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dc.contributor.authorRaghuram, G.
dc.contributor.authorBanerjee, Bibek
dc.date.accessioned2010-09-15T10:22:00Z
dc.date.available2010-09-15T10:22:00Z
dc.date.copyright1999
dc.date.issued2010-09-15T10:22:00Z
dc.identifier.urihttp://hdl.handle.net/11718/8693
dc.description.abstractBody Line Health Care Limited (BLHCL), a pharmaceutical company with a turnover exceeding Rs 300 crores in 1997-98, with a portfolio of nearly 350 formulations, offered through five divisions, was a major player in the therapeutic segment. The marketing effort was carried out through a field force of 1200 medical representatives (MRs). BLHC had a sample distribution warehouse (SDW) for packing and despatching samples to MRs. Typically, there was a campaign every month for each division. The number of items varied, from campaign to campaign, and across divisions, and usually required between one to three cartons per campaign per MR. The manager of the SDW was concerned about the productivity of his operations, and wanted to run it as efficiently as possible, preferably with fewer persons. He was also considering ways of improving the operation through better technological support and coordination for supplies, etc.en
dc.language.isoenen
dc.subjectOperations Managementen
dc.subjectAssembly Line Balancingen
dc.subjectSupply Chain Managementen
dc.titleBodyline Health Care Limiteden
dc.typeCases and Notesen


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