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vsplusonline · 4 years

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Meet India’s inspiring farmers who pivot, adapt and keep supplying fresh produce during the lockdowns

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Meet India’s inspiring farmers who pivot, adapt and keep supplying fresh produce during the lockdowns

Diversified deliveries

Kiaro Foods, Hyderabad

Of late, Sharath Reddy Gattu has been living at a makeshift accommodation set up for his staff to maintain hygiene and avoid contamination. His Hyderabad-based enterprise, Kiaro Foods, which started as a dairy production and delivery brand, remodelled itself into a ‘farm-to-home’ service, within a week of the lockdown. The app-based brand has been able to supply seasonal vegetables and fruits, including much-coveted mangoes during the lockdown.

Kiaro Farms’ setups for bringing fresh produce to different parts of Hyderabad | Photo Credit: Kiaro Foods

Sharath shares, “Letting good produce that wasn’t going out of Telangana rot seemed like not only a waste but also meant we weren’t utilising our existing logistics the right way. After much thought we redesigned our app and introduced same-day harvested vegetables.” The re-branding exercise was driven by the need to help farmers, so that their hard work and produce would not go waste. In the process, ledgers and accounts have gone for a toss, as they focussed on sourcing and logistics as the lockdown came as a bolt from the blue.

A young woman with her selection of fresh produce and baked goods from Kiaro Foods, Hyderabad | Photo Credit: Kiaro Foods

Sharath says, “At first, we sourced and sold produce without grading; we are not very proud about that. However, we learnt from our mistakes and reworked the system and started grading the vegetables and fruits. Then we sourced eggs from an exporter and started selling them through the app. Soon we realised there was a huge demand for bread, wheat, fruits. We literally rebuilt ourselves on the basis of demand. Our motive was to make sure people get what they need. The breads we supply are from an upscale confectionery that’s known for its desserts; the wheat is also from an exporter who had a big amount of fresh wheat that couldn’t be exported due to lockdown.”

Prabalika M Borah

Hobby turns into need

The Prodigal Farms, Noida

Puneet Tyagi and Neha Bhatia started farming as a hobby four years ago, and soon turned it into a business, first with farm-to-fork weekend experiences and zero-waste workshops, and now with home delivery of their produce that is free of inorganic additives. “We have six farmers working with us, four of whom are women. Their husbands lost their jobs, and so came to the farm; we were able to employ them to deliver the produce,” says Puneet. He says the vegetables are harvested and packed into boxes by the farmers and they would be loaded and delivered by another set of people, ensuring minimal handling.

Initially, they needed to realign deliveries only to Noida, but have now worked out a system of delivering across Delhi-NCR (theprodigalfarms.com/farmstore). Because orders had drastically reduced, and they had a lot of produce, they began making home processed foods like pickle, which people can order. Puneet says the lockdown has helped bring the farmers in the neighbourhood together and many have shown an interest in halting the use of artificial pesticide and fertilizer.

Sunalini Mathew

Farm platform

Krishi Cress, Chattarpur and Faridabad

Achintya Anand, a chef and first-generation farmer, began five years ago, by supplying produce to restaurants and hotels. The lockdown saw demand from the hospitality sector dip to almost nothing.

Within a week or so of operation, the website, orders.krishicress.com, which had been ready, went up for home-delivery orders. “We had been trying it out for a year, but we had a small presence,” says Achintya. Now, orders have doubled, but the cost of logistics poses a challenge. Also, there are two farms, in Chattarpur and Faridabad, so coordinating transportation has not been easy. Another challenge has been maintaining hygiene protocols and implementing changes overnight.

“We are very lucky because a lot of our staff stay at the farm, so there’s minimal contact from the outside; the rest all live close by. Also, as we are located in a remote area, we had started a pick-up and drop facility before the first lockdown,” he says.

What remains popular are his salad and microgreens, as well as the value-adds like kombucha and red pepper chilli jam, whether for households or restaurants, some of which have begun delivery-based kitchens. He’s got orders from a few because, “People are extremely conscious of what is going into their food now.” While demand is growing, they are managing with existing capacity: “It’s difficult to build capacity at this time,” says Achintya.

He sees the lockdown as an opportunity to promote agri-businesses that grow crops free of chemical residue, and push for new hygiene-driven protocols and practices. Eventually, he would like to see farmers band together into a cooperative and set up a platform where the produce goes from farm to table. “The focus needs to be on post-harvest handling. We produce fruit and vegetables as good as any in the world, as long as they’re on the tree or plant. It’s what happens after: the storage, the cold chain maintenance. As for the future: “I don’t want to take any calls for the future. Even the chefs don’t know when their restaurants will be up and running.”

Sunalini Mathew

For a fair deal

HFPA, Bengaluru

The son of agriculturist Shekhappa, Jagadish Sunagad owns 15 acres of land at Baluti near Bijapur. His entrepreneurial skills have helped thousands of farmers in North Karnataka. “I cannot get over the onion and watermelon losses this season,” says Jagadish. “I have an MBA, and being a farmer myself, I understand the farmers’ need to reach their produce to the right quarters. They need guidance in growing and getting the right subsidies.”

Jagadish, CEO of Basavana Bagewadi Horticulture Farmer Producer Company (HFPA) in Kolhar taluk of Bijapur district, has released nine videos on social media to help farmers. “We have 1,000 farmers from 22 villages in the North Karnataka belt in HFPA. Karnataka has nearly 100 Farmer Producer Organisations with about 1,000 farmers, who swung into action to help crops reach consumers. I worked from Kolhar taluk to minimise losses for onion, watermelon, banana and maize.” Jagadish arranged for nearly 100 tonnes of vegetables and fruits to reach cities every week.

“Transportation and labour were herculean tasks, but we saw to it that losses were restricted to about 50%. I roped in my family too; they accompanied the trucks. A farmer associate, Girish Telage, had six truckloads of watermelon worth ₹96,000. In Shivajinagar, he was offered ₹30,000. I intervened and re-routed the trucks to Yeshwantpur, Goraguntepalya, Peenya and Rajajinagar markets and got him a ₹20,000 profit.”

The best deal, according to Jagadish, was the direct FPO-to-FPO exchange programme, where vegetables and fruits were bartered depending on requirements from farmers in Karnataka, Tamil Nadu and Andhra Pradesh. “Onions (500 tonnes), watermelon (400 tonnes) and 200 tonnes of potato did not go waste, thanks to this arrangement, although pricing was heavily compromised.”

Ranjani Govind

Cultural redemption

Solitude Farm, Auroville

Why are we eating cabbage, broccoli, and beetroot and not more sundakkai (turkey berry), vazhapoo (banana blossoms), and karunai kizhangu (yam)? This is among the many questions Aurovillian farmer Krishna McKenzie wants us to ask ourselves. According to him, the pandemic and resulting lockdown has been a “catalyst” in making us understand that a centralised system is not the most practical, or efficient answer our food needs. Deprived of vegetables when the existing food supply system faltered, he says that people “are now waking up to local farming and local distribution”.

Krishna Mckenzie | Photo Credit: spl

The 47-year-old Englishman, through his Solitude Farm in Auroville, has been at the forefront of what he calls a “cultural redemption” by reminding people of their traditional knowledge, particularly of food and the politics that surrounds it. He has been on his feet during lockdown, setting up kitchen gardens, as well as giving away keerai cuttings, saplings, and seeds to those looking for ways to start their own vegetable patch.

“More and more people are connecting with me now; just yesterday, someone came to take home murungai keerai (moringa) and vazhathandu (banana stem) cuttings,” he says, adding that there has been an increase in the number of organic food baskets he sends out to Auroville and Puducherry. “I have been helping people at their gardens, many of them are now thinking about growing their own food. They now have more time than they usually would.” Krishna points out that people in his neighbourhood are coming together to share their produce.

Krishna has been posting videos on social media on how to better employ urban spaces for vegetable gardening, as well as how to cook local vegetables. He says, “This pandemic has been a wake-up call; it has shown us that the need for food is the common adhesive in the system; that food is one.”

