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Being Management

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Consumer Goods

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Supply Chain Central is a consulting and solutions implementation services company focusing on Supply Chain , Operational and Project Management Excellence. SCC started with the vision of providing companies a platform to develop unique supply chain capabilities and achieve fuller potential of their projects. Located in India, SCC has been executing continous improvement projects for public and private organization and has success in several companies turnaround to profitability. SCC also represents Michigan State University's Supply Chain Thought Leadership & Research collaborations in India. MSU has been ranked No 1 is supply chain management education and research across the world. SCC provide executive development programs both open and custimized for the organizations and supply chain professionals in India. Our team comprises professionals with strong consulting experience, good domain knowledge and execution leadership. We use structured methodologies, analytical rigor and defined metrics to deliver value for every consulting project we undertake. Industries we serve include Defence, Oil & Gas, FMCG, Infrastructure, Pharmaceuticals, Lubricants, Shipbuilding & Repairs, Consumer packaged goods and MRO. We help with organisation needs like Globalisation, Innovation, Revenue growth, Asset utilization, Cost reduction and end-customer experience.+ Read More

Nature of Business

Service Provider

Supply Chain Transformation
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Supply chain transformation is a business issue before it becomes a technology issue. Each change you make to the supply chain can have a direct impact on your business, so you need a team that knows the implications of change. For many executives, the problem is figuring out where and how to start. Is it best to focus on smaller initiatives to gain maximum results in the minimum amount of time? Or should you look at the big picture with transformation in mind, addressing everything from forecasting to planning and execution? If your goals are limited, small steps may be warranted. But many organizations today are looking for bigger results – ones they cannot achieve by any combination of small steps. That is where supply chain transformation comes into play.

How can we help ?
We bring hands-on years of industry experience to bear on your supply chain challenges to help make sure supply chain initiatives deliver results aligned with your company’s most important business goals.
Our consultative and implementation support spans the supply chain from end to end.
• Supply Chain Strategy and Planning
• Sourcing and Procurement
• Manufacturing Operations
• Integrated Logistics, Inventory and Warehouse Management
• Customer Service Excellence

Our Unique quattRo Supply Chain Alignment Model

Our Alignment model provides a modern framework that links performance results, processes, systems and people into a unified structure. We will work with you to enhance communication and visibility between supply chain partners and increase the efficiency and effectiveness of supply chain management, technology and related supply chain improvement initiatives.


1. Results Driven

Companies must complete and get aligned strategically towards performance, the following attributes are critical to your business success in your supply chain

Revenue Growth & profitability, Reduced supply chain management costs & cash to cash cycle times, Return on Assets ( asset utilization )

2. Reliability & Sustainability

Effective supply chain management is all about delivering the right product in the right quantity and in the right condition with the right documentation to the right place at the right time at the right price. Reliability addresses the ability to perform all the above tasks consistently.

Sustainability is a business issue affecting an organisation’s supply chain or logistics network in terms of environmental, risk, and waste costs. Sustainability in the supply chain is increasingly seen among high-level executives as essential to delivering long-term profitability and has replaced monetary cost, value, and speed as the dominant topic of discussion among purchasing and supply professionals.

3. Rapid Response Replenishment

The heart of such a supply chain would be the "Rapid Responsive Replenishment" function, which helps integrate supply & demand data across various platforms, such that consumer demand data can be used directly to control other functions in a supply chain. This attribute describes the speed and velocity at which tasks are performed.

4. Resilient & Robust

Having a resilient supply chain helps companies in not only responding to disruptive events, but also in maintaining a competitive advantage in the market. Resilient enterprises usually use a mix of lean, agile and flexible strategies based on market behaviour. We will build robust and risk proof processes and align them with overall supply chain strategy of the organization.

Bottom Line Benefits

Improved operating efficiency and financial performance
Stronger, more transparent relationships with key partners
Enhanced operational control from standard core processes

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Being Management
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Being Management

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Being Management 3 is a powerful enterprise Critical Chain Project Management software that is easy to use and easier to manage in your IT environment.  It does not rely on any other software product to operate, and therefore is not limited by the restrictions of another product, nor does it carry its infrastructure cost.

The software has been proven in construction, engineer-to-order, software development, product development, and government agency environments - and both large and small organizations. Organizations choose Being Management 3 because of comprehensive CCPM functionality, ease of use, and simple maintenance requirements. When it comes to Critical Chain Project Management software, Being Management 3 has the functionality and reliability to accelerate your mission critical projects.


