Summer Internship Program

A REPORT ON BUSINESS PROCESS REENGINEERING FOR IMPLEMENTING WAREHOUSE MANAGEMENT SYSTEM

By
Manoj Banshilal Pachouri 05BS 1741 ICFAI Business School Bangalore

A REPORT ON BUSINESS PROCESS REENGINEERING FOR IMPLEMENTING WAREHOUSE MANAGEMENT SYSTEM By
Manoj Banshilal Pachouri ICFAI Business School Bangalore

A report submitted in partial fulfillment of the requirements of MBA program of ICFAI Business School Submitted To Faculty guide Prof. Bharat Kantharia ICFAI Business School Ahmedabad Company Guide Mr. Sharad Jobanputra Fairdeal Distribution Services Pvt. Ltd. Ahmedabad

Fairdeal Distribution Services Pvt. Ltd.
311, Shiromani, Surendra Mangaldas Road, Ahmedabad – 380 015 India Phone: 00 91 79 55215456 (3 Lines) Fax: 00 91 79 26753551 Email: info@fairdealdistribution.com Website: www.fairdeal.org May 15, 2006 CERTIFICATE TO WHOMSOEVER IT MAY CONCERN

This is to certify that Mr. Manoj Banshilal Pachouri has successfully completed the Project work, assigned to him at Fairdeal Distribution Services Pvt. Ltd., as part of the requirement in the MBA Curriculum of ICFAI Business School under my guidance and supervision. He has worked on the project titled Business Process Reengineering for Implementing Warehouse Management System during the period February 2006 – May 2006. This project is done for partial fulfillment of the M.B.A. program from the aforesaid institute. I wish him all the best in his future endeavors and career. Yours truly, FAIRDEAL DISTRIBUTION SERVICES PVT. LTD.,

Sharad Jobanputra Managing Director

Manoj Banshilal Pachouri

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ICFAI Business School

DECLARATION
I declare that the project entitled “BUSINESS PROCESS REENGINEERING FOR IMPLEMENTING WAREHOUSE MANAGEMENT SYSTEM” conducted at Fairdeal Distribution Services Pvt. Limited is a record of independent research work carried out by me during the academic year 2005-06 under the able guidance of my faculty guide Professor Bharat Kantharia of ICFAI Business School, Ahmedabad, and my project guide Mr. Sharad Jobanputra, promoter and Managing Director of Fairdeal Distribution Services Pvt. Ltd. (www.fairdeal.org) I also declare that this project is the result of my effort and has not been submitted to any other University or Institution for the award of any degree, or personal favor whatsoever. All the details and analysis provided in the report hold true to the best of my knowledge.

Place: Ahmedabad Date: 10th May 2006

Manoj Banshilal Pachouri ICFAI Business School

Manoj Banshilal Pachouri

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ICFAI Business School

His 30 years of experience in Sales and Distribution was itself a great source of knowledge and information for me. Ltd. I acknowledge all those whose guidance and encouragement served as a “beacon light” and crowned my efforts with success. mentor and above all for his encouragement. zeal. I would like to extend my warm salutations to Professor Ravi Warrior. This IIM-A graduate with his more than 20 years of work experience in ERP implementation and Business Process Reengineering has all the tools required to guide a student. Manoj Banshilal Pachouri iii ICFAI Business School . my Marketing faculty at Bangalore campus and Mr. I would like to express my profound sense of gratitude to Professor Bharat Kantharia . steadfast determination and most of all encouraging guidance. This project would not have been concluded successfully within time without their support and help. would be incomplete without the mention of the people who made it possible. Ahmedabad. Ltd.ICFAI Business School. for his guidance and encouragement in getting this project. honorable Promoter and Managing Director of Fairdeal Distributors Pvt. I sincerely and whole-heartedly thank my fellow colleagues and the staff team at Fairdeal Distribution Services Pvt. Sharad Jobanputra. for giving me value suggestions and advice throughout the execution of the project. with immense gratitude. Rajkumar of Sequel Pvt.Acknowledgements The satiation and euphoric that accompany the successful completion of task. he bestowed every possible facility to me. Ltd. so as to carry on the project work without any encumbrance. I sincerely thank Mr. severance. undeferred missionary. Despite his demanding schedule. I thank him for being a constant source of inspiration. success is the epitome of hard work. So. With a deep sense of gratitude and indebtedness. and my company guide for giving me an opportunity to take up this project. and my project guide for guiding me as well as providing me the support to conduct this project. After all.

