Internship Tcs TAHIR

INTERNSHIP REPORT ON

TCS PVT.LTD.

TAHIR ARIF

Submitted in partial fulfillment of the requirements

For the degree of Bachelor of Business

Administration

At

NATIONAL UNIVERSITY OF MODERN LANGUAGES

Islamabad, Pakistan

September, 2013

NATIONAL UNIVERSITY OF MODERN LANGUAGES

Faculty of Management Sciences

It is hereby certified that the report has been thoroughly and carefully read and recommended to

the Faculty of Management Sciences for acceptance of Final Internship Report by Tahir Arif

Roll No. IC-2219, Session (August 2009 to June 2013) Evening, in partial fulfillment of the

requirements for the degree of Bachelors of Business Administration of National University of

Modern Languages Islamabad.

Dated:

Supervisor Name …………………..........

Supervisor Signature ……………………

Panel Member Name …………………...

Panel Member Signature ………………..

2

Head of Department ……………………..

3

ACKNOWLEDGEMENT

I am much thankful to “ALMIGHTY ALLAH” the most beneficent, the most merciful who has

given me strength to complete this task. I am also thankful to National University of Modern

Languages Islamabad that provided me this opportunity to have an experience in a reputed

organization and groom myself for the future professional responsibilities. I am thankful to MR.

Jahangir, under whose supervision I worked on this report. He has been a constant source of

guidance throughout the course of this report. This assignment could not have been much better

without her fortitude and understanding.

I am also thankful to my friends and family whose silent support led me to complete my project.

During internship I got better idea that how things are practically done and how everything is

important from each and every aspect.

I am also obliged to Mr. Nabeel Usman Regional HR Manager North, Mr. Rashid Iqbal Assistant

HR Manager and Mr. Mubashir HR officer without their support supervision and it would not

have been feasible for me to achieve this assignment.

I am deeply thankful to my teachers, each and everyone who taught me and made me learn

furthermore, I am indebted to my university lecturers & staff of the TCS private Limited

Pakistan from whom I have gained much experience regarding practical work of corporate world

is concerned. The last but not the last I convey my credit and thankful regards to my parents

especially my elder brother because without their support I could not be able to achieve this task

successfully.

ContentsEXECUTIVE SUMMARY........................................................................................................7INTRODUCTION TO TCS..........................................................................................................................................................................................8

CHAPTER 1..................................................................................................................................................................................................................8

1.1 Introduction to TCS Private Limited ………………………………………………………………………….8

1.2 OUR PURPOSE.................................................................................................................................................10

1.3 VISION STATEMENT......................................................................................................................................10

1.4 MISSION STATEMENT...................................................................................................................................10

1.5 Core Values........................................................................................................................................................11

Business Portfolio of TCS.......................................................................................12

1.6 MMS (Mail Management Solutions)..................................................................................................................12

1.7 TCS SENTIMENTS EXPRESS.........................................................................................................................13

1.8 TCS AVIATION................................................................................................................................................13

1.9TCS LOGISTICS PRIVATE LIMITED.............................................................................................................13

1.10 VISATRONIX..................................................................................................................................................13

1.11 TCS INTIANA.................................................................................................................................................14

1.12 TCS OCTARA.................................................................................................................................................14

1.13 TCS EXPRESS AND LOGISTICS..................................................................................................................14

CHAPTER 2............................................................................................................15

2.1 CHAIN OF COMMAND AT NATIOMAL LEVEL.........................................................................................15

2.2 TCS Operation at Regional Level......................................................................................................................16

2.3 Regional level hierarchy in North Region..........................................................................................................16

2.4 HR DEPARTMENT...........................................................................................................................................18

2.5 Reporting of HR.................................................................................................................................................19

2.6 Human Resource Department Values................................................................................................................21

2.7 HR Facilitation...................................................................................................................................................22

2.8 ORGANATIONAL DEVELOPMENT..............................................................................................................22

2.9 LEARNING & DEVELOPMENT.....................................................................................................................22

2.10 Performance Management................................................................................................................................23

2.11 Opportunity Corner..........................................................................................................................................24

5

2.12 Admin and Security..........................................................................................................................................26

2.13 Inbound Operations..........................................................................................................................................26

2.13.1 Security scanning:.........................................................................................................................................27

2.13.2 De-manifestation:..........................................................................................................................................27

2.13.3 Routing:.........................................................................................................................................................27

2.13.4 Primary process:............................................................................................................................................27

2.13.5 Secondary process:........................................................................................................................................27

2.13.6 DELIVERY SHEETS PHASE I:..................................................................................................................28

2.13.7 QA DEPARTMENT:....................................................................................................................................28

2.13.8 DELIVERIES:...............................................................................................................................................28

2.13.9 DELIVERY SHEETS PHASE II:.................................................................................................................28

