“IMPACT OF SUPPLY CHAIN DEPARTMENT ON PRODUCTIVITY OF KARACHI SHIPYARD & ENGINEERING LTD"

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dc.contributor.author Younus, Kamran Reg # 22976
dc.date.accessioned 2018-01-29T08:31:46Z
dc.date.available 2018-01-29T08:31:46Z
dc.date.issued 2014
dc.identifier.uri http://hdl.handle.net/123456789/5312
dc.description.abstract Purpose - The study was conducted to analyze the impact of an affective supply chain Department. It includes the case study of Karachi Shipyard. The purpose of this study was to analyze the impact of an affective supply chain Department on the productivity output of Shipyard. Methodology/sample - Data collection is conducted with the help of Questionnaire, which is developed with care keeping in view the requirement of the research. Questionnaire has 10 relevant questions.. For getting responses for the study, a close ended questionnaire was administered to on impact of supply chain department on productivity output of an organization 100 employees are selected from Supply Chain Department in Karachi Shipyard. Data has been analyzed by means of statistical methods of descriptive and inferential analysis through SPSS. In descriptive analysis the tools used are the graphs for analyzing each of the selected variable and their implication. In inferential analysis frequency table test the hypothesis. Findings - The analysis and comparative results show that it has been concluded that close partnership with supplier, Outsourcing has impact on effective supply chain system. Practical Implication - The outcome of this study can help in finding the impact of following factors on an effective supply chain system. The factors includes: i) close partnership with supplier ii) JIT supply iii) Outsourcing iv) holding safety stock. en_US
dc.language.iso en_US en_US
dc.publisher Bahria University Karachi Campus en_US
dc.subject Effective Supply Chain, Karachi Shipyard, productivity output en_US
dc.title “IMPACT OF SUPPLY CHAIN DEPARTMENT ON PRODUCTIVITY OF KARACHI SHIPYARD & ENGINEERING LTD" en_US
dc.type Thesis en_US


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