Zankar.I would be selfish if I do not mention names of Mr. Last but not the least. Hemant & Mr. Late Shri Banshilal Pachouri and Ms. Aashish of Titan watches. for bringing me up in a successful environment and teaching me all the basic etiquettes and ethics required for my growth in an organization. and many other who gave me their valuable time from their busy schedule to help me in studying the business processes at Fairdeal Distribution Services Pvt. Manoj Banshilal Pachouri 05BS 1741 ICFAI Business School Manoj Banshilal Pachouri iv ICFAI Business School . I thank my parents. Vinod of Tata Tea. Ahmedabad. Mr. and my seniors who provided me with the study material on my project. Ltd. I take this opportunity to thank all the library members of ICFAI Business School. friends. Saurabh of Voltas. Pravin of Amara Raja Batteries. Narendra of TVS Motors. Mr. Mr. Mr. Mr. Sunil Patel of Bharati (Motoroala). Mr. Dhanvanti Devi.

BPL Sanyo. Horology industry. MICO Bosch. McFills foods. At the Fairdeal. MRF paints. Tata tea regional manager for west zone during my project. Sharad Jobanputra’s guidance with more than years of industry experience and his deep knowledge of various fields was more than any business school lecture. Apart from external industry exposure. Mr. In a very systematic manner training was offered to me. Around four month of my work exposure gave me tremendous insights into the companies operations. I also got opportunity to spend some time with Mr. My Interaction with Area Sales Managers (ASM). Amara Raja Batteries etc.Me @ FAIRDEAL I am among the few professionals who are privileged to get their dream project. Though the time was clearly sketched out to me. Electronic home appliances industry. branch managers (BM) and other top management of these companies stretched my thinking nerves and gave me new perspective of looking at corporate world’s real time situations. Tata tea. Pawas Agarwal. Fairdeal’s staff was also equally capable with industry experience in range of two to ten years. Voltas. dealers. Automobile industry. Manoj Banshilal Pachouri v ICFAI Business School . Fairdeal’s management and staff was not less than a gurukul for me. Bharati Teletech. TVS Motors. I got the opportunity to understand the supply chain and logistics operations of many industries namely. Some of the companies I studied in these industries are Titan. Telecommunications industry and Paint Industry. Bell ceramics. It was always my dream to work on an ERP and BPR project in my SIP and Fairdeal provided me this opportunity. Foods and snacks industry. Motorola. I was given complete freedom with the style of working. Tanishq. Planning Scheduling and deadlines are a part of every working individual and that’s exactly what was expected of me. Working with the Fairdeal I have been able to understand some of the best logistics and clearing & forwarding industry practices that they follow.

This will steer me to make myself competent enough and excel in whatever I do. In short. Ltd. is always near to my heart.During entire internship period I was asked to report at the end of every phase that I complete. The prospectus of association with Fairdeal Distribution Services Pvt. it was a knowledge enhancing and curiosity quenching experience that will linger in my heart. These reports covered my basic understanding of the issue and then methodology that used for the analysis. Manoj Banshilal Pachouri vi ICFAI Business School . This enhanced my knowledge to great extent and triggered in me the curiosity to know more on the subject.