CHAPTER 3............................................................................................................29

3.0 SWOT ANALYSIS............................................................................................................................................29

3.1...............................................................................................................................................STRENTHS..................................................................................................................................................................................29

3.2 WEAKNESSES..................................................................................................................................................30

3.3 OPPUTUNITIES................................................................................................................................................31

3.4 THREATS..........................................................................................................................................................31

3.5 Cultural Analysis................................................................................................................................................32

3.6 Sales Department................................................................................................................................................33

3.7 Operations Department.......................................................................................................................................34

CHAPTER 4............................................................................................................35

4.1 FIRST WEEK.....................................................................................................................................................35

4.2 SECOND WEEK................................................................................................................................................36

4.3 THIRD WEEK...................................................................................................................................................36

4.4 FORTH WEEK..................................................................................................................................................36

4.5 FIFTH WEEK....................................................................................................................................................37

4.6 SIXTH WEEK....................................................................................................................................................38

4.7 SEVENH WEEK................................................................................................................................................38

4.8 EIGTH WEEK....................................................................................................................................................38

CHAPTER 05..........................................................................................................39

REFRENCES...........................................................................................................................................................40

http://www.tcscouriers.com/pk/home.aspx.............................................................40

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7

EXECUTIVE SUMMARY

During the period of my internship from July 2013 to September 2013 I worked as an HR intern.

Our team consisted of HR specialist North, HR officer and two HR interns (including me). Our

team was responsible for all the HR activities of north region and all business areas and stations

under it. The objective of this Internship report contains TCS History and Background,

Structure, Cultural Analysis, SWOT analysis and with practical experience working in TCS

Private Pakistan. There are many possible improvements, which we can make positive changes

in the system.

We were looking to the interests of roughly 1500 people and the work was carried out in a full

teamwork environment with no beurocratic barriers at all within the department. Financial

statements of the company are not available because it is a private limited company. TCS is

serving in service industry and that too in operations extensive category. The structure of the

organization is such that the hierarchies are not well known at the regional level as well because

the distribution has three levels, division, department and actual location. The prior two are

mentioned on payroll slips but the last one is not the most accurate indicator of actual location of

an employe

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CHAPTER 1

INTRODUCTION

1.1 Introduction to TCS Private Limited

TCS came into being in 1983 as a domestic courier company. The TCS journey since its

inception has been exhilarating and as recorded in the Harvard Business Case Study,

the Company that Engineer Khalid Awan established with his brother has found itself in

trailblazing roles, and developed an entire Industry that has withstood the trials and

tribulations of cohabiting with the Government sector, and strove every inch of the way

to find win-win solutions in the service of Pakistani prosperity

Almost three decades into its existence, the TCS brand has evolved, into a symbol of trust &

reliability. TCS provides domestic & international express services to consumers, corporate,

SMEs and households alike, with pickups & deliveries crossing over 6 million a month. This

is being done through a wide network of 155 offices making it the biggest network in the

country.

TCS operates with over 7,000 Professionals, 24/7 call center, 530 plus conveniently located

Express Centers, dedicated chartered aircraft, 2000 on-line & offline locations, 250 plus

satellite tracked delivery vehicles and a proficient team of couriers dedicated to providing

you the best of service and reliability in the industry. With a view to enlarging its presence in

the global village, TCS operates in international territories through its business partners in

Dubai and London, providing access to its customers to over 3,500 destinations worldwide.

have led to a case study, undertaken by Harvard Business School in 2003 for 'International

Entrepreneurship' course of MBA.

It has been mentioned in the textbooks used by Harvard Business School as a model of

highly effective company from the developing world. A case study on TCS has also been

included in Philip Kotler’s latest South Asian edition of “Principles of Marketing” which is

being taught at the best & biggest Business Schools across South Asia. Retail outlets are the

visage of any company.

The number of computerized TCS Express Centers that are open 24/7 has been on the rise

ensuring an enabling environment, much to our valued customer’s delight.

TCS service standards are maintained through support teams comprising of Retail Team

Leaders and Mobile Maintenance Units that stay on the move 12 hours of the day, every

single day. TCS not only serve their customers by selling in-house services, they also have

widened our service horizon by contributing in admission process of reputed Universities,

Which shows that their metro-geographical presence and highly efficient trained staff is

contributing as a responsible national entity to serve Pakistani institutes and citizens.

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1.2 OUR PURPOSE

To continually strive to achieve excellence - both on and off the job.

1.3 VISION STATEMENT

"TCS will be recognized and respected as professional, innovative, profitable information, and

knowledge based logistics/services enterprise. TCS embeds internet based technologies into its

internal operating structures and as business solutions for customers; with customer, employee

and shareholder interests at the core of its operations; demonstrating a clear concern for ethical

conduct and good corporate citizenship; with the objective of growing into a regional and global

player, with emphasis on the Middle East, Europe and North America".

