LAKSHYA- A BEACON OF KNOWLEDGE, APRIL EDITION 2022

Lakshya is an initiative by Club Kaizen which is our monthly supplement designed for people who dare to think above the average and believe in connecting the dots. In an age where technology has taken over every sphere, information is abundant and data is omnipresent, we have conspired to bring to you a collection of thoughtfully created and carefully curated pieces of work by some bright aspiring minds of ICFAI Business School, Hyderabad on the current trends and hot topics in the field of Operations Management and their relevance in different Industries.

Everything is growing at the pace of nanoseconds and hence it is quintessential to know about every minute change in the ecosystem. With Lakshya we aim to present our readers with compact yet explicit articles on vivid topics such as the Internet, Banking, IT, IoT, etc. A fair share of this edition focuses majorly on the banking systems and payment gateways. With the constantly evolving technology, it will be interesting to ponder over changes that could be seen soon.

We look forward to providing the students with some valuable insights and inculcate the passion for reading once again within our readers.

Lakshya is an amazing platform for readers as well as aspiring readers to showcase their talent and pen down their thoughts which in turn will be a gold mine for information for the students of not only IBS but from the outside world too.

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OUR KNOWLEDGE PARTNER

Club Kaizen is privileged to have The International Supply Chain Education Alliance (ISCEA, USA) as the Knowledge Partner from Lakshya’s 24th edition.

To be a single source for Total Supply Chain Knowledge through Education, Certification, and Recognition is the mission of ISCEA. Many workshops/events are conducted by ISCEA to improve the knowledge of manufacturing and service industry professionals.

ISCEA provides a platform to explore leadership potential to the aspiring leaders in the supply chain industry while developing the skill sets and knowledge desired by corporations, through SCNext (ISCEA Young Supply Chain Professional Association).

Some of the internationally recognized certification programs developed by ISCEA include1. Certified Supply Chain Analyst (CSCA).

2. Certified Demand Driven Planner (CDDP).

3. Supply Chain Case Competition.

To know more about ISCEA, visit http://www.iscea.net/india.

We look forward to working with ISCEA in spreading knowledge and reaching greater heights together.

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EDITOR’S LETTER “If you have knowledge, let others light their candles in it."

Welcome to the 48th edition of “LAKSHYA”, our monthly supplement designed for people who take that one extra step to reach perfection. To rise above the norm, one must strive for excellence. That is exactly what we are aiming for here. Club Kaizen has been preaching continuous improvement since its inception, and this magazine provides a platform for young writers to learn, grow, and re-learn new things every day. A magazine is a tool that allows students and professional managers to get deeper insights into the current trends and events happenings around the world.

Lakshya is a collection of articles presented by corporate leaders, professors, and students from reputable organizations and institutions around the world. The articles published by Lakshya are intended to provide hands-on experience from great minds and business leaders who want to instill theoretical concepts and strategies with practical implementation. We all want to bring in the best, organic, and new ideas from the young pool of aspiring managers.

The most significant part of a magazine is that it provides a platform for students to enhance and improve their writing skills, as well as an environment in which they can enrich their thought process by researching and writing articles.

We hope that you like this issue and please let us know if there are any areas or topics that you'd like us to address in upcoming editions. Please write to us and become a part of this discussion Email ID: kaizenclub.ibs@gmail.com

ANUSHKA AGARWAL JOINT SECRETARY - KORE Club Kaizen – IBS Hyderabad Batch 2021-23

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CONTENTS S. NO.

TITLE

PAGE NO.

1

From the Mentor’s Desk

5

2

Impact of COVID-19 on Indian Food Supply Chain

7

3

Aviation Insurance: Untapped Initiatives by Insurers

10

4

Quality Management and Innovation

13

5

Policies and strategy in operation management

17

6

Technological and IT Risks in Logistics 4.0

20

7

The Role of Transportation in Supply Chain Management

24

8

Blockchain: A Game Changer for Supply Chain

27

9

Operational Risk Management

30

10

Sustainability in Supply Chain

33

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From the Mentor’s Desk In the era of competition, students must be prepared for the ever-changing business environment. Knowledge creation plays an important role to learn to tackle the dynamic nature of business.

I appreciate and congratulate the initiative of Club Kaizen for bridging the gap between the corporate world and academia through LAKSHYA which is an excellent platform where industry practitioners, academicians, and researchers can share their knowledge and experience, acting as a beacon guiding students to reach their goal.

My best wishes to Club Kaizen in their endeavor of knowledge creation through LAKSHYA.

Dr. Nishit Kumar Srivastava Mentor, Club Kaizen

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FACULTY’S INSIGHTS

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Dr. Rishabh Rathore Associate professor, Department of Operations Management and IT IBS, Hyderabad Impact of COVID-19 on Indian Food Supply Chain

When the COVID-19 pandemic hit, it creates exceptional stress on food supply networks, causing bottlenecks in agricultural labor and processing as well as delays in transportation and logistics, as well as significant fluctuations in consumer demand. The majority of these risks are the consequence of restrictions put in place to prevent the virus from spreading further. In the face of these challenges, food supply systems have shown amazing resiliency and adaptability. While the consequences of COVID-19 are still being felt, the lessons learned so far demonstrate the necessity of an open and predictable international trading environment in order to guarantee that food can reach those who need it. The greatest threat to food security does not lie in the quantity of food, but rather in the access to food by consumers: safety nets are vital for preventing an increase in hunger and food insecurity. This article summarizes what is currently known regarding the magnitude of COVID-19's impact on Indian food supply systems, as well as the responsiveness and resilience of these supply chains to date.

The Indian government has implemented a strict nationwide lockdown from March 24 to May 31, due to outbreak of COVID 19. This lockdown causes serious disruptions across the agrifood supply chain from "farm to fork" (Ramakumar, 2020). In terms of avoiding these issues, the government was constantly one step behind (Narayanan and Saha, forthcoming).

Harvesting was hampered by a shortage of workers and equipment, and warehousing operations came to a halt. Farmers' markets were sporadically shuttered, and village shopkeepers and merchants did not come up to make purchases. According to a published report by Sudha Narayan, over 370 farmers from nine Indian states, 29 percent of those who harvested some product this season were still hanging on to it; 13 percent had sold the harvests at throwaway rates, and approximately 7 percent had to let the goods go to waste. Many retailers found it incredibly difficult to get fresh and processed items as well as do business due to lockdown-related issues. (Narayanan and Saha, 2020).

