INTRODUCTION

GENERAL INFORMATION

DETAILS

Company Name Atlantic Plastics International

Mr. Rahim Parmar

Owner Mr. Karim Parmar
Mr. Alnawaz Bhimani

Survey No.380/1, Plot No.15,

Address Modern Industrial Area,
Kachigam, Daman - 396210,
Daman & Diu, India

Email Id Atlanticinternationaldaman@[Link]

BASIC INFORMATION

Year of Establishment 2015

Legal Status of the Firm Partnership

Nature of Business Manufacturer, Importer, Exporter and Trader

Number of Employees 30

1
HISTORY
Established in the year 2011, Parmar Plastic Industries is located at Surat, Gujarat
(India).The company has flourished in leaps and bounds under the mentorship of eminent
managers. With their support and guidance, we have achieved immense success and have
established ourselves as Importer, Manufacturer, Exporter and Supplier of Plastic
Raw Materials. First it was a local company which was situated in Sachin near Surat and
they were same partners with same amount of equal investment done by all. The company
formed a huge success in this field and gradually the company shifted to Daman.
Previously it was known from Parmar Plastic Industries which is still running and
managed in Surat and also has their industry in Vapi. And later on it is named as Atlantic
International. They also have their company offices and working in Dubai.

Atlantic Plastic International is one of the leading Manufacturers, Importers,

Suppliers and Exporters of all types of Plastic Raw Materials. We make available
premium grade PP Granules, Low Density Polyethylene, Colored LDPE Granules,
HDPE Granules and PP & HDPE Resin. All our offerings are manufactured using
cutting-edge technology and the finest quality material. Clients can rest assured, as our
offered products are robust, durable, finely finished and flame retardant. Backed by a
sophisticated infrastructure and assisted by a team of experienced professionals, we stand
at a position where we can efficiently cater to the bulk requirements of many industrial
sectors spread all across the Indian Subcontinent and East Asia.

2
 MANAGEMENT
 Mr. Rahim Parmar. (Owner/Partner)
He is the person who has started the company and who handle all the dealings in
local as well as the National and International dealings with at most hard work and
interactions with all types of customers and dealers. He is very enthusiastic person
and finds new ways of doing business in better ways.
 Mr. Karim Parmar. (Owner/Partner)
He is the person who handles the market of Surat District and nearby areas, who
works with dedication and helps to achieve company’s goals and targets and try to
improve better and better by supplying products on time to ultimate dealers or
customers.
 Mr. Alnawaz Bhimani. (Owner/Partner)
This is the person who helped in dealing with international market and handles all
the international market by trading and also imports and exports of products of
company with high quality products and supply of those products through
international markets.
 Mr. Sunil Ajarekar. (General/Manager)
This person is a general manager who handles all the workings in Main Branch
that is in Daman and all the employees and accounting as well the materials and
machinery is handled by this person. This person is a faithful person and handles
all the working by his own and do the best of him.
 Mr. Asif Jariya. (Marketing Person)
This person is handling all the marketing work outside Gujarat and goes to every
state and markets the products and supplies it in timely manner and has good
marketing skills which help him to achieve those targets.

3
  PRODUCTS
 PP Granules:
We are one of the leading PP Granules Manufacturers and
Exporter of India. These PP Granules usually have good
resistance from fatigue and also they are strong and
opaque. We manufacture virgin quality PP Granules which
retain all the original attributes of the product and are
extremely popular in the markets. We can provide PP
Granules in bulk quantities to the clients within stipulated
timeframe.
 Low Density Polyethylene:
The Low Density Polyethylene Reprocessed
Granules, offered by us, are soft material with low density.
We are known as one of the trusted Low Density
Polyethylene Manufacturers and Exporters in India. The
Low Density Polyethylene is extensively used in lids,
household articles, powder coating, artificial flower, and in
many other goods. The clients can avail from us the finest
Low Density Polyethylene at the best prices.

 Colored LDPE Granules

These Colored LDPE (Low Density Polythene) Granules
are used for manufacturing plastic bags and other related
items in various industries. Colored LDPE Granules are
fabricated using premium grade thermoplastic which is
sourced from the reliable vendors. Our Colored LDPE
Granule is available in different colors and can be
customized as per the specifications given by the clients.
We offer Colored LDPE Granules at market leading prices.

4
  PP & HDPE Resin
We offer PP & HDPE Resins that are manufactured using
colored plastic waste including plastic pigments. Designed
as per the industrial standards, the PP & HDPE Resin caters
the requirements of plastic industry. Before delivering PP &
HDPE Resins to the clients, we test them on certain
parameters such as strength, density and quality of color.
Our clients can avail our range of Transparent PP & HDPE
Resins at the market leading price.

 HDPE Granules
We deal in HDPE Granules that are used as raw material in
a number of industries. We have advanced plants and tools
for manufacturing HDPE Granules. Our high-density HDPE
Granules have uniform size and excellent color quality.
Besides, our HDPE Granules are tested for resistance
to temperature and solvents. We can process bulk orders
for HDPE Granules.

5
 INTRODUCTION ABOUT THE RESEARCH TOPIC

 What is the bullwhip effect?

The bullwhip effect can be explained as an occurrence detected by the supply chain where
orders sent to the manufacturer and supplier create larger variance then the sales to the
end customer.

These irregular orders in the lower part of the supply chain develop to be more distinct
higher up in the supply chain. This variance can interrupt the smoothness of the supply
chain process as each link in the supply chain will over or underestimate the product
demand resulting in exaggerated fluctuations.

Figure 1.1 Bullwhip Effect.

6
What contributes to the bullwhip effect?

There are many factors said to cause or contribute to the bullwhip effect in supply
chains; the following list names a few:

 Disorganization between each supply chain link; with ordering larger or smaller
amounts of a product than is needed due to an over or under reaction to the supply
chain beforehand.

 Lack of communication between each link in the supply chain makes it difficult
for processes to run smoothly. Managers can perceive a product demand quite
differently within different links of the supply chain and therefore order different
quantities.

 Free return policies; customers may intentionally overstate demands due to

shortages and then cancel when the supply becomes adequate again, without
return forfeit retailers will continue to exaggerate their needs and cancel orders;
resulting in excess material.

 Order batching; companies may not immediately place an order with their
supplier; often accumulating the demand first. Companies may order weekly or
even monthly. This creates variability in the demand as there may for instance be
a surge in demand at some stage followed by no demand after.

