MBA Warehouse Mangement Project

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CHAPTER 1

INTRODUCTION

BACKGROUND OF THE STUDY

MEANING

A warehouse management system(WMS) is a key part of the supply chain and primarily aimsto control the movement and storage of materials within a warehouse and process the associatedtransactions, including shipping, receiving, put away and picking. The systems also direct andoptimize stock put away based on real-time information about the status of bin utilization. AWMS monitors the progress of products through the warehouse. It involves the physicalwarehouse infrastructure, tracking systems, and communication between product stations.

More precisely, warehouse management involves the receipt, storage and movement of goods,(normally finished goods), to intermediate storage locations or to a final customer. In the multi-echelon model for distribution, there may be multiple levels of warehouses. This includes acentral warehouse, a regional warehouses (serviced by the central warehouse) and potentiallyretail warehouses (serviced by the regional warehouses).

Warehouse management systems often utilize automatic identification and data capture such asbarcode scanners, mobile computers, wireless LANS potentially radio-frequency identification toefficiently monitor the flow of products. Once data has been collected, there is either a batchsynchronization with, or a real-time wireless transmission to a central database. The database can

then provide useful reports about the status of goods in the warehouse.

Warehouse design and process design within the warehouse (e.g. wave picking) is also part ofwarehouse management. Warehouse management is an aspect of logistics and supply chainmanagement.

Part of firms logistics system that stores products at and between point of origin and pointof consumption.

Term Warehousing is referred as transportation at zero miles per hour

Warehousing provides time and place utility for raw materials, industrial goods, andfinished products, allowing firms to use customer service as a dynamic value-adding

competitive tool.

Warehouse Management Systemwhich caters the need of 3rd Party Logistics Providerproviding Warehousing and Distribution services to its customers. Provides real time Visibilityof information and goods from the time they arrive at the receiving dock and till the time thegoods leave from the shipping dock. Seamlessly integrated with other Supply Chain players likeSupplier, Customer, and Carrier in the form of web portal.

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Warehouse inventory includes the products, raw materials, work-in-process goods and finishedgoods that make up the inventory that is or will be for sale by a company.

Supply chain management is a cross-functional approach that includes managing the movementof raw materials into an organization, certain aspects of the internal processing of materials into

finished goods, and the movement of finished goods out of the organization and toward the endconsumer. As organizations strive to focus on core competencies and becoming more flexible,they reduce their ownership of raw materials sources and distribution channels. These functionsare increasingly being outsourced to other firms that can perform the activities better or morecost effectively. The effect is to increase the number of organizations involved in satisfyingcustomer demand, while reducing managerial control of daily logistics operations. Less controland more supply chain partners led to the creation of the concept of supply chain management.The purpose of supply chain management is to improve trust and collaboration among supplychain partners, thus improving inventory visibility and the velocity of inventory movement

Main function of Warehouse Management are as follows:

1) Inventory management

2) Distribution management

3) Channel management

4) Payment management

5) Financial management

6) Supplier management

DEFINITION

A simple definition of a warehouse is:

A warehouse is a planned space for the storage and handling of goods and material. Ingeneral,warehouses are focal points for product and information flow between sources of supply andbeneficiaries. However, in humanitarian supply chains, warehouses vary greatly in terms of theirrole and their characteristics.

Warehouse Managementis the management of the flow of goods. It includes the movement

and storage of raw materials, work-in-process inventory, and finished goods from point of origin

topoint of consumption. Interconnected or interlinked networks, channels and node businesses are

involved in the provision of products and services required by end customers in a supply chain.

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Supply chain management has been defined as the "design, planning, execution, control, and

monitoring of supply chain activities with the objective of creating net value, building a

competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand

and measuring performance globally."

THE ROLE OF THE WAREHOUSE IN THE LOGISTICS SYSTEM

The warehouse is where the supply chain holds or stores goods.

Functions of warehousing include

1) Transportation consolidation

2) Product mixing

3) Docking

4) Service

5) Protection against contingencies

PRINCIPLES OF WAREHOUSE LAYOUT DESIGN

1) Use one store facilities

2) Move goods in a straight lines

3) Use efficient materials hanlding equipments

4) Use an effective storage plan

5) Use maximum height of the building

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Identify the goods

o Items are identified with the appropriate stock-keeping unit (SKU) number (part

number) & the quantity received recorded

Dispatch goods to storage

-goods are sorted & put away

Hold goods

o goods are kept in storage & under proper protection until needed

Pick goods

o items required from stock must be selected from storage & brought to a

marshalling area

Marshal the shipment

goods making up a single order are brought together & checked for omissions or

errors; order records are updated

Dispatch the shipment

orders are packaged, shipping documents are prepared, & goods loaded on the

vehicle

Operate an information system

a record must be maintained for each item in stock showing the quantity on hand,

quantity received, quantity issued, & location in the warehouse

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INDUSTRY PROFILE

TYPE OF WAREHOUSING

1) Public Warehousing

2) Private Warehousing

3) Contract Warehousing

4) Multi-client Warehousing

5) Bonded Warehousing

The global warehousing concept has gained popularity over the last decade as stock pre-positioning becomes one of the strategies for ensuring a timely response to emergencies. Theyare usually purpose built or purpose designed facilities operated by permanent staff that has beentrained in all the skills necessary to run an efficient facility or utilizing 3PL staff andfacilities. For such operations, organizations use, information systems that are computer based,with sophisticated software to help in the planning and management of the warehouse. Theoperating situation is relatively stable and management attention is focused on the efficient and

cost effective running of the warehouse operation. Numerous organizations have centralized pre-positioning units strategically located globally. Some of these offer extended services to otherhumanitarian organizations on a cost plus operating charges basis.

FIELD WAREHOUSE

They are usually temporary in nature. They may be housed in a building which was not designedto be used as a warehouse or in a temporary building/structure, in mobile units such as rub halls,

Wii halls and sometimes are little more than a tent in a field. The initial staff may be a casualworkforce that has never worked in a warehouse before and the inventory system is more likelyto be paper based. Often the situation is initially chaotic, sometimes dangerous coupled with ahumanitarian need which may be very urgent. The management style must therefore be practicaland action oriented with a focus on making the humanitarian goods available as quickly andefficiently as possible, but yet at the same time accountable.

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POLICIES AND PROCEEDURES

Policies

The policies contain hard and fast rules and regulations that define the general conduct of the

warehouse operation. Examples of the types of policies that organizations will define are asfollows:

organizational specific health and safety human resources management security pest control warehouse maintenance and cleaning quality control record keeping and reporting

reverse logisticsReturn of goods and exit strategy in the event of downscaling orshutting down operations

Disposal of obsolete and damaged goods.

Procedures

The procedures' document defines step by step how the activities in the warehouse should becarried out and clearly defines the processes to be adopted. These can be adopted as bestpractice.

The procedures provide visibility of the operations for managers and donors.