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Both urban and rural Indian food markets are a diversity of different players and are extremely fragmented. In the wake of the shutdown, how did this complicated system handle itself? The food supply chain system in India has shown to be very durable, despite the initial uncertainty, fear, and interruptions. As a result, policymakers and groups trying to ensure food security should pay attention to the lockdown's long-term effects.

While the implications of the pandemic on food systems are still unfolding, some lessons have emerged. Open and predictable markets have been crucial in order to smooth distribution of food around supply chains and to guarantee it can flow to where it is required. Diversified sources of supply have helped enterprises throughout the food chain to adjust fast when individual input sources were affected by transport or logistical interruptions. Finally, satisfying the needs of vulnerable populations demands attention to food availability, such as through maintaining targeted, adaptable safety nets.

References 1. https://www.ifpri.org/blog/how-indias-agrifood-supply-chains-fared-during-covid-19lockdown-farm-fork 2. https://www.oecd.org/coronavirus/policy-responses/food-supply-chains-and-covid-19impacts-and-policy-lessons-71b57aea/ 3. https://www.thehindu.com/opinion/op-ed/farmers-are-at-their-wits-end/article31273857.ece 4. Narayanan, Sudha and Saha, Shree, Urban Food Markets and the Lockdown in India (May 12, 2020).

Available at SSRN: https://ssrn.com/abstract=3599102 or http://dx.doi.org/10.2139/ssrn.3599102 About the Author: Dr. Rishabh Rathore is an Assistant Professor in the Department of Operations Management and IT at ICFAI Business School, Hyderabad Telangana, India. He has obtained his B.E. degree in Mechanical Engineering from S.S.G.M. College of Engineering, Shegaon in 2010 and holds an M.E. degree in Industrial Engineering and Management from S.G.S.I.T.S Indore in 2013. He defended his Ph.D. from the Department of Industrial & Systems Engineering at Indian Institute of Technology, Kharagpur. The title of his thesis is “Modeling of Risks in the food grains supply chain in India”.

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CORPORATE ANGLE

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Dr. Gaurav Srivastava Senior Manager, Capgemini Aviation Insurance: Untapped Initiatives by Insurers

Air transport is considered to be the safest mode of travel. It is quoted that 0.07 deaths per one billion passenger miles. Conversely, travelling by motorcycle is by far the most dangerous way of getting from A to B, with 212.57 deaths per billion passenger miles travelled. However, whenever any incident or accident happens, it leaves a dent on safety and security practices of whole aviation industry.

Aircraft incidents and accidents are huge blow on cash reserves of Insurers in terms of asset loss and liability claims. Apart from the loss of human lives, the cost of claims leaves insurers cash strapped.

Role of insurers comes much later after an incident or accident has occurred. Investigation, analysis and report generation takes place in coordination with Crash Investigation team, airlines, regulatory bodies and government of the concerned countries. Though this is a general practice, it is long and painful process for settling claims and occupied valuable resources.

Time has changed the way insurers are taking initiatives in assessing insured’s risk exposures. Proactive measures are always open in order to avoid or control the loss. This article lists some of the initiatives, than an insurer can take in order to assess and avail a guidelines to underwrite insurance policies for aircraft insurance.

1. Access to ACARS ACARS (Aircraft Communications Addressing and Reporting System) refers to datalink-based communication between ground support and aircraft. This system monitors functionality of aircraft systems including Avionics, Hydraulics and Engines and keep the ground team updated on real time basis. In an event of any system failure or equipment malfunction, the system raises an alarm to ground support team. The team can contact the crew through Satellite phone or send message on FMS (Flight Management System) through a datalink service.

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Access of ACARS to Insurer will help in real time monitoring of health of Aircraft during a given point of time. Airworthiness of aircraft can be tracked while it is on ground or in air. This is a challenging task to implement for Aircraft owner and Insurer, but under the changing scenarios and implementation of Insuretechs, this seems to be a scalable solution.

2. Access to Flight Tracking Post disappearance of Malaysian Flight MH370, regulatory bodies have made it mandatory for all airlines to track their aircraft on real time basis. Aircraft during the flight are monitored though datalink services provided by major service provider ARINC. After collaboration with Rockwell Collins the services have been ramped up and real time aircraft tracking has been put to use.

Access of flight tracking to Insurers will help in keeping both the parties well informed about a position of the aircraft before incident or accident. In an event of any incident, accident or disappearance, the insurers will have their own set of data to verify after any incident or accident has taken place.

3. FDTL Monitoring Pilot fatigue has proved to be a significant contributory factor in aircraft accidents. The Mangalore air crash of Air India Flight AI 812 was a result of pilot fatigue. Pilot duty hours are fixed and is known as FDTL (Flight Duty Time Limitations). A set of crews can fly an aircraft for maximum 9 Hrs. This limit has been set by the regulatory bodies. To monitor this, every aircraft keeps an FDTL system where pilot hours have been logged. The regulatory body which is DGCA (Director General of Civil Aviation) in case of India, is given direct access to this system.

Access to these records will keep insurers well aware about the Pilots flying duties. This will help in assessing Pilot’s level of fatigue during flight operations. Keeping a check on Pilot’s wellbeing is a way to avoid any disaster resulting in huge claims and payments.

4. Regular update from CVR & DFDR Airlines analyze CVR (Cockpit Voice Recorder) and DFDR (Digital Flight Data Recorder). CVR records verbal exchanges between the crew and Air Traffic Controller and among themselves.

DFDR records data about systems and equipment. Airlines keep these records safe for analysis and audit purpose. Any system defect or violation in terms of excess ground speed or equipment malfunction is duly addressed by the flight safety department.

Regular access to these records also helps insurers to keep a check on the airworthiness of aircraft.

Usually, these records are given to claim representatives after any incident or accident has occurred. Timely access is required for insurers in order o keep them aware of airworthiness of aircraft.

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5. Access to Pilot Records Pilot records are crucial data to be analyzed for safe and effective aircraft operations. Airlines keep a track on currency of Pilot Licenses including regular trainings. All the trainings hold a validity and airlines send their pilots for trainings at regular intervals. This is done and recorded for training and licensing purpose and for audits carried out by regulatory bodies.

Accessing these records will help insures to keep a track of Pilots experience and there past record.

Past record holds importance as it contains information about pilot’s involvement in any incident or accident. This was help in underwriting insurance policies for airlines for a given set of crew and aircraft.