 Price variations – special discounts and other cost changes can upset regular
buying patterns; buyers want to take advantage on discounts offered during a short
time period, this can cause uneven production and distorted demand information.

 Demand information – relying on past demand information to estimate current

demand information of a product does not take into account any fluctuations that
may occur in demand over a period of time.

7
 LITERATURE REVIEW
1. Rupesh Kumar Patil (2014) has studied on Modeling Bullwhip Effect in Closed Loop
Supply Chain with Arma Demand. The main objective of the study was to measure
bullwhip effect in a six echelon CLSC with recycling as a reprocessing option for
materials like paper and plastics (perhaps the first time in CLSC literature). The proposed
model considers the effect of two critical parameters of CLSC: quality of recyclable raw
material (in terms of its yield) and degree of segregation at source. Further, the analysis
reveals that increased degree of segregation at the source reduces the bullwhip effect.
2. Borut Buchmeister (2013) has studied on Bullwhip Effect Study in a Constrained
Supply Chain we simulated a simple three-stage supply chain using seasonal (SM) and
de seasonalized (DSM) The objective of study was the time series of the market demand
data in order to identify, illustrate and discuss the impacts of different level constraints on
the BE. The results are presented for different overall equipment effectiveness (OEE) and
constrained inventory policies. At higher OEE level manufacturers have less variability in
production processes; the BE is stronger in DSM than in SM. In order to be successful,
performance and expected benefits have to be carefully evaluated and balanced. This
research is to analyze the bullwhip effect for supply chains.
3. Ju-Ping Shao (2014) has studied Bullwhip effect controlling methods in a supply chain
under uncertainty Environments. The study shows, the flow of cash in a supply chain is
considered from the manufacturer point of view that receives money from its customers
and makes payment to the suppliers. The objective is to maximize firm's profit and to and
the best strategy of paying payment is developed. Furthermore, we investigate the effect
of late payment on the Arm's profit within the supply chain. Finally, the effect of logistic
bullwhip on the cash flow and firm's profit is investigated.

4. S. Kumar (2015) has studied on the impact of Bullwhip Effect. This study deals with an
extensive literature review on bullwhip effect in the current scenario. Bullwhip effect has
become an important area of research in supply chain management. The objective is to
understand process of bullwhip effect, its sources and measures along with risk associated
with, have been undertaken. Procedures for reducing bullwhip effect have been also
discussed in a supply chain configuration for collaboration. Bullwhip effect will be an
important parameter towards the success of retail houses. In order to deal with the issue
different sources of bullwhip effect are being identified. These sources are demand signal

8
processing, rationing game, order batching and price fluctuation. Technique for
benchmarking this effect is also being explored. 5. Elizabeth Rasnick (2016) has studied
on Impact of Information Blackouts on the Bullwhip Effect of a Supply Chain. This study
adds to the supply chain management literature by introducing and investigating
information blackouts, sudden and short-duration failure of the information flow. The
objective is to contribute to the literature in following ways: first, to define information
blackouts in a supply chain. Second, to investigate the response of supply chains to
information blackouts using discrete-event simulation. Prior research has focused more
on analyzing systemic disruptions to supply chains from well-known sources. We expect
the results of this study to be useful to supply chain managers in disaster prone areas.
6. Anna Kowalczyk (2017) has studied on Bullwhip effect. Bullwhip effect term is related
with supply chain. Such effect explains the fluctuation in the sales (demand),
manufacturing and supply. Such term is understood as distorted demand that increases
when the supply chain is relocated to upper level. Such an effect generally results from
the ineffective information flow in the supply chain, what leads to the accumulation of
excessive stock at particular partners. Four basic cases of the bullwhip effect can be
discerned. Forrester’s effect, it is related with the execution time and
Processing the signal on the demand level; Burbidge’s effect, it is related with grouping
the orders; Houlihan’s effect, it is related with rationalization and shortage of products;
promotional effect, it is related with the fluctuation of prices. Bullwhip effect is described
in this study; Main objective is made on its element, namely the Forrester’s effect.
7. Fatemeh Janipour (2013) has studied on Investigating Bullwhip Effect on Supply
Chain performance of Business. The main problems of supply chain is the lack of proper
communication and timely its components, and uncertainty existence in supply and
demand that causes disrupting the correct decisions about the amount and production time
that this lack of coordination will be caused accumulation of inventory or risks arising
from inability to meet the demands in manufacturing company that ultimately will led to
the poor performance of the supply chain and to lose customers. The objective of this
study is investigating factors causing bullwhip effect as most important factor of
uncertainty in supply and demand.
8. Mehdi Poornikoo (2017) has studied on Fuzzy Logic Decision Making in Supply Chain
Systems; An Approach to Mitigate the Bullwhip Effect. The bullwhip effect has been
known and existed for many years as an undesirable characteristic in supply chain. This
phenomenon negatively impacts the performance of supply chain particularly in keeping
9
stable inventory level. While the theory and knowledge of the bullwhip effect is well
established, there is still lack of holistic engineering framework and method to analyze
the problem, diagnose its causes and offer functional remedies. The objective is to fill this
gap by providing a holistic system-based perspective to the bullwhip effect identification
and diagnosis and proposing a novel approach to mitigate such effect. The supply chain
structure in this study and behavioral features are accomplished by means of system
dynamics modeling and fuzzy logic approach. This study portrays the application of fuzzy
set theory in supply chain systems in a case study that exposes the approach, analysis and
results to the real-world problem.
9. Marly Mizue de Almeida (2015) has studied on Mitigation of the bullwhip effect
considering trust and collaboration in supply chain management. The Objective of this
paper is to provide results of trust and collaboration that lead to the mitigation of the
bullwhip effect in supply chain management through a systematic literature review. The
criterion for its inclusion in the sample of papers was that at least two reviews of the
respective subfields were published in peer-reviewed journals between 1990 and 2014.
The analysis found that few studies focused on addressing behavioral aspects to reduce
the bullwhip effect. These results indicate the need for studies on behavioral aspects in
mitigating the bullwhip effect, where trust and collaboration among those involved in
the supply chain need to be developed and organized.
10. Vincent Giard (2011) has studied on the bullwhip effect in supply chains. The
bullwhip effect (BWE) describes a phenomenon that involves the increasing amplification
of demand variability along a supply chain (SC). The BWE has been a subject that has
received continuous attention from researchers over the past 15 years and is a concern for
SC managers because it is a major cause of efficiency and effectiveness loss in sacs.
Information sharing between actors in an SC is usually considered to be one of the
primary means to minimize the BWE. Approximately 50 articles published in major
journals on these topics are studied in this article. An analytical framework is used to
highlight the contingent character of the conclusions proposed by the authors. In this
review, the objective is to identify the existence of significant gaps in the literature,
especially concerning the BWE when it occurs in the productive part of the SC.
11. Xun Wang (2015) has studied on the bullwhip effect: Progress, trends and directions.
The bullwhip effect refers to the phenomenon where order variability increases as the
orders move upstream in the supply chain. This study provides a review of the bullwhip
literature which adopts empirical, experimental and analytical methodologies. Early
10
econometric evidence of bullwhip is highlighted. Findings from empirical and
experimental research are compared with analytical and simulation results. Assumptions
and approximations for modeling the bullwhip effect in terms of demand, forecast, delay,
replenishment policy, and coordination strategy are considered. The objective is to
identify recent research trends and future research directions concerned with supply chain
structure, product type, price, competition and sustainability.
12. Neeraj Sharma (2006) has studied on Analysis of bullwhip effect in supply chain
Demand variability increases when it moves downstream to upstream in a supply
chain is called “Bullwhip effect”. The studies describes the impact of two different
information sharing strategies decentralized and centralized under two different
demand forecasting policies (Moving Average and Exponential Weighted Moving
Average). The bullwhip ratio is calculated for the two different policies by using the
analytical models. Using simulation based analysis the variance of demand is
performed for a three stage reverse supply chain, consisting of single supplier of
waste paper, godown owner and waste paper merchant. Two inventory control
policies (min‐max and stock‐to‐demand) are used for the analysis. The results of the
analytical analysis and the simulation based analysis are validated by taking a waste
paper recycling industry and the research recommends some key points to reduce the
bullwhip effect of reverse supply chain.