Single Project Planning Client
Graphical Network Editor
Automated network layout
Microsoft project import
Microsoft excel import/export
Resource leveling and buffering
Multiple Calendars
Analysis Tools
Resource Histograms
Fever chart
Multiple Gantt Chart views
Task nesting

Portfolio Management Web Server
Central repository for all projects grouped by portfolio
Central resource pool – capacity management by skill
User access control
Skills matrix
Multiple site communications and synchronization
Fever chart by portfolio with drill down
Automated global priority setting
Task management center
Reporting and archiving of delay reasons
“My favorites” reports feature for ease of use
Menu control by functional roles

FlowPlanner - Multiple Project Planning Web Client
Establish and manage capacity loading policy
Automatic or manual project staggering
Fast due date quotation for single or multiple new projects
Portfolio level what-if analysis and scenario planning
Disaster recovery planning

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Operational Excellence
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Operational Excellence

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Many organizations struggle with their continuous improvement (CI) efforts in their manufacturing operations. Achieving real bottom line improvements whether in real cost savings or rising revenues has proven to be difficult. In spite of the widespread implementation of Lean and Six Sigma principles, poor results persist. In fact in an effort to please consumer, businesses often employ numerous different approaches including - but certainly not limited to  - JIT, Lean, Six Sigma and TOC. Very often, each manager has a tendency to use the approach that shows the best results for  given type of project or the method with which he or she is most comfortable. That’s not to say there are pockets of success; some implementations do deliver a competitive edge. It’s just that these projects are the exception, not the rule.

TESLA : Theory of Constraints, Lean, Six Sigma, ERP Alignment – has, in double blind studies, been shown to deliver 15 times more results than Lean alone and 23 times the results with Six Sigma alone. TESLA blends the Constraints Management (ToC),Lean, Six Sigma principles and ERP systems to deliver significant bottom line returns FAST; ROI is typically 10 to 1.

1. Lean Manufacturing : Effectiveness

Main objective: Remove waste (non-value-added activities)
Key question: “What should I be doing/not doing?”
Examples: 5S, Value-stream mapping, Inventory and process control mechanisms (e.g. kanban and andons)

2. TOC - Constraints Management : Revenue Flow

Main objective: Relieve barriers to revenue flow
Key question: “Which processes/conditions should I target first/next?”
Examples: Concept and definition of “constraint”, The Five Focusing Steps, Concept of shifting constraints

3. Six Sigma : Efficiency

Main objective: Reduce variation/optimize value-added activities
Key question: “How can I mistake-proof those processes?”
Examples: Design of Experiments, Statistical Process Control, Poka-yoke

4.  Enterprise Resource Planning : Integration & Visibility

Main objective: Manage business data
Key question: “What’s my baseline?”
Examples: Record and maintain process, product and resource data, Help manage volume, variety and variation of business data, Support business processes and decision-making

What can TESLA model deliver to your organization

1. Provide strategic perspectives

   The nature of “waste”
      -  Excess inventory and flowtime as liabilities
      -  Unnecessary resource activation

    Role and source of quality
      -  Engineering design vs. conformance
      -  Built-in vs. inspected-in
      -  Cost control vs. cost driver

    Flow of money - parts, materials, information and other process outputs

    Process management
      -  Design, standardization, expression, evaluation (including metrics) and control
      -  Improvement vs. stagnation and loss

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4 PL Services
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4 PL Services

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SCC offers Fourth Party Logistics (4PL) services and as a supply chain integrator, assembles and manages the resources, capabilities, and technology with our complementary service providers to deliver a comprehensive supply chain solution for you.

Central to the 4PL’s success is a “best of breed” approach to providing services and technology to our clients. We can leverage the capabilities of the third party logistics providers, technology service providers, and business process managers to deliver a comprehensive supply chain solution through a centralized point of contact. SCC-4PL will integrate the client’s supply chain activities and supporting technologies across these “best of breed” service providers, with our capabilities.

Our 4PL solution leverages the combined capabilities of both management consulting and third party logistics providers. More importantly, the design, implementation and execution of a leading edge, client optimized, uniform technology plan that will meet the needs of the 4PL client is ensured by leveraging the technology capabilities of consultancies, technology –providers and third party logistics providers.


At the highest level of our 4PL solution is Reinvention. The most likely source of true quantum enhancement in supply chain performance comes through either synchronization of supply chain planning and execution activities across supply chain participants. Reinvention leverages traditional supply chain management consulting skills, aligns business strategy with supply chain strategy and is facilitated by technology that integrates and optimizes operations both within and across participating supply chains.