6. Weather Warnings Aircraft operations are always carried out after taking clearance for weather. However, weather changes instantly in certain parts of the world. Also, with changing environment conditions rainfalls have been unpredictable and catastrophic. During Chennai flood in 2016 the airport was shut down but the floods caused massive damage to aircraft parked at the airport. Airlines and private aircraft owners suffered losses in terms of assets and liability claims.

Insurer can keep track of weather conditions and should keep sending weather warnings to their insured aircraft operators. This way they can keep the insured well informed about the risk and avoid any loss. During Chennai floods, this issue was highlighted that despite of weather warnings from government agencies, airlines and other aircraft operators did not move the aircraft.

Warnings initiated from insurers will surely have an effect on aircraft operators and are expected help in mitigating the risk and keep such loss of assets to minimum.

The above mentioned measures may seem vague or costly affair in terms of cash outflow and other resources, but keeping in view the insurer’s cost of paying for loss claims, they seem to be effective way for avoidance or loss control.

About Author: Dr. Gaurav Srivastava is working as a corporate industry professional with 14+ years of diversified experience in aviation, information, and technology. Currently working as Senior Manager in Capgemini as Business Consultant in Insurance domain, Project Manager and Agile Practioner. A science graduate with an MBA in Aviation Management and a Doctorate in Marketing and Strategy.

He has a professional interest in Digital Transformations and SBU Management an academic interest in Consumer Behaviour.

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Mr. Sourav Kar Business Analyst, Cognizant

Quality Management and Innovation

With expanding market rivalry, associations are taking a stab at more noteworthy advancements in items and managements. Quality management can possibly stimulate an association's item, process, and managerial development when decisively lined up with inside possibilities. In view of an exact review social quality management rehearses, not specialized quality management rehearses, are emphatically connected with development, likewise, track down a proportional positive connection between friendly quality management and specialized quality management. The positive connection between quality management and development is directed by the impacts of hierarchical size, task, and administrative morals.

Social quality management rehearses allude to quality management rehearses that are social/conduct in nature. These practices have a concentration toward inclusion and responsibility of the executives, representatives, and providers preparing, learning, and participation or cooperation. Quality preparation is how much representatives get prepared to perform quality management undertakings.

Cross-practical participation alludes to how many various offices and people coordinate their quality exercises and endeavors. Long haul store network connections allude to how much the association empowers the advancement of repeating trades, provider inclusion, and solid data imparting to providers.

Specialized quality management alludes to the mechanical techniques utilized by workers of an association. It is for the most part characterized as practices with attention on controlling cycles and items through apparatuses to adjust to and fulfilling laid out necessities. Just-In-Time (JIT) alludes to how much the association tries to take out squander, limit inventories through measures like setting up time decrease, successive resupply and conveyance, and plant design. Plan for manufacturability is how much a plant's items are intended to diminish any confusion in assembling through works on including improved on plan and decrease of parts.

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Social quality management can possibly further develop item advancement in a bunch of ways.

Quality preparation upgrades the abilities of a representative to proficiently and actually further develop collaboration, along these lines diminishing mistakes and improving position fulfillment which can affect item advancement. Cross-useful participation empowers open correspondence supporting inventive thought ideas which are vital for item advancement. Further, advancing more noteworthy connections inside an inventory network organization can bring about more prominent data sharing with regards to imaginative items which empowers a purchasing organization to diminish item improvement time and put more exertion toward creating item development.

Social quality management rehearses likewise have an extraordinary potential to stimulate process quality. Quality preparation improves representatives' capacities to work proficiently and successfully further permitting them to perceive how to execute quality methods and standards in quality management processes. Cross-useful participation rouses workers to be engaged with imaginative plan processes, creating collaboration, and upgrading usefulness crucial for process plan.

Furthermore, long-haul supply connections are principal for getting great materials and utilizing interesting information and ability to work with process advancement.

While social quality management has been connected to the process and item advancement in past writing, little work has been finished in regards to its relationship with managerial development.

Social quality management can possibly impact item and authoritative cycles, yet additionally inner designs too. For instance, quality preparation lays out cooperation, energizes imaginative thoughts from all degrees of workers, and advances a data-sharing environment upgrading inner development.

Cross-utilitarian participation then again advances worker contribution and cooperation taking into account an assorted gathering of people to team up and concoct creative inward cycle thoughts. At long last, the advancement of provider relationship the board empowers associations to trade creative thoughts for new items further develops processes as well as upgrades inner tasks. Providers can be associated with both item and interaction plans which permits a purchasing association to lessen time and expenses as well as a spotlight essential innovation advancement.

In view of the past writing, we estimate: 1. Social quality management practice is positively associated with innovation.

2. Technical quality management practice is positively associated with innovation.

3. Social quality management practices are positively associated with technical quality management practices.

4. Technical quality management practices are positively related to social quality management practices.

5. Organizational size moderates the positive association between social quality management practices and innovation.

6. Organizational size moderates the positive association between technical quality management practices and innovation.

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7. Organizational task moderates the positive association between social quality management practices and innovation.

8. Organizational task moderates the positive association between technical quality management practices and innovation.

9. Managerial ethical evaluation moderates the positive association between social quality management practices and innovation.

10. Managerial ethical evaluation moderates the positive association between technical quality management practices and innovation.

Numerous little associations might invest energy in keeping in touch with their providers, in this manner improving open doors for authoritative development. Likewise, undeniable degrees of administrative errand assurance may entirely affect the connection between both social and specialized quality management and advancement. A supervisor who accepts quality management is surely known by representatives might lessen the probability of an association executing new or further developed worker reward/preparing plans central for advancement.

Quality management is centered on an administrative level as well as among lower-level workers.

Representatives at all levels should cooperate with groups to layout long haul associations with providers. A management's moral position about quality management might not affect the real connection between social and specialized quality management practices of lower-level workers and firm advancement. Then again, a director that is profoundly energetic to execute quality management rehearses (by means of a high upright position toward superior grade) may really restrict a worker's capacity to work with groups to track down better approaches to develop in light of a need to practice control. Social quality management is dissimilar to specialized quality management centers around representative strengthening which upgrade development. Nonetheless, when the executives control the activities of workers, representative strengthening is ruined, obstructing collaboration and in this manner advancement. Future examination ought to additionally investigate this astounding finding.

Maybe studying all degrees of representative would be an intriguing endeavor.

About Author: Sourav Kar has completed his MBA in Marketing in 2021 from IBS Hyderabad. He is currently working as a Business Analyst in Cognizant for a US aviation-based company.

