Business Plan - Sukam India

BUSINESS PLAN ON PROPOSED JOINT VENTURE BETWEEN EXPRESS LOGISTICS PTE.

SINGAPORE &

SUKAM INDIA LTD.

Submitted toPROF. O. P. WALI

CONTRIBUTED BY:

SAMIR SURI – ROLL NO.12

URVASHI SHAH – ROLL NO.49

KAUSHIK DEY – ROLL NO.53

AJIT MANCHANDA– ROLL NO.24

MANU CHOPRA – ROLL NO.40

Indian Institute of Foreign TradeNew Delhi

USAGE

This document is designed to serve as an introduction and briefing guide for top

management and may therefore be treated only as a guideline. It contains a broad

illustration of the business intentions of the Joint Venture, provides a concise insight

into the basis upon which this project has been judged to be viable and concludes

with an overview of the implementation and business plans.

By virtue of the simplified nature of this documents, detailed financial data is beyond

the scope of this synopsis and has thus, been made available separately in another

section.

EXECUTIVE SUMMARY –

SUKAM INDIA LTD.

The idea for SUKAM India Ltd. blossomed out of the fortuitous meeting of

Samir Suri, a Senior Manager with a Freight Forwarding firm and

Manu Chopra, Director-Owner of a Courier Service, in a Seminar on

"Outlook of International Trade". This seminar had highlighted the

business opportunities arising out of removal of Quantitative

Restrictions. The second reason? Market opportunity." The exports from

India had increased by 20.4% in 2000-01 over the previous year. Growth

of world trade volume in goods and services recovered from 4.3% in

1998 to 5.1% in 1999 and it is estimated to have almost doubled to 10%

in 2000. World merchandise exports ,in value terms, increased by 3% in

1999 as against a decline of 1.6% in 1998. The recovery from

developing countries was even stronger with exports rising by 5.7% as

compared to a decline of 6.2% in 1998. This showed and confirmed that

there would be a lot of movement required for goods , both from India

and out of India. With the Government's intention to set up Special

Economic Zones and product specific Agri Export Zones, the production

of goods for exports would increase substantially. Moreover, India's

export to its major destinations like OECD, Asia & OPEC regions

showed significant increase. Exports in $ value grew by 12.8% to

OECD,20.1% to Asia & 12.3% to OEPC. Both felt that removal of

barriers amongst the WTO members would result in boom in trading in

goods. Foreign Direct Investment of US$ 1916 million in the previous

year April - December period showed an increase of US$ 427 million

over the same period. With the recent announcement of further

liberalisation in the FDI , it became clear that the opportunity had arrived

to spread their wings and enhance their area of business which would

expand very fast. FDIs would require the movement of goods and raw

materials into the country for setting up of either the wholly owned

subsidiaries or joint ventures which would result in production of goods

for the export market or domestic consumption. Both the markets would

require the services of specialised freight forwarding and delivery of

goods to various destinations at the designated time at a competitive

price.

In the context of the above envisaged developments, consequential

expected increase in volume of movement of goods and documents

and the common business activity, they agreed to meet in the next few

days. In their next meeting they analysed the future of international

trade. Four meetings later, they agreed to set up a common business in

the field of Couriering, Freight forwarding and Consolidation.

SETTING UP OF NEW BUSINESS

Manu believed that the window of opportunity had arrived with the

domestic market getting smaller. It was becoming clear that only the big

and the most competitive would survive. There was a need to become

global and to achieve this they should bring some strength in their

business process by improving upon the existing value chain. Everything

is changing so fast that there would never be the perfect strategy with

the perfect technology with the perfect marketing opportunity with the

perfect product. So you need to back a team that's facile enough, and

experienced enough, to make the inevitable adjustments in strategy.

Samir felt that their venture project required a professional management

team. They realised that to be competitive they must use IT savvy

business processes which would bring them at par with the other major

players in the market. This process required the assistance in

synergising the Enterprise Marketing Automation (EMA).

In came the technology-savvy Kaushik Dey who had substantial e-

commerce experience and Ajit Manchanda with years of experience with

an International chain of hotels and Airlines. For more than 22 years, Ajit

Manchanda had been immersed in the world of business development

and customer loyalty programmes. The most important aspect which

needed to be covered was to arrange funds and the person to manage

it. Urvashi Shah an outstanding financial controller in a Multinational

Company agreed to join them and offered to share her expertise in

sourcing of funds for the new firm..

The salient points in the setting up of SUKAM INDIA LIMITED is given below:

1. The new company SUKAM INDIA LIMITED, has been formed by five partners

namely Mr Samir Suri, Ms. Urvashi Shah, Mr. Kaushik Dey, Mr. Ajit

Manchanda and Mr. Manu Chopra.

2. Mr. Manu Chopra, owner of the courier firm is the major share holder. He is

providing his offices, staff and assets in Delhi. His domestic and international

business in couriering works on the basis of tie-ups with major players in the

market. The arrangement amongst partners is internal. The share in the profit

and losses will be on the basis of agreement drawn amongst them.

3. Sukam India Limited is strengthening its value chain by providing the services of

freight forwarding, warehousing and consolidating.

4. On the basis of the in-depth analysis done by the partners on the impact of

dismantling of QRs, opening of sectors for 100% Foreign Direct Investments

and increase in world trade due to the impact of the positive WTO

measures, the trade within and outside India will grow. This would result in

major in-flow of goods, intermodal transportation of goods and export of

goods. To add on to the USP of SUKAM INDIA LIMITED, a tie-up has been

arranged with M/s. XPRESS LOGISTICS PTE., SINGAPORE. This foreign

company has made a name in the last ten years of operation in the field of

couriering, freight-forwarding, warehousing and consolidating. It has tie-up

arrangements with Express companies (couriering, freight-forwarding,

warehousing and consolidating) in the United States, European Union, United

Kingdom, Japan, China, Korea, Russia, South Africa and Brazil.

5. The advantage of their networking will benefit the new joint venture company

which has been named as SUKAM XPRESS INDIA LIMITED. EXPRESS

SINGAPORE will bring in technology to the new company as well as provide 50%

equity. The total Investment including the assets of Mr. Chopra's office set up in

Delhi would be Rs.3,57,30,000/-. The financial equity of 50% coming from Xpress

Logostics would be Rs. 1,78,65,000/-. Balance 50% equity has to be provided by

SUKAM India. Investment of Rs. 1,19,10,000/- has already been made in terms

of Mr. Chopra's office in Delhi. The loan requirement for investment in Chennai

and Mumbai of Rs.59,55,000/- has been arranged and being sourced from a

Bank at a rate of 17% to be repaid in 3 years. This arrangement allows the

repayment of principal of one third at the end of each year. The total repayment

at the end of the first year works out to be Rs. 29,97,350/- ( Principal-

Rs.19,85,000/- + Interest - Rs.10,12,350/-).The rest of the repayment schedule

has been shown in the Forecast and Investment Analysis.