........ xi Acronyms and Abbreviations............................... 16 Legal Issues in Logistics Industry.............. 26 Reverse Logistics (Returns Management) ........................ 15 INDUSTRY ANALYSIS .......... 8 Proposed Methodology........................................................... 32 Directors .............. 35 Distribution Network ................................................................................................................... 23 Fourth Party Logistics (4PL) Industry.......................... 36 Awards and Achievements ............................................................................................................................................. 34 Product Range................................................................. 18 Third party logistics ............................................................................. 9 Detailed tasks to be performed .................................. vii List of Figures.......... 11 Project Schedule.................................................................. 6 Scope of the project ......... 16 Logistics Industry .................................................................... 26 Material Handling .................................... 7 Limitations of the Study. 31 History ........................................................ 25 Warehousing............. Mission and Business Objectives ............................................................................................................................. 33 Business Focus ........................................................................................................................................................................................................................................ xii Abstract.............. 34 Locations.............................. 6 Objectives of the Project ...................... 25 Vendor Owned Inventory Management ...................................................................... ii Acknowledgements .............Table of Contents CERTIFICATE ........................................ 32 Independent Directors .......................................................................... 30 Vision................................................... iii Me @ FAIRDEAL......... 1 Executive Summary .......................................................................................................................................................................... v Table of Contents............................ 19 Third Party Logistics Industry: SWOT Analysis ..................................................................................... 24 In-plant Stores Outsourcing ................................................................................................................................................................................ 27 Clearing and Forwarding Agents ........... i DECLARATION ................ 3 INTRODUCTION ................................................................................. 37 Manoj Banshilal Pachouri vii ICFAI Business School ..................................................................................................................................... 29 ABOUT FAIRDEAL ...................... x List of Tables......................................................................................................................................

................................ 82 Value Wise ABC Analysis............................................................. 103 Goods Receiving Process......................................................................................... 54 Sources of Data Collection ........................... 55 Remuneration claimed by CFA ....................... 143 Assembling Warehouse Data ...... 41 Amara Raja Batteries Limited (ARBL) ................................................. 51 PROCESS ANALYSIS ...................................... 46 Bell ceramics ...... 96 Decide on an approach .......................................... 91 AS-IS ANALYSIS . 123 Transportation Process ................................................................................................................................................................................... 112 Order Punching Process ............................ 138 Other Notes from Interviews ....................... 95 Definition of AS-IS Analysis................................... 37 Titan Industries ..................... 126 Handling Unsalable Material Process ................. 115 Order Approval Process ...... 104 Storing Material Process .......................... 121 Dispatching Process ................ 53 Processes and the Organization .................................................. 48 Bharti Teletech............................................................ 141 Preparation for Implementing Re-Designed Processes ............ 49 MRF Ltd ....................... 81 Definition of ABC Analysis ............ 37 Voltas ................... 134 Initial Issues Emerged Out Of AS-IS Analysis...... 132 Stock Maintenance Process ................................... 143 Warehouse Layout ..................................................................................... 54 Organization Structure of Fairdeal................................................................................................................. 99 Cycle Time.................. 100 Process Matrices [Key Performance Indicators (KPIs)].................. 83 Quantity Wise ABC Analysis................................. 44 Motors Industry Company Limited (MICO)............................................................................................................................................................. 144 Manoj Banshilal Pachouri viii ICFAI Business School ..............Client Companies............................................................................ 56 Company Wise Processes .................................................................................................................................................................................................................................................................................................. 87 Transactions Wise ABC Analysis .................................................... 129 Handling Warranty Claims Process ............................. 118 Invoice/ Bill Printing/ Stock Transfer Process .............................................................................................................................................................. 43 TVS Motors... 39 Tata Tea ................................................................................................................................. 57 ABC ANALYSIS ................................................................................................ Wait Time measurements ........................................... 108 Cycle Count Process ....................... 140 TO-BE ANALYSIS ..............

............................................................................................... Project Activity-Time Schedule. Generating Barcode Labels..................... Implementing Location Sequencing ............................... Suggestions and Recommendations...................... To-Be Dispatching Process .............. To-Be Order Punching Process .......................... APPENDIX C: Flowcharting Shapes ................... To-Be Warranty Claims & Unsalable Material Process ... To-Be Order Approval Process ........................................ GLOSSARY ................................................ Bibliography........................................... To-Be Storing Material Process ........................................................ REFERENCES .......................................................................................................................... TO-BE Stock Maintenance Process........................... 146 146 147 147 148 149 152 154 156 157 159 161 163 165 166 169 170 174 182 185 185 186 193 194 194 195 196 Manoj Banshilal Pachouri ix ICFAI Business School ....................................................... APPENDIX B: Fairdeal’s Document Formats ...................... APPENDIX A: Key staff involved in the project ......... Characteristics of an Ideal WMS..................... To-Be Transportation Process .................. To-Be Invoice/ Bill Printing/ Stock Transfer Process .........................................................................................................................................................Specifying the Replenishment Sequence .............................. To-Be Cycle Count Process ....................................................... To-Be Goods Receiving Process.................................................................................... APPENDICES ........................... Synchronize Fairdeal WMS and Principal’s ERP Module . Internet Sources............................................................................................................ Import-Export Data To and From WMS ...................... SUGGESTIONS AND RECOMMENDATINS....................