1.4 MISSION STATEMENT

"To direct all our organizational efforts at building upon the existing organizational strengths and

brand recognition to achieve enhanced levels of profitable growth in the core business, and

diversify into new areas that complement and supplement the core business, with the

diversification aimed at achieving excellence and industry leader status in the new areas. The

TCS People will however be encouraged to be open to unconventional ideas and services and

recognize new trends at very early stages".

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1.5 Core Values

Quality

TCS people should direct every effort to deliver maximum value and satisfaction to our

customers.

Profitability through Efficiency

Efficiency will be the hallmark of TCS people to optimize profitability and growth.

Ethics

Nothing unethical shall be practiced by TCS people in relation to our customers and the

world at large.

Justice

Justice to be the guiding principle of TCS people.

Creative Growth

In its quest for expansion TCS shall encourage innovative thinking amongst its people

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1.6 History of TCS

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1988 1989 1995 1997 1999 2000

Launch of

US VISA DROP Box facility

Domestic Launch of World fast

Start of international operations in Canada

International operation DXB

2001

Launch of

KEY MILESTONES

2002 2005 20062004

Formed road transport company (Renamed TCS Logistics in 2006)

Network Restructuring

International Expansion in UK

US VISA DROP Box facility now Visatronix

Launch of HR&MDS later separated as OCTARA

Formation of BPR & Automation division

Launch of Regional Operations Structure

Formation of TCS Logistics

Setting up TCS Call Center

Inclusion of Boeing-737 in TCS Aviation

Launch of Mail Management Solutions (MMS)

2003

Recognized in Harvard Business School’s Case Study

1.7 BUSSINESS PORTFOLIO

14

20112010

Consumer Choice Award

LUMS Case Study

2008

Brand of the Year Award / Brand Icon of Pakistan / Completed 25 Years.

2009

Inclusion of 50 fitters(Trucks) in fleet

Franchisee Module

Agent Module

Port Qasim W & D

2007

Installation of MMS Print Shop

Won the Logistics & Printing project of ECP

Awarded Super Brand title, Brand of the year and 1st telecom Excellence award

Implemented ISO 9001:2000 in TCS Logistics

1.8 MMS (Mail Management Solutions)Now businesses can realize all financial benefits of effective mail management through

customized production and efficient delivery of vital business documents like statements, bills,

letters, invoices, leaflets and much more. MMS makes a bundle of mail management and

delivery services available to you, both as an end-to-end solution and individually. At TCS

innovation is a norm and with a view to creating & delivering business value to customers. Value

is the most significant outcome expected of each and every business process. Mail Management

is one process yet to be recognized as a source of value in our local business environment. TCS

promises to deliver this value through its innovative service .

MMS - Mail Management Solution stands upon the single largest investment in infrastructure

made by TCS for continuous delivery of value. MMS is equipped with state-of-the art printing

and sorting technology that has been sourced from the best suppliers across Europe and Asia

Pacific. This makes TCS the only end to end solution provider in the category with the largest

delivery network in Pakistan. Now businesses can realize all financial benefits of effective mail

management through customized production and efficient delivery of vital business documents

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GROUP STRUCTURE 2012

24/7 CUSTOMER

SERVICE

like statements, bills, invoices, leaflets and much more. Be it mail (room) urgent printing,

deliveries or all integrated together in an end to end solution, TCS promises sheer value to all it

customers big or small. The speedy equipment is capable of handling projects of any magnitude.

MMS will be serving a wide range of businesses like telecom sector, financial institutions and

utility companies where correspondence is time sensitive and crucial.

MMS Services Includes

Digital Printing

Automating stuffing and insertion

Nationwide Delivery

Mail Room Management

Bulk Mail Projects

1.9 TCS Sentiment Express

TCS Sentiments Express is a personalized, high valued gift delivery service offering a wide

array of gifts from gourmet cakes, floral bouquets, ethnic sweets, to various other elegantly

wrapped gifts, delivered with a personalized greeting card in Pakistan. Since 1989, TCS

Sentiments Express has been part of TCS, the leading air express courier in Pakistan. In the time,

it has become Pakistan’s premier gift delivery and greetings service.

1.10 TCS Aviation

TCS Aviation, a division of TCS Private Limited, specializes in delivering customized air freight

solutions for Freight Forwarders, Pharmaceutical Industry, Charities & Relief Organizations,

Government Departments, Airlines, General Sales Agents, Oil & Automotive Industries and

Brokers. TCS Aviation operates with a dedicated fleet of aircraft & worldwide offices in

Pakistan, Dubai and London. You can be assured that we would fulfill your air freight & charter

requirements to your satisfaction.

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1.11TCS Logistics

TCS Logistics Private Limited was incorporated on June 2002. Started as a transport provider

however it soon grew into a total logistics solution company offering trucking, distribution &

warehousing facility in response to strong customer demand.