The next level of our 4PL solution is Transformation. Transformation efforts focus on improving specific supply chain functions. These include sales and operations planning, distribution management, procurement strategy and customer support. At this level supply chain technology becomes critical to the success of the solution. Technological leadership and excellence is leveraged with strategic thought, process redesign and organizational change management to improve and integrate these supply chain activities and processes by bringing the best of breed solutions.

The third level is Implementation. we implement recommendations including business process realignment, systems integration of technology across the client organization and service providers, and transition of operations to the 4PL delivery team. Careful attention is paid to organizational change, recognizing that the “people” factor is a critical driver of success in the transition to the 4PL arrangement. The goal is to avoid the all too common, ineffective Implementation of well designed strategies and business processes that have limited the effectiveness of solutions and the delivery of projected results.

The fourth and final level is Execution. We take on operational responsibility for multiple supply chain functions and processes. The scope goes well beyond traditional third party transportation management and warehouse operations to include: manufacturing, procurement, supply chain IT, demand forecasting, network management, customer service management, inventory management, and administration. While an organization can outsource the entire range of its supply chain activities to SCC-4PL; our solution will more likely be a subset of critical path supply chain functions or processes.

SCC-4PL will respond effectively to the broad, complicated need of today’s organizations by delivering a comprehensive supply chain solution. Oursolution is focused on all elements of supply chain management, provides continuously updated and optimized technologies, and is tailored to specific client needs.

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The Pharmaceutical Sector is embarking on a step change transformation journey in which the supply chain will play a strategic change management role. Healthcare reforms, patent expiries and increased service requirements will require pharmaceutical companies to adapt their business models to accommodate market changes. The coming years, reduced costs, greater agility and improved speed to market, whilst ensuring the often complex regulatory legal framework in countries are being met – will form a challenging operating landscape for companies in the industry.


The supply chain will need to play a more strategic role in the business model of many pharmaceutical companies. In turn, this will require a more centrally demand driven supply chain organisation based on a clear mandate and with centralised budget responsibilities able to make the required step changes in the supply chain and distribution model.

There is no “single size fits all” supply chain, pharmaceutical companies should also consider developing more differentiated supply chains. For instance by type of product (generic, patented, bio-pharma, narcotics, etc.) and/or by channel (wholesale, direct to pharmacy, direct to patient, etc). The value drivers for each of the product to market to channel combinations will have significantly different levers. A much more focused alignment with the business is key for success.

Challenges & Issues

1. Time Constraint? – The response time of the pharmaceutical supply chain, to the requirement of the pharmaceutical markets is too long and to the extent that it jeopardizes the pharmaceutical supply chain's ability to meet its current commitment to its customers as well as the ability of winning new business.

2. Market Constraint? – the amount of the pharmaceutical supply chain revenue is not sufficient to sustain the required growth of the system.

3. Capacity Constraint? – a resource which cannot provide timely capacity the systems demands for it, also referred to as a CCR (capacity constrained resource). 

Solution Strategies:

SCC enables enable pharmaceutical companies to apply the principles of Operational Excellence - the Lean, Agile, Theory of Constraints (TOC) to the pharmaceutical industry, to identify, exploit and if necessary elevate the constraint(s) that is potentially blocking the performance of the pharmaceutical company or supply chain. Leveraging the operational improvement impact of implementing the Lean & TOC and Critical chain project management approach, enables the pharmaceutical company and supply chain to reliably deliver on an irresistible product / service offer that is irrefusable by its markets

SCC assists pharmaceutical companies and supply chains to implement integrated solution by combining a Process of OnGoing Improvement with an effective financial management approach. we help customers to adapt to project changes, but reducing due-date delays and budget over-runs on new launches - Research & Development


  • Increased profit (the primary goal for most companies)
  • Fast improvement (a result of focusing all attention on one critical area – the system constraint)
  • Improved capacity (optimizing the constraint enables more product to be manufactured)
  • Reduced lead times (optimizing the constraint results in smoother and faster product flow)
  • Reduced inventory (eliminating bottlenecks means there will be less work-in-process)
  • Up to 20% reduction in overall operating expenses at plant level
  • upto 50% Work in Progress (WIP) reduction and five time faster inventory turns
  • New products are launched on time with DDP 95%

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Consumer Goods
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Consumer Goods

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Consumer products can be further categorized in consumer goods and consumer durables. Consumer goods have a short consumption-period, while consumer durables have a longer consumption lifecycle.

In the last few decades, supply chain started to play a prominent role to enabling high service levels and inventory control at the primary point of sale.  Business focus on secondary points of sale and end consumers has become relevant areas of interest for creating differentiated solutions.