However, in creating such procedures, care must be taken to avoid constraining the use of localinitiative which might be required to deal with local conditions. Procedures should be consideredas streamlining the business processes and providing checks and balances. They provideguidance to warehouse managers and must have some level of flexibility to cater for uniquesituations, than to be rigidly adhered to. This can be achieved by limiting the level of detail thatthe procedures document defines, allowing more flexibility and/or by arranging dispensations

to allow departure from the procedures in order to optimise local performance, especially inemergencies.

The procedures will normally provide the step by step guidance on how to manage each aspect of

warehousing and may cover:

receiving and issuing of supplies; quality control or verification; storage of goods; documentation flow; how to control stock movement (stock control); how to detect and deal with stock losses; how rejected material will be managed; how to deal with unwanted, obsolete and scrap, disposal

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TYPES OF WAREHOUSE SPACE

Commercial: in rented building used for business. Government or state: such as at the ports or harbors. This is common in emergency

situations.

Transit: for temporary storage of goods destined for different locations and need storagefor a very short time.

Bonded warehouses: for storage of goods whose duty is unpaid and especially where thegoods are destined to another country. Pre-positioned stock is often held in bondedwarehouses so that export is quick and can be stored for long periods sometime.

Open storage: not ideal for perishable products but in emergencies, sometimes the onlyalternative.

Space that is owned and managed by the organization. Pre-fabricated warehouses where there are no permanent structures available. This is

common practice in emergencies.

BASICE PRICIPLES OF WAREHOUSE AND INVENTORY

MANAGEMENT

Planning inbound receipt procedures. Storage formalities e.g.:

o location managemento inventory controlo occupational health and safety

Outbound delivery procedures.

HOW TO SELECT AND SET-UP A WAREHOUSE

Determining Needs

In determining needs, one should look beyond the basic need of a warehouse to storethings. Whilst, this is correct there are also other considerations.

the volume of goods; speed of through-put required; as a transit point; breaking bulk location; an area for sorting and consolidating different goods; to enhance the speed of the response; to protect and account for inventor; and as a buffer in the event of a break-down or delay in the supply pipeline.

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DETERMINING STORAGE REQUIREMENTS

Selecting a Suitable Location

There are a range of factors to consider when deciding on the location of a new warehousefacility and these may vary depending on whether you are selecting a location for a temporarybuilding or selecting from one of a number of existing buildings.

These may include:

proximity to ports of entry and beneficiaries existing buildings security the context site condition access services land size available purpose of warehouse previous use of the facility floor weight access to labor

WAREHOUSE SELECTION

Factors to consider:

nature and characteristics of goods to be stored; nature of handling equipment available; duration of storage needed i.e. short term or long term; the need for other activities, e.g. repackaging, labelling, kitting, etc; access and parking for vehicles; number of loading docks required; and Secure compound.

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WAREHOUSE PREPARATION PLANNING

Space layout

The areas that should be planned are both the general storage areas and the areas for goods

receipt, consignment picking and goods dispatch. It is also desirable that space should be setaside for the following activities:

equipment maintenance and parking; charging of equipment batteries such as pallet trucks; refueling of trucks; an area for garbage disposal e.g. empty packaging; a quarantine area for keeping rejected goods, goods to be sent back or destroyed; an employee rest area; washroom; and An administration office.

PLANNING

It is worth keeping these requirements in mind during the planning of the main operating areas.Planning consideration needs to be given to the following:

allocate space for each type of product and locating number; Allow sufficient space for easy access to the stacks for inspecting, loading and unloading.

Stacks should be one meter from the walls and another meter between stacks; sizing the goods receipt and dispatch area; allow space for storage of cleaning materials and supplies; allocate areas for damaged items by consignment number; allow sufficient space to repackage damaged items and place it in separate stacks; Sufficient free space is needed to operate a warehouse effectively. When planning the

size of a warehouse consider:o planning on having about 70-80% utilization of available space, whilst

considering:o throughput rateo Number of SKUSo Handling characteristics of items, etc.

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SPACE UTILIZATION AND HANDLING

As shown above, the warehouse operation is composed of four key work activities:

goods receipt storage picking goods dispatch

To estimate the resource requirement for the whole warehouse, one should start by estimating therequirements for each of the key work activities in turn and the level of demand. Then, the

resource requirements for all activities should be combined together, taking into account the waythat the activities are phased during the working day, in order to make an estimate of the totalresources required.

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Aspects to consider when managing Warehouse Operations

planning the workload

allocating resources

space utilization & handling,o receiving goods;

o Storing goods.

assembling consignments

dispatching consignments

disposal of goods

pest control

security

inventory management

handling and stacking techniques

occupational health and safety

MANAGING INVENTORY LEVELS

It has been established that the role of inventory management is to ensure that stock is availableto meet the needs of the beneficiaries as and when required.

Inventory represents a large cost to the humanitarian supply chain. This is made up of the cost ofthe inventory itself, plus the cost of transporting the goods, cost of managing the goods (labor,fumigation, repackaging, etc.) and keeping the goods in warehouses. The inventory manager'sjob is to make inventory available at the lowest possible cost.

In order to achieve this, the inventory manager must ensure a balance between supply anddemand by establishing minimum holding stocks to cover lead-times. To achieve this, theinventory manager must constantly liaise with the programs to keep abreast of changing needsand priorities. The warehouse must always have sufficient stocks to cover the lead-time forreplacement stocks to avoid stock-outs.

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INVENTORY CONTROL

There are two methods of inventory control that are applicable to emergency situations:

1. Reorder level policy

2. Reorder cycle policy.

Both are applicable to humanitarian situations and have associated pros and cons. Note that EOQin practice only works in a fairly stable environment where demand variability andreplenishment lead-time are reasonably stable and predictable. This is not the case in anemergency. Economic order quantity is applicable in more stable environments such as refugeecamps and perhaps later in a relief/recovery phase.

Inventory management in an emergency is more project based, matching supply with demandin a rapidly changing environment. This requires building a supply chain that has a high level offlexibility and adaptability, with rapid identification of need and rapid fulfilment of that need

through the supply chain.In managing this sort of system, inventory should be considered in relatively small quantities(inventory packages of associated relief items) that are attached (pegged) to an identified needthen moved (and tracked) through from source to the identified need (the user).Optimization comes from having logistics systems that can configure, procure and consolidatethese packages quickly and at least cost and a distribution chain that is flexible and can adapt tochanging requirements quickly and at least cost.Information systems that facilitate transparency of the supply chains inventory levels andlocation + peg supply to demand provide the visibility necessary to facilitate good planning anddecisions that maximize service and reduce cost.

STOCK CONTROL AND MOVEMENTS

The warehouse/inventory manager is responsible for monitoring the movement of goods as theyare transported from the supplier and for the control of stock movement in the warehousefacility.The vital stock control measurements include:

Establish levels of operating stocks based on consumption/rate of usage. The stock levelsshall be reviewed from time to time depending on current needs. ensure that weekly andmonthly stock balances reports of each stock item and the total value are prepared;

maintain monthly stock usage report of each item kept in the store and the overall in the

usage trend in last six months; review and report on six monthly basis slow moving items indicating the last movement

date the unit value and total value and liaise with user department; establish quantity, lead -time and availability of each item supplied on the market; Keep a record of all non-stock items received from suppliers, returned to suppliers and

issued to out for users

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MONITORING GOODS IN TRANSIT

order lead time tracking orders for goods controlling stock movements:

o

establishing minimum stock levels and monitoring the same;o goods receipt quality inspections;o physical stock control in the warehouse;o controlling Specialized Items; ando Releasing stock from storage and goods dispatch.