1.12 Visatronix

Visatronix, a division of Intiana Private Limited, extends booking facilities for visa applicants in

the non-immigrant (work, visit, study) categories for applicants all over Pakistan for Canada,

India, Spain, Italy, Malta and South Africa. Applications are booked on a "Return Service Basis"

at selected TCS Express Centers in all major cities.

1.13 TCS Intiana

Intiana,a Tranzum enterprise, offers services for Umrah and Travel. Intiana is dedicated to

facilitating our customers in meeting all their travel related needs with personalized services and

well-trained staff for customer support.

1.14 TCS Octara

Octara private limited is independent enterprise and a business information management of the

TCS Group specializing in corporate training, workshops, seminar conferences, and publications

Being a premium training solutions provider in the country, Octara offers a diverse range of

training courses ranging from strategic and technical modules to the simple yet effective

managerial and motivational courses. Painting the training canvas of the corporate sector, our

quality training sessions are uniquely valued as a best fit for all management levels. Apart from

17

our public courses, Octara offers a full range of customized in-house modules and consultancy

services ranging from training needs evaluation through to post-course follow up

1.15 TCS Express & Logistics

TCS is the leading courier industry of Pakistan. With its 28 years of experience in the express

courier industry, it is widely trusted for reliability, speed and convenience. TCS provides time

sensitive packages and business documents delivery services across Pakistan, UK and United

Arab Emirates. A wide range of document, parcel and cargo services both domestic and

international are offered

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CHAPTER 2

DEPARTMENTAL FUNCTIONS & OPERATIONS

TCS is one of the top organizations of Pakistan providing services to its customers in most

part of homeland and world with best business model in industry; TCS is the number one

organization of Pakistan in courier service industry. All the departments are independent in

their functioning but very much interconnected for achieving common goals. Decisions

making is centralized at regional levels working under directions received from Head office

Karachi.

2.1 CHAIN OF COMMAND AT NATIOMAL LEVEL

19

North

Rawalpindi

Islamabad

Gujranwala

Peshawar

CHAPTER 2

2.2 TCS Operation at Regional Level

2.3 Regional level hierarchy in North Region

ABH

Sales Manager Operation Manager Station Manager(SM) Branch Manager

Region

Regional Director Regional Director Operation (Ali Ashgar Kiyani)

Look after of all regions’ admin operation

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CHAPTER 2

Sales

Corporate Sale Key Account Sales

Lead by Regional Director Sales

Head (Yousaf Rasheed)

KAM Team

2.4 HR DepartmentAs other departments for me were a perceptional study but in HR’s case I can assert about the

environment of the department. HR north where I worked was responsible for over 1500

employees of complete North region. The department had only two officially hired people, an

HR-specialist and an HR officer, the third one was an HR-intern and I was fourth on the list.

As far as the work was concerned it was excessive for this amount of people but HR people

knew how to manage and meet the deadlines. Attendances, hiring, interviews, documentation

and records of employees, bank account openings, conducting trainings, and managing claims

and leaves records were primary responsibilities for HR from a outsider point of view but indeed

their was far more than that.

HR is nearly always engaged in refining the HR processes of the organization with the

coordination and approval of head office HR. the challenge of considering employees as internal

customers and listing to them when the deadline is at front is the moment when HR has to go to

an extra mile. The team knows very well that they are here to facilitate and maintain a level of

quality in every document they dispatch and argument they present.

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CHAPTER 2

HR in north is nearly fully non autocratic and it adds to the beauty of working in HR. The boss

can actually see the officer and interns in front of him and never push them to wall in fact saying

that the manager actually talks to his team in very personnel and mentoring manner as well. This

not only lets the boss achieve his targets but also lets the ender command to improve them

professionally and personally.

The culture is very friendly yet very respectful. The team is always submerged with work as it

can also be quoted as an under employed department. Managing all things at the same time gets

very difficult because of non flexible deadlines from head office which is also necessary because

any delays will directly affect the internal employees.

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Head Office HRM & ODHR

Manger South

HR Manger North

HR Manger Central

CHAPTER 2

2.5 Reporting of HR

Functional Report Admin Reporting

Head of HR Regional Director Operation

HOHRM & OD

1 2 3 4

OD Recruitment Learning & Development HR Operations Development

OD Manager Asst. Manager HR L&D Manager Manager Ops.