Akila Kannadasan

Seeds of hope

Swadeshi Karshika Vipani, Thiruvananthapuram

The weekly agro bazaar in Thiruvananthapuram, Swadeshi Karshika Vipani, sells produce procured from organic farmers across the district. The maximum produce for this comes from Perumkadavila in Neyyattinkara, on the outskirts of the city. The closure of the market due to lockdown meant there was no avenue to sell the produce for these farmers.

V Sreekumaran Nair, president of Thiruvananthapuram Karshaka Koottayma | Photo Credit: Special arrangement

That is when V Sreekumaran Nair, president of the Facebook group Thiruvananthapuram Karshaka Koottayma, which is one of the driving forces behind this agri market, came up with a solution. He took orders via WhatsApp, collected produce from 14 farmers in the area and home-delivered the vegetables and fruits to regular customers in two autorickshaws.

“Four of us coordinated the supply. We have nearly 100 regular customers and could deliver the produce to about 40 of them. We did that until lockdown restrictions were made strict. After that, we started selling produce through an eco-shop with the support of the regional agricultural office and Panchayat officials. Now the produce gets sold at our farms itself,” says Sreekumaran, who cultivates on over 2.5 acres. In addition, he has given away seeds and saplings for free.

“I have distributed them to 214 households and 80% of them are taking up farming for the first time. Since many of them are taking baby steps, I have distributed seeds of tomato, lady’s finger, long beans, amaranthus, and brinjal that can be easily grown. Many came all the way from the city on two-wheelers to collect the seeds. There has been a renewed interest in farming and now many people seek help to set up kitchen/terrace gardens,” he says. “When I give away the seeds, I tell them that each has a life growing inside it and they have a responsibility to take care of it,” he adds.

Athira M

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annubs-tcs · 4 years

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werajusharma · 5 years

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Best Institutes of India That Offer Online Certification Courses

Online certification courses offer the best solution to working professionals who wish to upskill themselves and upgrade their knowledge to meet the mounting challenges of a complex, globalizing and dynamic business world and economic conditions. They enable working professionals to work while studying and upgrading their skills through their flexible nature.

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Best MBA In Project Management In IIM

IIM Lucknow

IIM Lucknow, an elite management school in India, aims to nurture value-driven leaders, managers and global players with the management and leadership skills and to create sustainable business models and drive social and economic transformations in society. This institute offers the best Online Business Courses in leadership and strategic management.

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IIM Kozhikode, an elite management institute in the country, seeks to nurture ethical and expert business leaders and managers who can handle the challenges of industry 4.0. This institute offers top-notch online courses in strategic management and general management.

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This leading Indian B-school empowers students with a cross-sectional perspective on business in the dynamic global economic environment and shapes them into ethical and innovative business leaders and managers. The strategic management and entrepreneurship certificate programs from IIM Rohtak are much sought-after.

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A member of the Association to Advance Collegiate Schools of Business and a leading B-school in India, IIM Kashipur offers industry-oriented online certificate programs in AFRM, big data analytics, marketing analytics, entrepreneurship and strategic management.

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MICA, Ahmedabad

MICA is a pioneering institute in communication management and is a top-ranked B-school. It offers world-class online certification courses in advertising, marketing, brand management, PR, analytics and market research, business management, media and entertainment management, etc.

SPJIMR Mumbai

A leading management school in India, SPJIMR aims to promote value-based growth through pedagogic innovations and proactive industry engagement. Its certificate programs in AI & ML, marketing analytics, big data analytics and SCM are renowned and sought-after by working professionals across the nation.

Indian Institute of Foreign Trade, New Delhi

IIFT is a premier Ivy League Institute that is ranked among the top 10 management institutions in the country. It seeks to promote the professionalization of foreign trade management in India, strengthen exports through human resource development and to engage in data analysis and research. It offers the best courses in global supply chain management and strategies for international business.

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#Online Business Courses #Business And Management Course #Business Management Certificate #Business Management Studies #Short Business Courses

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prasanththampi · 5 years

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IIBMS ongoing exam answer sheets provided. Whatsapp 91 9924764558

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Note: Solve ANY THREE case studies.

CASE I

A CASE OF ALPHA TELENET LIMITED

Alpha Telecom Ltd., a part of Alpha Group was established in 1976 by its visionary Chairman and Managing Director, A. S. Verma. The company started with manufacturing of Electronic Push Button Telephones (EPBT) and Cordless phones in 1985 in Allahabad. On July 7, 1995 Alpha Tele-Ventures Limited was incorporated. A mobile service called 'Web-Tel' was launched in Kochin, which eventually expanded its operations in Andhra Pradesh in 1996.

Till 1994, fixed telephone services were provided by Department of Telecommunications (DoT) which had a monopoly in this business. This was regarded as self-defeating because DoT was a regulator as well as a competitor. With increasing pressure for privatisation, the government agreed to give license to private operators. Finally in December 1996, the bill of privatisation of fixed telephone services was passed. The New Telecom Policy (NTP) with its targets for improving tele-density was an ambitious policy. The NTP planned to achieve a tele-density (number of telephones per 100 people) of 7 by the year 2005 and 15 by the year 2010, which translated into 130 mn lines. The policy also planned an investment of Rs. 4000 billion by the year 2010. The above factors combined with the fact that the domestic long distance telephony was open to private players, led to considerable demand for the company's products. But to get the tenders from Ministry of Telecommunication, Government of India, a license fee was to be paid over a period of 15 years and the viability of telecom projects was also affected by the guidelines that required private operators to earmark at least 10% of their telephone lines for villages. The operating companies did not like the idea of having to pay for the maintenance of lines that might not be used most of the times. The license fee of Maharashtra state was minimum at Rs.643 crores. Thus, Alpha Telenet, a pioneer in every field wanted to avail this opportunity and started the survey for extending the services in Pune. Their marketing survey team provided the statistics of existing customers of DoT, the waiting list of DoT, potential of users for successive years and so on.

Alpha Telenet Ltd. (ATL) decided to start their fixed line telephone operations in technical collaboration with Telecom Italia at Pune in Maharashtra. Initially, they received permission for installing their exchanges covering 0.5 km. of radius which was too small with respect to the cost involved and thus difficult to achieve lucrative returns. After struggling for a year, they finally got permission to set up exchanges covering 1 km. of radius. They set up their exchanges in potential areas in the city. Another problem was that the consumer's mindset fixated was with DoT and they were not ready to accept the services of Alpha Telenet Ltd. This was due to opposite tariff rates for household consumers. Consumers did not rely on ATL as they were private players. ATL initially had attracted the customers from the areas where the waiting line for DoT connections was high. Further, they had provided the connections with wireless CDMA receivers for only Rs. 3000 (movable within the area of 5 km radius) though its actual cost was Rs.15,000. The connection between exchanges by optical fibre ensured high quality of voice and data transmission, which was later to be shifted to the conventional copper wires for consumer connections. The company made the connection using Ring Topology stay connected even in case of line disturbances.

They also installed a Submarine Optical Fibre Cable to Singapore with an 8.4 Tbps (terabits per second) capacity providing high-class worldwide connectivity. Alpha Telenet installed the latest Digital Switches from Tiemens and other devices, which were fully compatible with the equipment of other telecom providers in India. The company installed a digital Geographical Information System (GIS) for network surveillance. A 24-hr Internal Network Management System for technical support and infrastructure maintenance were also installed with a dedicated round-the-clock toll-free call centre to ensure prompt services.

In 1997, Alpha Telenet Ltd. obtained a license for providing fixed-line services in Maharashtra state circle and formed a joint venture with Behrin Telecom, Alpha BT, for providing VSAT services. On June 4, 1998 they started the first private fixed-line services launched in Pune in the Maharashtra circle and thereby ending fixed-:-line services monopoly of DoT (now TSNL). Alpha entered into a license agreement with DoT in 2002 to provide international long distance services in India and became the first private telecommunications service provider. The company also launched fixed line services in the states of Goa, Uttar Pradesh, Gujarat and Delhi.