To facilitate and account for movement of stocks the following documents could be used:

Delivery notes or waybill samples 1 and 2 or packing list samples 1 and 2;

goods received notes, see several samples 1,2,3,and4; stock card; bin card;and consignment notes.

STOCK RECORDS- DOCUMENTATION

stock identification stack cards, see samples1 and2 bin cards stock Checks: seeinventory sectionfor different samples or in the Annexes stock loss reporting reporting of stock levels.

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RESOURCE REQUIREMENTS

In addition to the work methods, equipment and space requirements it is essential that thewarehouse is adequately resourced. This is done by planning or estimating the requirements forpeople and equipment in order to operate the warehouse facility.

There is a trade-off to be made between the people and handling equipment requirements for anygiven workload.In global warehouse operations, which are run like commercial operations, the focus is onminimizing the cost of running the operation. In this situation, it is often better to invest inhandling equipment and reduce the dependence on people resources.However, in field operations, many humanitarian organizations prefer to hire local labor whichprovides employment instead of relying on handling equipment.The requirement for the total amount of resources required will be determined by the amount ofgoods flowing into and out of the warehouse, as shown in the diagram below.

BASIC WAREHOUSE EQUIPMENTS

Various types of equipment are required to ensure the smooth execution of work in a warehouse.All equipment should be properly stored when not in use and a regular maintenance scheduleposted. Warehouse staff should be trained in standard daily maintenance practices and the correctuse of equipment. Where necessary, they should be equipped with personal safety equipmentsuch as work gloves, work boots, goggles, etc.

Required equipment may include:

sufficient quantities of standard forms, calculators and stationery to keep proper storagerecords; small tools for opening cases, such as hammers, pliers, crowbars, steel cutters; tools and materials for store repair and simple maintenance; supplies for reconditioning damaged packaging, such as bags, needles, twine, oil

containers, stitching machine, strapping machine, adhesive tape and small containers orcartons;

a sampling spear for inspecting foodstuffs; scales for weighing goods; standard wooden pallets in sufficient numbersideally international; standardization organizations Euro type (120 80cm);

two-wheel hand trolleys for moving supplies within the warehouse; a pallet-jack to move pallets; a forklift where pallets are to be loaded and offloaded from trucks; brooms, dust pans, brushes, shovels, sieves, refuse bins for cleaning and disposing of

collected waste; first aid kits, flashlights, fire extinguishers and other fire-fighting equipment both inside

and outside the warehouse; weighing scales; and ladders

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THE OPERATIONAL PROCESSES SUPPORTED ARE

Inbound/Outbound Operation

Order and Inventory Management

Warehouse Invoicing

RF Enablement

Configurable and Put away Strategies

Assembly, Kitting and Stock Transfers

Wave ,Order Picking ,Packing and Shipping

Transport planning

Supplier and Customer Management

On Demand Replenishments

Work flows and Alerts

In todays competitive business there is an increased focus on delivering value to the customer.

The focus on attention of most of businesses is providing products and services that are more

valuable compared to its competitors. Concurrent to the focus on customer value, the

marketplace in which businesses operate today is widely recognized as being complex and

turbulent (Christopher, 2000; Goldman et al., 1995). The growth of supply chain aims to

improve profitability, customer response and ability to deliver value to the customers and also to

improve the interconnection and interdependence among firms. Due to market expanding from

domestic market to global market increase customer demands, for instance demanding lower

prices, faster delivery, higher quality products or services and increase the variety of items(Braunscheidel, 2005). According to Towil and Christopher, (cited in Thatte, 2007), the end

customer in the marketplace today determined by the success of failure of supply chains

management practices. They stated that getting the right product, at the right price, at the right

time to the customer is not only improved competitive success but also the key to survival.

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Many previous researches explored the importance of integrating suppliers, manufacturers, and

customers or supply chain integration (Frohlich and Westbrook, 2001; Clinton and Closs, 1997)

(i.e. supply chain management) so as to obtain flexibility and speed. By addressing supply chain

management practices that contribute to supply chain responsiveness, will help the researcher

better understand the scope and activities related to supply chain management that create

enhanced level of supply chain responsiveness in competitive business marketplace. The purpose

of this study to find out the effect of supply chain management practices such as strategic

supplier partnership, customer relationship, information sharing and supply chain

responsiveness. This study also investigates the effect of supply chain responsiveness in term of

operation system responsiveness, logistic process responsiveness, supplier network

responsiveness and competitive advantage of the firm. The paper is organized as follows.

Relevant literature is reviewed and synthesized first to develop a conceptual model, followed by

research methodology. The results are then presented along with discussion. Conclusion and

implication are discussed finally.

The management of upstream and downstream value-added flows of materials, finalgoods, and related information among suppliers, company, resellers, and final consumers

The systematic, strategic coordination of traditional business functions and tactics acrossall business functions within a particular company and across businesses within thesupply chain, for the purposes of improving the long-term performance of the individualcompanies and the supply chain as a whole[8]

A customer-focused definition is given by Hines (2004:p76): "Supply chain strategiesrequire a total systems view of the links in the chain that work together efficiently to

create customer satisfaction at the end point of delivery to the consumer. As aconsequence, costs must be lowered throughout the chain by driving out unnecessaryexpenses, movements, and handling. The main focus is turned to efficiency and addedvalue, or the end-user's perception of value. Efficiency must be increased, andbottlenecks removed. The measurement of performance focuses on total systemefficiency and the equitable monetary reward distribution to those within the supplychain. The supply chain system must be responsive to customer requirements."[9]

The integration of key business processes across the supply chain for the purpose ofcreating value for customers and stakeholders (Lambert, 2008)[10]

According to theCouncil of Supply Chain Management Professionals(CSCMP), supplychain management encompasses the planning and management of all activities involvedinsourcing,procurement,conversion, andlogistics management.It also includescoordination and collaboration withchannel partners,which may besuppliers,intermediaries,third-party service providers, orcustomers.Supply chain managementintegratessupply and demandmanagement within and across companies. More recently,the loosely coupled, self-organizing network of businesses that cooperate to provideproduct and service offerings has been called theExtended Enterprise.

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A supply chain, as opposed to supply chain management, is a set of organizations directly linkedby one or more upstream and downstream flows of products, services, finances, or informationfrom a source to a customer. Supply chain management is the management of such a chain.[8]

Supply chain management softwareincludes tools or modules used to execute supply chain

transactions, manage supplier relationships, and control associated business processes.

Supply chain event management (SCEM) considers all possible events and factors that candisrupt a supply chain. With SCEM, possible scenarios can be created and solutions devised.

