Event Name: Guest Lecture on Operations Management by Subasish Muduli.
Objective : This guest lecture aimed to provide first-year MBA students with a comprehensive and practical understanding of Supply Chain Management (SCM) as a core function of Operations Management. The session was designed to deconstruct complex SCM concepts, covering its fundamental activities, strategic objectives, key process overviews like the Request for Proposal (RFP), and the primary supply strategies (Lean, Agile, and Hybrid).
Outcome : The lecture successfully equipped students with critical insights into modern SCM practices. Through detailed explanations, a Q&A on pre- and post-pandemic industry shifts, and a hands-on case study, participants gained a deeper appreciation for the strategic importance of supply chain design. The session enhanced students' analytical capabilities, preparing them to tackle real-world challenges in supplier management and operational efficiency. The key outcome was a strengthened ability to connect theoretical frameworks to practical business applications.
Report
On the 20th of September, 2025, the Symbiosis Institute of Business Management, Hyderabad, hosted a guest lecture on Operations Management with Mr. Subashish Muduli as our esteemed speaker. The session, tailored for MBA students, provided a deep and pragmatic dive into the essential discipline of Supply Chain Management (SCM). The lecture began with an interactive introduction to ascertain the cohort's familiarity with core operations concepts, followed by a professionally produced video that illustrated the intricate and global nature of a modern supply chain. This visual aid effectively set the stage for a more granular discussion.
The central theme was framed around the fundamental question: "What is Supply Chain Management?" The speaker defined SCM not merely as logistics but as the holistic and strategic coordination of all activities, information, and financial flows required to bring a product from conception to consumption. It is the art and science of managing a network of interconnected businesses involved in the ultimate provision of product and service packages required by end customers.
The lecture then proceeded to deconstruct SCM into its five primary, interdependent activities, with the speaker providing individual explanations for each component.
Sourcing: This was presented as the strategic starting point. The speaker emphasized that modern sourcing transcends the mere act of finding the lowest-cost supplier. It involves arigorous process of identifying, vetting, and building long-term, resilient relationships with a diversified portfolio of vendors. This strategic function is crucial for mitigating risks associated with geopolitical instability, natural disasters, and other disruptions, while also ensuring that suppliers meet ethical and sustainability standards
Procurement: Distinguished from sourcing, procurement was defined as the tactical execution of purchasing strategies. This includes the operational tasks of contract negotiation, purchase order creation, and managing the day-to-day interactions with vendors. The increasing role of digital e-procurement systems in automating these processes for greater efficiency, transparency, and data-driven decision-making was highlighted.
Conversion: This activity, also known as manufacturing or production, is where value is physically created. The discussion focused on the transformation of raw materials into finished goods. The lecturer touched upon key principles like production planning, capacity management, and quality assurance, explaining how these elements must be finely tuned to meet demand forecasts without creating excess waste or production delays
Logistics: Logistics was described as the circulatory system of the supply chain. It encompasses all aspects of movement and storage, including transportation management (inbound and outbound), warehousing, and inventory control. The speaker pointed to the transformative impact of technology, such as real-time tracking systems and route optimization software, in enhancing delivery speed and reducing costs.
Operations: This was framed as the overarching management function that ensures all parts of the supply chain run smoothly and in unison. It involves continuous process monitoring, performance measurement against Key Performance Indicators (KPIs), and driving a culture of continuous improvement across the entire network.
Strategic Objectives and Modern Supply Chain Strategies
A compelling strategic objective was introduced: the corporate goal to "deduct the indirect spend by 5% every year". This tangible goal resonated with the audience, as it illustrated how SCM directly contributes to a firm's profitability by controlling costs not directly tied to the final product. To achieve such goals, companies deploy specific strategies. The lecture focused on three dominant models:
Request for Proposal (RFP) Process
A significant portion of the lecture was dedicated to the formal Request for Proposal (RFP) process, a critical tool in procurement. The speaker detailed the structured steps involved, from internal needs analysis and drafting the RFP document to evaluating supplier responses and negotiating contracts. This provided students with a clear roadmap for how organizations formally engage with potential vendors for large-scale projects.
Interactive Learning and Application
Question and Answer Segment (Pre & Post Pandemic): Following the theoretical overview, the floor was opened for a Q&A session that centered on the evolution of SCM before and after the COVID-19 pandemic. This interactive discussion was highly insightful. Students posed questions about the fragility of globalized, just-in-time supply chains that were exposed during the crisis. The speaker elaborated on the paradigm shift from a singular focus on cost efficiency to a more balanced "resilience framework." Key trends discussed included the move toward supplier diversification (multi-sourcing), near-shoring and re-shoring of critical production, and significant investments in digital twins and predictive analytics to enhance supply chain visibility and anticipate disruptions.
Live Case Study Practice: To ensure the concepts were not just abstract theories, the lecture transitioned into a hands-on, live case study. The cohort was divided into three smaller groups, each tasked with a practical business problem: Supplier Identification and Capability Assessment. Each group was given a scenario, such as a company looking to source a critical component for a new product line. Their task was to develop a framework for identifying potential suppliers, create a scorecard for evaluating them based on criteria like production capacity, quality certifications, financial stability, and ethical labor practices. This exercise simulated a real-world procurement committee meeting and forced students to apply the principles of the RFP process and strategic sourcing in a collaborative setting. Case studies from companies like Intel, which re-engineered its supply chain for its Atom chip, and Avaya, which transformed its disparate systems into a unified, cloud-based platform, were cited as examples of successful supply chain re-engineering. Felicitation Ceremony: The guest lecture concluded with a formal felicitation ceremony. On behalf of the institute and the student body, a faculty representative extended a heartfelt vote of thanks to the guest speaker. The speaker was honored for dedicating their valuable time and sharing their profound industry expertise, which provided students with a crucial bridge between academic theory and professional practice. The ceremony acknowledged the speaker's contribution to enriching the MBA curriculum and inspiring the next generation of operations and supply chain leaders.
CONCLUSION
The guest lecture on Operations Management provided an invaluable and timely learning experience. It successfully translated complex theoretical models of Supply Chain Management into understandable and applicable business practices. The session underscored the evolution of SCM from a back-end operational function to a central strategic driver of competitive advantage. By discussing concrete objectives like indirect spend reduction, analyzing modern strategies like lean and agile, and providing a practical framework through the RFP process and case study, the lecture armed students with a robust understanding of the field. The insights on pre- and post- pandemic adjustments were particularly crucial, emphasizing that today's supply chains must be built not just for efficiency, but for enduring resilience. The lecture left students better prepared to analyze, design, and lead effective supply chain operations in a dynamic global market.