...................................... 158 20: Flowchart of TO-BE Invoice/ Stock Transfer Process......................................... 28 3: Organization Structure of Fairdeal.............................. 160 21: Flowchart of TO-BE Dispatching Process ...... 128 12: Flowchart of Handling Unsalable Material Process ............... 133 14: Flowchart of Stock Maintenance Process.... 162 22: Flowchart of TO-BE Transportation Process....................................... 192 31: Flowcharting Shapes ............................. 151 17: Flowchart of TO-BE Storing Material Process .............List of Figures Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure 1: The Implementation Process Model Project Plan .............. 55 4: Flowchart of Goods Receiving Process....... 187 26: Format of Advance Intimation of Warranty Return ........ 131 13: Flowchart of Handling Warranty Claims Process....................................................... 188 27: Format of Lorry Receipt (LR) of Fairdeal ......... 137 15: Warehouse Layout .................... 191 30: Format of Warranty Return Delivery Challan ................................. 164 23: Flowchart of TO-BE Stock Maintenance Process ........................ 107 5: Flowchart of Storing Material Process ...... 120 9: Flowchart of Invoice/ Bill Printing/ Stock Transfer Process 122 10: Flowchart of Dispatching Process ....... 193 Manoj Banshilal Pachouri x ICFAI Business School ....................... 111 6: Flowchart of Cycle Count Process ............................................... 9 2: Reverse Logistics Cycle ............ 189 28: Format of Lorry Receipt obtained by Fairdeal ................................... 155 19: Flowchart of TO-BE Order Approval Process ................ 153 18: Flowchart of TO-BE Cycle Count Process .... 144 16: Flowchart of TO-BE Goods Receiving Process ........................... 168 24: Format of Gate Pass of Fairdeal .......... 114 7: Flowchart of Order Punching Process ........................................... 190 29: Format of Warranty Replacement Delivery Challan ................. 125 11: Flowchart of Transportation Process ............................. 117 8: Flowchart of Order Approval Process ....................... 186 25: Format of Invoice .......................................

....................................... 132 23: Stock Maintenance Process............... 121 19: Dispatching Process ................. 163 33: TO-BE Stock Maintenance Process ..........................Transaction Wise ........................... 146 26: TO-BE Goods Receiving Process ................................................... 161 32: TO-BE Transportation Process.......... 127 21: Handling Unsalable Material Process ....................................................................................................................... 100 9: Loading & Unloading times in TVS (With four labors) ........ 182 35: Gantt chart of Project Activity-time Schedule .................................................................. 185 Manoj Banshilal Pachouri xi ICFAI Business School .. 184 37: Key Staff Involved In the Project.............................................. 101 10: Ideal Unloading times (with four labors)............................................................................................................ 101 11: Fairdeal’s Unloading times...........................List of Tables Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table 1: Project Schedule..................................................................... 86 6: ABC Analysis ..................................................................................................................... 157 30: TO-BE Invoice/ Bill Printing/ Stock Transfer Process... 103 13: Goods Receiving Process ....... 90 7: ABC Analysis ............................... 150 27: TO-BE Storing Material Process ....... 34 4: Some examples of Titan watches .............. 59 5: ABC Analysis ................................... 152 28: TO-BE Cycle Count Process ............................................. 183 36: Organizational responsibility .........................Quantity Wise ..................... 116 17: Order Approval Process...... 119 18: Invoice/ Bill Printing/ Stock Transfer Process .............................................................. 159 31: TO-BE Dispatching Process ....... 154 29: TO-BE Order Approval Process ............................................... 167 34: Project Activity-Time Schedule.......... 130 22: Handling Warranty Claims Process....................... 23 3: Product Range of Fairdeal ........ 124 20: Transportation Process . 136 24: AS-IS Analysis -Important issues with priorities .......... 110 15: Cycle Count Process ....................... 94 8: Unloading times of Transport Vehicles .............. 138 25: Example of Location Sequence Numbers ..................................... 113 16: Order Punching Process ......... 15 2: SWOT Analysis of 3PL Industry .............. 106 14: Storing Material Process................................................................... 102 12: Summary of Metrics ...............................Value Wise .............