Hence an effective & efficient supply chain is expected to align the raw material and finished goods availability to market dynamics, without high system inventory.  With the levels of uncertainty and variability internal and external to the company, supply chain will definitely require a crystal ball or third eye to manage.


Consumer product companies constantly fight with hurdles such as uncertain market conditions, rising material & production costs, slow growth coupled with changing business models.

As an outcome of these obstacles, companies face cash flow constraints which impede growth and their future-readiness.

These conditions complicate and impede strategic decision making and hence there is no clarity on their differentiated value proposition.


We offer two primary business level interventions for consumer product companies, with the objective of sustainable business growth in sales and profitability.

Production Level Intervention: Release capacity and reduce production lead time enabling faster and real-time response to market dynamics.  By leveraging the capacity constraint resource and focusing on product flow, this maximizes effective production output for profit maximization.  This leads to significantly higher availability with significant improvement in the inventory health, while total system inventory reduces. As an outcome, inventory turns more than double, measured availability surpasses 95%, and the health and inventory profile across the system is optimized.

Distribution & Supply Chain Intervention: we promise a three-fold increase in Return on Investment of the channel partners.  By ensuring that the channel inventory is healthy and agile, and by ensuring very high availability and large product portfolio at each point of sale, our Solution is able to increase sales with a smaller inventory base.  With this differentiated value proposition, consumer product companies can provide irrefutable offers to the channel partners to expand their market share.

Some of the benefits observed within 3-6 months of the our Solution implementation are:

-         Production lead time reduces by 50%;

-         Sales growth of ~ 20%;

-         System inventory reduction of 30% - 50%;

-         Inventory turns growth more than 100%;

-         Reduction of obsolescence and high ageing of inventory;

-         Improved relationships between functions, suppliers and channel partners; Harmony in the system.

To eliminate the uncertainties in the forecasting methods used by most of the consumer product companies SCC has implemented rapid response replenishement solution (replacing the forecast and push method) in entire supply and demand chain of consumer goods organizations to help them plug the lost sales, while reducing the overall inventory by more than 50%.

Some of the organizations have achieved high dealer ROI levels. Many have reported an immediate sales gain of around 30% after the implementation of the replenishment solution.

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Automobile & Auto components
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With the increasing growth in demand on back of rising income, expanding middle class and young population base, in addition to a large pool of skilled manpower and growing technology, will propel India to be among the world's top five auto-producers by 2015. The automotive industry occupies a significant place in the Indian economy. The well developed industry acts as a catalyst and gives impetus to the economic growth by producing numerous vehicles. It is also widely preferred by major industrial players for supply of auto components. The Indian auto component sector covers a wide range of industries.

India is emerging as a global hub for auto component sourcing and is set to break into the league of the top five vehicle producing nations worldwide. The country is also emerging as a sourcing hub for engine components. Major global original equipment manufacturers (OEMs) plan to make India a component sourcing hub for their global operations.


The success story of Toyota has shaped the management thought process of entire auto industry. Almost every auto company swears by principles of JIT and wants to see inventory move between locations closest to the timing of real demand. However this approach has mostly resulted in stronger player in the supply chain forcing the weaker player to keep high inventory in their books and warehouses , while trying to enjoy the benefits of low inventory with either last moment inventory placement from vendors or pushing the excess out to the downstream partner, like a dealer. The inventory at the dealers and the component vendors are mostly mismatched – large excess in many SKUs while shortages in others. The Win-Lose approach eventually deteriorates into Lose and Lose when the assembly plants of the dominant player gets into frequent rescheduling due unavailability of parts from vendor warehouses or increased periods of shutdowns to correct for piling inventory at the dealers.


The way to implement JIT is to implement principles of Kanban along with process of demand smoothening across time horizons. Caught in the vicious loop of component unavailability and unstable production plans, expediting requests from customers, most auto organizations, regardless of their position in the chain, are not in a position to implement demand smoothening and hence cannot implement the process of Kanban controlled inventory movement. So JIT in most auto supply chains has only remained an objective, which everybody wishes to achieve but not many have the practical tactics to enable it.

Our Solution can help companies in Auto Industry reap the real benefits of JIT without resorting the need to change the customers' practices. Using principle of pull-replenishment of theory of constraints, This methodology has created new benchmarks of service – near 100% availability of parts and finished goods ,on a daily basis, while reducing the overall inventory by less than half of current levels.


Enhance availability of components at point of assembly to near 100% on a daily basis, while increasing overall assembly output by 30% and reduction of inventory by around 25%.