1. Order Processing: Processing the orders received from the customers is an activity,

which is very important by itself and also consumes a lot of time and paperwork. It

involves steps like checking the order for any deviations in the agreed or negotiated

terms, price, payment and delivery terms, checking if the materials is available in stock,

producing and scheduling the material for shortages, and also giving acknowledgement to

the owner, by indicating any deviations.

2. Inventory Planning and management:Planning the inventory can help an organization

in maintaining an optimal level of inventory which will also help in satisfying the

customer. Activities like inventory forecasting, engineering the order quantity,

optimization the level of service, proper deployment of inventory etc. are involved in this.

3. Warehousing: This serves as the place where the finished goods are stored before they

are sold to the customers finally. This is a major cost center and improper warehouse

management will create a host of problems.

4. Transportation: Helps in physical movement of the goods to the customers place. This

is done through various modes like rail, road, air, sea etc.

5. Packaging: A critical element in the physical distribution of the product, which also

influences the efficiency of the logistical system.

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COMPANY PROFILE

ABOUT UTi

As a non-asset-based supply chain management company with 313 offices and 245 logistics

centers in 59 countries, UTi develops and implements client-centric, global solutions for

international companies with unique supply chain requirements. By integrating IT platforms and

developing a UTi-client team approach to the planning and implementation process, our supply

chain solutions maximize efficiencies and cost-effectiveness. Benefits are also realized from

greater consistency and a more seamless flow of goods; higher levels of productivity from both

parties' personnel; and ultimately a lower cost per unit of production.

UTi OVERVIEW

UTi is an industry-leading, non-asset-based supply chain management company that delivers

competitive advantage to our clients' supply chains. With innovative, integrated solutions

configured to your specific requirements within any major vertical market, we can design,

manage and service your supply chain efficiently and cost-effectively.

UTi's global footprint of 313 offices and 245 logistics centers in 59 countries enables us to

develop and implement client-centric, global solutions with primary services that include:

Air and ocean freight forwarding

Contract logistics

Distribution

Managed transportation services Customs brokerage

Supply chain analysis and consulting

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The driving force behind UTi's client-centric focus and innovative solutions is also the most

important resource we have in keeping our service commitments to you: our people. Whether it's

a program utilizing one or more of our standardized services such as freight forwarding or

contract logistics, or a totally integrated, global solution configured to your specific

requirements, a dedicated team of professionals will develop the right solution for your needs,

then manage a process that will maximize value along your supply chain with high-quality, cost-

effective, time-definite delivery from end to end.

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UTi HISTORY

From its inception in 1926, the history of UTi over the past 85+ years has been about growth

created by delivering client value. The company started as a freight forwarder in Germany and

grew into a global supply chain provider with 19,000+ employees and company-owned offices in

59 countries. UTi now offers complete supply chain services and solutions, including air,

ocean, distribution, customs brokerage, and contract logistics, capable of providing demand

chain services globally.

1951 - Our first air cargo flight

In 1993, Union-Transport was acquired by a group led by Roger MacFarlane, Peter Thorrington

and Tiger Wessels. Previously, these managers owned WTC Airfreight, which they sold to

Pittston, the holding company for Burlington Air Express. MacFarlane and Thorrington served as

joint CEOs of Burlington Air Express prior to the acquisition of Union-Transport.

By 1994, Union-Transport would have facilities on six of the world's seven continents,generating revenues of over $300 million annually. Over the next seven years the company grew

to $1 billion in annual revenues; launched one of the first truly global end-to-end information

systems, eMpower, that provided clients with supply chain control and visibility; won a number

of industry excellence awards; and acquired several freight forwarding customs brokerage

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companies to create a global network of transportation offices. The resulting network covered

98%-plus of the global GNP.

UTI were handling Project cargo over 50 years ago

In 2000, the company was listed on NASDAQ under UTIW and changed its name to UTi

Worldwide, Inc. Since that time, revenues have grown to approximately $5 billion annually

through a combination of innovative client solutions that deliver quantified value, end-to-end

visibility and control down to the SKU level, and the addition of supply chain capabilities in

transportation management contract logistics and distribution.

Today, Eric Kirchner, a veteran of the global logistics industry, serves as CEO. While carrying

on the company's tradition of innovation, excellence and industry expertise, the focus today is on

the company's 5-year strategy, CLIENTasONE, a client-centric approach to delivering

competitive advantage to client supply chains wherever they operate worldwide.

FRIEGHT MANAGEMENT

At UTi, we look to optimize your supply chain first and foremost. We work with our teams

around the world to develop planning and implementation methods that will deliver the quality

you need at the cost you require. We utilize our extensive network of transportation carriers and

modes to manage and streamline your goods through each step in the process, including customs,

documentation, and compliance. If UTi manages your freight, you will be better positioned to

manage your supply chain through reduced cost, improved and consistent service levels, and

appropriate and predictable speed of delivery.

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AIR

With more than 85 years of experience as a global forwarder, UTi's airfreight solutions offer you

the flexibility to meet a variety of transit time requirements from "yesterday to next week" while

allowing you to manage your transportation effectively. Through our extensive network around

the world you have access to all your markets through a single source--UTi.

Our Preferred Carriers Program leverages our strategic partnerships with airlines to provide

access to whatever capacity you need at rates you can afford and transit times that meet your

shipment requirements.

UTi's dedicated team ensures your freight is handled with the utmost security while complying

with all customs and regulatory provisions.

We have the resources and experience to plan and execute the right air transportation solution for

you every time.

As long as it fits in a plane, we can handle your shipment.

Our air freight services include:

UTi Air NFO

UTi Air Express

UTi Air Standard

UTi Air Economy

UTi Air Charter

UTi Sea-Air

Value-Added Services

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DISTRIBUTION:-

UTi is a single-source distribution provider that delivers ground freight solution covering all

facets of the shipping and distribution process. We create value for clients by providing full

transportation and network optimization management services. Combining these resources with

logistics expertise and experience to provide efficient fleet management services drives

measurable results to your bottom line.

Our objective is to provide shippers with the right ground freight solutions to meet their diverse

supply chain requirements. You will benefit from the flexibility of our network as we take care

of each and every one of your needs.

UTI offers full shipment level visibility throughout the entire supply chain. Our service ensures

that you know where your shipments are every step from origin to destination.We offer:

Mode and carrier selection

Shipment Optimization

Order consolidation

Track and trace

Inbound materials management & coordination

SKU level visibility

Supplier compliance

Expertise at securing carrier capacity

Freight Bill Audit and Payment

Assistance with your KPI reporting requirements

UTi's experienced team of professionals offers you solutions that include:

Transportation Management

Transportation Services

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CONTRACT LOGISTICS:-

UTi provides professional contract logistics services for supply chains that

extend beyond the standard receiving, storing and shipping of products. Our value-added

services add efficiencies and cost savings, meaning direct value to your supply chain.

Services that become solutions

Whether you need dedicated warehousing, multi-client warehousing, managed transportation

services or outsourced manufacturing support, our value-added contract logistics services for

supply chains include everything from kitting to specialty packaging to Ken-ban programs and

transportation management.

