Responsiveness Vs Efficiency in Resource Chain Management

A firms ability to meet customer requirements in a timely manner is known as Responsiveness, while efficiency is a firm's ability to deliver goods relative to the customer's targets with least wastage in conditions of raw materials, labour and cost.

While choosing what resource chain process is usually to be used, the decision you have to make is between responsiveness and efficiency. It is rather vital to recognize the correct framework to device the most effective supply chain. Different frameworks has been suggested for arriving at a proper resource chain process. However the selections has been broadly mixed. The first person to reach at a standardized solution was Fisher, who advised the proper resource chain framework can only be made the decision by analyzing the type of the demand for the merchandise. For functional products (stable, predictable demand, extended life cycle, and slow-moving "clockspeed") Fisher argues that the source string should be suitable for cost efficiency; for innovative products (volatile demand, brief life circuit, fast "clockspeed") he looked after that the source chain should be designed to be fast and reactive. Fisher's model was modified by Lee in 2002 who suggested that the choice between responsiveness and efficiency can only just be made by considering the tendency with which the value of the merchandise changes between creation and delivery to the client. He deduced that for products whose value remains continuous throughout the complete supply chain, any of the two parameters can be preferred. But also for perishable products whose value changes very rapidly throughout the source chain and therefore in the price of time delays, both the variables i. e responsiveness and efficiency can be utilized collaboratively to retain the value of the product.

As we see for products like melons, great corn, blooms or sea food the declining value varies as time passes. In the original level the declining value is sufficiently high within the later parts the worthiness stabilizes to a large extent. In that scenario we will not be in a position to use a single supply chain methodology throughout the complete process. If the complete process is reactive, then the later part of the supply chain will not be cheap whereas if the whole process is cost efficient the products might not exactly reach the clients timely and scheduled to high declining rate at the initial stage of the source chain, the products may get degraded. In that circumstance we use a combination of responsive and efficient source chain.

The supply string process for melons has been illustrated below.

In the critical time frame between picking and air conditioning (t0 to t1), product loses value at a rapid, exponential rate and the resource string must be responsive. In the interval post-cooling (t1 to t2), the product's value declines at a much slower rate and the resource chain can designed for cost efficiency.

Then again for products whose loss in value cannot be stabilized and continue steadily to lose value at an exponential rate, like sweets the supply chain should be responsive to attain optimization. There are other perishables like dairy whose declining value at initial level is low but degrades at an instant pace at the low stages, a change blend i. e. primarily a cost efficient then a reactive supply chain may be deviced. Thus we can effectively conclude that the supply string process can be identified only after analyzing the worthiness system of the particular perishable and it changes from item to item.


The major players in the $125-billion logistics and offer string space are Railways, streets, ports, airlines and warehouses. The unorganized sector makes up about most of the business, comprising pickup truck owners, warehouse providers and freight forwarders. Road transport is dominated by fleets consisting of significantly less than 5 trucks that accounts for over two thirds of the trucks working in India, matching to a Delloite record. Increasing understanding and collaboration between these small operators can bring down costs as well delivery time significantly. The government of India has adopted the initiative of building 2500 Kms of road by 2010-11. As well they have taken up your time and effort to improve other road carry means by a huge extent. The designed set of such focuses on has been tabulated below. With such strategies set up it is expected that the street network to be much more extensive and move to be much more robust.

Indian Railways is the dominant player in the rail portion spanning 63, 332 course km. Although existing railway network is constrained by capacity constraints, there sector has been liberalized little by little with licenses being honored to private players for pot transportation. India's dock infrastructure consists of 12 major ports and around 180 non-major ports. Several of them have attracted overseas and private collateral investments. Included in these are Gujarat Pipavav, Mundra Port and Gangavaram Dock. For air transportation, again, with a vibrant and strong private sector involvement has led to infrastructure improvement. The civil aviation ministry has place a target of getting around 500 airports operational from coast to coast. This includes reconstruction of old airports as well as developing Greenfield airports. Skillfully developed hold the judgment that the warehousing segment will have potential once Goods and Services taxes(GST) regime replaces the differential talk about tax structure. Now, companies setup small warehouses in different states to adhere to various tax codes. But with goods and services Duty companies are expected to create large IT-enabled centralized warehouses that could give a huge impetus to the logistics and offer chain operations. Permitting one stop logistics shopping is another major drive. Some others also are wanting to achieve the same goal, but by bringing in different operators along and keeping their own investments and resources low. For perishable items the introduction of Cold Chain safe-keeping is extremely vital.

The Federal government of India (GOI) has accorded high top priority to the establishment of wintry chains and encourages major initiatives in this sector.

  • Foreign equity participation of 51% is allowed for cold chain projects.
  • There is no restriction on transfer of cold storage area equipment or creating chilly storages in India.
  • National Horticulture Mother board (NHB) operates a capital investment subsidy structure (CISS) which provides 25% (maximum Rs. 50 lakhs) subsidies to the promoter.

Furthermore, to take care of the expected higher agricultural creation through the Tenth Plan Period, the Inter Ministerial Task pressure on Agricultural Marketing Reforms constituted by Ministry of Agriculture, Authorities of India has advised the creation of additional cold string facilities at an investment cost of Rs. 2500 crore of which Rs. 625 crore should be provided as subsidy and the others has to come as private investment. They also have suggested modernization of existing facilities with an investment cost of Rs. 2100 crore which Rs. 525 crore are to be subsidy and the balance to come as private investment. The state governments likewise have initiatives in the food processing and cool chain sectors.

With each one of these development the performance and efficiency of the logistics and supply chain of perishable items is likely to grow by an enormous scope in India and the waste is supposed to get reduced substantially.

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