13. Ahmed Shaban (2015) has studied on Managing the Bullwhip Effect in Multi-Echelon
Supply Chains. This study presents the bullwhip effect which is one of the major
problems faced by supply chain management. The bullwhip effect represents the demand
variability amplification as demand information travels upstream in the supply chain. The
research has been attempting to prove its Existence, identify its causes, quantify its
magnitude and propose mitigation and avoidance Solutions. Previous research has relied
on different modeling approaches to quantify the bullwhip effect and to investigate the
proposed mitigation/avoidance solutions. Extensive research has shown that Smoothing
replenishment rules and collaboration in supply chain are the most powerful Approaches
to counteract the bullwhip effect. The objective of this study is to highlight the bullwhip
effect avoidance approaches with providing some interesting directions for future
research.

14. V. Padmanabhan (1997) has studied on Information Distortion in a Supply Chain: The
Bullwhip Effect. Consider a series of companies in a supply chain, each of whom orders

11
from its immediate upstream member. In this setting, inbound orders from a downstream
member serve as a valuable informational input to upstream production and inventory
decisions. This study claims that the information transferred in the form of “orders” tends
to be distorted and can misguide upstream members in their inventory and production
decisions. In particular, the variance of orders may be larger than that of sales, and the
distortion tends to increase as one move upstream—a phenomenon termed “bullwhip
effect.” The objective of study is to analyze four sources of the bullwhip effect: demand
signal processing, rationing game, order batching, and price variations. Actions that can
be taken to mitigate the detrimental impact of this distortion are also discussed.
15. Eleonora Bottani (2010) has studied on the impact of RFID and EPC network on the
bullwhip effect in the Italian FMCG Supply chain. This research study provides a
quantitative assessment of the potential reduction in the bullwhip effect, and thus in safety
stocks, in the supply chain, thanks to real-time visibility of product flows provided by the
Radio Frequency Identification (RFID) technology and the EPC Network. The objective
of study is grounded on a “representative” Italian (FMCG) supply chain; specifically, the
“representative” supply chain is composed of three echelons, namely manufacturers,
distributors and retailers of FMCG, whose main features, in terms of both quantitative
and qualitative data, were derived through an appropriate survey phase. Reduction of
safety stocks is determined based on quantitative methodologies available in the scientific
literature. The results of the assessment show that real-time visibility of the supply chain,
brought in by RFID and the EPC Network, can dramatically reduce the bullwhip effect,
substantially affecting the economical profitability of the whole FMCG supply chain.
16. Dean C. Chatfield (2004) The Bullwhip Effect—Impact of Stochastic Lead Time,
Information Quality, and Information Sharing: A Simulation Study. We use a simulation
called ‘SISCO’ to examine the effects in supply chain of stochastic lead times and of
information sharing and a quality of an information in a in a periodic order up-to level
inventory system. We test the accuracy of the simulation by verifying the results in Chen
et al. (2000) and Dejonckheere et al. (2004). We find that lead-time variability
exacerbates variance amplifications in a supply chain, and that information sharing and
information quality are highly significant. For example, using the assumption in Chen et
al. (2002) and Dejonckheere et al. (2004), we find in a numerical experiment of a
customer-retailer-wholesalers-distributor-factory supply chain that variance amplification
is attenuated by nearly 50 percent at the factory due to information sharing.

