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    TANISHQ

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    vibhuti sagar
    This document summarizes the corporate turnaround of Titan Industries through effective supply chain initiatives. It discusses how Titan was facing business losses in 2000 due to issues like low quality local manufacturing, poor inventory management, and changing customer preferences. Titan then deployed supply chain initiatives like restructuring inventory management, introducing new sales channels, and remodeling order generation and fulfillment processes. Through strategic initiatives like "Clean Inside Out", made-to-order jewelry, and strategic outsourcing, Titan was able to successfully turn the business around.

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    TANISHQ

    Uploaded by

    vibhuti sagar
    3K views14 pages
    This document summarizes the corporate turnaround of Titan Industries through effective supply chain initiatives. It discusses how Titan was facing business losses in 2000 due to issues like low quality local manufacturing, poor inventory management, and changing customer preferences. Titan then deployed supply chain initiatives like restructuring inventory management, introducing new sales channels, and remodeling order generation and fulfillment processes. Through strategic initiatives like "Clean Inside Out", made-to-order jewelry, and strategic outsourcing, Titan was able to successfully turn the business around.

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    this is a presentation of corporate turnaround through supply chain management.

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    This document summarizes the corporate turnaround of Titan Industries through effective supply chain initiatives. It discusses how Titan was facing business losses in 2000 due to issues like low quality local manufacturing, poor inventory management, and changing customer preferences. Titan then deployed supply chain initiatives like restructuring inventory management, introducing new sales channels, and remodeling order generation and fulfillment processes. Through strategic initiatives like "Clean Inside Out", made-to-order jewelry, and strategic outsourcing, Titan was able to successfully turn the business around.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    3K views14 pages

    TANISHQ

    Uploaded by

    vibhuti sagar
    This document summarizes the corporate turnaround of Titan Industries through effective supply chain initiatives. It discusses how Titan was facing business losses in 2000 due to issues like low quality local manufacturing, poor inventory management, and changing customer preferences. Titan then deployed supply chain initiatives like restructuring inventory management, introducing new sales channels, and remodeling order generation and fulfillment processes. Through strategic initiatives like "Clean Inside Out", made-to-order jewelry, and strategic outsourcing, Titan was able to successfully turn the business around.

    Copyright:

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    You are on page 1of 14

    CORPORATE

    TURNAROUND
    THROUGH
    EFFECTIVE
    SUPPLY CHAIN

    National Institute of Vibhuti


    VIBHUTI Sagar
    SAGAR
    Agricultural Extension and PGPABM 2007-
    Management (MANAGE),
    PGPABM
    (Email: 09/32 2007-
    Hyderabad 09/32
    sagarsavvy@gmail.com
    , Mobile:
    09848036874)
    Introduction
    Titan industries limited
    (1987), Bangalore
    Mfg. plant at Hosur(TN)
    Market leader with 60%
    share
    Diversification in branded
    jewellary business(1990)
    Brand Tanishq, first
    boutique in 1996
    Challenges
    Yr. 2000 marked fifth consecutive business loss
    Low making charge of local mfg. by
    compromising quality
    Type of boutiques: L1, L2, L3
    Poor inventory management
     Turnover $75 m, inventory $34 m
     Finished good inventory 80%
     Poor delivery alignment in order & indent

     Changing customer preferences

     Non moving stock (sludge)


     No single point of decision

    Deployed SCM initiative for


    turnaround
    Strategies for market
    growth
    Jewellary division as a separate SBU with COO
    Rationalise frequency of launching new design
    Capabilities created to cater need for
    marketing “made to order” segment
    Shift premium segment to mass marketing seg
    Launch of few new product every month
    Local designer for regional market
    Initiatives
    Improving the bottom line through SC initiative
    Cross functional team for short and long term
    Project ASPIRE for improving SC performance
    Inventory management and responsive SC
    Four pronged strategy
    Clean inside out
    Introduction of new channel
    Remodel order generation and fulfillment
    process
    Strategic out sourcing
    Clean inside out
    Revamping internal supply chain
    Slow moving categories rationalised
    Non-potential product phased out
    Stock turn based trade margin were introduced
    For franchisees performance incentive or
    disincentive for stock turn
    Non moving stocks recalled or recycled or
    marked down
    Compaign “Impure to Pure” exchange
    4 step mechanism
    Age products displayed by
    best sellers or display is
    modified
    Non-moving designs are
    rationalised in annual basis
    Discount sale for sludge by
    “tanishq value mart” or
    “Tanishqon wheel” (> 15
    months recycled)
    Permissible level of sludge
    and penalty
    Sludge 18% to
    Introduction to new
    channel
    New channels were designed and piloted
    vPrototype enabled sale
    vReduced inventory
    vRange of design
    vResponsive business
    vHub & spoke for one week delivery
    vMade to order
    vCustomer order with a lead time of one month
    v8000 designs ( 2 week)
    vConsignment sale
    vBy vendors stocks
    Remodel order generation
    and fulfillment process
    Remodelled the Supply chain
    Ø Made to replenishment (MTR) SC
    Ø500 best selling variants for distribution of
    region, categories & price
    ØStock at two level
    Ø Cycle stock at boutique
    Ø Safety and replenishment stock at factory
    Ø Made to boutique indent (MTBI)
    SC
    For managing stock regulation and
    indenting
    Initiatives
    • Weekly indenting system
    • Compressing indent processing
    • Declaring variant wise lead time
    • Monitoring and declaring weekly
    production alignment
    Strategic outsourcing
    Utilization of market potential
    Reducing cost than investing in production
    Provided aasistance to vendors for business,
    technology support,material, process &
    document\
    Karigar Parks
    For avoiding two tier middleman system
    Experience and new designs
    Management of Enterprise And development of
    Women
    SHG for assembly of links and other activities
    IT integration
    Web based GOLD MINE
    was implemented to
    connect boutique ,
    CFAs & factory
    Visibility increases
    The result was a success:
    Thank U

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