We provide a wide range of value-added services to augment our logistics solutions including:

Materials management

In-plant logistics

Pick and pack, kitting, labeling

Pre-delivery inspection and testing

Electronics testing/configuration

Display build and setup

Specialty packaging/repack

Clamshell, blister pack, etc.

Parts cleaning and repair

Collateral and Point of Purchase (POP) support

Garment on Hanger (GOH)

Vendor Managed Inventory (VMI)

Supplier compliance

Maintenance

Containment

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Grounds maintenance

EDI and document scanning

Light manufacturing

Contract manufacturing

Sequencing and line-side delivery

Shuttle runs

Returns processing/management

The UTi manages value-added services and multiple components of your supply chain, you

receive greater flexibility to react to various factors including market volatility, special orders,

inventory obsolescence and packaging changes. Our responsive and dedicated team of

professionals is here to provide you with the best service possible by refining and reconfiguring

solutions as you grow and change. Let us be your partner as we work together to drive cost and

complexity out of the supply chain.

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DEDICATED WAREHOUSE

Our dedicated warehousing solutions provide you with a flexible facility layout and design to

meet the changing needs of your business. A dedicated facility provides the labor and equipment

required to manage day-to-day operations, but also something more: a competitive advantage.

Solutions dedicated to competitive advantage

In order to deliver competitive advantage worldwide, we help model your facility layout and

design in alignment with your operational processes. Our dedicated team of professionals

analyzes your entire supply chain in order to gather information and make informed decisions

and recommendations. Quality and continuous improvement are our everyday goals and we aim

to implement processes and procedures that lead to the reduction of total logistics costs for our

clients.

A FULL OF BENEFITS

With a warehouse facility configured and dedicated to your requirements, and a comprehensive

range of contract logistics services to add value to the process, UTi can provide you with a

single-source solution that makes certain your goods reach the marketplace efficiently and cost-

effectively. In addition, our technology systems give you the visibility needed for real-time

transactions and inventory allocation that will cut cycle times and improve inventory turns. We

can add revenue to your bottom line by cutting warehousing and administrative costs, allowing

you to focus on your core business initiatives.

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MULTI-CLIENT WAREHOUSING

Our multi-client warehousing services allow you to focus on your core business while we

manage the flow of materials for you, as well as other clients, in a single facility. In this

configuration, the costs of space, labor and equipment are shared.

Leveraging the cost of space and services

Our clients benefit by only paying for the amount of space, labor and equipment they use, with

access to additional resources as their business requirements fluctuate. The net effect is lower

overall cost and increased flexibility.

Additional value

Incorporating multi-client warehousing into a total contract logistics solution from UTi means

cost savings that go straight to your bottom line. Now space, labor and equipment are more

flexible than ever. In addition to flexibility, UTi's technology systems will give you the visibility

needed for real-time transactions and inventory allocation to cut cycle times and improve

inventory turns. Couple that with UTi's added emphasis on quality, supported by our compliance

with ISO standards, and you can be assured our dedicated team of professionals will continue to

manage the process efficiently and cost-effectively every step of the way.

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IDENTIFIED PROBLEM:

WAREHOUSE MANAGEMENT plays a vital role in inventory and supply chain

management. A LINER can help to fasten the delivery of products and increase customer

service by providing sufficient CONTAINERS. UTI faces problems in Inventory, Space,

Infrastructure, Manpower, Handling Equipments, documentation, transport, Custom clearance,

freight forwarder and this affect the Delivery of good and integral part of global supply chain so

to overcome all these problem study is conducted.

1.2 NEED FOR STUDY

The project concentrated on the problem in the warehouse is existing material receiving and

dispatching and their effect in the working environment. This project will explore the area where

the company concentrate and the solution. So that the company can make the use of efficient

manpower.

1.3 OBJECTIVES OF STUDY

The Objectives of the study is to have a practical bright of the working of the organization. It

decisions, its brief historical background and its future prospects. The following can be said to be

the Major objectives of the studys.

To recommend the most suitable Receiving and Dispatching Methods for the product

Provide solution for Packaging & Receiving and Dispatching Material Problems.

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1.4 Scope of the study

The main scope of the study is to ascertain the various methods to increase the Receiving &

Distribution of the concern. The methods include regular information and also to increase the

Effectiveness to Receiving and Distribution the material.

The scope of this study to know different factors and to develop the ability of decision making &

decision always is taken at right time.

Main Scope is:-

Distinguishes one companys goods from those of another local & Other Countries

Company.

Check the Quality for the Material as well as the receiving and stuffing formats.

Protects both supplier and customers satisfaction

Time should be maintain

Check and balance is very important for every steps in warehouse

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CHAPTER 2

REVIEW OF LITERATURE

Customer satisfaction a business term is a measure of how products and services supplied by a

company meet or surpass customer expectation. It is seen as a key performance indicator within

business and is part if the four perspectives of a balanced scorecard.

Its a well-known fact that no business can exist without customers. In the business, its

important to work closely with your customers to make sure the system you create for them is as

close to their requirement as you can manage. Because its critical that you form a close working

relationship with your client, customer service is of vital importance. That follows a selection of

tips which will make your clients feel valued, wanted and loved.

Encourage face-to-face dealing

Respond to messages Or Email promptly &keep your clients informed

Be friendly and approachable with your Suppliers

Have a clearly-defined customer service policy

Attention of detail

Anticipate your client needs & go out of your want to help them out

Honor your promises

Team Work

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Benefits of customers satisfaction

Reduces price sensitivity

Reduced switching to competitors Increased Revenue

Increased referrals & Increased

Increased repeat purchases Reduced Costs Profit

Purpose Customer satisfaction provides a leading indicator of customers purchase intentions and

loyalty. Customers satisfaction data are among the most frequently collected indicator of the

market perceptions. Its a principle:

Within organization, the receiving and dispatch of these data send a message about the

importance of tending to customer and ensuring that they have a positive experience with

the companys goods and services.

Customer satisfaction:-

Customer focus

Customer grievances

Customer property

Customer feedback

Special requirement of customer

Timely supply

Time management

Should not be reversal

Should be perfect

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CHAPTER 3

RESEARCH METHODOLOGY

Gain may be temporary and uncertain; but ever while you live, expense is constant and certain;

and it is easier to build two chimneys than to keep one in fuel.- Benjamin Vranklin

In this chapter we will see the methodology adopted, and will analyze the study to be in

state to suggest something to company on basis of study conducted at UT Logistics.

3.1 METHODOLOGY

To accomplish the objectives of the final trimester, the following was decided upon:

1. Research Design: The methodology adopted for study of Receiving & Dispatch of UT

Worldwide India Pvt. Ltd. is Empirical Investigation.

2. Data Collection:The data collection done for empirical investigation was of two kinds,

namely secondary research and primary research. Secondary study was done through

open interviews, discussions, self observations of processes and procedures involved in

R&D (Receiving and Dispatch) of UTi. And to accomplish the third objective primary

data was collected from questionnaires filled by the respondents (those are UTi

employees).