12
17. Francesco Costantino (2013) has studied on Exploring the Bullwhip Effect and
Inventory Stability in a Seasonal Supply Chain. The bullwhip effect is defined as the
distortion of demand information as one move upstream in the supply chain, causing
severe inefficiencies in the whole supply chain. Although extensive research has been
conducted to study the causes of the bullwhip effect and seek mitigation solutions with
respect to several demand processes, less attention has been devoted to the impact of
seasonal demand in multi‐echelon supply chains. This paper considers a simulation
approach to study the effect of demand seasonality on the bullwhip effect and inventory
stability in a four‐echelon supply chain that adopts a base stock ordering policy with a
moving average method. The results show that high seasonality levels reduce the
bullwhip effect ratio, inventory variance ratio, and average fill rate to a great extent;
especially when the demand noise is low. In contrast, all the performance measures
become less sensitive to the seasonality level when the noise is high. This performance
indicates that using the ratios to measure seasonal supply chain dynamics is misleading,
and that it is better to directly use the variance (without dividing by the demand variance)
as the estimates for the bullwhip effect and inventory performance. The results also show
that the supply chain performances are highly sensitive to forecasting and safety stock
parameters, regardless of the seasonality level. Furthermore, the impact of information
sharing quantification shows that all the performance measures are improved regardless
of demand seasonality. With information sharing, the bullwhip effect and inventory
variance ratios are consistent with average fill rate results.
18. Phuoc Van Nguyen. (2007) the Impact of Bullwhip Effect in Supply Chain Activities.
The goal of any supply chain is to get the right selection of goods and services to
customers in the most efficient way possible. To meet this goal, each link along the
supply chain must not only function as efficiently as possible; it must also coordinate and
integrate with links both upstream and downstream in the chain. Supply chain
performance depends on the actions taken by all of the members in the supply chain,
while everyone supports in principle the objective of optimizing the supply chain’s
performance, each firm’s primary objective is the optimization of its own performance. In
this paper explores several challenges to supply chain coordination. The first challenge is
the bullwhip effect: the tendency for demand variability to increase, often considerably,
and the moving up the supply chain (from retailer, to distributor, to factory, to raw
material suppliers, etc.). Given that variability in any form is problematic for effective
operations, it is clear the bullwhip effect is not a desirable phenomenon.
13
19. Mouna Derbel (2014) has studied on a literature survey of bullwhip effect according
to its causes and evaluation methods. An important supply chain research problem is the
bullwhip effect (BE). Abundant literature treats the reduction of the BE. In fact, numerous
studies have been developed according to various objectives and hypotheses. Despite the
widespread literature on this topic, efforts to review and analyze research on BE are very
limited. For this reason, this study proposes to classify literature related to this area
according to causes of BE and evaluation method. Major objectives and findings of this
survey include the following. (1) The majority of the articles dealing with simulation
method. (2) The choice of the replenishment policy as one of BE causes still not
addressed. Finally, this study briefly discusses some future research directions and some
perspectives.
20. Janipour, Fatemeh (2013) has studied on Investigating Bullwhip Effect on Supply
Chain Performance of Business. The main problems of supply chain is the lack of proper
communication and timely its components, and uncertainty existence in supply and
demand that causes disrupting the correct decisions about the amount and production time
that this lack of coordination will be caused accumulation of inventory or risks arising
from inability to meet the demands in manufacturing company that ultimately will led to
the poor performance of the supply chain and to lose customers. The objective of this
study is to investigate factors causing bullwhip effect as a most important factor of
uncertainty in supply and demand. The results of study show that company can improve
the communication by changing the communication methods on daily basis for smooth
flow of supply chain.

14
 COUNTERMEASURES

The bullwhip effect does not occur if all orders exactly meet the demand of each period.
This is consistent with findings of supply chain experts who have recognized that the
bullwhip effect is a problem in forecast-driven supply chains, and careful management of
the effect is an important goal for supply chain managers. Therefore, it is necessary to
extend the visibility of customer demand as far as possible.

One way to achieve this is to establish a demand-driven supply chain which reacts to
actual Customer order. This model can be successfully implemented in Atlantic Plastic
International distribution system. Individual Atlantic Plastic International transmits point-
of-sale (POS) data from the cash register back to headquarters several times a day. The
result is near-perfect visibility of customer demand and inventory movement throughout
the supply chain. Better information leads to better inventory positioning and lower costs
throughout the supply chain. The concept of "cumulative quantities" is a method that can
tackle and even avoid the bull-whip-effect. This method is developed and practiced
mainly in the German automotive industry, Barriers to the implementation of a demand-
driven supply chain include the necessary investment in information technology and the
creation of a corporate culture of flexibility and focus on customer demand. Another
prerequisite is that all members of a supply chain recognize that they can gain more if
they act as a whole which requires trustful collaboration and information sharing.

15
 RESEARCH METHODOLOGY

Problem Statement:

To study the Impact of Bullwhip Effect in Atlantic Plastic International.

Objectives of Study:

 To analyze the relative contribution of each of the causes of the bullwhip

effect

 To analyze the causes of the bullwhip affect that impacts on the variability of
orders in supply chains.

 To analyze how much a company get affected in supply chain by time lack of
information and communication.

Research Design
In this research project, a researcher is going to use the Descriptive research design.

Sampling Frame

In this research project, a researcher is going to take sampling frame of the different
locations of plants.

Daman Plant

Surat Plant

Vapi Plant

Sources of Data

The researcher is going to take primary data from the samples available in the
organization.

Data collection tool

16
The researcher is going to collect the data using Structured Questionnaire.

Sample Size

The researcher is going to take sample size from company’s employees and Management.

100 Samples

Sampling Method

The researcher is going to use Convenience Sampling Method for the research study

17
 DATA ANALYSIS AND INTERPRETATION

Table 5.1: Age of the Respondents

Frequency Percent

20-30 57 57.0
30-40 42 42.0
Valid
40-50 1 1.0
Total 100 100.0

Figure: 5.1 Age of the Respondents

From the above chart it is indicate that 57% age of the respondents are between 20-30
years, 42% age of the employees are between 30-40 years, 1% age of the respondents are
between 40-50 years.

18
Table 5.2: Gender of the Respondents.

Frequency Percent
Male 87 87.0
Valid Female 13 13.0
Total 100 100.0

Figure: 5.2 Gender of the Respondents

Interpretation: From the above chart it is indicate that 13% of respondents are Female,
87% of respondents are Male.

19
Table 5.3: Designation of the Respondents in Atlantic Plastics International

Frequency Percent

Management 10 10.0

Employee 13 13.0
Valid Supplier 19 19.0
Worker 52 52.0
Other 6 6.0
Total 100 100.0

Figure: 5.3 Designation of the Respondents

From the above chart it is indicate that 10% of respondents in the company are in the
Management, 13% of the respondents are Employees, 19% of the respondents are
Suppliers, 52% of respondents in the organization are Workers, 6% of the people are
Others that is visitors of the company.