6. XPRESS SINGAPORE will set up a website in the name of the joint venture

company SUKAM EXPRESS. They will maintain this site. This site will provide

on-line tracking and tracing system for all documents and freight. Access to this

site would provide the on-line status of the document of freight sent by the

customer. This site would also provide eCRM concepts, list of branches of the

company, and names of the Express companies with which it has a tie-up. It will

also give information of the type of warehouse facilities available with the

company. This site would also provide facility to Retailers for online selling and

delivery of the goods. It has immense potential and the site can grow from here.

7. The joint venture company would set up its own offices in Delhi, Mumbai and

Chennai and work through franchisee based offices in Bangalore, Hyderabad,

Cochin, Kolkata and Ahmedabad. The Sales Offices would function through

broker agents.

In short, Sukam Express, the logistics sevice provider will have to cater to

complete supply chain management underlining the demand for a ONE

STOP SHOP facility to the customer.

CONTENTS

EXECUTIVE SUMMARY PAGE

1. PRESENT EXPRESS INDUSTRY SCENARIO ……………. PAGE 3

CATEGORY OF COURIER COMPANIES

UNIQUE SELLING PROPOSITION OF COMPETITIORS

2. PLAN/INTENTIONS ……………………………………………. PAGE 5

DEVELOPMENT OF SERVICE INFRASTRUCTURE

i. ESTABLISH 24 HRS HUB AT BOM, MAA, DEL

ii. SALES OFFICE AND FRANCHISE OFFICE

DEVELOPMENT OF MANAGEMENT

INTRODUCE NEW SERVICES & PRODUCTS

MARKET POSITION & BRANDING PROJECTION

3. REQUIREMENTS ……………………………………………. PAGE 6

SETTING UP 24 HRS HUB & SALES OFFICES

QUANTUM OF DOMESTIC & INTERNATIONAL BUSINESS

NATURE OF SHIPMENTS

NATURE OF CLIENTS

LOCAL CONDITION FOR HIRING STAFF

IMPORTS FROM XPRESS LOGITICS, SINGAPORE NETWORK

HIGH COST OF ESTABLISHING OWN SALES OFFICE

4. PROPOSED STATIONS TO BE ADDED TO SUKAM XPRESS

NETWORK …………………………………………… PAGE 10

TOWNS & CITIES WE INTEND TO SET UP OUR SALES OFFICES

CATEGORY OF CITIES ON THE BASIS OF THEIR SALES POTENTIAL

5. MANAGEMENT STRUCTURE & STYLE ………………… PAGE 11

STRUCTURE OF NEW ORGANISATION

6. COST ANALYSIS AND INITIAL INVESTMENT …………. PAGE 14

PRESENT INVESTMENT AT SUKAM DEL

INVESTMENT FORECAST AT SUKAM MAA &DEL

COST OF COMPUTERISATION

MONTHLY RUNNING COST BOM/MAA/DEL

COMPUTED INCOME FOR THE 1ST YEAR

SUMMARY

VENTURE CAPITAL

WORKING CAPITAL

NOTES

7. INTRODUCTION OF NEW SERVICES AND PRODUCTS/MARKET

POSITIONING & IMAGE PROJECTION –

IMPROVEMENT IN SERVICE LEVELS IN THE SUKAM XPRESS

NETWORK ……………………………………………………… PAGE 36

8. CONCLUSION …………………………………………………. PAGE 38

1. PRESENT EXPRESS INDUSTRY SCENARIO IN INDIA:

If SUKAM XPRESS plans out its entry wisely and our expectations from the joint

venture are pragmatic and logical we are convinced that over a period of few years

SUKAM XPRESS can capture a major share of the Indian Express Industry Market.

But of course for this to happen the changes are not only likely in India but overall

globally in the SUKAM XPRESS Network. India’s courier market, presently, is

serviced by approximately more than 5,000 courier companies, most of these are

broker agents who feed into the networks of other large Express companies. Such

brokers select particular networks for particular destinations depending upon price,

speed and reliability. The total courier market in India can be divided into 3 type of

categories:

(i) TYPE A: The franchise networks who work entirely on a free to free basis and

each station is owned by a separate individual or company and are entirely

financially responsible for themselves. Such networks are basically existing in

the domestic sector of the market.

(ii) TYPE B: Broker agents who market their services independently and

source/route their shipments though a number of countrywide networks

depending upon the prices and services levels offered to them. However,

their main earnings from specialised regional routes which they operate

themselves e.g. specialising in service between India-U.K., India-U.S.A.,

India-U.A.E., India-SIN, India-HKG and the rest of the world routing through

other larger networks. The unique selling point or in other words why

customers would like to use such companies is because they are able to

provide custom tailored packages in terms of prices and deliveries e.g. offer

next day delivery in LON, NYC, etc., deliveries by 9.00 a.m. in DEL, BOM,

MAA etc. which the larger networks would not be able to do because of the

larger volumes handled and keeping a strict schedule of cut-offs for

deliveries.

(iii) TYPE C: Countrywide networks owned by a single company. Such networks

are very few probably only 1 or 2 who have been able to achieve their

financial goals and have been able to sustain the high levels of investments

and can totally rely on revenue from international or domestic sales.

The revenue levels per package which the various companies are generating and

the market categories in which these companies can be categorized are as follows:

i) The Higher End: These are the companies which have their own networks

and their investment levels in terms of computers, vehicles, office

infrastructure are very high and therefore they are charging the highest

amount. The companies which can be placed in this category are Blue Dar

(Fed Ex), DHL, Elbee (UPS). The philosophy that guides these companies is

that their sustained income is generated from Imports and Exports and all the

Domestic sales merely compliment their income.

ii) The Middle Group: Most of the visible courier companies like Overnite, First

Flight, DTDC, Prakash Air Freight, Corporate Couriers, Airborne Express,

Aramax, Skynet etc. come under this category. Such companies are basically

either International or Domestic Courier Companies and they charge anything

from Rs.35.00 to Rs.75.00 for Domestic shipments, and Rs.300.00 to

Rs.400.00 for international shipments, depending upon the existing market

condition. They basically depend upon each other to provide the service

which they cannot handle.

iii) The Lower End Group: These are the various local companies operating

within particular state/states and are majority Domestic Courier Companies.

