Abstract

Delivery management plays a critical role in managing both suppliers and customers. An organization seeking to address its manufacturing flexibilities through TQM needs to adopt a holistic approach to manage its delivery issues both at the supplier as well as at the customer end. This paper presents a case study of an Indian automobile organization XYZ Ltd. that won the Deming Award in 2013 and implemented tailor-made delivery management practices for the improvement of delivery performance. An exploratory method of research has been used for the preparation of this case study. The case study reflects that with the adoption of structured delivery management practices, the organization has registered an improvement of 32% in the service level of Light Commercial vehicles (LCV), 27 % improvement in the delivery of Heavy Commercial Vehicles, and 100% improvement in the delivery performance of small batches. Delivery management plays a critical role in managing both suppliers and customers. An organization seeking to address its manufacturing flexibilities through TQM needs to adopt a holistic approach to manage its delivery issues both at the supplier as well as at the customer end. This paper presents a case study of an Indian automobile organization XYZ Ltd. that won the Deming Award in 2013 and implemented tailor-made delivery management practices for the improvement of delivery performance. An exploratory method of research has been used for the preparation of this case study. The case study reflects that with the adoption of structured delivery management practices, the organization has registered an improvement of 32% in the service level of Light Commercial vehicles (LCV), 27 % improvement in the delivery of Heavy Commercial Vehicles, and 100% improvement in the delivery performance of small batches.