20
Table 5.4: Communication Barrier

Statistics
Communication Barrier
Valid 100
N
Missing 0
Mean 1.6000 Frequency Percent
Median 1.0000
Mode 1.00 Strongly Agree 55 55.0
Std. Deviation .82878 Agree 35 35.0
Neutral 7 7.0
Valid
Disagree 1 1.0
Strongly Disagree 2 2.0
Total 100 100.0

Figure: 5.3 Communication Barrier

21
From the above chart it is indicate that 55% of respondents are strongly agree that there is
impact of the communication barrier in the organization and 33% of the respondents are
agree that communication barrier effects the Bullwhip Effect in the organization.

Table 5.5: Administration and General Expense

Statistics
Administration and
General Expense
Valid 100
N Missi Frequency Percent
0
ng
2.06
Mean Strongly Agree 28 28.0
00
Agree 48 48.0
2.00
Median Neutral 18 18.0
00 Valid
Disagree 2 2.0
Mode 2.00
Strongly Disagree 4 4.0
.
Std.
9515 Total 100 100.0
Deviation
5

22
Figure: 5.5 Administration and General Expense.

Interpretation: From the above chart it is indicate that 28% of respondents are strongly
agree that there is impact of the administration and general expense in the organization
and 48% of the respondents are agree that administration and general expense effects the
Bullwhip Effect in the organization.

Table 5.6: Surplus and Shortage of Stocks

Statistics
Surplus and Shortage of
Stocks
Valid 100 Frequency Percent
N
Missing 0
Mean 2.3800 Valid Strongly Agree 26 26.0
Median 2.0000 Agree 26 26.0
Mode 3.00 Neutral 35 35.0
Std. Deviation 1.07101 Disagree 10 10.0
Strongly 3 3.0
Disagree
Total 100 100.0

23
Figure: 5.6 Surplus and Shortage of Funds.

Interpretation: From the above chart it is indicate that 35% of respondents are strongly
agree that there is impact of the surplus and shortage of stocks in the organization and
26% of the respondents are agree that surplus and shortage of stocks effects the Bullwhip
Effect in the organization.

Table 5.7: Fluctuation in Price

Statistics
Fluctuation in Price
Valid 100
N
Missing 0 Frequency Percent
Mean 2.3300
Valid Strongly Agree 23 23.0
Median 2.0000
Mode 2.00 Agree 38 38.0
Std. Deviation 1.03529 Neutral 24 24.0
Disagree 13 13.0
Strongly Disagree 2 2.0
Total 100 100.0

24
Figure: 5.7 Fluctuation in Price.

Interpretation: From the above chart it is indicate that 38% of respondents are agree that
there is impact of the fluctuation in prices in the organization and 24% of the respondents
are neutral that fluctuation in prices affects the Bullwhip Effect in the organization.

Table 5.8: Variation in Order Quantity (Demand Variation)

Statistics
Variation in Order Quantity
(Demand Variation)
Valid 100
N
Missing 0
Mean 2.0600
Median 2.0000
Mode 1.00
Std. Deviation 1.15312

25
 Frequency Percent

Valid
Strongly Agree 44 44.0

Agree 22 22.0
Neutral 21 21.0
Disagree 10 10.0
Strongly Disagree 3 3.0
Total 100 100.0

Figure: 5.8 Variation in Order Quantity (Demand Variation).

Interpretation: From the above chart it is indicate that 44% of respondents are strongly
agree that there is impact of the variation in order quantity (demand quantity) in the
organization and 22% of the respondents are agree that variation in order quantity
(demand quantity) affects the Bullwhip Effect in the organization.

Table 5.9: Delays in Distribution of Order

Statistics
Delay in Distribution of Order
Valid 100
N
Missing 0
Mean 2.0700
Median 2.0000
Mode 1.00

26
 Frequency Percent

Strongly Agree 43 43.0

Agree 29 29.0
1.2330
Std. Deviation Neutral 13 13.0
1 Valid
Disagree 8 8.0
Strongly Disagree 7 7.0
Total 100 100.0

Figure: 5.9 Delays in Distribution of Order

Interpretation: From the above chart it is indicate that 43% of respondents are strongly
agree that there is impact of the delay in distribution of order in the organization and 29%
of the respondents are agree that delay in distribution of order affects the Bullwhip Effect
in the organization.

5.10 Disorganization in Management

27
 Statistics Frequency Percent
Disorganization

in Management Strongly Agree 21 21.0

Valid 100 Agree 38 38.0
N
Missing 0 Neutral 28 28.0
Valid
Mean 2.3800 Disagree 8 8.0
Median 2.0000 Strongly Disagree 5 5.0
Mode 2.00 Total 100 100.0
Std. Deviation 1.06154

Figure: 5.10 Disorganization in Management.

Interpretation: From the above chart it is indicate that 38% of respondents are agree that
there is impact of the disorganization in management in the organization and 28% of the
respondents are neutral that disorganization in management affects the Bullwhip Effect in
the organization.

5.11 Freight Incentives

28
Statistics Frequency Percent
Freight Incentives
Valid 100
N Strongly Agree 15 15.0
Missing 0
Agree 14 14.0
Mean 2.9100
Neutral 45 45.0
Median 3.0000 Valid
Disagree 17 17.0
Mode 3.00
Strongly Disagree 9 9.0
Std. Deviation 1.12900
Total 100 100.0

Figure: 5.11 Freight Incentives.

Interpretation: From the above chart it is indicate that 45% of respondents are neutral
that there is Impact of the freight incentives in the organization and 17% of the
respondents are disagree that freight incentives affects the Bullwhip Effect in the
organization.

Table 5.12: Hoarding and Rationing

29
 Statistics
Hoarding and Rationing
Valid 100
N
Missing 0 Frequenc Percent
Mean 3.1100 y
Median 3.0000 Strongly Agree 15 15.0
Mode 4.00 Agree 12 12.0
Std. Deviation 1.19675 Neutral 29 29.0
Valid Disagree 35 35.0
Strongly
9 9.0
Disagree
Total 100 100.0

Figure: 5.12 Hoarding and Rationing.

Interpretation: From the above chart it is indicate that 35% of respondents are disagree
that there is Impact of the hoarding and rationing in the organization and 29% of the

30
respondents are neutral that hoarding and rationing affects the Bullwhip Effect in the
organization.