They operate by forming alliances between themselves. Whatever

International shipments they generate are routed through any of the category I

& II Companies. In return these companies provide the I & II Companies

access to small and remote stations within particular states. They deliver the

shipments on the CWB of the larger courier companies. Such companies

account for less then 40% of the total market.

UNIQUE SELLING PROPOSITION (U.S.P.)

OF VARIOUS COURIER COMPANIES

S.

NO.

NAME OF COMPANY FEATURES

1. Blue Dart (FEDEX)

EXPRESS IND.

Reliability

Step by step tracking information

Services by air and surface

High value logistic services

Cargo services, Small & Large

Both Domestic & International

service through their own network.

2. DHL

EXPRESS INDUSTRY

Very low prices for International

shipments

Small cargo service

Custom designed solutions


service through their own network

3. Elbee (UPS)

EXPRESS INDUSTRY

Services by air & surface

High value logistic services

Courier & cargo services


service through their own network

4 Overnite, First Flight Both Domestic courier and cargo

DOMESTIC COURIER

AND CARGO

service

Service by air & surface to large

number of Domestic destinations

Specialist services to neighboring

countries like Bhutan, Nepal,

Andaman & Nicobar Islands etc.

Very low prices.

5 OCS, TNT

COURIER & FREIGHT ON

CUSTOMER REQUEST

International service through their

own network

Customer designed solutions for

small cargo

Low prices for specialised area

Custom designed solutions to certain

large clients

The above information clearly indicates the enormous competition and thus implies

that it is absolutely necessary that we enter the market to expand our business

with a new product and not enter as just another courier company.

2. PLANS/INTENTIONS:

The long terms plan for expansion of SUKAM XPRESS Network/services in India

would be to become a leading logistics service and support organization in Asia

Pacific Region. In order to achieve this goal it would require us to undertake the

following activities in a phased manner:

i) Development of service infrastructure:

Setting up of 24 hrs Hub facilities

Setting up of Sales Offices (self-owned offices/franchise offices)

ii) Development of management (induct professionals and placement at strategic

locations)

iii) Introduce new services and products: freight forwarding, warehousing and

consolidation, food service, newspaper distribution, subscription, door to door

cargo handling (Domestic & International), domestic courier (tracking facility

with India).

On par with service standard of existing competition

On par with competitiveness (pricing) of existing competition.

iv) Market positioning and branding projection: i.e. not just as another express

company to and from Far East, but as a worldwide network providing

customised solutions at competitive price. Service levels outside India.

v) Forecast

3. REQUIREMENTS:

Development of Service Infrastructure:

Regional Hubs:

Any future increase in outbound business (India to other countries) is directly

dependent on our ability to provide a reliable, competitive service within India. In

order to achieve a level to satisfy the requirements of the Worldwide Network the first

step should be to elevate the level of regional hubs at DEL, BOM, MAA, to

functioning 24 hrs a day with all custom clearance and related facilities.

Regional hubs would have a dual function as follows:

(i) Regional level international import/export hubs at DEL, BOM, MAA. (Self-

owned by JVC)

(ii) Upgrade tie-ups for outsourcing from express companies only at BLR, CCU,

COK, HYD AND AMD having 24 hrs hub facilities.

In order to facilitate on a 24 hour basis at both Domestic and International Regional

hubs, the existing infrastructure at self-owned/operated hubs would have to be

enhanced substantially. In order for the hub to operate round the clock the following

would be required:

(i) Vans/Mini trucks: The function of these vans would be to provide shuttle

services between airport & hub, OBC companies & Hub, etc. The vehicles for

the hub operations should not be confused with the vehicles for delivery

requirements and shuttle between Hub to city offices.

(ii) Two way communication: As most of the areas at the airports and customs

are not readily accessible to telephones, the exports operations staff/vans

must be equipped with some sort of two way communication i.e. mobile

telephones, two way radio communications etc.

(iii) Computer Hardware: The hub must be equipped with the necessary computer

hardware in order to record all transactions like imports/sorting, exports

(reshipping), scanners etc.

(iv) Office automation: Xerox machine, Fax, telephones, generator, weighing

scales strapping machines etc.

The up-gradation of facilities to the level to operate as a 24 hour hub (refer to

Investment Forecast & Cost Analysis).

Minimum cost Rs.30,00,000.00 – Rs.50,00,000.00 per office

Sales Office:

In addition to the 24 hr hubs the immediate requirement to satisfy the needs of the

SUKAM XPRESS Network would be to set up our branches at various locations

across the country. However, in order to do this we have two options:

(i) Set up our own branch offices

(ii) Set up Franchisee based operations

We are not setting up self-owned branch offices in BLR, CCU, COK AND HYD

since it would not be cost effective for the following reasons:

The cost of establishing a sales office in any part of India today is in the region of

Rs.5,00,000.00. if the premises are rented and Rs.10,00,000.00 if the premises are

purchased. All offices will be required to function at a certain basic level of

technology and system. The main equipment cost for a single sales office would be

in the region of Rs.2,00,000.00 – Rs.3,00,000.00. This would include procure of

basic facilities e.g. telephone, fax, telex, companies etc.

It is not advisable to open sales offices purely on the assumption that there is

untapped market waiting for SUKAM XPRESS to capture. Even on the countrywide

Networks Blue Dart (FEDEX), Elbee (UPS) have suffered big financial losses due to

ill advised expansion planning. In order to avoid the failure and huge financial losses

of other networks, these objectives cannot be acquired in the traditional method of

expansion/market capture i.e. setup of countrywide offices, investment thereof sales

campaigns etc. The sales office whether self-owned or Franchise would exclusively

work as SUKAM XPRESS and have primary responsibility to generate domestic

sales.

The decision to set up our own offices and franchisee based offices would depend

upon the following factors:

(i) Quantum of business (International) available.

(ii) Quantum of business (Domestic) available.

(iii) Nature of shipments {heavy volume, SPX (non document) , DOX (document)}

(iv) Nature of clients as paymasters

(v) Local condition of hiring staff

Strong union (of labour)

Efficiency of labour

(vi) Import into such location

(vii) High cost of establishing sales office.