HR Officer HR Trainee Training Executive AM HR

HR Trainee

5 6

Mgt Facilitation Centre Road Transport

Manager (Insurance) Senior Manager HR (Legal Matter)

Intern

HOHRM & OD (Nusratullah Khan)

1 2 3 4

OD Recruitment Learning & Development HR operations

OD Manager Asst Manager HRL&D Manager Manager (HR Operation) HR Officer

Ms. Moona Shafi M. Zubairudin &Tahir Tabbasum M. Farhan HR Trainee Training Executive Ali Tahir M. Saleem Kashif Ahmed M. Bilal

HOHRM Continued

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CHAPTER 2

5 6

Mgt Facilitation Centre Road Transport

Manager (Insurance) Senior Manager HR (Legal Matter)

Kashif Anwar Muhammad Usman

2.6 Human Resource Department Values

2.7 HR Facilitation • Assistance in Medical treatment and Hospitalization

24

To bring together & develop people to make an effective organizationWith the development and application of fair and humane HR policiesTo make effective use of people, develop satisfactory relationships amongst them and motivate them with satisfactory jobs and financial rewardsRecruitment process to attract, recruit and retain best performing employeeTrain and Develop potential employees for effective succession planning IdentityAn open culture & competitive environment to ensure employees satisfaction and high morals

Aim

Concerned

Improve

Promote

Purpose

Identity

CHAPTER 2

• Accident and Life Insurance

• Claims settling with Insurance Companies

• EOBI pensions

• Medical treatment from SSI

• Recruitment & Selection

• Compensation & Benefit administration

• Employee Relations

• Performance Management

2.8 ORGANATIONAL DEVELOPMENTOD focuses on initiatives that tend to improve organizational health and effectiveness. At large its an integrative approach of behavioral, technological, and structural strategy.

OD Initiatives

Rising Star Program HR Communications Chief Courier Program Living the Core Values Project HCMS implementation

2.9 LEARNING & DEVELOPMENT • At TCS, Learning & Development has two purposes:

– Catering learning needs of internal employees

– Development of employees according to organization needs

• Learning & Development events:

• Back to the Future• Executive Learning Sessions• Dress for Success• HR Learning Forums• Train the Trainer

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CHAPTER 2

2.10 Performance Management Outline of the Review Process

2.11 Opportunity Corner To increase employee’s productivity and motivation level, Opportunity Corner is created

to assist Internal Recruitment. TCS always supported the staff promotion and their career

growth; TCS always encouraged and opened the opportunities. It has been seen that even

the couriers are now working as head of regions. Opportunity corner is one the tool for

employees to move ahead.

Purpose:

26

Performance Standards

Performance Measurement

Reporting of Progress

Quality Improvement

Process

Company GoalsJob PlansExpectations(of management and shareholders)

Job PlansReviewsPerformance Scorecards

Job PlansReviewsPerformance Scorecards

Quality DecisionsManage ChangesBest Practices

CHAPTER 2

• Encourage healthy competition between internal and external candidates.

• To create an equitable system

• Approximately 100 positions have been filled internally

Key performance Indicators (KPIs) are developed to provide a comprehensive

performance feedback of the following critical functions:

27

CHAPTER 2

2.12 Admin and SecurityAdmin and security at regional level is looked after by retired Army officers. Admin department

also looks upon the canteen and I can tell you the lunch sent to admin and other departments is

different in quality. Admin is also a humble department because they cannot sell their arrogance

as operations or sales people and no one never appreciates them other than guests.

Admin is always loyal at attempting to accomplish whatever they are assigned and are decently

numbered and are not the last one to leave the office like operations people. Which also the

reason why they cannot expect a very high rise in their career path. To them opportunities are

limited like their contribution to core business.

2.13 Inbound OperationsAll the shipments from all cities of Pakistan are gathered in Lahore and then vans from the

respected cities carry their shipments and take them to their respected operation hub where

inbound operation is carried out in the following steps:

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Security scanning

DE-Manifestation

RoutingDelivery sheet Phase I

QA department Deliveries

Delivery sheet phase IIDe Briefing

Ipending

CHAPTER 2

2.13.1 Security scanning:When the shipments are received at the ISB operations department G-8 first security check is

done the van driver who brought the shipments has a list of shipments with their transit numbers

of bags he brought known as transit manifest the security person than verifies that all the bags

are received that are mentioned in the transit manifest

2.13.2 De-manifestation:After the security check the next step that is performed is de-manifestation this is one of the core

step of the inbound operations at the Tcs. De manifestation is the process in which 8-10 couriers

do the scanning of the tag no’s to make sure that they have received all the shipments that has

been manifested and sent from sender city this is checked with the help of the software OMS

which tells the packages that has been manifested in the sender city operations department are all

received and de manifested or is there any shipment missing or not received.

2.13.3 Routing:After all the shipments are de manifested than they are put on the table for routing, there are two

steps for routing primary process and secondary process.

2.13.4 Primary process:For primary routing process 8-6 baskets are put around the table with sectors mentioned on them

all the 90 couriers perform this process by checking the destination places and them putting them

in the basket in which sector the shipment fall for eg if the address on the shipment is of g-10/3

the couriers will put the shipment in basket which is representing G-10 sector and if there is any

shipment for banks for that there is a separate basket.

