204

APPENDIX

QUESTIONNAIRE

Dear Respondent,

I am L. Aravindh Kumaran, working as an Assistant Professor

(Senior Grade), Crescent Business School, B.S.Abdur Rahman University,
Vandalur, Chennai-48. At present, I am doing Ph.D at Anna University
Chennai, the topic is “Study on Influence of e-business in Supply Chain
Management of SME’s”. As part of my study, the data has to be collected
using questionnaire, so I request you kindly spare your valuable time to fill up
the questionnaire. The collected information will be kept as confidential and it
will be used only for academic research and the individual data will not be
shared with anybody under any circumstances.

(PLEASE TICK WHEREEVER APPLICABLE)

1. How long you have been in this business?

< 5 years 5-10 years

10-15 years > 15 years

2. Please mention the category of Industry

Micro Small Medium

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3. To what extend your company is successful in managing its supply

chain in general?

Not successful at all

Not successful

Somewhat successful

Successful

Very successful

4. What types of e-business systems are currently in use in your company

to support Supply Chain Management? ( Tick the appropriate in the
column)

e-business systems Custom- Standard Not in

made package use
Material Requirement Planning(MRP)
Manufacturing Resources
Planning(MRPII)
Enterprise Resources Planning(ERP)
Warehouse Management System
Supply Chain Management module
(SCM)
Customer Relationship
Management(CRM)
Supplier Relationship
Management(SRM)
Advanced Planning System(APS)
Just in time(JIT)
E-business
Decision support / expert System
Radio frequency Identification(RFID)
Electronic data interchange (EDI)
Bar coding
Other(Please specify)
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5. Which of the following SC enabler your company needs to do in order

to manage your Supply Chain better?

Start
Not Satisfied
SC enabler Improve Implem
Appropriate Already
enting
Close partnership with
suppliers
Close partnership with
customers
JIT supply
E-procurement
Electronic data
interchange (EDI)
Out sourcing
Sub contracting
Third Party
Logistics(3PL)
Strategic Planning in
Procurement and
Distribution
Supply chain
benchmarking
Vertical Integration
Few suppliers
Many suppliers
Holding safety stock
Use of external
consultants

6. How much did you actually benefit from using the above SC enablers?

Not at
Benefits Little Average Greatly A lot
all
Better quality of information
Better quantity of information
Flexibility in operation
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Not at
Benefits Little Average Greatly A lot
all
Reduced lead-time in
manufacturing
Cost saving in manufacturing
Improved Forecasting
Improved Resource planning
Better operational efficiency
Reduced inventory Level
More accurate costing
Increased coordination
between departments
Increased coordination with
suppliers
Increased coordination with
customers
Increased sales

7. Please rate the following factors influencing the Supply Chain

performance of your company?

SC performance Not at all Little Average Greatly A lot

Total Supply Chain cycle
time
Buyer-Supplier partnership
level
Supplier lead time
Level of supplier's defect
free deliveries
Purchase order cycle time
Supplier assistance in
solving technical problems
Supplier ability to respond
to quality problems
Supplier cost saving
initiatives
Supplier's Order entry
methods
Supplier rejection rate
Order lead time is increased
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SC performance Not at all Little Average Greatly A lot

Delivery lead time
Delivery performance
Accuracy of forecasting
techniques
Product development cycle
time
Planned process cycle time
Effectiveness of master
production schedule is
reduced
Operational Cost per
operation hour
Information carrying cost
Capacity utilization
Total transportation cost
Manufacturing cost
Inventory Carrying Cost
Delivery reliability
Responsiveness to urgent
deliveries
Effectiveness of distribution
planning schedule
Quality of delivery
documentation
Frequency of delivery
Quality of delivered goods
Achievement of defect free
deliveries
Flexibility of service
systems to meet particular
customer needs
Customer perceived level of
value of product
Rate of return on Investment
Range of product and
Services
Total cash flow time
Customer query time
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8. Kindly rate the following e-business enablers with respect to SCM?

e-business enablers Not at all Little Average Greatly A lot

E-procurement
E-auctions for
procurement
Retail e-payments
(credits & Debit cards,
delayed debit Cards)
Certifications for
security of payments
Wholesalers e-payments
(large value transfer
system, Automatic
clearing, credit
Transfers)
Electronic signature
Electronic ID
Electronic document
Management
Collaborative tools for
e-business
Order Processing
Follow-up
Internet
Online marketing

9. Please indicate to which extent your company uses the following e-

business enablers.