A. Establishing of sales office if self owned

Minimum cost Rs.05,00,000.00

B. Establishment of Franchisee sales office

Minimum cost Rs.15,00,000.00 – Rs.20,000.00 per month as subsidy.

(i) QUANTUM & QUALITY OF BUSINESS (DOMESTIC & INTERNATIONAL)

Depending upon the strategic location of certain cities, the quantum of

business available from such centers could be very high in terms of volume

(number of pieces). However, due to the enormous number of lower end

courier companies operating out of these stations, the revenue per piece

would be very low. For example, PNQ-BOM, CHG-DEL, CJB-MAA, TVM-

COK, LUD-DEL etc. There are courier companies operating between such

locations @ Rs.05.00/ pc. Which we, with our costs and investments

(overheads), will never be able to match.

The quantum and quality of business available for freight forwarding/

consolidation/warehousing would also be very high in terms of volumes

particularly for cities like Moradabad, Panipat, Aurangabad, Tirupathi,

Ludhiana etc. A franchise based option at these places would work positively

in the long term interests of SUKAM EXPRESS as customers at these places

are dependent upon local companies an exhorbitant amount in order to

provide facilities like consolidation, warehousing. SUKAM EXPRESS with

self-owned regional hubs and strong financial backing will be in a very strong

position to provide customised packages at competitive prices to clients in

cities like Moradabad, Pune, Panipat etc..

(ii) NATURE OF SHIPMENTS:

Another important factor to decide whether to have self owned or franchise

office is the nature of the customers’ business or nature of courier shipments

business available.

(i) SPX or DOX

(ii) Heavy SPS or Light SPS or Both

(iii) Heavy DOX or Bank DOX (light) or Both

(iv) Most frequent destinations e.g. USA, Europe etc. where shipments are

sent.

This criteria is of great significance as SUKAM INDIA presently is not in a

position to offer competitive service in Heavy SPS/Light SPS/Heavy DOX/

category.

There are certain locations such as Moradabad, Ludhiana, Panipat, Varanasi,

Tirupur, Coimbatore, Jallandar, etc. where the market demands very

competitive tariff for heavy weight shipments. Such locations have, basically

export manufacturing units. The market in such locations also demands

service to selected destinations. Such demand is fulfilled by the “lower end”

courier companies, which demand rock bottom prices (well below the market

rates), which the main line courier companies like DHL, FEDEX, UPS OCS,

TNT, SUKAM cannot offer. These lower end courier companies have

successfully designed special products/services e.g. next day service to LON,

NYC, SIN for specific market segments and are also able to sustain

themselves despite the extraordinarily low charge (approx. 5% on line haul).

Such companies are offering services ex India to major locations e.g.

NYC/U.S.A., LON/U.K., SIN, DXB/U.A.E., HKG, CMB/Sri Lanka, KTM,

FRA/Germany.

(iii) NATURE OF CUSTOMERS:

One of the major viruses the Express Industry is plagued by is the bad nature

of the customers as paymasters. Such behaviour is generally found in

customers such as individual companies, family companies etc. The volume

of business of such companies is very large and is very attractive for the

Express companies. As a result the companies are offering rock bottom

prices to these clients, however collections from such customers generally run

bad or run into 4-6 month credit. Such a situation arises because of the

industry being disorganized. These customers are able to shift from one

Express company to another and are able to avail the services they need,

without being disturbed even if the company they utilise stops to provide

services to them. Due to such reason, many of the express companies have

opted out of certain locations and appointed franchisees. Such franchisees

are local people, well aware of the local environment & stability of the

customers. This way the large Express company Networks are able to pass

the risk onto the franchisee.

(iv) LOCAL CONDITIONS OF HIRING STAFF:

Certain locations within the country are very strong in regards to labour

unrest, strike, lockout etc. e.g. West Bengal, Uttar Pradesh etc. At such

locations due to strong labour unions, the efficiency of staff is low & cost of

running high.

(v) IMPORTS OF VARIOUS STATIONS INTO INDIA:

The current number of packages per day received for delivery from each

primary XPRESS LOGISTICS, SINGAPORE station in the region as follows:

STATION NR. OF DELIVERIES AT NR. OF DELIVERED AT

XPRESS LOGISTICS

STATIONS

NEW STATIONS

TYO 200 30

LON 20 05

FRA 05 02

NYC 05 02

EUB 05 02

DXB 20 10

SIN 20 10

CMB 05 02

As is evident from the above table, the figures show that exports to India by

XPRESS LOGISTICS worldwide Network other than TYO, DXB, SIN, LON is

negligible in terms of revenue which may have helped to offset the high cost

of operating new sales offices (improvement of service infrastructure). The

volumes are so low that they will lead to higher rate per CWB at BOM, MAA,

BLR, HYD, CCU is too small to enable an office to break even on its fixed

costs, merely from decreased revenue on account of deliveries. As a result,

our opening of new stations will not necessarily lead to reduction in cost of

transfer. Considering the lack of any financial support from the network, in

respect of this project, we may not be able to pass on any benefits of lower

transfer charges to the members of the XPRESS LOGISTICS Network for

several years. Once the volume of import deliveries from the network

increases the cost of handling per CWB would be lower as well. Providing

some subsidies to the franchisee which will lead to certain fixed cost for the

initial period.

4. PROPOSED STATIONS TO BE ADDED TO THE NETWORK AND

ESTIMATED SALES FIGURES FROM THE STATIONS:

The towns and cities, where we intend to set up franchise based offices have

been divided into the following categories:

CATEGORY A: Cities where the sales are expected to be above Rs.5

lakhs per month, with a 50-50 share between the

international and domestic market.

CATEGORY B: Cities where the sales are expected to be more than Rs.3

lakhs per month, with the share of the domestic being

60% and for international sector 40%.

CATEGORY C: Cities where the sales are expected to be more than Rs.2

lakhs per month, with the share of the domestic sector

being 80% and that of international being 20%.

CATEGORY D: Cities where the sales are expected to be up to Rs.1 lakh

per month with the share of the domestic sector being

90% and that of international being 10%.

CATEGORY E: Cities where the sales are expected to be up to Rs.50

thousand per month with the share of the domestic sector

being 98% and that of international being 02%.

CATEGORIES OF CITIES ON THE BASIS OF THEIR SALES POTENTIAL:

CATEGORY A:

Ludhiana, Ahmedabad, Pune, Delhi, Bombay, Hyderabad, Calcutta, Madras,

Bangalore.