With the start of basic telephony services in the .state of Maharashtra, residents of the area and others felt a great sense of breaking away from the old and traditional government monopoly. The kind of ill-treatment of customers and also the red-tapism and bureaucracy which prevailed earlier, was about to end. It was observed that no private telecom company wanted to start their operations in less profitable areas like Bihar and other eastern states .

. The tariff plans of the TSNL and Alpha Telenet Ltd. were opposite to each other. TSNLS tariff structure was upwards i.e., price per unit increase with number of calls and vice versa for Alpha Telenet. This was the beginning of the entry of private players in the sector.

Questions:

Give a critical analysis of the privatisation of telecom sector in India.?

Highlight the secrets of success of Alpha Telenet Ltd. in terms of technological advancements and service provided?

CASE II

GEARING· FOR GROWTH

Premier Differential Gears Pvt. Ltd. (PDGL) was formed in the year 1991 near Noida in the state of Uttar Pradesh (India). The company was established to cater to the evergrowing needs of the differential gear market for cars, jeeps, trucks, and tractors. It was established under the aegis of the parent company called Premier Gears Pvt. Ltd. which in turn was established in the year 1962 at Noida. The parent company was engaged in the manufacturing of automobile transmission gears. With a modest start in 1961, it had never looked back and by 2006, it became the largest manufacturer of automobile transmission gears in the country. The parent company had employee strength of 2,500 trained and dedicated employees and was producing a range of over 1,000 gears. Premier Gears Pvt. Ltd. was making gears for virtually every major brand of truck, car, jeep and tractor. In 2006, the group company comprised of three firms namely, Premier Gears Pvt. Ltd. (manufacturing Transmission gears, Gearbox assemblies, Laser marking machines, and Material handling equipments), Premier Differential Gears Pvt. Ltd. (manufacturing differential gears) and Elve Corporation (a government recognized export house).

PDGL was manufacturing a wide range of Crown Wheel and Pinions, Bevel Gears, Bevel Pinions, and Spider Kit Assemblies. The installed capacity was 20,000 sets per month. PDGLs focus on quality, fast product development and customer service had enabled it to become an OEM supplier to many car and tractor companies in India, the EU, and Asia. Almost 75% of the total production was exported to a number of countries like Germany, Russia, USA, China, Japan, South Mrica, etc. The domestic OEM and replacement market accounted for the remaining 25% of the company's sales and in a short span of time, the company had become one of the major players in the Indian replacement market. The use of latest technology and comprehensive quality control systems at PDGL go a long way to ensure that customers get exactly what they want.

PDGL was using world class Gleason machines in its manufacturing programme. The raw material for manufacturing gears was in the form of forgings, which were procured from various parts of the country for manufacturing crown wheels and pinions. These forgings were subjected to turning followed by drilling. The drilled crowns and pinions were taken for tapping, which were then rimmed. After this, the teeth cutting procedure was applied which was called broaching. The broached units were then heat-treated. Heat treatment was very critical in producing gears having short tolerance levels. To meet this end, the company had two rotary furnaces and one state-of-the-art Continuous Gas Carburizing Furnace (CGCF) from Aichelin ALD of Austria to heat-treat its products. After the heat treatment, a number of intermediate processes like short blasting, phosphating, lapping were performed which resulted into the finished product, ready for putting company marks to avoid imitation/forgery. The company had developed a state-of-the-art 70-watt NDYAG laser-marking machine in collaboration with Quantum Laser (UK), which was used for marking on its produces. Laser marking was environment-friendly and was applied without any force or contact and thus the material was not subjected to any stress. The marked products were" manually pushed onto a conveyer for packing and dispatching. All the above have enabled the company to meet international standards and to produce worldclass gears with the highest performance standards.

The upstream portion of the supply chain at PDGL included a number of forgers located at "geographically dispersed locations in various parts of the country. These forgers were supplying the forgings to PDGL, which were then used in manufacturing the differential gears. All of the raw material was routed to the POGL works through road transport and"" due to large distances, transportation costs were a major issue in increasing the efficiency of this upstream portion of the supply chain. The forgings were supplied according to the drawings and dimensions set by design engineers at the company. The company indeed tried some local suppliers to cope up with the increasing transportation costs but the results on quality front wet satisfactory. To serve this end, the company was planning to develop some local suppliers. It had planned to provide them support in the areas of procuring good material for producing forgings, procuring good quality machines and" training their workforce in the required technical know-how. This was considered as an investment by the company to reduce its inbound transportation costs. To meet the small lot requirements of the forgings, the company was also contemplating to share the truckloads with the parent company. This was feasible because of the geographical proximity of the parent company, which was situated at a distance of less than 15 kms, the similar nature of raw material and same suppliers supplying to both the units.

The internal supply chain at PDGL comprised of various processing stations/lines" through which the forgings were transformed into finished differential gears. The movement of the work-in-progress between various stations was semi-automatic in which the workers manually placed the goods on trolleys/carts. Even the finished units were manually placed on a conveyer; which needed to be pushed to send the units to the packing section. There was a risk of units being damaged in this process. To minimize this risk, the company was planning to have automatic systems for moving the material from one place to another. It was decided to have hydraulic lifts, cranes, electronic escalators and the likes for progression of material from forging to packing. The packing material was stored on first floor as and when it arrived, with the help of casual laborers, which was inefficient and also involved a: risk of some· casualty.

The downstream portion of the supply chain at PDGL included around 10 distributors located evenly in various parts of the country. These distributors were supplying the products of PDGL to number of car, truck, jeep and tractor manufacturers. This portion of the supply chain also included a large replacement market, which accounted for almost half of the company's domestic sales. To meet its distribution needs the company had a panel of transporters, who used to distribute the finished goods. At times, the consignments scheduled for distributors were delayed because of lack of full truckload. One possible solution to this problem was sharing of truckload with the parent company. This was feasible because both the companies shared the same distribution network. The distribution of export consignments was through an intermediary who helped the company in exporting its products to the US, UK, Germany, China, Italy, Turkey, Saudi Arabia, Singapore, Malaysia, Thailand, Indonesia, and Nigeria, amongst other countries. The company's wide export range included replacement gears for internationally renowned automotive manufacturers like MercedesBenz, Mitsubishi, Toyota, Nissan, Clark, Eaton, Fuller, New Process, ZP, Hino, Fuso, Tong Feng, Tata, Leyland, Massey Ferguson, Magirus - Deutz and various others.

There was a shortage of skilled employees. Therefore, the company has recently started training input for all their 400 employees. These training programmes are being conducted in the organization to enhance the skills of the employees and the duration of these programmes were 20 hours per month. On the financial front, the company is continuously moving on the growth track showing better financial results year after year. It has embarked on an ambitious plan to double its turnover by the end of this financial year and to become the world's numero-uno in the automotive gear-manufacturing segment. The current capacity utilization was at a meager 6000 sets against a total installed capacity of 20,000 sets per month.

Questions:

Comment on the upstream and downstream supply chain portions operating in the company.

How far are the plans to improve the supply chain efficiency in the company feasible?

"Internal supply chain at the company can be characterized by the lack of it". Comment.

CASE III

INTELLIGENT MOVEMENTS: ANYWHERE ANYTIME

Deepak Pai, an engineering graduate and a postgraduate in management from United States, was working in Transport Corporation of India (TCI), the market leader in conventional transportation. He established Speed Cargo as an express cargo distribution company after leaving TCI. Speed Cargo, started with its head office at Hyderabad, as a small cargo specialist in 1989, upgrading itself to desk-to-desk cargo in 1992, cargo management services in 1995 and became a public limited company when it was listed in Bombay Stock Exchange in 1999. The company was maintaining a strong customer base of prestigious companies like Acer, Cadilla, Sony, Panasonic, Titan, Dabur and Hitachi to name a few.

Speed Cargo Limited (SCL), a leader in the express cargo movement pioneered in distribution and supply chain management solutions in India. It differentiated the concept of cargo, from conventional transport industry by offering door pickup, door delivery, assured delivery date and containerized movement. It had a turnover of Rs.3600 million in 2005-06. The company had a strong team of 6400 employees with the fleet of 2000 vehicles on road and an extensive network covering 3,20,000 kilometers per day and a reach of 594 out of 602 districts in India. In addition to this, it was having a well-structured multimodal connectivity and 6lakh square feet mechanized warehousing facility. Warehousing facilities were comprised of the most modern storied system and material handling equipment offering very high level of operational efficiency. The four modes of transport - Road, Air, Sea and Rail were seamlessly integrated, enabling SCL to effortlessly reach anytime anywhere.