Table 5.13: Free Return Policy

Statistics
Free Return Policy
Valid 100
N
Missing 0
Frequency Percent
Mean 2.8400
Median 3.0000
Strongly Agree 24 24.0
Mode 3.00
Agree 13 13.0
Std. Deviation 1.33121
Neutral 30 30.0
Valid Disagree 21 21.0
Strongly
12 12.0
Disagree
Total 100 100.0

Figure: 5.13 Free Return Policy

31
Interpretation: From the above chart it is indicate that 30% of respondents are neutral
that there is Impact of the free return policy in the organization and 24% of the
respondents are strongly agree that free return policy affects the Bullwhip Effect in the
organization.

Table 5.14: Demand Forecasting Updating

Statistics
Demand Forecasting
Updating
Valid 100 Frequency Percent
N Strongly Agree 36 36.0
Missing 0
Mean 2.1900 Agree 28 28.0

Median 2.0000 Neutral 21 21.0

Mode 1.00 Valid Disagree 11 11.0

Std. Strongly
1.16076 4 4.0
Deviation Disagree
Total 100 100.0

32
Figure: 5.14 Demand Forecasting Updating

Interpretation: From the above chart it is indicate that 36% of respondents are strongly
agree that there is impact of the demand forecasting updating in the organization and
28% of the respondents are agree that demand forecasting updating affects the Bullwhip
Effect in the organization.

5.15 Relationships with suppliers

Statistics
Relationships with
suppliers
Valid 100
N Missin
0 Frequency Percent
g
Mean 1.8200
Median 1.0000 Strongly Agree 60 60.0

Mode 1.00 Agree 17 17.0

Std. 1.2258 Valid Neutral 10 10.0
Deviation 2 Disagree 7 7.0
Strongly Disagree 6 6.0
Total 100 100.0

33
 Figure: 5.15 Relationships with suppliers

Interpretation: From the above chart it is indicate that 60% of respondents are strongly
agree that there is impact of the relationships with suppliers in the organization and 17%
of the respondents are agree that relationships with suppliers in the organization.

5.16 Reducing Uncertainty in Demand

Statistics
Reducing Uncertainty in
Demand
Valid 100 Frequency Percent
N
Missing 0 Valid Strongly Agree 86 86.0
Mean 1.2300 Agree 8 8.0
Median 1.0000 Neutral 4 4.0
Mode 1.00 Disagree 1 1.0
Std. Deviation .66447 Strongly 1 1.0
Disagree
Total 100 100.0

34
Figure: 5.16 Reducing Uncertainty in Demand

Interpretation: From the above chart it is indicate that 6% of respondents are strongly
agree that this remedy will help in overcome the impact of the reducing uncertainity in
demand in the organization and 27% of the respondents are agree that this remedy will
help to overcome the reducing uncertainty in demand in the organization.

Table 5.17: Reducing Variability in Order

Statistics
Reducing Variability in
Order Frequency Percent
Valid 100 Strongly Agree 61 61.0
N
Missing 0 Agree 27 27.0
Mean 1.5900 Neutral 7 7.0
Median 1.0000 Valid Disagree 2 2.0
Mode 1.00 Strongly
Std. Deviation .93306 3 3.0
Disagree
Total 100 100.0

35
Figure: 5.17 Reducing Variability in Order

Interpretation: From the above chart it is indicate that 61% of respondents are strongly
agree that this remedy will help in overcome the impact of the reducing variability in
order in the organization and 27% of the respondents are agree that this remedy will help

to overcome the reducing variability in order in the organization.

5.18 Strategic Partnering

Statistics
Strategic Partnering
Valid 100
N
Missing 0
Mean 2.3800
Median 2.0000
Mode 1.00
Std. Deviation 1.22911

36
 Frequency Percent
Valid Strongly Agree 33 33.0
Agree 22 22.0
Neutral 23 23.0
Disagree 18 18.0
Strongly Disagree 4 4.0

Total 100 100.0

Figure: 5.18 Strategic Partnering

Interpretation: From the above chart it is indicate that 33% of respondents are strongly
agree that this remedy will help in overcome the impact of the strategic partnering in
order in the organization and 22% of the respondents are agree that this remedy will help
to overcome the strategic partnering in the organization.

Table 5.19: Advanced Information Technology

Statistics
Advanced Information
Technology
Valid 100
N
Missing 0
Mean 2.2000
Median 2.0000
Mode 2.00
Std. Deviation .97442

37
 Frequency Percent

Strongly Agree 23 23.0

Agree 47 47.0
Neutral 20 20.0
Valid
Disagree 7 7.0
Strongly Disagree 3 3.0
Total 100 100.0

Figure: 5.19 Advanced Information Technology

Interpretation: From the above chart it is indicate that 23% of respondents are strongly
agree that this remedy will help in overcome the impact of the Advanced Information
Technology in the Organization and 43% of the respondents are agreed that this remedy
will help to overcome the reducing Advanced Information Technology affects the
Bullwhip Effect in the organization.

Table 5.20: Operational Efficiency

Statistics
Operational Efficiency
Valid 100
N
Missing 0
Mean 2.1300

38
 Frequency Percent
Strongly Agree 34 34.0
Agree 33 33.0
Median 2.0000 Neutral 23 23.0
Mode 1.00 Valid
Disagree 6 6.0
Std. Deviation 1.07923 Strongly Disagree 4 4.0
Total 100 100.0

Figure: 5.20 Operational Efficiency

Interpretation: From the above chart it is indicate that 23% of respondents are strongly
agree that this remedy will help in overcome the impact of the Advanced Information
Technology in the organization and 43% of the respondents are agreed that this remedy
will help to overcome the reducing Advanced Information Technology affects the
Bullwhip Effect in the organization.

Table 5.21: Communication between the Management and Supplier

Statistics

39
Communication between
the

Management and
Supplier Frequency Percent
Valid 100
N Missin Strongly Agree 45 45.0
0
g Agree 20 20.0
Mean 2.0900 Valid Neutral 19 19.0
Median 2.0000 Disagree 13 13.0
Mode 1.00 Strongly Disagree 3 3.0
1.1984 Total 100 100.0
Std. Deviation
4

40
Figure: 5.21 Communication between the Management and Supplier

Interpretation: From the above chart it is indicate that 45% of respondents are strongly
agree that this remedy will help in overcome the impact of the Communication between
the Management and Supplier in the organization and 20% of the respondents are agreed
that this remedy will help to overcome the communication between the Management and
Supplier of Bullwhip Effect in the organization.