CATEGORY B:

Lucknow, Kanpur, Moradabad, Agra, Baroda, Indore, Tirupur, Salem, Coimbatore,

Trivandrum, Calicut, Jallandhar, Surat, Faridabad, Panipat, Jaipur, Allahabad,

Chandigarh, Guwahati, Ghaziabad.

CATEGORY C:

Gurgaon, Noida, Goa, Bhopal, Varanasi, Madurai, Amritsar, Nagpur, Nasik,

Aurangabad, Visakhapatnam, Jamshedpur, Rajkot, Erode, Mysore.

CATEGORY D:

Ahmednagar, Aligarh, Ambala, Bareilly, Bhillai, Bhubaneshwar, Cuttack,

Gandhinagar, Gorakhpur, Gwalior, Jammu, Jodhpur, Karnal, Karur, Mangalore,

Mathura, Meerut, Palghat, Patna, Trichur, Trichy, Udaipur.

CATEGORY E:

Ajmer, Bhatinda, Kolhapur, Kota, Ooty, Pathankot, Patiala, Rohtak, Roorkee,

Sholapur, Shimla, Sonipat, Haridwar, Shillong, Ranchi, Porbandar, Raichur, Raipur,

Guntur, Nainital, Hissar, Coonoor, Dehradun.

5. MANAGEMENT STRUCTURE & STYLE:

It is much too early to identify a single person who will be solely accountable

for this task. In view of the size of the project and the long term implication we

feel that it would be necessary that our present country management team at

SUKAM DEL will be actively involved with the project. Whether it be in the

capacity of accountability or assisting the project manager. At the very

beginning, national level executives will be induced one each in the primary

disciplines – marketing, operations and finance. Their main task will be to

define the objectives, detailed planning and scheduling, execution and

monitoring of Stage I i.e. setting up of the joint venture company at BOM,

MAA, DEL. They would be directly reporting to the country manager.

I) MANAGEMENT STRUCTURE & STYLE:

While we concur that in order to manage a large organization a drastic

change in style and attitudes would be required, we still feel that the transition

to such a structure should be gradual and dependent on the success of the

new organisation. We propose that SUKAM EXPRESS India headquarters

concentrate its efforts on strategic management and planning, while leaving

the tactical and front-line management involvement entirely at Regional and

Branch Office level. This would naturally be aided and guided by pre-set

operating parameters. Management Decontrol to this level may be achieved

after a period of 1-3 years.

II) Management Structure:

The following is a broad description of the intended management structure

and may please be treated as a guideline only.

i) The country will be divided into 4 to 5 zones for ease of management and

control. These are geographically demarcated (Southern, Northern, Central,

Western & Eastern Zones) and each would be headed by a regional head

who would run his region as a profit center, with complete responsibility within

his region for marketing and sales, operations, administration, finance and

accounts and personnel. We would naturally require to induct professionals

with experience in this line of work in order to see the above goals fulfilled.

ii) We are strongly of the opinion that, there has to be a combination of our own

(SUKAM India) and agents offices in India. It is assumed that whether it is an

agent or a branch office, it will fulfill all requirements of a full-fledged SUKAM

XPRESS Station. In similar locations, it is a branch office for reasons that

have been outlined in the preceding paragraphs.

iii) All branches/agents will have a branch manager appointed, responsible for

the overall smooth functioning of his branch. These branch managers would

then report to their Regional Heads who in turn will report to the Country

Manager. In case the concentration of branches in any one region is high, the

regional Head may group together a number of branches under the charge of

an Area Manager.

Such a structure we believe, would leave the Head Office free to concentrate

its efforts on policy, planning and strategy.

STRUCTURE OF NEW ORGANIZATION

DIRECTOR FINANCE

DIRECTOR OPERATIONSDIRECTOR MARKETING

COUNTRY HEAD

REGIONAL HEAD

AREA MANAGER

BRANCH MANAGER

FRANCHISE AREA SALES MANAGER

AREA OPERATIONS

MANAGER

AREA OPERATIONS

MANAGER

SALES MANAGER

CUSTOMER SERVICE

MANAGER

OPERATION MANAGER

SALES EXECUTIVECUSTOMER

SERVICE EXECUTIVES

OPERATION EXECUTIVES

A

INITIAL INVESTMENT FORECAST & COST

ANALYSIS:

Breakdown of cost estimate for purchase/rental of offices at Mumbai and Chennai to

Regional Hubs operational 24 hours.

This figure has been arrived at by a simple calculation of Rs.40,00,000.00 –

Rs.45,00,000.00 per office (2 offices need to be purchased/rented out) therefore, 2 X

Rs.45,00,000.00 = Rs.90,00,000.00.

The above estimate is based on the assumption that the office space is on rental.

(I) Present Investments at SUKAM DEL office:

SR.

NO.

ITEMS A

WITH REAL ESTATE

PRICE (INR)

B

WITHOUT REAL

ESTATE PRICE (INR)

1. Estimated cost at market value of

present SUKAM DEL Airport

Operations Hub approx. 2500 sq.

ft. and city office approx. 600 sp.ft.

4,00,00,000.00

2. Furniture/Air Conditioning/Interiors 27,00,000.00 27,00,000.00

etc.

3. 8 Telephone lines (@ Rs.30,000

per line)

2,40,000.00 2,40,000.00

4. Telephone exchange/EPABX (3

lines & 6 extensions)

25,000.00 25,000.00

5. 2 Fax machine 60,000.00 60,000.00

6. 1 Telex machine 15,000.00 15,000.00

7. 2 Photocopier machine 1,40,000.00 1,40,000.00

8. Delivery vans (4, 2 for Hub

operations, 2 for delivery/pickup

operations)

11,00,000.00 11,00,000.00

9. Communications system (pagers,

mobile phones, 2 way radios)

20,000.00 20,000.00

10. Computer system (as per details

enclosed)

8,00,000.00 8,00,000.00

TOTAL 4,51,00,000.00 51,00,000.00

(II) Cost for Minimum configuration of Computer System

S.

No.