Use released production capacity to service the after market with near 100% availability at distributers with about 20 days overall inventory. Capitalize the improved ROI of distributers to increase range and reach at the retail point.

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Managing you company's projects is hard enough at the best of times so it is good to know there is expert support available when you need it. We can help you ensure that your project objectives are met and your reputation is enhanced by providing expert project management implementation, support and assistance.

Project Management the CCPM Way: Zero Risk and High Return Proposition  (To improve the execution of projects better than that of your competion, consistently)

Do you experience one or more of the following symptoms in project management ?

  1. Have you ever heard of a project being completed much quicker than originally scheduled without a lot of expediting and pressure on the project team?
  2. How many projects are you aware of that were completed significantly less than the original proposed budget?
  3. Have you ever heard of projects that had to re-define their scope or specifications because they could not meet the original scope or specifications?
  4. Are your customers usually delighted with the project results?
Why Critical Chain Project Management (CCPM)?

CCPM is a simple “Common Sense” based highly effective and proven project management solution with several implementations across the globe. This methodology has helped companies generate phenomenal benefits. What’s more, these benefits lay the foundation across the organization for an unassailable competitive advantage in your marketplace.

Since CCPM is based on the holistic approach of Theory of Constraints (TOC), it not only fits well with the existing improvement initiatives in your operations, but also compliments them by bringing in a sharp focus in the improvements geared towards immediate bottom line results.

CCPM will not only help you to increase revenue streams from your projects, but also help in substantially improving utilization of resources and responsiveness to customers.

Our unique Zero Risk, High Returns program combines CCPM with other tools and solutions that we offer, to help you achieve such competitive advantage in your marketplace that your competition would find difficult to copy, while your customers would find it irresistible.

What is CCPM?

CCPM is a management methodology (NOT scheduling & tracking) designed to ensure that the projects can be finished ahead of time, within the allotted budget and delivering full content. CCPM is a different way of how to plan, execute, and complete “more projects faster”. It has two main differences compared to the traditional methods:

  1. It explicitly recognizes the impacts of uncertainties, limited resources and multiple projects and provides concrete mechanisms to deal with their impact.
  2. It explicitly addresses the human behavior aspects.
How will you benefit?

The results come by effectively applying the TOC principles. CCPM is merely a way to apply these principles in typical projects environments. Notice that good use of CCPM results in delivery of more projects, faster and reliably. CCPM does not attempt or require any technical innovation. The new way of managing plugs the losses of time & capacity typical in multi-project environments. While we intuitively understand the losses, the magnitude surprises even the most seasoned people. Typical Results from projects environment may be summarized as below:

  1. 40% or more reduction in lead times
  2. Twice as many projects are completed by the same resources
  3. Projects are completed ahead of schedule and under budget

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Retail Display Racks

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Organized Retail offers the value proposition of a wider basket of products for customer selection under one roof, with a premium in shopping experience, confidence of end-to-end service quality and aligned with all legal mandates of the land. Organized retail industry boasts of a chain of stores as an asset, increasing its buying power which creates a cost advantage for the retail industry.

The retail industry works on the lines ‘to provide the right product at the right place at the right time’. The dual objective of high availability with lean inventory is desired.

The pursued management paradigms, on the contrary, are rather building high inventory which is compromising profitability. Most retail companies have significant challenges of excess inventory coupled with lost sales of the fast-moving products


With many years of operations, capital can get locked up in non-moving items and pressure of working capital can force one to go for steep discounting to release cash, which in turn can affect the margins

Regular stock outs of the fast moving items much earlier than the collection period.

Inability to replenish the “hot” selling items also leads to loss sales. Both sales and discounting loss eventually affects the bottom line of a company and eventually limits the ability of the firm to expand.


Our solution proposes to move away from forecasts for inventory management – instead use buffer management and replenishment system as the tools to manage inventory. This is a paradigm shift with a proven potential to improve inventory health – reduce stock-outs as well as excess inventory, thus resulting in significantly improved financial health.

We establish a single priority system across the supply chain, triggered by an actual customer sale at any store. The chain of events are put in motion, resulting in a pull-based replenishment from all intermediate warehouses, and finally a pull from the vendor, completing the replenishment across the system.

This simple mechanism improves the system substantially, by significantly improving availability coupled with minimizing surplus inventory.

The key to enhanced profitability for retail chain lies in exploiting the opportunity “loss sales” and at same time minimizes the pressure of discounting due to excessive inventory

Another important factor to enhanced profitability for retail chain lies in exploiting the opportunity “loss sales” and at same time minimizes the pressure of discounting due to excessive inventory

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