29

CHAPTER 2

2.13.5 Secondary process: After putting all the shipments in their respected basket than group of couriers take their sectors

basket to the shelf and further divide the shipments according to their respected routes for egthe

group of couriers who deliver in G-10 will took the G-10 basket to the shelf and further divide

them in sub sectors like G-10/1, G-10/2 G-10/3.

2.13.6 DELIVERY SHEETS PHASE I:Once a courier has gathered shipments of his route, than he is going to scan the shipments to

enter the consignment numbers in the OMS by logging in with their courier codes. When the

delivery sheet is made with all the consignment numbers he has to deliver on his code than he

gives a print of that sheet.

2.13.7 QA DEPARTMENT:After the delivery sheets are printed than the courier first get it signed by the operations officer ,

security officer and at last goes to QA department to get their shipments and delivery sheets

verified and cross checked. After making sure all the shipments in the bag are entered in the

delivery sheets and vice versa QA officer than signs on the delivery sheet and send the couriers

on their respective routes. Further QA department duty is to verify that all couriers are going on

their route and delivering the shipments according to the company policies this is normally done

by going after the couriers randomly and sometimes asking the consignees if they have received

their shipment or not.

2.13.8 DELIVERIES:After getting the clearance from QA department the couriers than leave for their respected routes

and start delivering the shipments, when they reach on the consignee address they note down the

time on the delivery sheet at which they are handing over the shipment to the consignee and get

it signed by the receiver with their name.

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CHAPTER 2

2.13.9 DELIVERY SHEETS PHASE II: After delivering the shipments to the consignee when couriers came back to the office they run

the delivery sheet phase ii in which they input the details that they have delivered the shipment to

the consignee at what time and who received it.

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CHAPTER 3

SWOT ANALYSIS OF TCS

3.0 SWOT ANALYSISTCS has the following SWOT analysis:

3.1 STRENTHS

a. The biggest strength of TCS is that it is serving in service sector and all around the world

service sector is at growth, TCS can claim its share in growth

b. Brand equity. TCS has among the strongest of brand recognition in Pakistan; it is used

interchangeably with courier. As pampers is used for diapers.

c. They have the largest infrastructure of a courier service and also support other businesses

from the same the platform.

d. They have organized their operations very effectively to achieve synergy and has infect

done quite very well in it.

e. Their B2B businesses and B2C businesses are intersecting resulting in a matrix hierarchy

which proves it to be a complex and mature organization.

f. Distribution channel, they have the widest distribution channel of Pakistan, thus creating

a monopoly in delivery services.

g. Successful diversifications so far, proving it to be a changing and adopting organization.

h. It’s Human Resource which consists of champions who have grown from within and also

imported from outside, thus making it a flexible organization with an HR perspective.

i. Capability to be a fixed and project organization and mobilizing HR as such, though it is

among the most challenging areas for managers to conquer.

j. Operating in a low wage industry, thus labor costs are low.

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CHAPTER 3

k. TCSCONNECT.COM is operating very well and has already leading the online scenario

in Pakistani market.

3.2 WEAKNESSES

a. Overall Unsatisfied employees, primarily due to low pay and wages.

b. Very high dependency on fossil fuels, thus usually increasing and constantly

fluctuating operating costs.

c. Less awareness of product line to the common customer.

d. Lack of assets to grow internationally in an aggressive manner and yet not indicating

any inclination to go public.

e. Operating in a time bound industry where Pakistan’s uncertain positions always

possesses a threat to its ownership as mentioned in HDR case study.

f. They do not have any ambitions to grow in Africa, which is anticipated to be the

biggest GDP growing continent in next 10 years.

g. TCS is a bit costly as compare to other competitors in the market.

h. TCS is not very much dependent of new technologies they use manual operations

unlike DHL and UPS

i. Difficult to handle operations due to huge growth in recent years

j. Employees Retention for long time is always a problem

k. unhappy and unsatisfied employees due to financial rewards and work life balance

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CHAPTER 3

3.3 OPPURTUNITIES

a. Diversification into B2B businesses like MMS and Warehouses has paid well, similar

unconventional business.

b. They are the first entrants in online business and reaping the benefit of first entry, the

fact remains that online business is growing with a very high pace in India and Pakistan

has yet to see the online shopping boom, but what so ever there is, it is led by

TCSCONNECT.COM is the single most potential business to grow in future.

c. As they have captured the online retail sector in Pakistan they have a bright future in

online business ahead too.

d. proper segmentation would lead to more growth and market shares.

3.4 THREATSA.HR is not satisfied.

b. Companies like Daewoo and Speedex which are primarily travel companies are taking

away their cargo business.

c. New entrants are gaining the market share with constantly.

d. Very less Use of technology.

e. Dependence on paper

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CHAPTER 3

ORGANISATIONAL CULTURE ANALYSIS

3.5 Cultural AnalysisMany models of organizational culture can be found but the one I want to use to actually show

and explain the working environment of TCS is very generic and practical because it uses labels

of functions as boxes having different cultural traits in it. Focus here is on functions rather than

on traits they are following.