ITEMS QTY. PRICE EACH

(INR)

TOTAL PRICE

(INR)

1. Server Pentium 1 1,25,000.00 1,25,000.00

2. Nodes 4 30,000.00 1,20,000.00

3. Nodes with 16 MB Hard Disk 2 75,000.00 1,50,000.00

4. External Tape Drive 1 15,000.00 15,000.00

5 Dot Matrix Printers 4 20,000.00 80,000.00

6. Laser Printer 1 30,000.00 30,000.00

7. 625 VA UPS for Server 1 10,000.00 10,000.00

8. 1 KVA UPS for Nodes 3 10,000.00 30,000.00

9. Bar Code Readers 3 25,000.00 75,000.00

10. Hand held POD Retriever 2 45,000.00 90,000.00

11. Electronic Weighing Scales 2 15,000.00 30,000.00

12. Data Communication Modem 1 15,000.00 15,0000.00

13. Dedicated Telephone Line 1 30,000.00 30,000.00

TOTAL 8,00,000.00

Breakdown of minimum cost of up-gradation of SUKAM India’s existing infrastructure

to cater to increased work load. In terms of additional staff, equipment, office space,

etc. at MAA and BOM.

** The above estimate is for one station only.

III) Forecast investment for SUKAM XPRESS MAA & BOM Hub Office:

SR.

NO.

ITEMS PURCHASE

PRICE (INR)

RENT PRICE

(INR)

1. Estimated cost of purchasing suitable premises

to locate Regional Operations Hub approx.

1000 sq. ft. @ Rs.6,000-7,500 (depending on

location), with furniture/ fixtures/ Airconditioning

etc.

MAA – 1,00,00,000

BOM – 1,00,00,000

2,00,00,000.00

2. Estimated Security deposit payable for 1000

sq.ft. premises on ground floor, for suitable

premises to locate Regional Operations Hub.

(Rent per month Rs.1,00,000 X 12) depends

upon land owner to demand 1 yr, 2 yr, or 3 yr

deposit

MAA – 24,00,000

BOM – 24,00,000

48,00,000.00

3. 4 Telephone lines (@ Rs.30,000 per line) 3

lines for day to day function, 1 line for fax.

MAA – 1,20,000

BOM – 1,20,000

2,40,000.00 2,40,000.00

4. Telephone Exchange/ EPABX (3 lines & 6 2,00,000.00 2,00,000.00

extensions)

5. 1 Fax machine

MAA – 25,000

DEL – 25,000

50,000.00 50,000.00

6. 1 Telex Machine (optional)

MAA – 15,000

BOM – 15,000

30,000.00 30,000.00

7. Photocopier machine

MAA – 1,00,000

BOM – 1,00,000

2,00,000.00 2,00,000.00

8. Delivery vans (4,2 for Hub operations, 2 for

delivery/pickup operations) @ Rs.2,00,000

MAA – 8,00,000

BOM – 8,00,000

16,00,000.00 16,00,000.00

9. Communications System

(pagers, mobile phones, 2 way radios)

MAA – 6,00,000

BOM – 6,00,000

2,00,000.00 2,00,000.00

10. Computer system (as per details enclosed)

MAA – 6,00,000

BOM – 6,00,000

12,00,000.00 12,00,000.00

11. Staff Uniforms

MAA – 50,000

BOM – 50,000

1,00,000.00 1,00,000.00

TOTAL 2,38,20,000.00 86,20,000.00

SUKAM DELHI

CURRENT DELHI MONTHLY RUNNING COST/PROFIT & LOSS

COURIER SERVICE

S.

No.

ITEMS INCOME EXPENSES PROFIT &

LOSS

1. Courier Sales (Domestic &

International)

10,00,000.00

2. Imports – Inward Commission

(NET) (After deduction of Inter

Agent Delivery and 50%

commission to XPRESS

LOGISTICS, SIN)

4,00,000.00

3. Imports ex LHR/SIN/DXB/TYO 2,40,000.00

4. Franchise Sales 6,00,000.00

5. Salaries including Bonus / P.F./

Medical Insurance/ Overtime

etc.

2,35,000.00

6. Communication charges

(Telephone/ Fax /Telex)

80,000.00

7. Electricity/ Water/ Municipal

Taxes

35,000.00

8. Legal Expenses (professional

services obtained from

10,000.00

Chartered Accountant, legal

advisors etc.)

9. Computer Hardware

Maintenance

10,000.00

10. Vehicle maintenance (includes

Petrol & Repairs etc.)

30,000.00

11. Freight

Domestic

International (70% for MAA,

DEL, BOM)

(EUB,FRA,SIN,DXB,LON,TYO)

1,50,000.00

3,00,000.00

12. Customs/ dispatch clerks/

miscellaneous charges (without

receipts)

75,000.00

13. Stationary/ Packing Materials

(CWB’s, Packing Lists,

Envelopes, Plastic covers,

Mother Bags, Computer

Stationary etc.)

75,000.00

TOTAL 22,40,000.00 10,00,000.00 12,40,000.00

C

SUKAM XPRESS

FORECAST MONTHLY PROFIT & LOSS SUMMARY

FOR THE FIRST YEAR

LOGISTICS (COURIER, FREIGHT FORWARDING, WAREHOUSING AND

CONSOLIDATION)

S.

No.


LOSS

1. SALES

DEL – 25,00,000

BOM - 12,50,000

MAA- 10,00,000

Franchisee – 15,00,000

62,50,000.00

2. Inward remittances (NET)

After deduction of Inter Agent

Delivery and 50% Commission

to XPRESS LOGISTICS, SIN

12,60,000.00

3. Average Monthly Expenditure

(includes Domestic & Intl Freight

& Running Cost of offices &

reflects the total expenditure

60,23,500.00

incurred for the whole of India)

DEL – 42,25,000

BOM – 1 7,70,500

MAA- 20,28,000

TOTAL 75,10,000.00 60,23,500.00 14,86,500.00

SUMMARY FOR THE FIRST YEAR:

Income per month : Rs. 75,10,000X 12 = Rs. 9,01,20,000.00

Less Expenses : Rs. 60,23,500 X 12 = Rs. 7,22,82,000.00

Gross Profit : Rs. 14,86,500 X 12 = Rs. 1,78,38,000.00

Less Repayment of

Loan :PRINCIPAL Rs.19,85,000.00 Rs. 29,97,350.00

Interest Rs. 10,12,350.00 Rs. 1,48,40,650.00

D

SUKAM XPRESS


FOR THE SECOND YEAR


CONSOLIDATION)

S.

No.