The international wing of SCL took care of the SAARC countries and Asia Pacific region covering 220 countries with a specialized India-centric perspective. The company had gone online by connecting 90 percent of its offices to provide web-centric solutions to its customers.

The company also offered money back guarantee to express cargo services. The services offered were customized for corporate, small and medium enterprises, cluster markets, wholesale markets and individuals. The state-of-the-art technology made things easier for the customers whose cargo could be tracked and traced in the simplest manner, because SCL had an effective tracking system. SCL believed that best of technology enabled best of service, and its outlays on providing the IT edge had always resulted in innovative services and solutions. SCL, in its day-to-day operations, used technologically advanced equipments like Fork Lifters, Hydraulic Trucks, Hand Trolly, Drum Trolly, Rubber Pads cushioning, Taper Rollers to move big crates, color codes for identification to delivery what it promised.

Between 1989, when company was born, and 1995, SCL started a unique value added service called Cash-On-Delivery for the advantage of its customers. SCL introduced Call Free Number for the first time in the logistics industry in India. To establish largest network in air and to facilitate faster delivery of shipments, SCL entered into a tie-up with Indian Airlines in 1996; The Company introduced the concept of 3rd party logistics and later started offering complete logistics and supply chain solutions in 1997. The courier service Suvidha later rechristened as Zipp was launched in 1998. The company entered into a tieup with Bhutan and Maldives Postal Departments to expand its operations to SAARC countries in 1999. The Speed Cargo Development Center was set up at Pune in India for training of its employees in the same year.

An exclusive cargo train in association with Indian Railways between Mumbai and Kolkata was launched in 2001. Based on a survey conducted by Frost and Sullivan, SCL was conferred the Voice of Customer Award for being the best logistics company in 2003. After simplifying the internal process for faster and better communication, and a smarter way to work, SCL set up its corporate office at Singapore in 2003 to create an international hub with an aim to reach out to the world. The company introduced a mechanized racking system in the automated warehouse at Panvel (Maharastra) in 2004.

SCL was sensitive to the avenues where it could contribute to building a better society. Displaying continuous social responsibility, SCL associated itself with several community development programs and contributed generously to many social causes. SCL was the first to build makeshift houses for 400 families who were affected during a massive earthquake in Bhuj district of Gujarat in India during January 2001. They reached the devastated village the same day to provide food, clothes, medication and water to the affected people.

In 2003, SCL accepted to develop one of the government schools located at Banjara Hills in Hyderabad, and built a building with basic facilities like classrooms, staff rooms and toilets, and provided furniture for students and staff. The housekeeping and security of the school, which was now having 1100 students, was also taken care of by the company. After Tsunami, one of the worst natural disasters that struck South East Asia in December 2004 leaving over 10 lakh people dead and over 4 million displaced, SCL was on the rescue scene as it brought in food, water, clothing, medication, a team of doctors and cooks, and provided the affected people with essential utensils. After rehabilitating the people in Nagapattnam and Cuddalore, it took up the development of a high school in Nagore where 500 students came in from the Tsunami affected families. SCL also actively participated in Kargil contributions and other rescue and rehabilitation works in India.

LOOKING AHEAD

SCL believed that in the age of convergence, it had kept pace with time with its infrastructure, people and technological capabilities for moving cargo to its destination on time, by making intelligent movements in air and sea, as well as on road and rail. The company had experience of handling wide range of materials including confidential papers related to University examination and sensitive goods like polio drops and life-saving medicines. In view of the strengths of its competitors such as DHL, Safexpress and Blue Dart, the company had enhanced services with a greater focus on cargo management and customer satisfaction with the new operations backed by better strategic planning. To achieve its aim, SCL had strategically tied-up with Jubli Commercials, an lATA accredited freight forwarder, which started its operations as Air Cargo Agent.

The company was confident that it was set to become 24 x 7 one-stop solution provider for all freight forwarding services including customs clearance for international cargo. SCL having 40 percent share in express distribution business was developing a huge centralized warehouse on 22 acres of land at Nagpur in India. The centralized warehouse, which was about to be commissioned, was designed as a major hub or express distribution center for 200 smaller hubs as its spokes catering to the needs of its customers across India. SCL believed that it is a concept, a vision and an idea ahead of its time, which looked at a global perspective and was constantly reinventing itself in delivering the future of logistics.

Questions:

What made SCL a leader in the logistics industry?

Discuss the strategies adopted by SCL for its survival in the competitive scenario.

Comment on the contributions of SCL to society.

What steps the company should take to globalize its network reach?

Discuss the strategies adopted by SCL for expansion.

CASE IV

LOGISTICS OUTSOURCING

Company Profile

Indian Steels Limited (ISL) is a Rs. 6000 crore company established in the year 1986. The company envisaged being a continuously growing top class company to deliver superior quality and cost effective products for infrastructure development. With major customers being from Public Sector Undertakings, the company has established itself well and is said to be considering its expansion plan and proposed merger with another steel making giant in the country.

In 1996, owing to the cut throat competition in the emerging dynamic global markets, ISL emphasized on both effectiveness and efficiency. The company strongly believed in focusing on its core competency (i.e. manufacturing of steel) and outsourcing the rest to its reliable partners. Outsourcing of its outbound logistics was one such move in this direction. ISL out sourced its stockyards and other warehousing services to a third party called Consignment Agent, who was selected on an annual basis through a process of competitive bidding. The CA was responsible for the entire distribution of the products within the geographical limits of the allotted market segment and was paid by the company according to the loads of transaction (measured in metric tonnes) dealt by him. The company also believed in maintaining long-term relationships with the suppliers as well as the buyers. It always prioritized the needs of its regular and important customers over others and this worked out to be a win-win strategy. The case brings out the model of outsourcing logistics the company has adapted for the enhancement of its supply chain competency and thus leveraging more on its core competency which led to increased productivity.

Indian Steels Limited (ISL) is a Rs. 6000 crore company established in the' year 1986. The company envisaged being a continuously growing top class company to deliver superior quality and cost effective products for infrastructure development. The company performed with a mission to attain 7 million ton liquid steel capacity through technological up-gradation, operational efficiency arid expansion; to produce steel with international standards of cost and quality; and to meet the aspirations of the stakeholders. The production started in the year 1988 and initially, it manufactured Angles, Pig Irons) Beams and Wire Rods that were mainly used for constructing roads) dams and bridges. These products were mainly supplied to Public Sector Undertakings such as Railways, Public Works Department (PWD) Central Public Works Department (CPWD) Rashtriya Setu Nigam Limited, Audyogik Kendra Vikas Nigam Ltd. and various foundry units. The company had its headquarters at Raipur with three stockyards (a kind of warehouse with a huge land to store the products).

The company has established itself well and is said to be considering its expansion plan and proposed merger with another steel making giant in the country. The company was awarded ISO 9001, ISO 14001 and ISO 18001 certifications. The temperature in the plant premises is reportedly about 6°C lesser than that of the township, thanks to the greenery being maintained therein.

Logistics Outsourcing

Outbound logistics which basically connects the source of supply with the sources of demand with an objective of bridging the gap between the market demand and capabilities of the supply sources was always a problem for companies operating in this industry. Consisting of components like warehousing network, transportation network) inventory control system and supporting information systems outbound logistics was always playing a key role in making the right product available at the right place, at the right time at the least possible cost. In 1996 owing to the cut throat competition in the emerging dynamic global markets, ISL emphasized on both effectiveness and efficiency. The company strongly believed in focusing on its core competency (Le. manufacturing of steel) and outsourcing the rest to its reliable partners. Outsourcing of its outbound logistics was one such move in this direction.