The overall culture of TCS is a hardcore function where men are differentiated from boys, and

the later becomes the former. In an organization where people are not only promoted as a result

of natural growth within the organization but people from outside are constantly hired a diverse

culture can be seen.

The people who joined TCS two decades ago or even earlier can be seen on top posts now. This

type of natural growth is very difficult to find in other Pakistani firms where the owner grows,

the business grows but the employees does not grow and know will never grow.

People from outside also bring along a new and needed experience and with fresh energies. They

join TCS adjust in its culture very soon not only because they work six days a week in the same

workplace but also because TCS just in numbers of employees is also growing and adopting

likewise.

The above were at white collar level. The level which I could notice easily was the basic level of

grade 3 and grade 4 and grade 5 to some level. At this level the things are much harder and

harsher. At first when I joined TCS and started observing the operations I thought of it as too

pushy but later on I discovered that for meeting the given deadlines the herd way was the only

way.

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Quoting just one example in morning when couriers are getting reading for deliveries and in

process of the complete operations cycle and finally arranging their shipments for the route is all

together a very noisy, hasty and struggling phase but I was astonished to actually feel that that

morning adrenaline is the thing which keeps them active till they are done with their deliveries

and then back to operations hall with their delivery sheets.

Now I’ll explain the functional culture of TCS as I observed.

3.6 Sales DepartmentSales department is considered the most white collar department of the organization and this is

proven by the fact that their smallest grade is 4 that is of a territory officer (recovery officer).

The wide perception is that they enjoy the most benefits because they have incentives and

incentives not only on bringing new business but also on revising rates.

All the above is true but one other perception is that the reason why the company has to cut

payroll costs by keeping the pay structure very strict is because sales people are not high margin

sales and primarily operations has to suffer and ultimately the complete company. Sales as a

department are very competent and are looked after by very professional and competent people.

Sales people are the well-dressed people; some are pushy while others follow the philosophy of

Philip Kottler according to who selling is the art of letting the customer know about alternates.

Sales has a also a regional director which also highlights its importance for the overall

achievement of organizational goals.

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CHAPTER 3

3.7 Operations Department

Operations are the hands and feet of TCS. In fact its business can easily be quoted as an

operation extensive. The growth in daily operations nearly always exceeds the available HR and

it becomes a routine to perform hiring every month for operations department.

The strength of operations department is its capable men who are very capable physically as well

as mentally to meet the pressure of the deadlines. A lot many couriers in operations are try to

dodge their delivery records for which an independent team of quality assurance is always is

search of such culprits.

Operations in peak hours are a noisy, pushy, loud and way too energetic place. The biggest

weakness of operations which also causes a great percentage in turn over’s is also its biggest

strength. Operations have an environment like a dirty gym where everyone is pushed and

verbally pounded to try harder and harder.

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EXPERIENCES

4.1 FIRST WEEKI was introduced to the department and worked on organizing initial employee documents. Initial

employee document is composed of following documents.

a. Documents final check list.

b. Interview evaluation form.

c. Personal data sheet.

d. ICRF(incentive courier requisition form) or ERF(employee requisition form).

e. Termination letter of old employee if replacement.

f. Joining letter.

g. 2 Reference certificates.

h. Police verification form.

i. Security clearance form.

j. Experience certificates.

k. Academic documents.

l. 2 passport size pictures.

m. License, CNIC, bike’s registration copy (for couriers).

n. CNIC.

In my 1st week of internship my task was to work on bulk distribution (BD) couriers conversion

to permanent employees in this regards we had to go through all most 300 plus new employees’

documents of North Region. I had to check each and every document with responsibility to

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CHAPTER 4

ensure new employment documents are properly filled and required papers are send along with

the new employment documents. If we found anything missing we coordinated with AM HR

operations to make corrections and inquire from Area offices to about mistakes after clearing we

enter these documents in HRIS (Human Resources Information System) for salary process.

Working on BD conversion took more than 3 weeks.

4.2 SECOND WEEKDuring fourth week I again worked on projects attendance which was same as that of daily

wages. Apart from that I also made name tags for employees and also went for interviews for

hiring new employees. The basic things which the format educated me were.

a. Personal information of the candidate.

b. Experience.

c. Cross checking if the documents provided are original.

d. Accessing qualities like leadership, communication, concept and attitude.

4.3 THIRD WEEK

During third week I was again called in HR department and I worked on daily wages attendance.

The procedure is simple but lengthy. The process is drawn below and elaborated as follows.

a. All daily wages attendance along with overtime is sent to regional HR till the 27 th of

every month along with overtimes.

b. Regional HR checks the attendances by following formula

Daily wages= head counts (x) wage rate

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CHAPTER 4

(Add) all the above amounts in respective heads

c. This attendance is than sent to AM HR operations.

d. Payroll department processes the pays and around 7th to 8thnext month the pays of daily

wages employees are sent to accounts department.

e. Admin department in region, areas and branch and station manager in braches and

stations than distribute the pay among employees and documents distribution.