Forecasting & Replenishment : Cycle Time Management : Rolling Sales Plan : Vendor Operated Inventory : Stock Keepting Unit SD module : Sales and Distribution Module Manoj Banshilal Pachouri xii ICFAI Business School .Acronyms and Abbreviations BPR ERP WMS WIP GRN STM ASN LR FMCG DD E-ARIMS VAT AGVS AIDC APS ASRS CPFR CTM RSP VOI SKU : Business Process Engineering : Enterprise Resource Planning : Warehouse Management System : Work In Progress : Goods Received Note : Stock Transfer Memo : Advance Shipment Notice : Lorry Receipt : Fast Moving Consumer Goods : Demand Draft of a Bank : electronic – Amara Raja Inventory Management System : Value Added Tax : Automated Guided Vehicle System : Automatic Identification Data Capture : Advanced Planning and Scheduling : Automated Storage & Retrieval System : Collaborative Planning.

Handling unsalable material and Handling warranty claims. total eighteen processes and sub-processes were short-listed for detailed study. Storing. TO-BE Analysis was taken up for eight processes which required re-engineering. Project took off with studying all the processes being carried out at Fairdeal warehouse. These alliances are also known as logistics or supply chain outsourcing and contract logistics. Cycle Count. out of which. These processes were benchmarked with best practices of warehousing and clearing & forwarding industry. by implementing an Enterprise Resource Planning (ERP) Warehouse Management System (WMS) Module. Some activities were acting as bottlenecks and needed restructuring. In the next phase. This project titled “Business Process Reengineering for Implementing Warehouse Management System” aims at improving efficiency of business processes being used at Fairdeal Distribution Services Pvt. This is also known as Clearing & Forwarding. Manoj Banshilal Pachouri 1 ICFAI Business School . Transportation. At the same time. One of today's trends to solve this problem is outsourcing logistics or using third-party logistics (3PL) to manage complex distribution requirements. After thorough discussions with Fairdeal’s management and on the basis of need analysis. Invoice [refer to format of Invoice in APPENDIX B] printing. Result of AS-IS Analysis revealed activities in certain processes were not at par with industry standards and needed improvement. For example: It was found that serial numbers were being scanned at the time of dispatching the material which was delaying both dispatching time as well as order cycle time. they need to source material globally to be competitive. Order punching. Ltd. Order Approval.Abstract More and more organizations worldwide want to develop products for global markets. Dispatching. Organizations have developed strategic alliances with 3PL companies all over the world to manage their logistics operations network. ten processes were selected for AS-IS Analysis phase which included Goods receiving.

Pre-plan the arrival of Goods-In-Transit and keep the space ready for arriving material. Manoj Banshilal Pachouri 2 ICFAI Business School . This would reduce errors in times of absentees and attritions. location codes and quantity. Some of the suggestions implemented by Fairdeal are as follows: • Scan barcode numbers at the time of storing the material and not at the time of dispatching.Demonstrations of third party warehouse management systems (WMS) were attended to get best industry warehousing practices and interviews were organized to observe the expectations of the end user. Based on industry’s best practices and findings of AS-IS Analysis. Some of WMS softwares. A detailed process restructuring plan was made and recommendations were given to Fairdeal’s management. I studied during this project are Intelliwms from IntelliTrack etc. dependency on specific employee will decrease. Each employee should have knowledge of at least two softwares. • • • It is estimated that these recommendations after being implemented will enhance operations of Fairdeal to a great extent. Fairdeal’s staff should develop cross-functional and cross-company knowledge of different softwares and packages. This pick slip will include item codes. Pick slip will be generated at the time of invoice printing which would be helpful in locating material in the warehouse. cycle time of orders will decrease and space utilization will also increase. Efficiency of processes will increase.