Recognizing the growing demand for its products from the big, diversified and geographicallydispersed customers, the company started expanding the number of warehousing stockyards. From a humble beginning, the company today has 26 stockyards; most of them are outsourced. Each of the outsourced stockyards was managed by a third party, which the company referred to as Consignment Agent (hereafter referred to as CA) in the area. The CA was selected on an annual basis through competitive bidding process. The performance of CA was closely monitored by a company representative (full time employee of ISL working in the site of CA). The CA was responsible for the entire distribution of the products within the geographical limits of the allotted market segment and Was paid by the company according to the loads of transaction (measured in metric tonnes) dealt by him. Based on their sales turnover CAs were trifurcated into A, Band C categories. The CAs with a monthly turnover of Rs. 150-200 crore fell under A category) whereas those with Rs. 100 - 150 crore were B and less than Rs. 100 \ crore were C category.

In addition to the company representative) a team of marketing division operated in the town where, the site of CA was located. This department was responsible or estimating the future demand, translating it into orders and sending to the manufacturing plant. Material dispatch was done using either one or a combination of the two modes: Rail, Road. While using rail as the mode of transportation, the company had a choice to book a Normal Rake (a full train with about 35 wagons, each wagon with an approximate capacity of 60 tonnes) or a Jumbo Rake (a full train of about 52 wagons, each wagon with an approximate capacity of 60 tonnes). At times, the company was engaging the services of the CONCOR (Container Corporation of India) where a train of 62 to 70 wagons, each wagon with about 26 tonnes capacity was used for transportation. Instead, if the company decided to send the material by road, the company had a choice between Trailor (25-30 tonnes} and Truck (15-20 tonnes). The choice of transportation mode was based on the quantity of dispatch.

As soon as the material was dispatched from the manufacturing plant, the respective CA used to get a Stock Transfer Chalaan electronically through Virtual Private Network, which was developed by a professional software service provider. In-transit, monitoring was generally done with the help of Indian Railways, if the mode was Rail. Otherwise, truck/trailor drivers were contacted through mobile phone. Transit generally took five to six days, providing time for CA to plan for receiving materials. The CA used to utilize this time for arranging material handling devices like heavy cranes and required labour. The material thus unloaded was reaching the warehousing stockyard where CA was responsible for arranging the materials as per the warehousing norms of ISL.

The company broadly classified materials into Long Products and Rounds. Products falling into each category were further classified by their size, shape and utility and the company used a distinct colour code for this purpose. Each subcategory of material had a specific place for downloading. The company used Bin System for this purpose. While downloading the material in stockyard, the company norms insisted that CA arrange for providing Dunnagt Material. This enabled the CA to store material without 1 direct contact with the land surface and thus reduced the probability of material deterioration. Material was stored in the stockyard until an authorized representative of the customer used to come and collect it. While dispatching material to the customer, a Loading Slip was generated against the Delivery Order. The company" also believed in maintaining long-term relationships with the suppliers as well as the buyers. It always prioritized the needs of its regular and important customers over others and this worked out to be a win-win strategy.

Operational problems were majorly because of uncertainties in transportation, fluctuation in supply of electricity and the load bearing capacity of the soil in the stockyard. Some: more problems were encountered whenever there was a change in CA and these were overcome by training the employees of the new CA and keeping the old CA responsible for the: material in his stockyard for six months after the contract as well. Observations reveal that, at times there were situations wherein CAs had to do those things which they were not legally supposed to do (like subcontracting) because of the pressures mounted by political leaders with selfish interests.

Despite these problems, this model of outsourcing logistics was working out very well for the company. The practices, which were started in the year 1996 have sustained major changes in the environment and are being practiced even in 2006. It has enhanced the supply chain competency of the company by enabling it leverage more on its core competency, which leads to increased productivity.

Questions:

Analyze the case in view of the logistics outsourcing practices of the ISL.

Discuss the importance of logistics outsourcing with reference to supply chain management.

Suggest strategies for further strengthening the supply chain of ISL.

The participants/students are expected to have a clear understanding of Supply Chain and Logistics Management concepts.

The issues involved in the case are Sales Forecasting, Strategic Sourcing, Selection of Warehousing Service Provider, Transportation Mode and other nuances in Logistics Management.

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bhairavi2006-blog · 5 years

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Check MBA (PGDM) Admission Process | Eligibility, Types of Courses and Career Opportunities

MBA or Master of Business Administration is a professional course that trains the students to understand and analyse the business perspective of various fields. It aims to study the scientific approach toward management. Though it was first introduced in the United States during the early period of the 20th century, now most of the countries have specialized colleges and universities offering MBAs in various fields. Depending upon the colleges, it may be a full time or part time course. A full-time MBA programme is usually 2 years.

Have you ever imagined why MBA has massive attention among the students? The reason is the course has numerous job and business opportunities. So, many students opt for an MBA either to run their own business or to become triumphant entrepreneurs. Individuals who are willing to put into effect their potential in the business world are increasing day by day.

As said earlier, the course en routes for unlimited job opportunities like HR, Head of various departments like sales, marketing, supply chain, more and more. It is very much significant to choose the colleges to have absolute course knowledge. Following are few of the top colleges apt to do MBA:

Indian Institute of Management – Ahmadabad

IIM Calcutta – Kolkata

Xavier Labor relations Institute – Jamshedpur

Indian School of Business – Hyderabad

Faculty of Management Studies – New Delhi

NMIMS – Mumbai

IIT Madras – Chennai

ICFAI Business School – Hyderabad

Nirma University – Ahmadabad

Amity Business School – Noida

Institute of Rural Management – Gujarat

Now let’s have a glance on the eligibility criteria required for the students who wish to opt for MBA as their higher studies:

Students should have a bachelor’s degree in any discipline from a recognized university with a minimum of 50% of aggregate marks in their graduation.

Also, some institutes prefer candidates with work experience for a period of 2 years. This because they aspire the candidates to have corporate skill prior to entering the executive rank.

Admission process for MBA:

The students are necessitated to clear the entrance exam followed by GD (Group Discussion) and PI (Personal Interview) round. Most of the institutes accept CAT exam scores for the course admission. Following are the top exams required for the candidates to join the MBA:

Common Admission Test: CAT entrance exam is the most popular entrance exams for joining MBA. Usually, the exam will be conducted during the month of November. The purpose of the CAT exam is to test the reading comprehension, reasoning ability, quantitative ability, and non-verbal communication and data interpretation skills.

Other exams: Many universities accept CMAT, MAT, XAT, NMAT, and NMAT entrance exams scores too. Some institutes conduct their own entrance exam called SNAP. SNAP is a pen and paper mode exam.

After the entrance exams, the sores will be given 55-65% weight-age and for GD/ PI the weight-age of marks will be 10-20%.

MBA course is offered usually in 2 types. They are as follows:

Full-time/ Regular MBA:

Full-time or Regular MBA course is a well-known one. It is a 2-year residential programme that includes practical classes, theory classes, internship programmes, and placements. Generally, candidates with work experience and graduates choose this course. The internship programmes included in the course provides managerial skills to the students.

Executive MBA/ Online MBA:

This course always gains the attraction of working professionals. It is structured in a manner to instruct executive culture to the professionals aiming to shift to the mid or superior level management. The course duration will be for a period of 1-2 years. Also, the course is ideal for the candidates who are pursuing other courses such as MA, MCom, MCA etc and also who are willing to study while working.

After studying the course for either 1 or 2 years the final move of the candidates is to get placed in a company with a decent salary package. The course offers wonderful placement opportunities from various superior companies.

Following are some of the career opportunities of MBA with an average salary package:

Digital Marketing Manager - Rs. 4.5 lakhs

Retail Manager - Rs. 5 lakhs

Transport & Logistics Manager - Rs. 6 lakhs

Operations Manager - Rs. 7 lakhs

Supply Chain Manager - Rs. 8 lakhs

Following are some of the career opportunities of MBA with high salary package:

Human Resource Manager - Rs. 10 lakhs

Sales Manager – Rs. 10 lakhs

Project Manager – Rs. 13 lakhs

Data Analytics Manager - Rs. 14 lakhs

Product Manager - Rs. 15 lakhs

MBA recruitment:

MBA is said to be the most wanted graduate programs all over the world. There is an unquestionable augment in the MBA industry for the past decade. It is found that in 2018-19, more than 70% of the companies are forecasting to engage MBA graduates all over the world.