Table 5.22: Collaboration with Suppliers

Statistics Frequency Percent

Collaboration with Suppliers Strongly Agree 58 58.0
Valid 100 Agree 15 15.0
N
Missing 0 Neutral 13 13.0
Valid
Mean 1.9000 Disagree 7 7.0
Median 1.0000 Strongly Disagree 7 7.0
Mode 1.00 Total 100 100.0
Std. Deviation 1.27525

Figure: 5.22 Collaboration with Suppliers

Interpretation: From the above chart it is indicate that 58% of respondents are strongly
agree that this remedy will help in overcome the impact of the Communication between

41
the Management and Supplier in the Organization and 15% of the samples are agreed that
this remedy will help to Overcome the Collaboration with Suppliers of Bullwhip Effect in
the organization.

Table 5.23: Designation * Communication Barrier Cross tabulation

Count
Communication Barrier Total
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Management 6 3 1 0 0 10
Employee 8 4 1 0 0 13
Designation Supplier 13 2 3 1 0 19
Worker 22 26 2 0 2 52
Other 6 0 0 0 0 6
Total 55 35 7 1 2 100

Chart: 5.23 Designation * Communication Barrier Cross tabulation

Interpretation: From the above chart it is indicate that from the total number of 100
respondents, 45 respondents are strongly agree that Impact of bullwhip effect that occurs
in the organization due to communication barrier. And 35 respondents are agree with this
factor.

42
Table 5.24: Designation * Administration and General Expense Cross tabulation

Count
Administration and General Expense Total
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Management 3 6 1 0 0 10
Employee 3 8 2 0 0 13
Designation Supplier 6 6 3 1 3 19
Worker 14 25 11 1 1 52
Other 2 3 1 0 0 6
Total 28 48 18 2 4 100

Chart: 5.24 Designation * Administration and General Expense Cross tabulation

Interpretation: From the above chart it is indicate that from the total number of 100
respondents, 48 respondents are agree that Impact of bullwhip effect that occurs in the
organization due to Administration and General Expense and 28 respondents are strongly
agreed with this factor.

Count

43
 Surplus and Shortage of Stocks Total
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Management 1 5 3 0 1 10
Employee 5 2 5 1 0 13
Designation Supplier 3 9 6 1 0 19
Worker 12 9 21 8 2 52
Other 5 1 0 0 0 6
Total 26 26 35 10 3 100
Table 5.25: Designation * Surplus and Shortage of Stocks Cross tabulation

Chart: 5.25 Designation * Surplus and Shortage of Stocks Cross tabulation

Interpretation: From the above chart it is indicate that from the total number of 100
respondents, 35 respondents are neutral that Impact of bullwhip effect that occurs in the
organization due to surplus and shortage of funds. And 26 respondents are agree with this
factor.

Count
Fluctuation in Price Total
Strongly Agree Neutral Disagree Strongly
Agree Disagree

44
 Management 2 2 4 2 0 10
Employee 2 6 3 1 1 13
Designation Supplier 3 6 4 5 1 19
Worker 15 20 13 4 0 52
Other 1 4 0 1 0 6
Total 23 38 24 13 2 100
Table 5.26: Designation * Fluctuation in Price Cross tabulation

Chart: 5.26 Designation * Fluctuation in Price Cross tabulation

Interpretation: From the above chart it is indicate that from the total number of 100
respondents, 38 respondents are agree that Impact of bullwhip effect occurs in the
organization due to fluctuation prices. And from the designation 24 respondents are
neutral with this factor.

Count

Variation in Order Quantity (Demand Variation) Total

Strongly Agree Neutral Disagree Strongly
Agree Disagree
Designation Management 4 1 3 1 1 10
Employee 6 4 3 0 0 13

45
 Supplier 10 5 2 2 0 19
Worker 22 9 12 7 2 52
Other 2 3 1 0 0 6
Total 44 22 21 10 3 100
Table 5.27: Designation * Variation in Order Quantity (Demand Variation) Cross
tabulation

Chart: 5.27 Designation * Variation in Order Quantity (Demand Variation) Cross

tabulation

Interpretation: From the above chart it is indicate that from the total number of 100
respondents, 38 respondents are agree that Impact of bullwhip effect that occurs in the
organization due to variation in order quantity. And from the designation 24 respondents
are neutral with this factor.

Table 5.28: Designation * Delay in Distribution of Order Cross tabulation

Count
Delay in Distribution of Order Total

46
 Strongly Agree Neutral Disagree Strongly
Agree Disagree
Management 6 3 0 1 0 10
Employee 6 4 2 1 0 13
Designation Supplier 10 5 3 0 1 19
Worker 18 15 7 6 6 52
Other 3 2 1 0 0 6
Total 43 29 13 8 7 100

Chart: 5.28 Designation * Delay in Distribution of Order Cross tabulation

Interpretation: From the above chart it is indicate that from the total number of 100
respondents, 43 respondents are strongly agree that Impact of bullwhip effect that occurs
in the organization due to delay in distribution of order. And from the designation 29
respondents are agree with this factor.

Table 5.29: Designation * Disorganization in Management Cross tabulation

47
Count
Disorganization in Management Total
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Management 1 4 3 2 0 10
Employee 1 7 4 1 0 13
Designation Supplier 3 6 7 1 2 19
Worker 14 19 13 3 3 52
Other 2 2 1 1 0 6
Total 21 38 28 8 5 100

Chart: 5.29 Designation * Disorganization in Management Cross tabulation

Interpretation: From the above chart it is indicate that from the total number of 100
respondents, 38 respondents are agreed that Impact of bullwhip effect that occurs in the
organization due to disorganization in management. And from the designation 28
respondents are neutral with this factor.

Table 5.30: Designation * Freight Incentives Cross tabulation

48
Count
Freight Incentives To
tal
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Management 1 1 6 0 2 10
Employee 0 4 4 3 2 13
Designation Supplier 3 1 7 6 2 19
Worker 9 7 25 8 3 52
Other 2 1 3 0 0 6
Total 15 14 45 17 9 100

Chart: 5.30 Designation * Freight Incentives Cross tabulation

Interpretation: From the above chart it is indicate that from the total number of 100
respondents, 45 respondents are neutral that Impact of bullwhip effect that occurs in the
organization due to freight and incentives. And from the designation 17 respondents are
disagree with this factor.

