Managing Complex Networks inEmerging Markets: The Story of AMUL

Firms that desire to do business in large emerging markets need to develop a new paradigm for looking at opportunities in these markets. The success of many such firms has depended on how well have they formed or managed to become a part of an existing network of suppliers and consumers. These economies are complex and have unique characteristics that range from underdeveloped markets to small and fragmented supplier base. Clearly, traditional business models are not adequate for this environment. Successful firms participate in the development of both these elements of the supply chain. The prize, needless to mention, is significant sales in a large market. In this paper we describe a successful business model using the example of AMUL. AMUL is a dairy cooperative in the western India that has been primarily responsible, through its innovative practices, for India to become the worlds largest milk producer. The distinctive features of this paradigm involves managing a large decentralized network of suppliers and producers, simultaneous development of markets and suppliers, lean and efficient supply chain, and breakthrough leadership. This paper draws various lessons from the experiences of AMUL that would be useful to firms contemplating entry into emerging market.

Permutation Flowshop Scheduling with Earliness and Tardiness Penalties

We address the permutation flowshop scheduling problem with earliness and tardiness penalties (E/T) and common due date of jobs. Large number of process and discrete parts industries follow flowshop type of production process. There are very few results reported for multi-machine E/T scheduling problems. We show that the problem can be sub-divided into three groups- one, where the due date is such that all jobs are necessarily tardy; the second, where the due date is such that it is not tight enough to act as a constraint on scheduling decision; and the third is a group of problems where the due date is in between the above two. We develop analytical results and heuristics for problems arising in each of these three classes. Computational results of the heuristics are reported. Most of the problems in this research are addressed for the first time in the literature. For problems with existing heuristics, the heuristic solution is found to perform better than the existing results.

A heuristic procedure for one dimensional bin packing problem with additional constraints

We proposed a heuristic algorithm to solve the one-dimensional bin-packing problem with additional constraints. The proposed algorithm has been applied to solve a practical vehicle-allocation problem. The experimental results show that our proposed heuristic provides optimal or near-optimal results, and performs better than the first fit decreasing algorithm modified to incorporate additional constraints.

Multiple products, multiple constraints, single period inventory problem: A Hierarchical solution procedure

This paper presents the formulation and a hierarchical solution procedure of multiple products, multiple constraints, single period inventory problem. The hierarchical procedure decomposes the problem into a number of sub-problems equal to the number of constraints sets. Each sub-problem is solved optimally by applying Lagrange multipliers and satisfying Kuhn-Tucker conditions. The experimental results show that the hierarchical procedure performs well even when there are large a number of products and constraints.

Managerial Challenges in Addressing HIV/AIDS: Gujarat State AIDS Control Society (GSACS)

The spread of HIV/AIDS is not merely a problem of public health; it is also an economic, political, and social challenge that threatens to hinder decades of progress in different parts of Gujarat. There is an urgent need to significantly scale-up public health interventions that work to make a meaningful impact. While NGOs and community based organizations have a critical role to play in implementing these interventions amongst the various population groups, the government must shoulder the overall responsibility for planning, coordinating, mobilizing, and facilitating the various HIV/AIDS prevention, care and treatment services in the state. Generally, the departments of HIV/AIDS are dominated by doctor-managers who lack training in management. This working paper was developed with objective of enhancing the skills of the program implementers. In this paper, in first three chapters we describe the overall situation of HIV/AIDS globally and nationally. Major challenges in managing sentinel surveillance, behavior surveillance, targeted interventions and its subcomponents have been described in chapter four. Issues related to integration of HIV/AIDS activities with reproductive health has also been discussed in the chapter. In chapter five, we present a few case studies from Gujarat State AIDS Control Society. These cases focus on the managerial issues in the following areas: Project Management, Blood Bank Management, VCTC/ICTC Management, Behavioral Surveillance and MIS for Targeted Interventions. These case studies bring out the ground level realities and can help participants develop insights for better management of the HIV/AIDS programme.

Melbourne Pathology

Melbourne Pathology, a subsidiary of Sonic Health Care, provided a comprehensive range of pathology services as an aid in the diagnosis and treatment of patients in Melbourne and Central Victoria. In a capped funding and highly regulated market such as the pathology service market in Australia, the only way in which the sales of a provider could grow was usually at the expense of another provider. To combat this situation, Melbourne Pathology opted to compete by providing higher quality service and faster turnaround time. The recent results of Melbourne Pathology, however, indicated that although the average turnaround time was within the promised targets, significant percentage of jobs in routine category and over 10% of jobs in the urgent category failed to meet the established targets. The case is primarily intended to illustrate the impact of demand distortions in a service setting that arise due to lack of coordination among various entities in the service value chain and a failure to have an integrated perspective that aligns all departments towards a common goal. This phenomenon is similar to the bullwhip effect in supply chains of manufactured products which has received considerable attention during the past decade. The case provides opportunities for students to develop corrective actions to mitigate this problem.

Planning and scheduling for epitaxial wafer production facilities

"February 1986; Revised April 1986.

Managing Complex Networks inEmerging Markets: The Story of AMUL

Firms that desire to do business in large emerging markets need to develop a new paradigm for looking at opportunities in these markets. The success of many such firms has depended on how well have they formed or managed to become a part of an existing network of suppliers and consumers. These economies are complex and have unique characteristics that range from underdeveloped markets to small and fragmented supplier base. Clearly, traditional business models are not adequate for this environment. Successful firms participate in the development of both these elements of the supply chain. The prize, needless to mention, is significant sales in a large market. In this paper we describe a successful business model using the example of AMUL. AMUL is a dairy cooperative in the western India that has been primarily responsible, through its innovative practices, for India to become the worlds largest milk producer. The distinctive features of this paradigm involves managing a large decentralized network of suppliers and producers, simultaneous development of markets and suppliers, lean and efficient supply chain, and breakthrough leadership. This paper draws various lessons from the experiences of AMUL that would be useful to firms contemplating entry into emerging market.