When compared to other degree graduates, the salary package for MBA graduates is very attractive. Even though all the fields have their own importance and demand, but the demand for MBA graduates remains constant always.

IIT Calcutta’s highest Salary package offered by the top recruiters is 75 lakhs per annum; whereas IIT Indore’s highest international salary package includes 63.45 lakhs per annum, IIFT, Delhi had Rs. 1 crore as the highest international package. Almost all the top MBA colleges had more than 130 recruiters visiting their campus. The top recruiters in most of the colleges include Deloitte, Goldman Sachs, ICICI Bank, J.P. Morgan etc.

Finally, it is not that all MBA degrees are equally credited. Nowadays, the number of universities, business schools, and colleges that offer MBA course are increasing and making the space pretty packed. Even the recruiters wish to hire their employees who are from a superior college background. So it is advisable to choose one of the top colleges for pursuing the course and to have bright career opportunities.

#MBA #MBA PGDM

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collegetourin · 2 years

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Jain University Admission Process for the year 2022

Jain University is formerly known as Sri Bhagawan Mahaveer Jain College (SBMJC) which was established in the year 1990. The university is accredited with a Grade ‘A’ by NAAC and is recognized among the top universities in India by NIRF. Jain University Online is considered a learner-centric destination for students. Jain University Admission Process for the year 2022 will be discussed below.

Jain University offers BBA, B.Com, MBA, MCA, MA, and M.Com courses. The students who have completed their 10+2 and are willing to do online undergraduate courses are eligible to apply. For admission to the postgraduate courses, the candidate should be graduated in the relevant discipline. The university also offers certification courses in Accounting and Finance, Business Intelligence and Applications, Cyber Security, Python, etc.

Admission Process

Follow the given online and offline admission procedure for the Jain University, New Delhi:-

Documents Required

Class 10th Mark sheet

Class 12th Mark sheet

Graduation Mark sheet

Entrance exam scorecard

The candidate need to submit the recent passport size photograph in formal dress with white background

Online Method of Registration:

Firstly go to the official website of the institute

Now go to the “Admissions” tab

Here the candidate needs to register themselves by filling in all the required details

Now the candidate needs to select their preferred course and name along with the specialization

Enter personal details correctly and fill in all the mandatory fields to proceed in the application form.

Now the candidate needs to pay the admission fee and submit the form online

At last, make sure to take a printout of the Jain University Online Learning for further reference.

Offline Method of Registration:

You can purchase the non-refundable online application coupon from the Admissions Office and you can redeem the specific coupon code by entering the online payment option under the option ‘Coupon Code’.

Courses

Total Fee

Master of Business Administration

Advertising & Branding

Rs. 2,08,000

Strategy & Leadership

Rs. 2,08,000

Finance

Rs. 2,08,000

Systems & Operations

Rs. 80,000

General management

Rs. 80,000

Marketing

Rs. 80,000

HRM

Rs. 80,000

Aviation Management

Rs. 1,20,000

Marketing and finance

Rs. 1,20,000

Logistics and Supply Chain Management

Rs. 1,20,000

Finance and HRM

Rs. 1,20,000

IT management

Rs. 1,20,000

Marketing & HRM

Rs. 1,20,000

Analytics & data science

Rs. 1,20,000

Fintech

Rs. 80,000

Digital Marketing and Ecommerce

Rs. 1,20,000

Banking and Finance

Rs. 1,20,000

Aviation Specialization

Rs. 80,000

Structured Finance Specialization

Rs. 80,000

Wealth Management Specialization

Rs. 80,000

Bachelor of Business Administration

Data Science and Analytics

Rs. 1,31,000

Strategy & Leadership

Rs. 1,31,000

Marketing

Rs. 1,31,000

HR Management

Rs. 1,31,000

Finance

Rs. 1,31,000

Digital Marketing

Rs. 1,31,000

Banking and Finance

Rs. 1,31,000

Real Estate management

Rs. 1,31,000

Master of Computer Application

Data Analytics

Rs. 68,000

Computer Science & IT

Rs. 68,000

Full Stack Development

Rs. 68,000

Cyber Security

Rs. 68,000

Cloud Computing

Rs. 68,000

Data Science

Rs. 68,000

Artificial Intelligence

Rs. 68,000

Bachelor of Commerce

Accounting

Rs. 68,000

Finance

Rs. 68,000

Marketing

Rs. 68,000

Data Science and Analytics

Rs. 68,000

Digital Marketing

Rs. 68,000

Banking and Finance

Rs. 68,000

Human Resource Management

Rs. 68,000

Real Estate management

Rs. 68,000

Master of Commerce

Accounting and Finance

Rs. 1,01,000

International Finance (Integrated with ACCA, UK)

Rs. 1,01,000

Master of Arts

Journalism & Mass Communication

Rs. 68,000

Economics

Rs. 68,000

Public Policy and Administration

Rs. 68,000

English

Rs. 68,000

#Jain University Admission #Jain University #Jain university courses

0 notes

vsplusonline · 4 years

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During the lockdown, this Bengaluru company is using an app to bring farm-fresh produce to seven cities

New Post has been published on https://apzweb.com/during-the-lockdown-this-bengaluru-company-is-using-an-app-to-bring-farm-fresh-produce-to-seven-cities/

During the lockdown, this Bengaluru company is using an app to bring farm-fresh produce to seven cities

India’s farming community hardly had the time to celebrate the bumper harvest that followed an unusually wet winter, before it got hit by the nationwide lockdown to stem the spread of Coronavirus.

Unlike sectors where goods can be held in storage for a reasonable amount of time, agriculture thrives on fresh produce being sold within hours of being picked from the farm. Bengaluru-headquartered Ninjacart, reportedly one of India’s largest fruit and vegetable supply chain companies, has moved in to ease the plight of farmers and help people stay indoors, with an app-based fresh produce sales plan.

Targeted at residents of apartment blocks inChennai, Delhi, Gurugram, Pune, Mumbai, Bengaluru and Hyderabad, Ninjacart ensures location-specific vegetable and fruit sales for the duration of the COVID-19 lockdown. Customers need to download the Ninjacart app from Google Playstore (it doesn’t have an iOS version), and fill out an online form with details of location, identity proof and so on. Ninjacart then assigns a mobile seller to the registered apartment block (with a minimum order of 50 kilograms per building).

“The COVID-19 pandemic really caught all of us by surprise,” says Ninjacart co-founder and CEO Thirukumaran Nagarajan, who prefers to be known simply as ‘Thiru’. “From a supply chain business, we have transformed ourselves into a company on a par with an essential service provider — just like you need hospitals to be working during lockdown, you need fruits and vegetables to be available daily too.” The COVID-19 effort has seen the five-year-old company change its operations as well, says Thiru. “So far, we have covered 1,000 apartments in six cities, with the help of 3,000 to 4,000 volunteers and staff. With many of our drivers being on the road for 12 or 13 hours daily, besides all our other executives and labourers putting in long hours, we realised that we had to provide them food, and if necessary, accommodation as well, to help them carry out their duties effectively. This was totally new for us,” says Thiru.

Thirukumaran Nagarajan, Co-founder and CEO, Ninjacart. Photo: Special Arrangement/THE HINDU

An electrical engineer with an MBA from IIM-Kozhikode, Thiru was part of several technology startups before co-founding Ninjacart with Sharath Loganathan, Vasudevan Chinnathambi, Kartheeswaran KK, Ashutosh Vikram and Sachin Jose. “Though I have moved away from my core degree, the Engineering mindset helped in solving a lot of operation-related problems,” says Thiru. For him and his team, selling fruits and vegetables with greater transparency was just an opportunity waiting to happen.

“Farming is an emotional profession, and that’s why our relationship with our growers doesn’t end with our transaction; we keep working on other aspects like their farming outlays and crop plans to make sure that they can make a profit on their harvest,” he says.

