Swayam Siddhi College Of Management And Research

Man Power Handling

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Introduction
Man Power handling means accumulating proper man at proper work. Basicall man power in !abrication business with hiring people with di!!erent bases. Hiring man power in !abrication ranges !rom "ail bases #eekl bases Monthl bases $ontract wise bases
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1.Daily bases:In daily bases employees are hire by managers on daily bases.main advantages is if they want to leave the job or because of any sudden emrgency they can.

2.Wee ly bases:In this employees are hire for a wee or more than a wee according to their capacity.
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!."onthly bases:In this syestem employees are hire on the monthly bases.

#.$ontract bases:%iring man power for contract bases means company

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"a e a contract with contractor to complete that particular wor or whole wor .

Distribution &f Wages 'hree (alpataru )abricators

Daily *ases:-

Wor er:-1++rs for 1+ hours ,-:++ to .:++/.

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Wee ly *ases:-

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)irstly wor ers those who are e0perinced are only ept as In wee ly bases in 'hree alpataru )abrication. .++rs1wor er.

"onthly *ases:-

Wor ers those who have wor ed with shree alpataru in their past are hired on monthly bases. 2+++rs1wor er.

$ontract *ases:-

Wor er those who are having the nowledge of wor going on in the particular contract are only hired on contract bases. ,3g-During construcion contracts the wor ers those who are having nowledge are only hired./
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Wages of contract bases wor ers differ with the value4price of the contract.

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'ome of the $ontractors which are hired by shree alpataru:| Shree kalpataru Fabricators

Swayam Siddhi College Of Management And Research

1.5radeep *onta 2.6ilas 7ajula !.(unal 5atel

8hese contrators are wor ing with he shree alpataru since last five years. 'upply chain Drivers

8he major drivers of 'upply chain performance consists of three logistical drivers 9 three cross-functional drivers. :ogistical drivers: )acilities Inventory 8ransportation $ross-functional drivers: Information
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'ourcing
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5ricing $ompany;s supply chain achieve the balance between responsiveness 9 efficiency that best meets the needs of the company competitive strategy.

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Efficiency Responsiveness Supply chain structure

Inventory

Transportat ion

Facilities

Information

Drivers

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)acility are the actual physical locations in the supply chain networ where product are stored4 assembled or fabricated. 8he two major types of facilities are : 5roduction sites,factories/ 'torage sites,warehouses/
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)actories can be built to accommodate one of two approaches to manufacturing:

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1. Product Focus: < factory that ta es a product focus performs the range of different operations re>uired to ma e a given product line from fabrication of different product parts to assembly of these parts. 2. Functional focus: < functional focus approach concentrates on performing just a few operations such as only ma ing a select group of parts or doing only assembly

Warehousing: 8here are three main approaches to use in warehousing: 1. Stock keeping unit(SK ! storage: In this approach all of a given type of product is stored together. 2. "o# lot storage: In this approach all the different products related to the needs of a certain type of customer or related to the needs of a particular job are stored together.
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!. $rossdocking: In this approach4 product is not actually warehoused in the facility4 instead the facility is used to house a process where truc s from suppliers arrive and unload large >uantities of different products. 8hese large lots are then bro en down into smaller lots. 'maller lots of different products are recombined according to the needs of the day and >uic ly loaded onto outbound truc s that deliver the product to their final destination.

'o the fundamental trade-off that managers face when ma ing facilities decision between the cost of the number4 location 9 type of facilities,efficiency/ 9 the level of responsiveness that these facilities provide the company;s customer.

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Inventory encompasses all the raw materials4 wor in process4 and finished goods within a supply chain. $hanging inventory policies can dramatically alter the supply chain;s efficiency 9 responsiveness. 8here are three basic decisions to ma e regarding the creation and holding of inventory: 1. $ycle Inventory: 8his is the amount of inventory needed to satisfy demand for the product in the period between purchases of the product. 2. Safety Inventory: inventory that is held as a buffer against uncertainty. If demand forecasting could be done with perfect accuracy4 then the only inventory that would be needed would be cycle inventory. !. Seasonal Inventory: 8his is inventory that is built up in anticipation of predictable increases in demand that occur at certain times of the year.

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8ransportation entails moving inventory from point to point in the supply chain . 8ransportation can ta e the form of many combinations of modes 9 routes4 each with its own performance characteristics. 8here are si0 basic modes of transport that a company can choose from: 'hip which is very cost efficient but also the slowest mode of transport. It is limited to use between locations that are situated nest to navigable waterways 9 facilities such as harbor 9 canals. @ails which is also very cost efficient but can be slow. 8his mode is also restricted to use between locations that are served by rail lines.
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5ipelines can be very efficient but are restricted to commodities that are li>uid or gases such as water4 oil 9 natural gas.
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8ruc s are a relatively >uic 9 very fle0ible mode of transport. 8ruc s can go almost anywhere. 8he cost of this mode is prone to fluctuations though4 as the cost of fuel fluctuates and the condition of road varies. <irplanes are a very fast mode of transport and are very responsive. 8his mode is also very e0pensive mode 9 is somewhat limited by the availability of appropriate airport facilities. 3lectronic transport is the fastest mode of transport and it is very fle0ible 9 cost efficient. %owever 4 it can be only be used for movement of certain types of products such as electric energy4 data4 9 products composed of data such as music4 pictures 9 te0t.

Information
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Information serves as the connection between various stages of a supply chain4 allowing them to coordinate 9 ma0imiAe total supply chain profitability. It is also crucial to the daily operations of each stage in a supply chain for e.g a production scheduling system. Information is used for the following purpose in a supply chain: 1.$oordinating daily activities related to the functioning of other supply chain drivers: facility4 inventory 9 transportation. 2.)orecasting 9 planning to anticipate9 meet future demands. <vailable information is used to ma e tactical forecasts to guide the setting of monthly 9 >uarterly production schedules 9 time table !.3nabling technologies: many technologies e0ist to share 9 analyAe information in the supply chain. "anagers must decide which technologies to use 9 how to integrate these

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technologies into their companies li e internet4 3@54 @)ID.

'ourcing 'ourcing is the set of business processes re>uired to purchase goods 9 services. "anagers must first decide which tas s will be outsourced 9 those that will be performed within the firm. $omponents of sourcing decisions In-%ouse or outsource: 8he most significant sourcing decision for a firm is whether to perform a tas in-house or outsource it to a third party. 8his decision should be driven in part by its impact on the total supply chain profitability.

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'upplier selection: It must be decided on the number of suppliers they will have for a particular activity. 8he must then identify the criteria along which suppliers will be
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evaluated 9 how they will be selected li e through direct negotiations or resort to an auction.

5ricing 5ricing determines how much a firm will charge for goods 9 services that it ma es available in the supply chain. 5ricing affects the behavior of the buyer of the good or services4 thus affecting supply chain performance4 for e0ample4 if a transportation company varies its charges based on the lead time provided by the customers4 it s very li ely that customers who value efficiency will order early 9 customers who value responsiveness will be willing to wait 9 order just before they need a product transported. 8his directly affects the supply chain in terms of the level of responsiveness re>uired as well as the demand profile that the supply chain attempts to serve. 5ricing is
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also a lever that can be used to match supply 9 demand. $omponents of 5ricing Decisions: )i0ed 5rice versus "enu pricing: < firm must decide whether it will charge a fi0ed price for its supply chain activities or have a menu with prices that vary with some other attribute4 such as response time or location of delivery. 3very day low pricing versus %igh-:ow pricing

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