Usage of e-business Current Planned Considering Never

enalers
E-procurement
E-auctions for procurement
Retail e-payments (credits
& Debit cards, delayed
debit Cards)
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Usage of e-business Current Planned Considering Never

enalers
Retail transfer e-payments
(ATM transaction, card
based E-money, cash
withdrawals.)
Certifications for security
of payments
Wholesalers e-payments
(large value transfer system,
Automatic clearing, credit
Transfers)
Electronic signature
Electronic ID
Electronic document
Management
Collaborative tools for
e-business
Internet
Payments
Order processing
Follow up
Online marketing

10. Rate the following e-business influenced SCM attributes which you
feel it is important to your organisation

Attributes Not at all Little Average Greatly A lot

Information sharing
with the supplier
Vendor managed
inventory
Subcontracting
E-procurement
Supply Chain
Benchmarking
JIT Supply
Team Work
Electronic Data
Interchange (EDI)
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Attributes Not at all Little Average Greatly A lot

Third Party Logistics
Use of SCM
applications software
Response time
Reduced inventory
level
Strategic sourcing

11. Please rate the following e-business influenced infrastructure, the

extend to which it lays emphasis on Supply chain Management of
your organisation

Infrastructure Not at all Little Average Greatly A lot

Trading partners have access
to the organisation’s real Time
dynamic information through
secure extranet sites
Various departments, offices
and branches are
electronically linked for better
coordination
All functions and activities in
the supply chain are integrated
by utilising IT to improve
monitoring and control
Information systems are
regularly updated with
accurate and timely
information
The information system is
periodically reviewed and
technologically updated to
respond to ever increasing
requirements
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12. Rate the following e- business inspired Purchase / procurement

decisions related aspects of Supply Chain Management

Purchase factors Not at all Little Average Greatly A lot

Online purchase
from vendor
catalogs
EDI program with
vendors
Communication
with vendors
Negotiation with
vendors
Checking price
quotation of
vendors
Arranging for
returned /damaged
products to
vendors
Dealing with
Warranty issue of
vendors
Electronic
Document
Management
e-Payments
Order processing
Follow-up via e-
mail
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13. Rate the following e-business influence Inventory management

decision related aspects of Supply Chain Management

Inventory Factors Not at all Little Average Greatly A lot

EDI programs
with vendors for
inventory
Coordination of
JIT delivery
programs
Communication
with customer on
out of stocks, etc
Notification of
delays in order
ship dates to
Customers
Communication
with vendors on
raw-material
Inventory levels
Communication
with customers
on emergency
situations
affecting
inventory levels
Communication
with vendors on
finished goods
Inventory levels
Communication
with field
warehouses and
depots on field
inventory levels
Communication
on field depots on
out of stocks
Situations,
emergencies, etc..
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14. Rate the following e-business influenced Transportation management

decision related aspects of Supply Chain Management

Transportation
Not at all Little Average Greatly A lot
factors
Transportation Cost
Scheduling pickups
at regional
distribution Centres.
Scheduling drop-
offs at regional
distribution Centres.
Monitoring on time
arrivals of carriers.
Mode of
Transportation

15. Rate the Under mentioned e-business influenced Order processing

management decision related aspects of Supply Chain Management

Order processing
Not at all Little Average Greatly A lot
factors
Order Processing
Time
Communication
with customers on
order status
Communication
with vendors on
order efforts
Communication
with customers on
out of stocks
Check credit status
of customers
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Order processing
Not at all Little Average Greatly A lot
factors
Check credit status
of vendors
Communication
with customer on
returned
Merchandise
Providing total
order-cycle
performance for
Customers
Providing credit
processing status to
customers
Obtain price quotes
from vendors
Providing price
quotes to customers

16. Rate the following e-business influenced Customer service

management decision related aspects of Supply Chain Management

Customer service
Not at all Little Average Greatly A lot
factors
Customer Promising
time
Customer order
Status
Providing details of
Products to
customers to
purchase items
online through
catalogs and Lists
Receipt of customer
complaints
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Customer service
Not at all Little Average Greatly A lot
factors
Providing technical
service
Notifying customers
of emergencies in
the supply chain
strikes, fires, etc..
Use of internet to
sell to customers
Managing the
outsourcing of
customer service
functions

