of the four stakeholders have to get the advantage from the knowledge, learning and a complete skill set infused to the students. Approaching closer to the aforesaid stakeholders and sharing the outcomes with the faculty and top management, can best balance the supply with demand in case of a business school.
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    Impact of integrated quality improvement teams in supply chain manufacturing (scm)
    (The cultural and Scientific Association, 2009) Ijaz Yusuf; Asher Ramish
    Impact of Integrated Quality Improvement Teams in Supply Chain Manufacturing (SCM) is a forgotten dimension. Key actors of Supply Chain manufacturing usually operate the Quality Improvement Teams in isolation. Working in isolation, they loose the insight of the problem and its long term impact is missed among the downstream and upstream departments of the Manufacturing Unit. Integrated Quality Improvement Teams working on the common theme not only can affect the operations of key actors of SCM but as well create a bottom line impact while improving the processes. This paper depicts the application model of Integrated Quality Improvement Teams in Supply Chain manufacturing and its impact to enhance the productivity in the key actors of Supply Chain Manufacturing. Quality Circles, Kaizen Groups, Quality Improvement Teams usually take the projects which are distinct in nature. Usually two circles or teams work as a disjoint sets working in their own domains. Integration of the Quality Improvement teams in different upstream and downstream departments of SCM is usually ignored in production environment and makes difficult to understand the underlying causes of the symptoms that create impact on the company profit. This application model portrays the power of integration of Quality Improvement Teams in supply chain manufacturing. Consequently, finger pointing is totally eliminated while addressing the complex inter-related issues among the key actors of supply chain manufacturing. It is hoped that this model will not only highlight the importance of team dynamics but as well improve the decision making process for value chain sustainability.