4.4 FORTH WEEK

During second week I visited operations department and got aware of the delivery procedures

and how shipments are organized and managed in in-house( operations hall. The process consists

of about various steps and procedures for different categories of shipments but can be

generalized in the following simple steps.

a. Receiving shipment on express center.

b. Initial security checking.

c. Tagging a bar code to shipment and entering in system.

d. Shipment is sent to operations.

e. Operations records shipments received from express centers.

f. Received shipments are sorted region wise than area wise and then station wise.

g. These shipments are packed in white bags which is area wise sorting and in white bags

are red bags which represents an individual shipment.

h. The white bags are dispatched to respective locations.

i. Other area receives the white bags and sends to respective station or keeps it in area.

j. These are again recorded when received.

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CHAPTER 4

k. Than these shipments are sorted according to routes.

l. Once again when a courier or is going on route to deliver the shipments he scans the bar

code to record that he picked the shipment for delivery.

m. Once the courier delivers the shipments he comes back and reenters the shipments which

he successfully delivered and the ones which are not.

n. QC or quality control checks the status of the delivered and undelivered shipments by

calling and cross checking delivery sheets filled by couriers.

4.5 FIFTH WEEK

During fifth week I worked on

a. Dispatching medical claims requests.

b. Dispatching and distributing name tags.

c. Dispatching name tags to braches and stations.

d. Making new bank account opening letters for employees.

e. Updating leave status on HRIS.

f. Called selected candidates for internship test for conformation if they have received an

SMS or email us.

4.6 SIXTH WEEK

During sixth week I did filing. In filing we arrange the photocopies of all dispatched documents

in their respective file heads and note its FOC no. (Free of cost no/ shipment no.) Through

which they are dispatched. Filing also includes the phase of keeping all the received documents

in their respective heads like leave applications after being updated in MIS.

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4.7 SEVENH WEEK

During seventh week the above procedures were repeated in different frequencies and same work

was assigned to me. Seventh week was more of a routine week as daily HR operations were

carried out but nothing special was on agenda.

4.8 EIGTH WEEK

During eighth week I worked on attendance of temporary and temporary staff. The pay is request

is sent to payroll department rather than HR operations department. Payroll department is a unit

of finance department. The process included following steps.

a. Head office sends control sheet on which names and employee codes of employees are

sent.

b. HR sends this control sheets to respective departments for filling.

c. Respective department sends back automated attendance records along with manual

attendance back to HR.

d. HR cross-checks the control sheets from head office and those sent by departments.

e. Sundays, overtimes, leaves and absenteeism is cross-checked by HR in order to ensure

that the data in head office and region are same.

f. All work on control sheets is sent to Sr. Manager Payroll latest till 27th of every month fo

further processing.

g. Salary checks are sent to regional office till 3rd of every month

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CHAPTER 5

CONCLUION AND RECOMENDATIONS

5.2 CONCLUSION

From my internship in TCS, I know clearly about the atmosphere in the organization. It

helped me a lot for getting job after doing my Graduation. While doing my internship I

well-read lot of things, which would help me in my practical life. There is potential in

courier industry and TCS is the only company enjoying the business bonanza without

competing at national business. Courier Industry can adjust business graduates more if

the economic situation of Pakistan becomes good. Only problem being faced by this

industry is increasing fuel pricing it can be tackle if they develop the business model that

is not dependent on fuel.

5.1 RECOMMENDATIONS FROM AN INTERNS POINT OF VIEW

a. HRIS should be improved with more features and higher speed.

b. With a start in online business, TCS can also considering changing its operating system

from windows to Lindows from linux which is an open end operating system and is free.

It can save TCS from major software costs.

c. Sales department should have a more elaborate compensation structure which should

also include profit margins and not just the size of sales pitch. Such structures are used in

banking because profit margins are kept fix within the sales pitch and are hardly ever

affected by variable costs as in operations extensive business like TCS.

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CHAPTER 5

d. Culture of TCS is not according to proper corporate/professional culture a lot things

are needed for smooth running of operations.

e. Human resource Manager in regional office should have more authority as most of the

things are centralized

e. Employees pay structure should also be reviewed because the employees

f. work life balance should be maintain at any cost because the motivation for work is

least due to that factor.

g. Operations should be technology oriented like other international competitors it need

huge cost but result would be fruitful.

h. TCS should take steps for retentions of employees because ratio of turnover is very

much high in couriers

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REFRENCES

http://www.tcscouriers.com/pk/home.aspx

http://en.wikipedia.org/wiki/TCS_Courier

http://tcsexpress.com/

Appendix

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