3. Sampling Method: The sampling method chosen for the study was Judgmental Non-

Random Sampling.

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4. Sample Size: The sample size selected was 100.

5. Sampling Unit:The sampling unit will be employees of UTi concerned with SCM.

6. Result analysis: The project analyzed the supply chain of UTi by going through the

standard operating procedure followed in each concerned department of SCM. Then I

had analyzed the results of questionnaire applying DMAIC (define, measure, analyze,

improve, control) rule. My perspective was to do analysis and find the factors behind

delays of dispatches. During this analysis we would be figuring out the main reasons

behind the problem stated in objective. The questionnaire designed for this purpose is

being categorized department wise so as to find that from whose end the problem can be

solved.

7. Questionnaire Design:The questionnaire has 18 questions including both Receiving &

Dispatch

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3.2 DATA COLLECTION FOR SECONDARY STUDY

The data source used for secondary research was open interviews, discussions, self observations

of processes and procedures involved in Receiving & Dispatch of UTi

The steps taken for the study are as follows:

I. Study of supply chain in generalThis study was done to get acquainted with the very basics of supply chain. With

emphasis on what all department work cross-functionally to achieve successful supply

chain management. What are new concern areas of supply chain management these days?

Departments Like:

Receiving department

Team Leaders Roles & Responsibility

Packaging department

Stuffing department

CSR department/Supplier Service Responsibility

II. Study of company structure in respect of supply chain.The major concerned departments that are part of supply chain of UTi Logistics

were studied to develop an understanding of the functions to which they cater and

procedure they follow up. This is to acknowledge myself with the processes that are

followed up as a standard.

III. Department wise study of Receiving & Dispatch

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To get acquainted with the step wise procedure followed for running supply chain

smoothly and for letting smooth running of Warehouse to the demands of customers,

dealers, branches etc.

CHAPTER 4

DATA ANALYSIS AND INFERENCE

Frequent Customers

Table No 1

S.No

Items No. of

Responds(Invoices)

Percentage %

1 Vietnam 3 3%

2 Thailand 60 60%

3 China 10 10%4 Brazil 9 9%

5 Russia 18 18%

6Total 100 100%

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Chart No 1

Inference:

From the above table found that 60% of the invoices done for Thailand in the warehouse

and the 18% for Russia and the 10% for Chain and the 9% for Brazil and finally 3% for

Vietnam.

Vietnam Thailand China Brazil Russia Total

3

60

10 9

18

100

3% 60% 10% 9% 18% 100%

No. of Responds(Invoices) Percentage %

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Holding time of damage parts

Table No 2

S.No Items No. Of Responds Percentage %

1 1 Day 51 51%

2 3 Days 36 36%3 7 Days 9 9%

4 15 Days > Above 4 4%

Total 100 100%

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Chart No 2

Inference:

From the above table found that 53% holding time of damage part for 1 day in the

warehouse and the 35% for 3 days and the 9% for 7 days and finally 3% for 15 days

above.

1 Day 3 Days 7 Days 15 Days >

Above

Total

5136

9 4

10051%

36%9% 4%

100%

No. Of Responds Percentage %

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Problem faced while receiving

Table No 3

S.No Items No Of Invoices Percentage %

1

Physical Miss

Match 29 29%

2 Transit damages 28 28%

3

Packing Related

Issues 43 43%

Total 100 100%

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Chart No 3

Inference:

From the above table found that 43% of the problem while receiving the material is

packing related Issue in the warehouse and the 29% of the problem is Physical Miss

Match and finally 28% of the problem is Transit damage.

0 20 40 60 80 100 120

Physical Mis's Match

Transit damages

Packing Related Issues

Total

1

2

3

No Of Invoices Percentage %

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Preceding steps in the drop down pallet While receiving

Table No 4

S.No Items No Of Responds Percentage%

1 Part Hold 62 62%

2

Inform to

Customer 27 27%

3 Quality Checking 11 11%

Total 100 100%

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Chart No 4

Inference:

From the above table found that 65% of the problem while receiving is Part Hold in the

warehouse and the 25% is Inform to customer and finally 10% is Quality will Check the

material whether it is huge or small damage.

Part Hold Inform to

Customer

Quality

Checking

Total

62

2711

10062%

27%

11%

100%

No Of Responds Percentage%

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Receiving

Check point

Table No 5

S.No Items No Of Responds Percentage%

1 Pallet Status 11 11%

2 Stamp 6 6%

3 TDR 31 31%

4 ISPR 29 29%

5 Packing 23 23%

Total 100 100%

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Chart No 5

INFERENCE:

From the above table found that 31% of the people check while receiving material is

TDR(Transport Damage Report) in the warehouse and the 29% of the people check

ISPR(Improper Shipping Product Report) and the 23% of the people check Packing Issue

and the 11% of the people check Pallet Status and finally 6% of the people check Stamp.

Pallet

Status

Stamp TDR ISPR Packing Total

116

31 2923

100

11% 6% 31% 29% 23% 100%

No Of Responds Percentage%

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Following steps after receiving material

Table No 6

S.No Items No Of Responds Percentage%

1 Booking/Invoice 63 63%

2 Put Away 20 20%

3

Waiting for Cubic

Utilization 17 17%

Total 100 100%

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Chart No 6

Inference:

From the above table found that 63% of receiving material without any issue is sent for

Booking / Invoice in the warehouse and the 20% of the material Put Away and the

finally 17% of the material is waiting for space(vanning) Waiting Cubic Utilization.

Booking/Invoice

Put Away

Waiting Cubic Utilization

Total

63

20

17

100

63%

20%

17%

100%

No Of Responds Percentage%

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Supplier mistakes

Table No 7

S.No Items No Of Responds Percentage%

1 EASN Issue 26 26%

2

Value Miss

Match 14 14%

3

Physical Miss

Match 22 22%

4 Packing Issue 38 38%

Total 100 100%

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Chart No 7

Inference:

From the above table found that 38% of the mistakes from supplier is found that Packing

related Issue in the warehouse and the 26% of the mistakes is EASN Issue and the 22%

of the mistakes is Physical Miss Match and finally 14% of the mistakes is Value Miss

Match (price).

EASN Issue

Value Mis's Match

Phycical Mis's Match

Packing Issue

Total

26

14

22

38

100

26%

14%

22%

38%

100%

No Of Responds Percentage%

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Transport vessel

Table No 8

S.No

Items No Of Responds

(Invoices)

Percentage %

1 L AMANDA 39 39%

2 IWAKI 24 24%

3 IB NAL ABBAR 26 26%

4 SINARTANJUNG 11 11%

Total 100 100%

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Chart No 8

Inference:

From the above table found that 39% of the Transportation vessel is used L AMANDA in

the Warehouse and the 25% is used Iwaki and the 25% is used IB NAL ABBAR and

finally 11% is used SINARTANJUNG.

.