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EMERGING MANAGERS

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Ms. Nikita Agarwalla MBA, 2021-2023 KIMT Bhubaneswar Policies and strategy in operation management

The very essence of any business is to meet the needs of customers by providing services and goods, creating value for them and solving their problems in the process. The application of business organization and management concepts in the creation of goods and services is referred to as production and operations management. Successful organizations have well defined and efficient line function and support function. Production comes under the category of line function which directly affects customer experience and there by future of organization itself. It is critical for an organization to have clearly defined goals. A well-defined goal makes it easier to develop strategies and policies, resulting in more value for customers.

What is Operational Strategy?

Operational strategy is critical for achieving organizational operational goals that are aligned with the company's overall goal. The goal of operational strategy is to improve business effectiveness or gain a competitive advantage. It is a planning process which align with organizational goal, business goal, product/services goal, SWOT analysis then come operational strategy. As a result of the dynamic nature of operations strategy in this global competitive age, organization goals tend to change from time to time. A regular SWOT analysis ensures that the company maintains its competitive advantage and position as a market leader. Strategic planning must trickle down to various function areas of the business in order for the organizational strategic objective to be met.

A sequential process is followed to build the strategy management process, as competition analysis, goal setting, strategy formulation and then implementation.

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Step down process of Analysis 1. In competitive analysis step, the company assesses and studies current market competition as well as industry practices for operations and production in comparison to company policies.

2. The next step that is goal setting is to narrow down the objective that the organization wants to pursue. Breaking down organizational goals into operations and production strategies is the next step in strategy formulation.

3. The final step that is implementation stage is to turn operations and production strategies into day-to-day activities such as production schedules, product design, and quality management, among other things. Because businesses are always focused on their customers, their production and operations strategies are built around them.

Production is a scientific process that involves adding economic value to a raw material (input) to create a desired product or service (output). Based on technique, production can be divided into the following categories: •

Production through separation: Separation-based production method involves separating or extracting desired output from raw materials. Oil into various fuel products is a classic example of separation or extraction.

•

Production through modification and improvement: Modification or improvement of the raw material's chemical and mechanical parameters without affecting the raw material's physical properties is referred to as modification or improvement. The annealing process (heating to high temperatures and then cooling) is an example of production by improvement or modification.

•

Production by Assembly: It is used in the manufacture of automobiles and computers. Aim of production function is to add value to product or service which will create a strong and long-lasting customer relationship or association. And this can be achieved by healthy and productive association between Marketing and Production people. Marketing function people are frontline representative of the company and provide insights to real product needs of customers.

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Productivity in Production Management An effective planning and control on production parameters to achieve or create value for customers is called production management. Productivity is simply defined as the sum of total output per employee or per day. The productivity of a company is determined by the industry and the environment in which it operates. It's critical to track the results of formulated operations and production strategies in order to stay on track with the organization's goals.

Labor and capital are two important components of productivity. In a situation where resources are limited, the most effective and efficient use of labor and capital will result in higher productivity.

Productivity measurement also allows a company to identify areas that need to be improved or given extra attention. In addition, productivity provides a ready-to-use report card for assessing progress against the company's production goals. Based on the inputs used in the calculation, productivity measurement can be divided into three categories. Partially productive output is compared to one of the resources used, such as labor productivity, which compares output to labor wages. The total productivity measure considers the sum of all input factors that go into the output. In today's world, technology plays a significant role in productivity.

Wastivity is another important factor in the case of production. There will be waste during production because not all of the input will be converted to output. Productivity and wastivity are inversely proportional. Defective products and services, which must either be re-cycled or discarded entirely, are classic examples of wastivity. Another example is idle material capacity, manpower equipment, and so on.

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Mr. Geet Mahna MBA, 2021-2023 IBS Hyderabad Technological and IT Risks in Logistics 4.0

Is The execution and utilization of Logistics 4.0 arrangements imply specialized risks. The specialized intricacy is expanding, coming about because of a converging of mechanical and IT frameworks across a few partners in a store network. Coordinated Logistics 4.0 could bring a lot of potential, yet in addition, is related to a significant degree of intricacy to be carried out. Computerized change can be achieved in two ways. The primary way is to utilize another framework, remembering a specialized side for the type of new information and communication technology (ICT), yet additionally, a representative who will utilize the new innovation. This technique requires huge speculation yet ensures more noteworthy similarity. The subsequent way is to consolidate new advancements into an existing framework. This would decrease the expense of carrying out Logistics 4.0. Be that as it may, according to a specialized perspective, this presents huge specialized difficulties with extremely dubious outcomes and critical trade-offs. Programming advancement that is viable with existing specialized arrangements is likewise a risk with this technique. While existing frameworks probably won't be quickly viable, new advancements would cost a ton of assets. Thus, making programming viable with existing IT arrangements in the production network is portrayed as an enormous risk.

The idea of Logistics 4.0 is an extraordinary reliance on innovation and programming. In case of a product or a framework disappointment, the whole functional worth chain could separate. The endeavor or even the whole store network turns out to be exceptionally subject to the usefulness of the specialized frameworks. Therefore, the framework should be just about as strong and repetitive as could be expected, to guarantee operability in case of a piece of the framework falling flat.

All together inside Logistics 4.0 advancements to produce esteem from information and permit information examination, information should be on a level that guarantees quality and consistency, calling for bound together guidelines across various capacities. It is, along these lines, important to foster bound together principles that apply all through the production network. The unmistakable meaning of connection points, particularly across organizations, is of fundamental significance.

Unequivocal areas of obligation must be characterized, and the new advancements should be incorporated into the functional association.

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It is vital to realize IT takes a chance while executing Logistics 4.0. The utilization of ICT paves the way for assaults from the virtual world. The bigger the organization and the more connection points that exist, the bigger the potential assault surface for digital assaults. Arrangements should be made to limit these risks on a specialized and hierarchical level. Specialized arrangements incorporate firewalls and virtual private organization associations.

Basic is the issue of information insurance. Upper hands can be lost on the off chance that the date falls in the possession of contenders or outsiders. This isn't just an issue of how to shield information from outsiders yet in addition to knowing which sort of information has a place with whom. In the idea of Logistics 4.0, information proprietorship stays a focal inquiry, since, in such a case that information is shared along with the whole store network and on mists, it turns out to be difficult to control where the information came from and who is permitted to utilize the information. This isn't just a specialized perspective yet in addition a legitimate inquiry.