At present, Ninjacart has more than 50,000 farmers under its umbrella in as many as 20 states, and supplies fresh produce to over 60,000 local groceries and restaurants in Chennai, Delhi, Gurugram, Pune, Mumbai, Bengaluru and Hyderabad. Mumbai is temporarily out of service during the COVID-19 alert. Which in logistical terms, is around 1,400 tonnes of produce graded and delivered within 12 hours, using data analytics and technology.

Perhaps, the biggest game-changer has been the removal of the commission agent from the agri-business model. Says Thiru, “Besides increasing the farmer’s revenue by at least 20%, we also ensure freshness. From the time we get it from the farmers until when it reaches the retailers, the consignment is not touched.”

Ninjacart official Naveen Prakash Reddy showing the RFID tags fixed on the vegetable crates that will track their delivery from the centre to client seamlessly. Photo: Nahla Nainar/THE HINDU

MetroPlus had an opportunity to see the agritech company at work at a collection centre on Chikka Thirupathi Road in Bengaluru, a week before the COVID-19 alert was issued in March. The open-plan centre smells fresh, just like the greens that farmers from approximately 25 villages in the vicinity kept bringing in mini trucks for grading. “We have certain criteria for our produce, in terms of shape and weightage, which farmers have to adhere to, which is why we have a manual grading process,” says Ninjacart executive Naveen Reddy.

As we watch, a mini truck carrying capsicum and baby snake gourd gets readied for dispatch to retailers. Crates are fixed with radio-frequency identification (RFID) tags that help in seamless end-to-end operations. The consignment is weighed and a statement of accounts is given to the farmer. All payments are made by electronic transfer.

Large-size chillies being grown in a Ninjacart supplier farm along Chikka Tirupathi Road, Bengaluru. Photo: Nahla Nainar/THE HINDU

There are 14 such collection centres dotting Bengaluru, which Ninjacart considers to be its toughest market yet.

“Bengaluru is the horticulture hub of India. It is tougher for us to show a stark differentiation in the quality of the market and our product here, since so many fruit and vegetable farms are located close to the city. But having made an impact in Bengaluru has helped us replicate our business model in other cities,” says Thiru.

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campusutra · 7 years

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GSIB Entrance Test 2018 - Gitam University MBA Admission. Fees and Placement 2017

See on Scoop.it - Campusutra- Education News portal in India

The Gitam School of International Business (GSIB) invites applications from eligible candidate for admission to the following MBA Program & PGDBA Program through CAT/ XAT/GMAT/MAT/CMAT score and GSIB Entrance Test (GET-2018) for the academic year 2018-20

GISB Entrance Test also referred to as Gitam School of International Business conducts a Common Entrance Test, for admissions to its flagship Management Program. Conceptualized as a centre for excellence in teaching, training, research and consultancy in International Business, GITAM School of International Business (formerly GIFT) is acclaimed as one of the top-ranking B-Schools in International Business in the country.

GITAM School of International Business, formerly known as GITAM Institute of Foreign Trade (GIFT), was established in the year 1997 in academic collaboration with the Indian Institute of Foreign Trade (IIFT), New Delhi (Ministry of Commerce and Industry, Government of India). Subsequently, when GITAM was declared in 2007 as a deemed University, under section 3 of the UGC Act, 1956, it was brought within the ambit of GITAM Deemed to be University and declared as an autonomous School of Excellence in International Business, in recognition of its academic leadership in International Business in the Country.

Details of the Programs - MBA in International Business(IB) MBA in International Banking and Finance(IBF) MBA in Global Logistics and Supply Chain Management(GLSCM) PGDBA – One Year Program for Post Graduate Diploma in Business Analytics-In Collaboration with IBM.

Facts File:

Tuition Fees

7.2 Lacs

Full time Faculty

Faculty with PhD

N.A

Average CTC last year

4.19 lpa

Highest CTC last year

7 lpa

Faculty with Industry Exposure

N.A

Exam Accepted

CAT/ XAT/GMAT/MAT/CMAT/GET

Seat

240

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srushtipatel55 · 7 years

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The time-line of MBA in India and it’s future

In India, there are over 3,000 B-schools and with the economy constantly changing, there is a change in the business education system too. The MBA in India is considered as a symbol of excellence and distinction.

The roots of MBA, one of the most popular degree in the world, lie in the USA. This degree is century old. In India, there are over 3,000 B-schools and with the economy constantly changing, there is a change in the business education system too. It is one of the coveted degree programs in the world. From the fresh graduates to someone with years of work experience, all want to pursue MBA. The appeal of MBA is hard to avoid, especially in India. The MBA in India is considered as a symbol of excellence and distinction. But have you ever wondered about the origin of MBA? Which business school started this concept of imparting education in business studies to students? And, what is the future of MBA? To get the answers to these questions and know about the present and future of MBA in India, read below-

Past of MBA in India

The genesis of MBA goes back to the 19th century in the United States of America, with the Wharton Business School at the University of Pennsylvania founded in 1881 being the pioneer, followed by the Tuck School of Business at Dartmouth founded in 1990 and then the prestigious Harvard Business School. The MBA degree was first offered by the prestigious Harvard Business School, USA in 1908. Though, before Harvard Business School, the Wharton Business School was the first school of business in the world, and the Tuck School of Business at Dartmouth was the first legitimate business school that offered an advanced business degree called as the Master of Commerce. It is the ancestor of MBA degree of today. And soon, many universities like Shanghai University of Commerce, University of Chicago Booth School of Business, Ivy School of Business and several other universities in the US began to offer MBA. MBA became famous and made its way to South Africa, Pakistan, Europe, Australia and India.

In 1953, the Indian Institute of Social Welfare & Business Management (IISWBM), Kolkata was founded and it was the first college to confer an MBA degree in India; though in 1949, the Xavier’s Labor Relations Institute, Jamshedpur was established, but it did not awarded MBA degree since its foundation.

Some of the earliest established Business Schools in India are- Faculty of Management Studies, Delhi (1954), Indian Institute of Management (IIM-C) Kolkata (1961), IIM-Ahmadabad (1961), Indian Institute of Foreign Trade (1963) and National Institute of Industrial Engineering (NITIE) Mumbai (1963). In 1961, with the establishment of the IIMs in India, PGDM (Post Graduate Diploma in Management) started in India. IIM-C was established in collaboration with MIT Sloan School of Management and later IIM-A was established in collaboration with the Harvard Business School during its initial phase. In 1968, FMS Delhi started its MBA programs. There were limited specializations in MBA, like Human Resource, Marketing and Finance. As time passed by, many stalwarts of the various industries were produced from the MBA education in India.

Present of MBA in India

B-schools in India have come a long way from the 20th century when they started and became a rage. In the early 2000s, Business Schools in India proliferated. The MBA programs in Indian business schools have evolved over the years and are of high quality. The MBA degree in Indian business schools equips students with relevant industry skills, prepares them for leadership roles and enhances their capabilities. The business schools in India today are offering challenging and diverse MBA specializations, world-class faculty, excellent pedagogy, adequate and modern resources, and attractive pay.

The economy of India has gone a paradigm shift. It has witnessed a healthy growth in the last decade and established itself as a service-oriented economy. It is one of the fastest growing economies in the world. It has witnessed a sudden step-up in the investments from the multinational companies. The large corporate houses have established a stronghold in the Indian market and are looking for MBA graduates. The interest for doing MBA has grown considerably and this is evident with the surge in CAT 2016 registration which has reached to more 2.32 lakh. In CAT 2015, the number of registration was 2.1 lakh and in CAT 2014, it was 1.96 lakh.

Today, initiatives by Government of India like “Make in India” and “Startup India” are encouraging entrepreneurship and promoting Indian manufacturing. As a result, MBA in operations management, e-commerce, supply chain & logistics management, and entrepreneurship have become more prominent in recent years. New vistas for career opportunities in MBA have been opened by India. There has been a shift from the traditional MBA programs to advanced and greater demand MBA programs like entrepreneurship, e-commerce, retail, and operations management. People today want to change paths and try hands in different fields that have emerged, so doing MBA is a perfect way to re-skills and make the change happen.