Executive Summary Hello. This project was so closely related to these two subjects that I had to implement most of my learning in Supply Chain Management. Ltd. Sharad Jobanputra and faculty guide Mr. (www. Findings and recommendations of this project were very useful during implementation of Warehouse Management System. How did I apply my learning at IBS? During this project. Ltd. Cycle times. proved to be very useful.I.fairdeal. Sharad Jobanputra who is founding promoter and managing director of Fairdeal Distribution Services Pvt. Bharat Kantharia. Manoj Banshilal Pachouri 3 ICFAI Business School . Team Constitution: This project was solely undertaken by me under guidance of company guide Mr. I am Manoj Banshilal Pachouri*. my learning in classroom. Bharat Kantharia as well as top management of the company. I did my S. All the employees and some customers of Fairdeal were indirectly (but very closely) involved. especially classes of ITM and Operations Management. I was assigned the task of doing Business Process Re-engineering which helped the company improve efficiency of its business processes. with Fairdeal Distribution Services Pvt. A copy of report was submitted to faculty guide Mr.org) from February 13th 2006 to May 20th 2006.P. Enterprise Resource Planning etc. Profile/ Key Result Area • • • • • • Understanding processes in logistics industry AS-IS Analysis to find out current processes being carried out Interacting with process users to understand their needs TO-BE Analysis to benchmark best processes in logistics industry Pointing out issues and suggesting recommendations Documenting every activity during project Reporting: I reported to Mr.

0 for editing images Adobe Acrobat 7.0 for surfing internet WinZip 9. negotiation skills.0 Professional for converting word document into PDF format Adobe Acrobat 5. business communication skills. group dynamics.0 for reading PDF documents HP Scanner for scanning documents Microsoft XP Paint for converting bitmap format to picture format Microsoft Notepad for writing notes Microsoft XP Word for documentation Microsoft XP Excel sheets for calculation and charts Microsoft XP Power point for making presentations Internet Explorer 6. I leant Microsoft Visio 2003 to draw flowcharts during AS-IS Analysis phase of this project.0 for writing data on Compact Disk (CD) Adobe Photoshop 6. Learning during SIP: This project proved to be my dream project as I learnt a lot of ERP and BPR fundamentals and concepts during this project. This project also developed my professional personality by teaching me team building. time management and corporate ethics.This resemblance between SIP project and my learning at IBS helped me completing this project without much hurdles and with in given time limit.0 for archiving files Manoj Banshilal Pachouri 4 ICFAI Business School . Though I had work experience of five years in field of software developing and marketing but this project exposed me to a new field of supply chain management and third party logistics to implement Information Technology in clearing and forwarding and warehouse management industry. Some of the Software packages and tools I used during the course of this project are: • • • • • • • • • • • • • Microsoft Visio 2003 for drawing flowcharts Adobe Nero Express 6.

I owe my deep respects and regards to Mr. Sharad Jobanputra (Company Guide) and Mr. Bharat Kantharia (Faculty Guide) who provided me wonderful ambience to learn through out this project. Preparation/ Achievements/ Recognition: I began preparing for the project even before writing my semester II exams (31st Jan 2006 – 04th Feb 2006), that helped a lot. I used to surf supply chain management and logistics websites to understand third party logistics, Clearing & Forwarding and Warehousing industry. I used to discuss intricacies of business processes and BPR with my faculties of Information Technology for Managers and Operations Management. My report was highly appreciated by Fairdeal’s management as well as my Company Guide Mr. Bharat Kantharia. Findings of this project will be used as an important document for developing Warehouse Management System (WMS) for Fairdeal Distribution Services Pvt. Ltd. and documentation of this project would be used to train and equip employees of Fairdeal with best industry practices.