Connecting with the actual information, how much information is created and taken care of should be controlled. Fitting information quality should be guaranteed across a large number of information types. This additionally connects with the parts of the specialized mix and required principles.

Information capability should be developed, guaranteeing that the information that is created is put to a significant reason and deciphered in the correct manner. This is the space of Big Data innovation.

Enormous information challenges incorporate catching information, information stockpiling, information investigation, search, sharing, move, perception, questioning, refreshing, data security, and information source. Following data and correspondence innovations engaged with information/data move/handling are one of the singular risks.

The center innovation of Logistics 4.0 is Cloud computing. Associations regularly have worries about the relocation and use of distributed computing because of the deficiency of command over their rethought assets and distributed computing is powerless against chances. Cloud conditions experience similar risks as conventional server farm conditions; the risk picture is something similar. That is, distributed computing runs programming, the product has weaknesses, and enemies attempt to take advantage of those weaknesses. Nonetheless, not at all like data innovation frameworks in a customary server farm, in distributed computing, obligation regarding moderating the risks that outcome from these product weaknesses is divided among the cloud service providers (CSP) and the cloud buyer.

Thus, purchasers should comprehend the division of obligations and trust that the cloud specialist coops meet their obligations.

The accompanying weaknesses are a consequence of a CSP's execution of the five distributed computing attributes: •

Customers lose a few permeability and command over activities while changing tasks to the cloud. While utilizing outer cloud services, the obligation regarding a portion of the strategies and framework moves to the CSP.

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•

On-Demand Self Service Simplifies Unauthorized Use. The on-request self-management provisioning elements of the cloud empower an association's staff to offer extra types of assistance from the organization's CSP without IT assent. Because of the lower expenses and simplicity of platform as a service (PaaS) and software as a service (SaaS) items, the likelihood of unapproved utilization of cloud managements increments. Be that as it may, managements provisioned or utilized without IT's information present risks to an association. The utilization of unapproved cloud management could bring about an increment in malware diseases or information exfiltration since the association can't safeguard assets it doesn't know about. The utilization of unapproved cloud services likewise diminishes an association's permeability and control of its organization and information.

•

Web Accessible Management APIs can be Compromised. CSPs uncovered a bunch of utilization in application programming interfaces (APIs) that clients use to oversee and communicate with cloud managements (otherwise called the management plane).

Associations utilize these APIs to arrange, make due, organize, and screen their resources and clients. These APIs can contain similar programming weaknesses as an API for a working framework, library, and so forth Dissimilar to the executive's APIs for on-premises figuring, CSP APIs are available through the Internet uncovering them all the more comprehensively to likely abuse.

•

Detachment Among Multiple Tenants Fails. The abuse of framework and programming weaknesses inside a CSP's foundation, stages, or applications that help multi-tenure can prompt an inability to keep some distance among occupants. This disappointment can be utilized by an assailant to get entrance starting with one association's asset then onto the next client's or alternately association's resources or information. Multi-tenure builds the assault surface, prompting an expanded opportunity of information spillage assuming the detachment controls fall flat.

•

Information Deletion is Incomplete. Risks related to information erasure exist on the grounds that the shopper has decreased permeability into where their information is genuinely put away in the cloud and a diminished capacity to check the solid cancellation of their information.

This hazard is concerning on the grounds that the information is spread over various different stockpiling gadgets inside the CSP's foundation in a multi-occupancy climate. Furthermore, cancellation systems might vary from one supplier to another. Associations will most likely be unable to confirm that their information was safely erased and those remainders of the information are not accessible to aggressors. This risk increments as an organization utilize more CSP management.

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It follows from the over that the utilization of CSP managements involves various risks that can be disposed of or possibly diminished by building your own cloud arrangement, where we are not subject to an outsider as CSP. Such an answer is more profitable according to the security perspective, however, involves, in addition to other things, higher interests in the vital framework. Thus, many organizations decide to utilize CSP management basically toward the start of the change. These data and correspondence advances engaged with information/data move/handling are again one of the singular risks.

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Ms. Shriya Beura MBA, 2021-2023 IBS Hyderabad The Role of Transportation in Supply Chain Management

The technique of securing the movement of products and services is known as supply chain management. This may differ from the product offered by the specific industry, depending on the industry. The process includes and examines the complete transformation of raw materials into finished products, as well as the final delivery to the end client. The intriguing element of this procedure is the management part. Managers are needed to reduce the amount of effort and resources required to make the supply chain more cost-effective. SCM is all about streamlining this process to achieve a competitive advantage and satisfy consumers.

SCM encompasses all from product design to information system development in order to keep track of everything. From start to finish, the chain contains three primary components, which makes the procedure a little easier. Purchasing, manufacturing, and, most significantly, transportation are the three components. To expand your firm, you must have a clear and cost-effective transportation strategy. It entails establishing a vast network of seamless distribution and well-organized transportation strategies for receiving and exporting goods. Because no one loves to receive late orders, a good shipping flow is what keeps your consumers coming back for more.

Transportation in SCM The supply chain is held together by the metal link of transportation. Since raw materials are carried from dealers or where they are acquired to the area where they are manufactured, and eventually to the end client, transportation connects every stage of the way. If you don't have a cost-effective and reliable shipping plan in place, you'll lose a lot of money, which can be a competitive advantage.

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Uses of Transportation in Supply Chain Management 1. Reduce Costs Running a business is already an expensive endeavor. With careful planning and charting, a solid transportation strategy can help save a lot of money. Transportation might include a variety of modes (air, ocean, or land), as well as fuel costs and weight. A comprehensive freight audit is recommended to keep the expense of such logistics to a minimum.

2. Enhanced Customer Service A company's first priority should be its customers, and by extension, its supply chain. One strategy to ensure that shipments arrive on time and in good shape is to sharpen up your transportation channels. This minor element is significantly more critical in a large-scale operation.

3. Using a Transportation Management System TMS, or Transportation Management System, is the technology that allows you to track your transport system on a regular and efficient basis. When it comes to analyzing and making educated judgments, this is really beneficial. Route planning, fleet management, fuel costing, cargo handling, and customer communications can all be tracked using a TMS. 4. Segmenting Shipments Based on Priority A company must be aware of the various levels of priority that shipments may have. It's sometimes more vital to obtain some shipments faster than it is to get all of them at a moderately regular time. As a result, segmenting shipments based on characteristics such as distinct customers, product types, and suppliers is critical.