LOSS

1. SALES

BOM – 20,00,000

MAA - 15,00,000

DEL - 30,00,000

Franchisee – 20,00,000

85,00,000.00





16,00,000.00

3. Average Monthly Expenditure



75,00,000.00


BOM – 27,00,000

MAA – 18,00,000

DEL - 30,00,000

TOTAL 1,01,00,000 97,00,000.00 26,00,000.00

SUMMARY FOR THE SECOND YEAR:


Less Loan: Principal-Rs.19,85,000/-

Interest - Rs. 6,74,900/- =Rs. 26,59,900.00

Rs. 2,85,40,100.00

E

SUKAM XPRESS


FOR THE THIRD YEAR


CONSOLIDATION)

S.

No.


LOSS

1. SALES

(For BOM, MAA, DEL,

Franchisee)

1,00,50,000





20,02,400

3. Average Monthly Expenditure 86,00,000




BOM – MAA –

DEL - 86,00,000/-

TOTAL 1,20,52,400 86,00,000 34,52,400

SUMMARY FOR THE THIRD YEAR:


Less Loan: Principal-Rs.19,85,000/-

Interest - Rs. 3,37,450/- Rs. 23,22,450.00

Rs. 3,91,06,350.00

SUMMARY

It is evident from the attached Profit & Loss Summary that SUKAM XPRESS is

healthy and contributes an annual Gross Profit of approx. Rs.2,74,95,700.00 PER

ANNUM.

With the formation of the joint venture, it can be expected that the expenses will rise

to about Rs.60,23,500.00 per month, in the first year. The major increase being due

to Renting of offices at MAA and BOM and recruitment of professionals in freight

forwarding and Consolidation Industries.

During the first year of the joint ventures’ operations, we can expect a increase of

almost 100% in sales at Delhi and franchisees and a modest increase at Chennai

and Mumbai. The reason being the provision of customised logistics packages to

clients at a competitive price.

The expected sales from this region per month during the first year would thus be –

Mumbai Rs.12,50,000 + Franchisees, Rs.15,00,000; Chennai, Rs.10,00,000; Delhi,

Rs.25,00,000 – bringing the total sales to Rs.62,50,000 per month. In addition to

this, we expect the Net Inward Remittance from XPRESS LOGISTICS, SIN for India

to increase substantially from the current level of Rs.4,00,000 per month to

Rs.12,60,000 per month reason being the opening up of QRs and increase in the

FDIs.

Using the above forecast Income & Expenditure figures for the first year, we arrive

at:

INCOME (ANNUAL)

Sales (Rs.62,50,000 X 12) = Rs.7,50,00,000

Net Inward Remittance (Rs.12,60,000 X 12) = Rs.1,51,20,000

Total = Rs.9,01,20,000.

EXPENSES (ANNUAL)

For the entire region (Rs.60,23,500 X 12) = Rs.7,22,82,000

We can thus, safely expect the Joint Venture to expect a Gross Profit of

Rs.1,78,38,000 at the end of the first year of operations.

In the short term, it is essential to employ a strategy of having the Joint venture

Management only at Mumbai, Chennai and Delhi. Other stations must be managed

entirely by Franchisee (as is the policy currently). This strategy offers two major

advantages to the Joint Venture. Firstly, it drastically reduces the investment capital

and the running expenses. Secondly, it enables us to concentrate our efforts in

increasing and consolidating our market positions in the three major metro areas

(Mumbai, Chennai, Delhi). Once this is achieved, the place regarding Franchisee

locations e.g. Cochin, Mangalore, Tirupur etc., can be safely reviewed and where

necessary a decision to open our office can be taken.

In the second and subsequent years, we expect an annual increase in Sales by

25%, Net Inward Remittances by 20% and a 20 increase in expenses across the

region.

6. INTRODUCTION OF NEW SERVICES AND PRODUCTS – MARKET

POSITIONING AND IMAGE PROJECTION – IMPROVEMENTS IN SERVICE

LEVELS IN THE XPRESS LOGISTICS NETWORK:

In order to sustain the competition the joint venture company would have to

look at new avenues to generate revenue so that the company maintains its

probability and is able to provide the services to both its customers, clients

and the network at the required level. The new services which the company

could look into to generate additional sales would be like delivery service of

food items, collection of newspaper subscription, door to door cargo handling

(Domestic and International), freight forwarding and consolidation and at

the same time look into expansion of its core business which is providing

Domestic and International courier and logistics service. Though new services

may be added the capital required to invest in new products and service

would have to come from the profits generated from the core business which

is the courier business. For the courier business to expand in India, we must

realize that such expansion and improvement in such services can not only be

achieved by investments in improvements in our infrastructure and service

within India but also is directly dependent on the fact that the XPRESS

LOGISTICS, SIN network outside India to provide similar services and

facilities to SUKAM XPRESS India.

The freight forwarder arranges for the shipment of goods as an agent for an

exporter. The forwarder is an indispensable agent for an export firm that

cannot afford an in-house specialist to handle paper work and other export

trade mechanics. Even in large companies, with active export departments

capable of handling documentation, a forwarder is useful as the shipment co-

ordinator at the port of export or at the destination point. Besides arranging

for complete shipping documentation, the full service freight forwarder

provides information and advice on routing and scheduling, rates and related

charges, consular and licensing requirements, labouring requirements and

export restrictions. The agent also offers shipping insurance, ware-housing,

packing and containerisation and ocean cargo or air freight space.

Consolidators: are people who consolidate shippings into larger, more

economical quantities. Shipping and air-freight costs are an important factors

in a product price in export market and the transportation mode must be

selected in terms of the total impact on cost. One estimate is that logistics

account for between 19 and 23% of the total cost of the finished product

sold internationally. One of the most important innovation in ocean shipping

and air-freight in reducing and controlling high costs of transportation is the

use of containerization. Containerized shipments in place of traditional bulk

handling of full loads have resulted in intermodal transport between in-land

points, reduced costs, reduction in losses from pilferage and damage and

simplified handling of international shipments. This is one of the major way of

saving freight charges and the customer is the ultimate beneficiary.

The process of developing COSMAT began in 2000. To start with, the

information technology consultant Kaushik on this project, along with SUKAM

XPRESS in house technology professional created an empty shell

encompassing all the locations that SUKAM serviced. It was shown to each of

the teams. They in turn brainstormed and sent suggestion back. The

management looked at the suggestions, explored the options and created a

solution. Slowly the shell began to fill out and a system began to take shape.