49
Table 5.31: Designation * Hoarding and Rationing Cross tabulation

50
Count
Hoarding and Rationing Total
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Management 1 0 3 5 1 10
Employee 0 0 2 8 3 13
Designation Supplier 5 4 2 6 2 19
Worker 8 8 18 15 3 52
Other 1 0 4 1 0 6
Total 15 12 29 35 9 100

Chart: 5.31 Designation * Hoarding and Rationing Cross tabulation

Interpretation: From the above chart it is indicate that from the total number of 100
respondents, 29 respondents are neutral that Impact of bullwhip effect that occurs in the
organization due to hoarding and rationing. And from the designation 35 respondent are
disagree with this factor.

Table 5.32: Designation * Free Return Policy Cross tabulation

51
Count
Free Return Policy Total
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Management 1 0 6 1 2 10
Employee 1 3 5 2 2 13
Designation Supplier 3 1 5 7 3 19
Worker 16 8 12 11 5 52
Other 3 1 2 0 0 6
Total 24 13 30 21 12 100

Chart: 5.32 Designation * Free Return Policy Cross tabulation

Interpretation: From the above chart it is indicate that from the total number of 100
respondents, 30 respondents are neutral that Impact of bullwhip effect that occurs in the
organization due to free return policy. And from the designation 24 respondent are
strongly agree with this factor.

Table 5.33: Designation * Demand Forecasting Updating Cross tabulation

52
Count
Demand Forecasting Updating Total
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Management 2 2 3 1 2 10
Employee 6 2 4 1 0 13
Designation Supplier 2 9 4 3 1 19
Worker 25 12 9 6 0 52
Other 1 3 1 0 1 6
Total 36 28 21 11 4 100

Chart: 5.33 Designation * Demand Forecasting Updating Cross tabulation

Interpretation: From the above chart it is indicate that from the total number of 100
respondents, 36 respondents do strongly agree that Impact of bullwhip effect that occurs
in the organization due to demand forecasting updating. And from the designation 28
respondent are agree with this factor.

Count
Relationships with suppliers Total
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Designation Management 3 3 2 1 1 10

53
 Employee 9 2 1 0 1 13
Supplier 10 3 3 1 2 19
Worker 34 8 4 4 2 52
Other 4 1 0 1 0 6
Total 60 17 10 7 6 100
Table 5.34 .Designation * Relationships with suppliers Cross tabulation

Chart: 5.34 .Designation * Relationships with suppliers Cross tabulation

Interpretation: From the above chart it is indicate that from the total number of 100
respondents, 60 respondents do strongly agree that Impact of bullwhip effect that occurs
in the organization due to relationship with suppliers. And from the designation 28
respondent are agree with this factor.

FINDINGS

The study reveals the following as stated below:

 Majority (55%) of the respondents are strongly agree that Communication Barrier
is the factor that occurs bullwhip effect in the organization.
 Majority (48%) of the respondents are agree that Administration and General
Expense that occurs bullwhip effect in the organization.

54
 Majority (35%) of the respondents are neutral that Surplus and Shortage of funds
that occurs bullwhip effect in the organization.
 Majority (38%) of the respondents are agree that Fluctuations in Prices that occurs
bullwhip effect in the organization.
 Majority (44%) of the respondents are strongly agree that Variation in Order
Quantity (Demand Variation) that occurs bullwhip effect in the organization.
 Majority (43%) of the respondents are strongly agree that Delays in Distribution
of Order that occurs bullwhip effect in the organization.
 Majority (38%) of the respondents do agree that Disorganization in Management
that occurs bullwhip effect in the organization.
 Majority (45%) of the respondents are neutral that Freight Incentives that occurs
bullwhip effect in the organization.
 Majority (35%) of the respondents are disagree that Hoarding and Rationing that
occurs bullwhip effect in the organization.
 Majority (30%) of the respondents are neutral that Free Return Policy that occurs
bullwhip effect in the organization.
 Majority (36%) of the respondents are strongly agree that Demand Forecasting
Updating that occurs bullwhip effect in the organization.
 Majority (60%) of the respondents are strongly agree that Relationship with
Suppliers that occurs bullwhip effect in the organization.

55
 CONCLUSION
From this research study Researcher conclude that Bullwhip effect that occurs in the
Atlantic Plastic International, According to the employees perspective the relationship
with the suppliers (60%) factor having highest percentage of impact among all factors and
communication gap, price of products and lack of product information have negatively
affect on supply chain of the organization.

56
 BIBLIOGRAPHY

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9fbb- d702a1e8a9a0

 [Link] (12)/[Link]
 Mehdi_Poornikoo_Thesis.pdf
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Src=recsys&journalcode=tprs20

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[Link]?Aid=53291
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57
 APPENDIX

QUESTIONNNAIRE:

I Maqsood Vadsariya from B.V Patel institute of BMC&IT. Assigned a winter Project on

“To study the impact of Bullwhip Effect in Atlantic Plastics International” as a part

of BBA curriculum. Please give your value able response and this information will be

confidential and it will not be disclosed with anyone.

(A) Age:

Less than 20 ( ) 20-30 ( ) 30-40 ( ) 40-50 ( ) 50-Above ( )

(B) Gender:

Male ( ) Female ( )

(C) Designation:

Management ( ) Employee ( )

Supplier ( ) Worker ( ) Other ( )

(D) Give yours views regarding the factors that impacts to the Bullwhip Effect in
Atlantic Plastic International

Strongly Agree Neutral Disagree Strongly

Factors Agree Disagree

Communication Barrier

Administration and General Expenses

Surplus and Shortage of Stocks

Fluctuation in Prices

Variation in Order Quantity(Demand

Variation)

58
Delay in Distribution of Order

Disorganization in Management

Freight Incentives

Hoarding and Rationing

Free Return Policy

Demand Forecasting Updating

Relationships with suppliers

(E) Rate the remedies that will help to overcome the Bullwhip Effect in Atlantic
Plastic International

Strongly Agree Neutral Disagree Strongly

Remedies Agree Disagree

Reducing Uncertainty in Demand

Reducing Variability in Order

Strategic Partnering

Advanced Information Technology

Operational Efficiency
Communication between the Management
and Supplier

Collaboration with Suppliers

Note:
*Strongly Agree: By selecting the option it shows that this remedy will positively help in
reducing the bullwhip effect

*Strongly Disagree: By selecting the option it shows that this remedy will not help in
reducing the bullwhip effect.

59