5. Transportation to Dissolve Geographical Limitations This is a continuation of the preceding point. In every country, trucks have been the primary means of moving shipments. They are palpable, and they can go beyond what the railway lines allow on the ground. Local firms can best handle their transportation demands with a fleet of vehicles.

6. Various Modes of Transportation Expanding a company's global reach is one way for it to grow. They'd have to figure out a way to move shipments all across the world for that to happen. This entails combining several routes of transportation and determining the quickest combined method of making the product available worldwide.

7. Helping Better the Economy Global trade is at an all-time high, thanks to transportation techniques that are becoming more flexible and extending beyond boundaries. With some careful preparation, businesses in any 25| K A I Z E N ’ S O P E R A T I O N S & R E S E A R C H E N T I T Y

country can not only grow their reach but also improve their country's economy. Global trade has made the place smaller in the best possible way, thanks to the capabilities of numerous forms of transportation.

The Delicate Balance of Transportation Typically, supply chain management is reduced to a time-versus-cost balancing effort. This is most obvious in the transportation component. There are numerous methods for transporting goods from one location to another, but with planning, the cost of shipping can be balanced by comparing alternative techniques and comparable shipping times. Manufacturers can achieve the lowest freight costs by planning ahead to ensure that materials arrive in the most time-efficient manner.

Many people imagine a company supply chain as a living organism. Living things are in constant flux. Some suppliers like to challenge incumbents with ostensibly superior prices or products; raw materials costs may vary, and foreign exchange rates may fluctuate. Any one of these changes could have an impact on the transportation distribution chain. This indicates that the supply chain is just not stable, and if it is not stable, the distribution requirements will change. Transport networks must adapt in reply, and it is up to the shipper to offer that expertise, either in-house or through a transportation management 3PL. Transportation management systems that are well-executed always result in the highest supply chain management. The performance will be improved across the board when transportation systems are fed into a data analysis framework. In fact, it is the predictive analytics' role to arrange for rapid transit once the goods have been loaded into a channel. There are a lot of moving components in supply chain management. However, transportation should always be the beginning point, as it accounts for 40 to 60% of your expenses.

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Ms. Anushka Agarwal MBA, 2021-2023 IBS Hyderabad Blockchain: A Game Changer for Supply Chain One of the most significant breakthroughs to hit the shipping sector is the use of blockchain in supply chains. The use of blockchain technology has the potential to improve transparency, restore viability, reduce inconsistency, improve payment processing accuracy, and eliminate compliance issues.

How does Blockchain work?

Blockchain is an internet-based peer-to-peer network. In its most basic form, blockchain is a decentralized, transparent, and unchangeable database of digital records and events. Millions of nodes (computers) in the chain create a block (coded information) that is then shared and verified. Blockchain decentralizes the information, whereas traditional records and transactions are kept on servers.

Vulnerabilities are less likely to occur as a result. Everyone on the network has access to the data because it isn't stored in a single area. Because the network is open to the public, it aims to boost user trust.

Even though blockchain is based on the concept of transparency, users' identities remain hidden. All transactions are open and transparent to the public, but user information is kept private by assigning each person a coded public address. The public address is commonly used to transmit or receive cryptocurrency, and the user can change it at any time using a digital wallet that generates a new public address. This helps to keep users confidential and secure while on the network; nevertheless, to convert funds to a physical currency, a user must exit the network, making them subject to identification.

Additionally, blockchain assures that data and transactions are securely kept and cannot be altered without the consent of all participants. The secure hashing method (SHA) makes it nearly difficult to tamper with the data after it has been transmitted. Any attempt to alter the input that generates the 256bit SHA will result in significant changes to the SHA, rendering existing data unusable. A person can only edit information in their block, not the millions of others on the network. Consensus mechanisms, 27| K A I Z E N ’ S O P E R A T I O N S & R E S E A R C H E N T I T Y

or rules that determine user contributions, are in place to move on with the action. Consensus mechanisms come in several shapes and sizes, but they always aim to ensure that no single user can manipulate the network and that everyone benefits equally.

Because of the unique characteristics of blockchain—transparency, decentralization, and immutability—the fundamental assumptions that underpin existing theories and studies are essentially inapplicable. Consumers and businesses will benefit from a more secure, customer-centric, and open marketplace created by blockchain; nevertheless, if it is regarded the same as old technology, it may be abandoned.

Use of Blockchain in the Supply Chain Management Blockchain is supposed to be the ultimate solution for supply chain visibility and transparency. Today's supply chains have difficulties that blockchain technology can solve. The current supply chain is extremely complicated. Products may switch modes, and the complexity is exacerbated by the presence of a broad global manufacturing presence. The rise of e-commerce has also raised the risk of buying counterfeit goods, or the "gray market." Consumers can authenticate the product they purchased using blockchain technology, and merchants and suppliers can do the same. This improves the supply chain's efficiency and dependability. Parties in the supply chain who use a lock chain can take a look at the chain of ownership and provide a delivered layer of security, as well as a guarantee, to other events about the object's cost and authenticity.

Some other supply chain visibility benefits of blockchain are: •

• • •

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Keeping track of all actions, including asset amount and transfer, along the supply chain, regardless of motive shipping. As new technologies arise, such as unmanned, self-driving vehicles, drones, and even Amazon's projected floating delivery center, this will become increasingly critical.

The implementation of smart contracts to preserve companies' and providers' responsible, in addition to making sure adherence to duties and duties outlined under carrier degree agreements.

The ability to establish public and private blockchains, which secure proprietary, if not private, data from external parties.

Integrated payment systems, which reduce the time between order processing and payment, ensuring adequate and timely product flow. Payment processing has tremendous for warding off violations of international and domestic trade agreements, in addition to stopping illicit bills from countries and entities barred from doing business with different elements of the world.

Greater scalability and improved customer service as a result of the capacity to provide more information about a product's maker, origin, transfer, and use.

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Conclusion The last few seconds of a supply chain game are related to the unexpected move in the blockchain. The team will score and win if everything goes well and is carried out correctly. Poor planning and processes, on the other hand, will result in losses, causing dissatisfaction. Instead of leaving it to chance, prioritize business enterprise's needs and discover how blockchain inside the supply chain can and will be a full-size asset in the future of logistics and successful supply chain management.

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Mr. Souradeep Ghosh MBA, 2021-2023 IBS Hyderabad

Operational Risk Management

"Risk comes from not knowing what you're doing." - Warren Buffett Operational Risk Management mainly begins with identifying what can go wrong in the system. Risk management is a more practical term that implies that challenges are ever-present in a system and that they must be defined, analysed, evaluated, controlled, eliminated, or rationally accepted. It mainly focuses on threats and failures in a system rather than opportunities and success of the process.