Future of MBA in India

India has a huge market potential with ample career opportunities for MBA. The scope of Master of Business Administration in India is growing by leaps and bounds. Moreover, MBA in non-traditional specializations is considered a good asset. The demand for traditional mundane MBA programs is declining, and is replaced by innovative MBA specializations that are pertinent to the present-day business world. The demand for MBA in India will become stronger and increase quickly in the coming years, mainly in the fields like personnel, manufacturing, production, finance, administration, e-commerce and marketing. It is the perfect investment in your future.

It is evident that the MBA in India has changed over the years and it will continue to evolve as the years go by, seeing the transformation to non-traditional MBA specializations and modern approach in pedagogy the business schools have adopted. The students with MBA degree will be the leaders of tomorrow in numerous fields!

#mba #mba in india #mba specializations #mba degree

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jobsms-blog · 7 years

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CRWC Recruitment – Executive (14 Vacancies) – Last Date 1 May 2017

Central Railside Warehouse Company Limited (CRWC) Executive (Logistics/ Operations/ Marketing), (E-0 Grade) Address: PRAGATI MAIDAN METRO STATION BUILDING, GROUND FLOOR, NEW DELHI, DELHI 110001 Pay scale ( वेतन ) : 12600-32500 Desirable qualifications ( वांछनीय योग्यता ) : MBA with specialization in Marketing/ Post Graduate Diploma in Marketing/ Logistics/Operations /Supply-Chain Management…

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bhairavi2006-blog · 6 years

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LBSIM School Of Management Admission 2019 | Eligibility, Courses and Placement

MBA is a post graduation degree program; Which provide student various opportunities to nurture their talent it helps an individual to develop analytical and technical skills as well for the betterment for their career. MBA is the most prefered course in India; It offers various field to students as a career option. When we talk about MBA it becomes quite important to know about the best colleges for MBA. Most of the time aspirants get confused while choosing and applying for right MBA colleges.

In this Article series, we had made some small analysis and grabbed some important information about colleges which can help students to make the correct decision.

Lal Bahadur Shastri Institute of Management (LBSIM), New Delhi was established in 1995 by Lal Bahadur Shastri Educational Society (LBS).it has emerged as one of the top business schools in the country and It takes pride in being one of the foremost institutes in providing value-based management education.

At LBSIM, the Focus is on:

● Developing professionals with ‘Vision & Versatility’ in accordance with ‘Ethics’, ‘Values’, and ‘Principles’ of Shri Lal Bahadur Shastri.

● Producing, grooming, and nurturing professionals with a humane and pragmatic approach, the essence of which lies in ‘teamwork’.

● Supplementing classroom learning with real-life field experience through a mandatory ‘Corporate Interface Day’ conducted weekly.

● Inculcating and nurturing the habit of ‘lifelong learning’, through mandatory hours every day, for accessing, retrieving, and using select learning resources.

● Imparting time-tested skill sets in lab environment; for example, imparting communication skills through audio-video recordings/displays.

● Providing regular class inputs by way of conceptual as well practical insights by eminent corporate stalwarts.

● Prompting and encouraging students to ideate with and implement creative/innovative ideas through various formal/informal student bodies’ like grids, clubs, etc.

● Constant curriculum review and updating through a three-way interaction process: Student/Alumni- Faculty-Industry.

LBSIM Admission 2019:

Admission Procedure for Two-Year Full-Time PGDM Programmes:

LBSIM seeks admission to the Two-year Full-Time PGDM programmes through a rigorous selection process comprising scores from competitive examinations like CAT, GMAT, followed by Written Ability Test (WAT), Group Discussion and Personal Interview (GD/PI). Students are selected by a group of experienced faculty members and industry experts. This enables the Institute to select candidates from diverse educational and cultural backgrounds.

Eligibility:

● Candidates appearing for the final year of Bachelors degree/equivalent qualification examination in the year 2019, can also apply. However, such candidates, have to submit a certificate from the Principal / Registrar of their University/institution certifying that the candidate has obtained 50% marks or equivalent, based on latest available grades/marks. The deadline for submission of the mark sheet and the certificate is December 15, 2019. Non- fulfilment of this condition will automatically result in the cancellation of the provisional admission.

● Applicants should note that the mere fulfilment of minimum eligibility criteria will not ensure consideration for shortlisting by LBSIM. Candidates must declare and maintain a valid and unique email account and a phone number throughout the selection process.

● All candidates are required to take the Common Admission Test (CAT 2018) conducted by the IIMs on November 25, 2018, or should have a valid GMAT score in a test taken between January 1, 2018 and January 15, 2019.

● Foreign students, PIO and NRI sponsored candidates are also eligible and are required to take the Graduate Management Aptitude Test (GMAT) at a test centre outside India, between January 1, 2018 and January 15, 2019.

● Indian residents who have appeared for GMAT, between January 1, 2018 and January 15, 2019 are also eligible to apply.

● Candidates will be required to furnish their GMAT scores while applying and provide an attested copy of the GMAT score sheet to the Admission Office for verification at the time of personal interview. GMAT scores without the above document will not be accepted and the application may be summarily rejected

Selection Process

● Candidates are short-listed on the basis of CAT/ GMAT scores, prior academic performance, work experience, and other information disclosed in the Application form. Only shortlisted candidates will be called for Written Ability Test, Group Discussion and Personal Interview which will be held during February and March 2019.

● The weightage for final selection will be 60% for CAT/GMAT score and 40% for Written Ability Test, Group Discussion and Personal Interview, past academic performance and work experience.

● Result of the selected candidates shall also be displayed on the Institutes Notice Board and also uploaded on the Institute website: www.lbsim.ac.in

How to Apply:

● Besides registering for CAT 2018 / GMAT, candidates are also required to register with LBSIM, Delhi through a separate Application Form which will be available along with this Information Brochure.

● The Information Brochure containing the Application Form is available with the Admission Coordinator, Lal Bahadur Shastri Institute of Management, Delhi on all working days between 9.30 am and 5.30 pm (except 2nd Saturday; Sundays and holidays) at LBSIM Dwarka Campus, on payment of Application Fees of Rs 1,250/- in cash or by Demand Draft. (Please add Rs.75/- for obtaining the Information Brochure by post within India and Rs. 200/- for abroad) starting from October 2018.

● Candidates can also download the Application Form from the Institutes website http://www.lbsim.ac.in., and submit the filled-in form along with the Application Fees of Rs. 1,250/- in cash or by Demand Draft. (Please add Rs.75/- for obtaining the Information Brochure by post within India and Rs.200/- for abroad). The demand draft should be drawn in favour of Lal Bahadur Shastri Institute of Management; Delhi, payable at New Delhi.

● Candidates can apply Online also at http://www.lbsim.ac.in. For online application submission, candidates need to pay Rs. 1,250/- either through Credit/Debit card, Net Banking.

● The Application forms can also be obtained by post by forwarding a demand draft of Rs. 1,325/- drawn in favour of “Lal Bahadur Shastri Institute of Management, Delhi”.

Courses:

● Course Name: Post Graduate Diploma in Management [PGDM] (General)

● Duration: 2 years

● Fees: 10.89 Lakhs

● Exams Accepted: CAT, GMAT

● Course name: Post-Graduate Diploma in Management [PGDM] (Finance)

● Duration: 2 years

● Fees: 10.89 Lakhs

● Exams Accepted: CAT, GMAT

● Course name: Post-Graduate Diploma in Management [PGDM] (Research & Business Analytics)

● Duration: 2 years

● Fees: 10.89 Lakhs

● Exams Accepted: CAT, GMAT

● Course Name: Post-Graduate Diploma in Management [PGDM] (Logistics & Supply Chain Management)

● Duration: 2 years

● Fees: 10.89 Lakhs

● Exams Accepted: CAT, GMAT

To Discuss Courses and Placements available in LBSIM institute with fellow aspirants and alumni click here.

You are requested to check often and regularly for our latest updates and articles related MBA, B-Schools, Management Colleges, Entrance Exam and Result, B-school selection, admission guidance.

#mba #pgdm course #pgdm college #pgdm

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