The background was that SUKAM's regional offices were having independent

LAN and none of the other offices were computerised. The PC's were limited

in number and inter-LAN connectivity was not available. COSMAT, the

international track and trace system, was operating out of one office, Delhi-

head-office and data transfers were on STD and local dial-ups. The objectives

drawn were to inter-connect LAN and EDP and subsequently all remote

offices; to extend international COSMAT connectivity to all locations for faster

and reliable data transfer; to inter-connect all locations on e-mail and to

support SUKAM's vision to utilising to servicing its business needs.

The Consultants analysed and studied the requirements and integrated

solutions that would fit the needs, thereby, giving the customer a complete

solution. The implementation of the technology was analysed, post-

implementation and course corrections and tuning was done to ensure that

technology installed was giving the desired outputs. The users feedback was

sought and the solution was tuned to the needs of the user to ensure all user

requirements were met.

The result was that Sukam Xpress got the solution to its needs in terms of

wide area network technology coupled with the requirement of local area

network technology. The network was analysed on a periodical basis to

determine whether the needs of SUKAM EPRESS were being met by

installed technology and steps were initiated to revise the needs as when as

the opportunity arose. This led to a process of determining future needs and a

plan was worked out to resize and demand of applications and user. This plan

was supported by both the consultant and SUKAM's system personnel which

involved hi speed lines (ISDN) VSATs, voice date multiplexers, and

associated communication equipment to ensure SUKAM's future needs to

resources were met.

Before COSMAT could be put in place the company first developed

standardised routes for consignments covering its 242 locations all over the

country. Seven large cities, Mumbai, Delhi, Calcutta, Madras, Bangalore,

Hyderabad & Erode which had the largest number of flight connections were

chosen as Hubs, where packages were sorted and reloaded for their

destinations. Cosmat allows Custom formalities to be completed even as the

consignment is on its way. Its also makes the arrangement to the next

destination even before it reaches the intermediate destinations.

Apart from Cosmat another factor has been excellent in house

communication. Most of the employees in the Co are connected by electronic

mail allowing for communication along cities but more importantly across

layers ,keeping top management in touch with the employees in the field.

Such heavy investment in Technology actually paid off . According to the top

management it has enabled them to introduce new products As a step

towards this, SUKAM forged alliances with e-commerce company. For

instance, SUKAM tied up with Rediff on the Net, one of the first e-commerce

companies in India.

For instance, the company recently introduced Power Xpress, where

customers are put on line to SUKAM offices and have instance access to

flight and shipment schedules, price , etc. , allowing the customers to in turn

plan their consignments. City Bank's credit card division is one such client.

Billing is also computerised there by saving, both SUKAM as well as the

client's valuable time. The company has also introduced the SUKAM Collect

which allows the consignee to pay for the consignment. But apart from the

ability to introduce new products, the biggest pay off will come in when the

customer starts seeing couriers as more than just against to deliver his goods.

The two major points which the Overseas XPRESS LOGISTICS stations must

look into are:

a) Services on par with the service standard of existing competition

b) Pricing structures on par with the competitors.

Currently the market in India with the exception of Far-East based

multinationals consider the worldwide XPRESS LOGISTICS network to

represent a small to medium sized courier company specializing in services to

and from SIN, HKG & TYO. This image needs to be altered to one befitting a

market leader represented by a worldwide network.

To become a market leader represented by a worldwide network, there are a

number of points/service related issues which the new company, SUKUM XPRESS

would have to concentrate upon:

SUKAM XPRESS would have to push the Overseas stations of Express

Logistics to improve upon the service levels, invest in infrastructure, prepare global

corporate policies in regard to inter agent custom clearance, delivery and local

courier charges. We would like to highlight a few of these issues which if not taken

care of could jeopardise not only the future of the new company, SUKAM XPRESS,

but, also have a direct financial impact on the image of EXPRESS LOGISTICS.

(i) SUKAM XPRESS would have to ensure on a consistent basis a 24-48

hours delivery ex-Delhi and Bombay to London, Dubai, New York, Singapore,

Hong Kong, Tokyo. This will enable SUKAM XPRESS to capture a major

share of the courier market in India.

(ii) SUKAM XPRESS in coordination and with the support of the Overseas

stations of EXPRESS LOGISTICS will have to work upon the operations

systems of the network. These operating systems would mean better, faster,

cost-effective, trouble-free, custom clearances, correct and safe dellvery of

small and big consignments, proper storage/warehousing facilities and final

prompt, timely delivery to the doorstep of the customer.

(iii) SUKAM XPRESS will stress upon the need to have better and more

cost-effective transfer charges within the network. Infact, in the long-run it

would be advisable for the network to function and operate on a free-to-free

basis and thereby simplifying the accounting procedures.

(iv) SUKAM XPRESS in arrangement with EXPRESS LOGISTICS,

Singapore will work upon providing an insurance package to the customers

for their valuable shipments. To prevent, loss/pilferage/damage/theft to the

shipments, it is important that proper security systems are devised and

evolved.

7. CONCLUSION:

From the above Points – for – consideration we may safely conclude that:

(i) As is evident, SUKAM XPRESS India initially will have to rely heavily, if

not entirely on domestic sales as far as the courier market is

concerned, for revenues to pay for the operating costs and incomes.

As a new entrant in the freight forwarding/warehousing/consolidating

market, it will take time to gain the confidence of the customers.

However, once the logistics specialisation of SUKAM XPRESS has

been established and recognised by the industry and the customer,

there will be no dearth of business coming in.

(ii) For freight forwarding and logistics business, it is important the SUKAM

XPRESS taps the untapped market potential of cities like Panipat,

Moradabad, Pune, Aurangabad, Jaipur, Surat, Tirupur, Coimbatore,

Cochin, Agra, Firozabad.

(iii) We would have to introduce value added service, in the form of a USP

which no one else is currently offering i.e., in terms of a ' ONE-STOP

SHOP FACILITY'.

(iv) Service levels will have to be upgraded to match, if not exceed the

completion vis-à-vis delivery time, feed back (status information). This

will require the investments in the form of Regional hubs, a national

computer network, dedicated hub vehicles and other infrastructure.

(v) Until substantial progress is made in terms of the EXPRESS

LOGISTICS worldwide policies governing matters, as diverse as

operational responsibilities, a rationalisation of transfer and local

courier charges, and a minimum mandatory level of exports from all

agents, we do not feel it feasible to expand our international business.

Business Plan - Sukam India

Documents

movement of goods

business intentions

business opportunities

business plans

area of business

production of goods

new business manu

world of business development