Ineffective or failed internal processes, people, systems, or external events that can disrupt the flow of business operations, are the main reasons for functional Operational Risk. The losses that occurred due to the operational risks can have a direct or indirect financial impact. Such as, a sales opportunity may be lost by a poorly trained employee, or poor customer service may indirectly cause a firm’s reputation to suffer. It can refer to both the risks in operating an organization and the processes management uses in case of knowledge transition, implementing and enforcing policies. Operational risks can be pictured as part of a chain reaction, for example, overlooked issues and control failures can lead to greater risks, which may result in an operational failure and can harm the bottom line of an organization.

Examples of Operational Risk Examples of operational risk include: • Employee error • Business processes and controls • Physical events that can disrupt a business process, such as natural calamities • Technology risks related to automation or artificial intelligence • Breach of any private data from cyber security attacks • Internal and external events

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Objectives of Operational Risk Management Operational risk follows every organization and every internal and external process. The goal of the operational risk management function is to focus on the risks that have the most impact on the organization and to identify the accountable objectives to manage operational risks. In other words, the main objective of ORM is to mitigate the risks of the regular operations of an organization. The practice of Operational Risk Management focuses on operations and excludes the other risk areas such as strategic and financial risks. Identifying risks and deciding on a mitigation plan is the primary goal of ORM processes and it proactively seeks to protect the company by minimizing or eliminating the risks.

Depending on the organization, operational risks could have a very large area of impact. Under the topic of operations, most organizations categorize technology risks and human error risks as daily operational risks. The scope of operational risk management will encompass cyber security, fraud, and nearly all internal control activities as well.

How does Operational Risk Management work in an organization?

In case of operational risks, the organization has to consider every aspect of all its objectives.

Operational Risk Management attempts to reduce risks to an acceptable level through risk identification, risk assessment, measurement and mitigation, and monitoring and reporting.

• • • •

Risk Identification: A control framework should be used or developed by the companies to ensure flexibility in business operations and identify the plausible risks in the system.

Risk Assessment: Once the risks are identified, these risks have to be assessed using an impact and likelihood scale.

Measurement and Mitigation: The risks are measured against a consistent scale to allow the risks determined to be prioritized and ranked comparative to one another in the risk assessment.

The process also includes the expenses of controlling the potential risk.

Monitoring and Reporting: An ongoing risk assessment process is implemented to determine and monitor any changes over time. The risks and any changes are then reported to senior management and the board to facilitate decision-making processes.

Industry perspective of ORM For designing the internal control processes of an organization it is necessary to apply a control framework, whether a formal framework or an internally developed model. Given the following point of view, below mentioned risks should be properly considered from the organizational perspective.

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•

•

•

People: This category specifically includes employees, customers, vendors, and other stakeholders. Human error or intentional wrongdoing, named fraud, comes below this category.

These types of risks include poor training, insufficient guidance, breach of policy, or fraudulent behavior. Outside of the organization, operational risks include exposure to media of employees, customers, and vendors. That's why monitoring and controlling the people is one of the important aspects of ORM. Technology: Technology risks include hardware, software, privacy, and security. Technology risk also spans the entire organization and the people category described earlier. Productivity can be hampered by hardware limitations, especially while in a remote working environment.

Productivity can be hindered as well when applications do increase efficiency or employees lack proper training. The software can also impact customers as it helps the organization interact with the customers. External threats also exist as malicious attempts to steal information or disruption of networks which in terms can lead to leaked customer data and serious data privacy concerns.

Compliance: The risk of non-compliance due to regulation exists in some form in nearly every company. Some industries are more highly regulated than others, but all the regulations come down to operationalizing internal controls under certain compliance fundamentals.

Accepting risks when the outcome outweighs the cost, accepting no unnecessary risks, anticipating and managing risks by planning, and finally, making decisions at the right level - are the four principles followed by organizations nowadays. By understanding the sources of risks is a common practice by the companies to manage operational risks. IRM or Integrated Risk Management has been implemented by some organizations also recently to oversee the cultural point of view. Nonetheless, depending on the objective of the particular risk practice, the organization can implement technology with different parameters as well.

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Mr. Swagat Pattnaik MBA, 2021-2023 IBS Hyderabad

Sustainability in Supply Chain

A growing number of multinational firms have promised to exclusively engage with suppliers that conform to ethical and environmental criteria in recent years. Typically, these MNCs demand their firsttier suppliers to adhere to those standards, and they ask that those suppliers, in turn, ask their suppliers for compliance—who, in turn, should ask their suppliers to do the same. And so forth. The goal is to develop a chain of sustainable practices that runs seamlessly across the supply chain, or supply network, as we prefer to call it.

It's a wonderful concept, but it's proven difficult to put into a practice. Many of the MNCs that have committed to it have been embroiled in problems caused by suppliers who, although being aware of sustainability norms, have broken them. Consider the recent embarrassment that Apple, Dell, and HP faced for purchasing electronics from overseas firms that obliged people to work in dangerous conditions, as well as the consequences that Nike and Adidas experienced for working with suppliers who were dumping pollutants into Chinese rivers.

Sustainable supply chain and drivers Supply chain management is an essential component of every company's sustainability strategy.

Knowing your vendors' and customers' environmental, social, and economic effect and viability is becoming more prevalent as many industries strive for a more sustainable future. Government demands are unlikely to be the driving force behind this shift, but business constraints on suppliers and vendors are already evident.

Companies are attempting to operate in a more environmentally friendly manner. Going green and being environmentally conscious is undeniably the way of the future. And, in order to meet the future head on, businesses are creating products or delivering goods or services in ways that are environmental 33| K A I Z E N ’ S O P E R A T I O N S & R E S E A R C H E N T I T Y

friendly, do not deplete natural resources, do not make a contribution to climate change, do not contribute to the social inequity or injustice, and are done "the right way" in particular. One method a firm may achieve this is to examine their whole manufacturing process (by which I mean anything from a product to a service), from where the raw materials are sourced through the use and eventual disposal or recyclability of their product or service. This is sometimes referred to as examining the process from "cradle to cradle" (thinking beyond cradle to grave) or a "life-cycle evaluation" examination.