L AMANDA

IWAKI

IB NAL ABBAR

SINARTANJUNG

Total

39

24

26

11

100

39%

24%

26%

11%

100%

Percentage % No Of Responds

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73T - Reversal

Table No 9

S.NO Items No Of Responds Percentage%

1 Yes 67 67%

2 No 33 33%

Total 100 100%

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Chart No 9

Inference:

From the above table found that 65% of the people are said make a container swiping

method to change the transaction Yes and the 35% of people are said No cant

change after completing the transaction.

Yes No Total

67

33

100

67% 33% 100%

No Of Responds Percentage%

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ProblemWhile dispatching

Table No 10

S.No Items No Of Responds Percentage%

1 Quantity 29 29%

2

Transportation

Issue 41 41%

3

Physical Miss

Match 13 13%

4 Packing Issue 17 17%

Total 100 100%

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Chart No 10

Inference:

From the above table found that 41% of issue while dispatching is Transportation

issues(like container late)in the warehouse and the 29% of issues is Quantity and the 17%

of issues is Packing Issue and finally 13% of issues is Physical Miss Match.

2941

13 17

100

29% 41% 13% 17% 100%

No Of Responds Percentage%

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Check point in dispatching material

Table No 11

S.No Items No Of Responds Percentage%

Right Part & Right

Container 42 42%

Check Damage 19 19%

Pallet Miss Match 39 39%

Total 100 100%

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Chart No 11

Inference:

From the above table found that 42% is the check point of while dispatching the material

is Right part & Right Container in the warehouse and the 39% of check point in Pallet

Miss Match and finally 19% of check point in Check any Damages in material.

Right Part &

Right

Container

Check

Damage Pallet Mis's

MatchTotal

42

19

39

100

42%19%

39%100%

No Of Responds Percentage%

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Packing materials

Table No 12

S.No Items No Of Responds Percentage%

1 VCI Bag 32 32%

2 Silicon 18 18%

3 Oil 9 9%

4 Wood 21 21%

5 Tapes 20 20%

Total 100 100%

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Chart No 12

Inference:

From the above table found that 32% of the packing material is used VCI bag in the

warehouse and the 21% is used Wood and the 20% is used Tapes and the 18% is used

Silicon and finally 9% is used for cleaning the material on Oil.

VCI Bag

Silicon

Oil

Wood

Tapes

Total

32

18

9

21

20

100

32%

18%

9%

21%

20%

100%

Percentage% No Of Responds

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Why 73T Reversal can happen

Table No 13

S.No Items No Of Responds Percentage%

1

Cubic Utilization

is high 17 17%

2

Wrong container

No 46 46%

3 Physical Mistakes 37 37%

Total 100 100%

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Chart No 13

Inference:

From the above table found that 46% of the reason is no space shortage in the container

Cubic utilization is High in the warehouse and the 37% of the reason is Physical Mistakes

like (part number, Quantity mistakes, add more pallet ) and finally 17% of the reason is

Wrong Container number.

Cubic

Utilization is

high

Wrong

container No

Phycical

Mistakes

Total

17

46 37

100

17%

46%37%

100%

No Of Responds Percentage%

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Packing typesShipping

Table No 14

S.No Items No Of Responds Percentage%

1 Steel Rack 16 16%

2 RSR 24 24%

3 W Box 33 33%

4 Body Parts 27 27%

Total 100 100%

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Chart No 14

Inference:

From the above table found that 33% of the packing types for shipping transportation is

done by W Box in the warehouse and the 27% of the packing type via ocean is Body

parts and the 24% of the packing type is RSR and finally 16% of the packing type is Steel

racks for ocean transportation.

Steel Rck RSR W Box Body Parts Total

1624

33 27

100

16%24%

33%27%

100%

No Of Responds Percentage%

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Types of packing

Table No 15

S.No Items No Of Responds Percentage%

1 RSR 56 56%

2 W Box 26 26%

3 Cotton Box 18 18%

Total 100 100%

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Chart No 15

Inference:

From the above table found that 56% of the packing types is done by RSR in the

warehouse and the 26% is done by W box and finally 18% is done by Cotton box.

RSRW Box

Cotton BoxTotal

56

2618

100

56%

26%

18%

100%

No Of Responds Percentage%

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Preceding steps in the drop down pallet While dispatching

Table No 16

S.No Items No Of Responds Percentage%

1

Load it in same

container 64 64%

2 Inform to customer 21 21%

3 Inform to Client 15 15%

Total 100 100%

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Chart No 16

Inference:

From the above table found that while dispatching the material is 64% of the pallet

Load it in same container in the warehouse and the 21% is Inform to customer and finally

15% is Inform to Client for further clarification.

Load it in same

container

Inform to

customer

Inform to Client Total

64

2115

100

64% 21% 15% 100%

No Of Responds Percentage%

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Problems in packing

Table No 17

S.No Items No Of Responds Percentage%

1 Dent 22 22%

2 Scratch 43 43%

3

Short Filled

Damage 11 11%

4 Rust 24 24%

Total 100 100%

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Chart No 17

Inference:

From the above table found that 43% of the mistakes identify while packing the material

is Scratch in the warehouse and the 24% of the mistakes identify as Rust and the 22% of

the mistakes identify as Dent and finally 11% of the mistakes identify as Short filled

damage in the material.

DentScratch

Short

Filled

Demage

RustTotal

2243

11 24

100

No Of Responds

No Of Responds

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Packing typesAirfreight

Table No 18

S.No Items No Of Responds Percentage%

1 W Box 48 48%

2 Cotton Box 52 52%

Total 100 100%

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Chart No 18

INFERENCE:

From the above table found that 52% of the packing type for airfreight W Box in the

warehouse and the 48% of the packing type is Cotton box for secure in airways.

W Box, 48

Cotton Box, 52

Total, 100

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CHAPTER 5

FINDINGS

1. From the above table found that 60% of the invoices done for Thailand in the warehouse

and the 18% for Russia and the 10% for Chain and the 9% for Brazil and finally 3% for

Vietnam.

2. From the above table found that 53% holding time of damage part for 1 day in the

warehouse and the 35% for 3 days and the 9% for 7 days and finally 3% for 15 days

above.

3. From the above table found that 43% of the problem while receiving the material is

packing related Issue in the warehouse and the 29% of the problem is Physical Miss

Match and finally 28% of the problem is Transit damage.

4. From the above table found that 65% of the problem while receiving is Part Hold in the

warehouse and the 25% is Inform to customer and finally 10% is Quality will Check the

material whether it is huge or small damage.

5. From the above table found that 31% of the people check while receiving material is

TDR(Transport Damage Report) in the warehouse and the 29% of the people check

ISPR(Improper Shipping Product Report) and the 23% of the people check Packing Issue

and the 11% of the people check Pallet Status and finally 6% of the people check Stamp.

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6. From the above table found that 63% of receiving material without any issue is sent for

Booking / Invoice in the warehouse and the 20% of the material Put Away and the

finally 17% of the material is waiting for space(vanning) Waiting Cubic Utilization.

7. From the above table found that 38% of the mistakes from supplier is found that Packing

related Issue in the warehouse and the 26% of the mistakes is EASN Issue and the 22%

of the mistakes is Physical Miss Match and finally 14% of the mistakes is Value Miss

Match (price).