17. Rate the following e-business influenced Production scheduling

decision related aspects of Supply Chain Management

Production
Not at all Little Average Greatly A lot
scheduling factors
Coordination of
production
schedules with
vendors
Coordination of
production
schedules with field
depots
Coordination of
production
schedules with
warehouse
Coordination
production
schedules of
multiple
Manufacturing sites
in India
Others specify
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18. Rate the following e-business influenced Vendor relation decision

related aspects of Supply Chain Management

Vendor relation
Not at all Little Average Greatly A lot
factors
Coordination of
deliveries of
vendors to
warehouses and
field depots.
Communication
with vendors
regarding raw
material Stock
levels at their plant
sites
Purchasing of items
from vendor online
through catalogs
and supply Lists
Receipt of
information queries
from vendors

19. Please rate the following company’s strategy ‘s, the extend to which it
lays emphasis in Supply Chain Management of your organisation.

Company’s Strategy Not at all Little Average Greatly A lot

On ensuring the product
are readily available on
the shelf in the market
On reducing the lead time
in the supply chain (in
terms of the supply of raw
materials / components /
parts of OEM, production
and delivery of products
to customers)
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Company’s Strategy Not at all Little Average Greatly A lot

On offering returns
management solutions
(i.e., repair, Recycle,
rejects, etc.)
On producing innovative
and technologically
superior products
On offering products with
the best quality and yet
with a minimum price

20. Please rate the following aspects of top management, the extend to
which it lays emphasis in Supply chain Management of your
organisation

Top Management
Not at all Little Average Greatly A lot
Factors
Commits adequate
resources (financial,
time, personal,.) for
effective SCM
Has a very clear
customer and
shareholders focus
Ensures a good internal
communication and
dialogue process
Supports the acquisition
and implementation of
appropriate information
system (e.g., ERP, VMI,
WMS, etc.)across
departments and across
the supply chain
Ensures performance
measures are aligned
with the SCM Strategy
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21. Please rate the following e-business influenced Long term

relationships with suppliers (Trading Partners), the extend to which it
lays emphasis on Supply chain Management of your organisation

Long term relationship Not at

Little Average Greatly A lot
factors all
Trading partners
participate in the
organisation’s various
Project teams
Trading partners are
involved during the
planning, design and
development stages of
new products and services
Sensitive, proprietary and
critical information are
mutually exchanged with
key trading partners in a
timely manner
Regular meeting and
interactions take place
with the related
departments of trading
partners
The effort is to maintain a
long-term relationship
with Trading partners
The organisation views
trading partners as a
virtual part of the
extended organization
A comprehensive dispute
resolution management
system is formed with
trading partners to address
contingencies
The organisation shares
risks and rewards with the
trading partners in a
transparent manner
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22. Indicate the extent to which emphasis has to be laid on Bench marking
of SCM activities with that best in class of organisation?

Benchmarks Not at Little Average Greatly A lot

all
Customer focus
Supply chain design
Performance metrics
Managing information
Trading partner
management
Inventory management
Manufacturing
Returns management
Employee training and
management

23. Rate the following, the extent to which Measures of performance lays
emphasis on your organisation’s SCM

Not at
Measures Little Average Greatly A lot
all
Profitability has increased
Return on investment has
increased
Market share has increased
Cash to cash cycle time has
decreased
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24. State the extent to which Trading partner performance lays emphasis
on your organisation’s SCM

Trading partner Not at Little Average Greatly A

performance factors all lot
On time delivery by trading
partners has increased
The number of products
conforming to specification
has increased
Cost effectives of products /
services offered by trading
Partners has improved
Number of orders delivered in
full has increased

25. Rate the extent to which Business performance given below lays
emphasis on your organisation’s SCM

Business performance Not at

Little Average Greatly A lot
factors all
New product development
time has decreased
Production lead time has
reduced
Order fulfilment lead time
has decreased
Inventory days of supply
have decreased
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26. Rate the extent to which Customer related performance given below
lay emphasis to on your organisation SCM

Customer related Not at

Little Average Greatly A lot
performance factors all
Reduction in delivery lead
time
Improvement of customer
orders
Improvement of rapid
handling of customer
complaints
Increase in Customer
service level

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