Companies, and even you, are scrutinizing every area of your business. This covers aspects of sustainability that you might not consider. Environmental variables aren't the only ones to consider; social and economic considerations are also important. Where do you acquire your raw materials, supplies, and other necessities to keep your organization running? Rare earth minerals, for example, might be collected from Central African nations and used to produce electronic components. It might also be veggies grown locally that you sell in your restaurant. It might also be the cleaning items on your store's shelf. What circumstances did those materials originate from, and where did they come from?

These are the kinds of inquiries that big and small businesses are asking about themselves and their suppliers. They want to build top-performing supply chains with the purpose of leveraging them to build a better, more environmentally friendly, and ultimately more lucrative organization.

Three ways to promoting supply chain sustainability Consumer enterprises are accountable for ensuring that their supply chains are adequately managed in the perspective of buyers and investors concerned about the sustainability of the things they buy and the companies in which they possess interests. Three ways, we believe, can assist consumer firms in making their supply chains more sustainable. Identifying significant concerns across the whole supply chain, integrating the company's supply-chain sustainability goals to the global sustainability agenda, and assisting suppliers in managing their effect are just a few examples.

1. Identify major concerns throughout the supply chain Companies must assess how natural and human resources are used at every step of the manufacturing process, whether in the supply chain or in direct operations, to comprehend the effect of creating consumer goods. Environmental, social, and economic challenges must all be taken into account by businesses. Because there is such a wide range of consumer items, these challenges might vary greatly from one to the next.

Several organizations provide measuring frameworks and methods to assist businesses in identifying the most serious sustainability challenges in their supply chains:

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•

• •

•

TSC (The Sustainability Consortium) has developed a set of performance indicators and a reporting system that shows sustainability hotspots for more than 110 consumer product categories, accounting for 80 to 90% of consumer product impact. TSC reviewed scientific information and consulted with over 100 stakeholder groups to identify hotspots and build performance measures for them.

The World Wildlife Fund (WWF) provides over 50 performance indicators for assessing supply-chain risks in the production of a variety of commodities, as well as the likelihood and severity of such risks.

The Sustainability Accounting Standards Board has developed standards to assist public companies in ten industries, including consumer goods, in providing material information about corporate sustainability performance along the value chain to investors.

CDP and the Global Reporting Initiative have developed standards and metrics for trying to compare various types of sustainability impact.

2. Align supply-chain sustainability objectives with the global sustainability agenda Companies may set targets to reduce the effect of supply-chain concerns once they know where they are. They should, ideally, base their objectives on experts' suggestions for reducing various forms of sustainability impacts to levels that preserve or increase human well-being.

The International Panel on Climate Change, for example, is an UN-sponsored scientific group that has set worldwide objectives for lowering greenhouse gas emissions. CDP and WWF calculated that the consumer-staple and consumer-discretionary sectors in the United States should cut their greenhouse-gas emissions by 16 to 17 percent and 35 to 44 percent, respectively, to generate their fair share of global reductions between 2010 and 2030, based on these recommendations. Reaching such goals would also save $15 billion in the consumer staples industry and $38 billion in the consumer and business sector. According to the same analysis, setting aggressive reduction objectives increases the likelihood of corporations meeting their targets and realizing higher returns on their carbon-reduction efforts.

General Mills adopted this method to create an emissions-reduction objective for the whole value chain that matches to the globally agreed-upon aim of reducing emissions by 41 to 72 percent by 2050, compared to 2010 levels. General Mills declared in late 2015 that it will strive to lower emissions "from farm to fork to dump" by 28 percent within ten years, with its supply chain accounting for more than two-thirds of its total greenhouse-gas emissions.

3. Facilitate suppliers with impact management and ensure that they follow through Consumer corporations and others have implemented more sophisticated and successful strategies for influencing the habits of their suppliers in recent years. They've progressed beyond 35| K A I Z E N ’ S O P E R A T I O N S & R E S E A R C H E N T I T Y

issuing codes of behavior, conducting audits, and collecting surveys to assisting suppliers in developing and implementing sustainability programs that directly support their own objectives.

Farmers may employ technology, guidelines, and products developed by Campbell Soup Company and the Environmental Defense Fund to assist them optimizes fertilizer use and promotes soil conservation.

Companies' capacity to support a wide number of suppliers has also improved thanks to digital technologies. Walmart created an online platform in 2014 to assist thousands of its Chinese suppliers in making their plants more energy efficient. The initiative has allowed the average provider to cut their energy use by 10% on average. Unilever collects data on whether farmers in its supply chain are implementing sustainable practices using a software tool created in collaboration with the University of Aberdeen. Unilever makes the technology available to them for free, with the goal of sourcing 100% of its agricultural material from sustainable sources.

Companies should track and hold suppliers accountable for their sustainability performance to support efforts like these. Consumer firms can only accomplish ambitious sustainability goals if they set high expectations for their suppliers' performance and cease doing business with those that fall short—just as they do for other factors like product pricing and quality, as well as shipment timeliness.

Conclusion For years, most consumer corporations paid little attention to whether their suppliers were managing the social and environmental consequences of their operations. This is beginning to change, as consumer corporations realize how much their supply chains contribute to global sustainability issues, as well as the negative consequences of poor sustainability management on their growth and profitability. A growing number of significant consumer companies, as well as civil-society organizations, have developed a variety of methods and tools for working with their suppliers to reduce their sustainability effect, and are beginning to reap the rewards of their efforts. Their experiences demonstrate the potential for many more businesses to start similar initiatives. Companies that control their supply-chain effect may be best positioned to benefit from the predicted surge in consumer spending over the next decade and beyond.

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ABOUT US The word “Kaizen”, where “Kai” = change, “Zen” = good, signifies change for the better. In its birthplace Japan, the word Kaizen is imbibed as a process that many small continuous changes in systems and policies bring effective results than few major changes. This methodology applies to every department across different sectors.

Kaizen – The Official Operations Club of IBS Hyderabad has always been aspiring “Constant Change ad Evolvement”. We, as an organization work to inspire and aspire to the student community for the betterment of the future.

KORE – Kaizen’s Operations and Research Entity, one of our primary wings provide the students with a platform to improve and hone their technical competencies to meet the changing demands of the organizations. KORE’s sphere of influence includes Case-Based Research, Consultancy, Live Projects, and Workshops. LAKSHYA, an initiative of KORE focuses on improving the reader's knowledge about Operations Management by providing insights in the form of articles on various operation techniques followed by different companies and also updating the emerging trends in the communities.

ANAMIKA BHARDWAJ EDITOR IN CHIEF - KORE Club Kaizen – IBS Hyderabad Batch 2021-23

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