8. From the above table found that 39% of the Transportation vessel is used L AMANDA inthe Warehouse and the 25% is used Iwaki and the 25% is used IB NAL ABBAR and

finally 11% is used SINARTANJUNG.

9. From the above table found that 65% of the people are said make a container swiping

method to change the transaction Yes and the 35% of people are said No cant

change after completing the transaction.

10.From the above table found that 41% of issue while dispatching is via Transportation

issues (like container late) in the warehouse and the 29% of issues is Quantity and the

17% of issues is Packing Issue and finally 13% of issues is Physical Miss Match.

11.From the above table found that 42% is the check point of while dispatching the material

is Right part & Right Container in the warehouse and the 39% of check point in Pallet

Miss Match and finally 19% of check point in Check any Damages in material.

12.From the above table found that 32% of the packing material is used VCI bag in the

warehouse and the 21% is used Wood and the 20% is used Tapes and the 18% is used

Silicon and finally 9% is used for cleaning the material on Oil.

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13.From the above table found that 46% of the reason is no space shortage in the container

Cubic utilization is High in the warehouse and the 37% of the reason is Physical Mistakes

like (part number, Quantity mistakes, add more pallet ) and finally 17% of the reason is

Wrong Container number.

14.From the above table found that 33% of the packing types for shipping transportation is

done by W Box in the warehouse and the 27% of the packing type via ocean is Body

parts and the 24% of the packing type is RSR and finally 16% of the packing type is Steel

racks for ocean transportation.

15.From the above table found that 56% of the packing types is done by RSR in the

warehouse and the 26% is done by W box and finally 18% is done by Cotton box.

16.From the above table found that while dispatching the material is 64% of the pallet

Load it in same container in the warehouse and the 21% is Inform to customer and finally

15% is Inform to Client for further clarification.

17.From the above table found that 43% of the mistakes identify while packing the material

is Scratch in the warehouse and the 24% of the mistakes identify as Rust and the 22% of

the mistakes identify as Dent and finally 11% of the mistakes identify as Short filled

damage in the material.

18.From the above table found that 52% of the packing type for airfreight W Box in the

warehouse and the 48% of the packing type is Cotton box for secure in airways.

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SUGGESTIONS

1. Man Power can increased and also warehouse handling equipments like forklift and

hand trolley can be increased

2. Safety of employees have to be given importance.

3. No of Vanning lanes in the warehouse can be increased to reduce over stock in receiving

area.

4. Organization can give full assure for the theft and damage of the products. It will increase

the image of the company.

5. Reports submitted to the customers should be rechecked twice to avoid wrong

information.

6. Inventory can be kept in a safe, secure (locked) place with limited general access.

7. Utilization of space to be concentrated and to be used in proper way.

8. A record can be maintained for each item in stock showing the quantity on hand, quantity

received, quantity issued, & location in the warehouse.

9. Monthly, Quarterly, half and yearly Audit can be done by the authorized department to

maintain the records.

10.Advance warehouse equipments can be introduced for the purpose of time consumption.

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comparing the shipment process after this needs to make some effective flow in the operation by

the crashing process.

BIBLIOGRAPHY

Olsen, D.R.(2003), Gower Handbook of Supply Chain Management, 5th Edition, editedby John Gattorna, Gower

Rushton, A., Oxley, J., and Croucher, P., (1989,2000), The Handbook of Logistics and

DistributionManagement (Second Edition), Kogan Page, London Robeson, J.F. and Copacino, W.C. (1994), The Logistics Handbook, The Free Press Mangan, J., Lalwani, C., and Butcher, T. (2008). Global Logistics and Supply Chain

Management, John Wiley & Sons, Hoboken, New Jersey.

A.A. Thatte (2007), Competitive advantage of a Firm Through Supply ChainResponsiveness and Supply Chain Management Practices, Published PhD Dissertation.University of Toledo.

Ashish A. Thatte. (2007), Competitive Advantage of a Firm through Supply ChainResponsiveness and SCM Practices Published, PhD Dissertation. The University ofToledo.

Ballou, R. H., Gilbert, S. M., & Mukherjee, A. (2000). New managerial challenges fromsupply chain opportunities. Industrial Marketing Management, 29, 7-18.

Bommer, M., ONeil, B. and Treat, S. (2001), Strategic Assessment of the Supply ChainInterface: a Beverage Industry Case Study, International Journal of Physical Distributionand Logistics Management, 31(1), pp.1125.

Bowersox, D.J. and Closs, D.J. (1996), Logistical Management: The Integrated SupplyChain Process, McGraw-Hill. Chen, I. J. and Paulraj, A. (2004), Towards A Theory ofSupply Chain Management: The Constructs and Measurements, Journal of OperationsManagement, 22(2), pp. 119- 50.

ANNEXURE

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DEMOGRAPHIC:

1. Age: a) 20-30 b) 30-40 c) 40-50 d) above 50

2. Gender A) Male B) Female

3. Educational Qualification: a) Graduate b) Post Graduate c) ITI d) Diploma

4. Designation: CSR, T.L, DEPUTY MANAGERS, REGIONAL MANAGERS, QUALITY and

SAFETY MANAGERS, DIRECTOR

5. Income: a) Below10,000 b) 10,000-20,000 c) Above 20,000.

QUESTIONS:

1) Nature of businesses, history of operations?

ANS:

2) What is your timeline for outsourcing?

ANS:

3) Bonded warehouse required?

ANS:

4) Does your cargo need air conditioning?

ANS:

5) Do you require 7daysx24 hours operations?

ANS:

6) Size and weight of the pallets and cartons?

ANS:

7) Security level?

ANS:

8) Do you have warehouses with stock of different plants?

ANS;

9) Are pallets managed in the system with a unique number?

ANS:

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10)Are materials posted to quality inspection after goods receipt, or are they in

unrestricted-use stock?

ANS:

11)Can goods be issued directly from the goods receipt area?

ANS:

12)What kind of form (printout) are you taking for stock putaways (GR slip, transfer

order form, sticker, etc.)?

ANS:

13)How do you manage your supply chain?

1 Close partnership with suppliers

2 Close partnership with customers

3 JIT supply

4 e-procurement

5 EDI

6 Outsourcing

7 Subcontracting

8 3PL

9 Plan strategically

10 Supply Chain Benchmarking

11 Vertical integration

12 Few suppliers

13 Many suppliers

14 Holding safety stock

15 Use of external consultants

14)Which of the following you think that your company needs to do in orderto manage its supply chain better? Tick all thatapply.

ImproveStart

ImplementingSatisfiedalready

Notappropriat

Close partnership with suppliers

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Close partnership with customers

JIT supply

e-procurement

EDI

Outsourcing

Subcontracting

3PL

Plan strategically

Supply Chain Benchmarking

Vertical integration

Few suppliers

Many suppliers

Holding safety stock

15)Does your company have a separate logistics department? YES NO

16)How satisfied are you with the current public policy regarding SCM and IT?

Not at allSomewhat Satisfied Quite satisfied Very satisfied

1 2 3 4 5

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