* Manoj Banshilal Pachouri, age 25 years, is a student of class of 2007 at IBS Bangalore. Prior to his MBA he was working as a software developer in Ahmedabad at .NET platform (C#.NET, VB.NET). He wants to be known as an ERP and BPR consultant and is deeply inspired by Mr. Jayant Chawala of SAP Labs who is a famous name in ERP implementation world.

Manoj Banshilal Pachouri

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ICFAI Business School

INTRODUCTION
Objectives of the Project
Process Mapping • To find common processes across principal companies. • To find specific processes related to each company. For Example: Orders punched on internet; dispatch strictly on FIFO basis etc. Process Improvement • To compare current processes of Fairdeal Distribution Services Pvt. Ltd. with benchmarked processes. For Example: Automating FIFO (First-In-First-Out); Handling multiple MRP during price revision, Inspection stock etc. To suggest refinement or changes in the processes.
T

Process Standardization • To standardize processes of Fairdeal Distribution Services Pvt. Ltd. by studying their activities. • To prepare process flow charts and process performing ‘AS-IS’ Analysis and ‘TO-BE’ Analysis. matrices after

Implement Warehouse Management System (WMS) Prepare a blueprint on how to incorporate the various processes into software, which then forms the base document for developing the WMS for Fairdeal Distribution Services Pvt. Ltd.

Manoj Banshilal Pachouri

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ICFAI Business School

Scope of the project
The scope of this project extends to learning about latest developments and best practices in Supply Chain Management, Logistics, Sales & Distribution, Warehousing and Material Management practices. It will cover many industries like Automobiles, Watches, Paints, Home Appliances, and Telecommunication etc. • Identifying, mapping, measuring, objectively analyzing and improving business processes and practices within enterprise and across enterprise boundaries with customers, suppliers and business partners. Findings of this project will be used as an important document for developing Warehouse Management System (WMS) for Fairdeal Distribution Services Pvt. Ltd. Documentation of this project would be used to train and equip employees of Fairdeal with best industry practices. All the work done during this project is for the internal purposes of Fairdeal Distribution Services Pvt. Ltd. As all the information is confidential and proprietary, the presentations and reports including process flow maps of company will not be available for public disclosure.

Manoj Banshilal Pachouri

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ICFAI Business School

Limitations of the Study
Third party logistics (3PL) is an emerging area in India and hence not much secondary data for Indian scenario is available for research purpose. • There is no ideal format of warehousing practices as they keep changing from company to company and are dependent on certain other parameters like type of goods handled, frequency of transactions, mode of transport etc also. Employees at Fairdeal Distribution Services Pvt. Ltd. remain busy in their daily chores and hence it is difficult to get their time for understanding processes they are handling. Since this project involves interacting with labors and store keepers who are relatively less aware of research projects, it is time consuming to convince them to participate and cooperate in surveys and interviews of the project. Some processes are carried out, partially or fully, at different locations like unloading goods, marking labels and storing goods are performed simultaneously. Hence it is not practically possible to go through entire process in one go. Some activities like receiving goods and scanning material are dependent on external factors like goods can be received only when lorry comes to depot. These external factors might increase time to analyze processes.

Manoj Banshilal Pachouri

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ICFAI Business School

Proposed Methodology Figure 1: The Implementation Process Model Project Plan This project will be carried out in four phases namely – AS-IS Analysis TO-BE Analysis Process Mapping and Findings and Recommendations Manoj Banshilal Pachouri 9 ICFAI Business School .

revise the process flows and define any additional interventions required. Analyzing. establish benefits targets. operational plans. organograms. define roles and responsibilities (RACI). Redesigning and Implementing the various processes of Fairdeal Distribution Services Pvt. 2. Run a pilot implementation where there are significant uncertainties about aspects of the new process or the organizational design.These four phases will include Studying. develop high-level problem hypotheses. 3. Put new organizational design in place. 4. costs). and hand over to line management. Manoj Banshilal Pachouri 10 ICFAI Business School . benefits tracking). draw-up opportunity charts for benefits. Define the process and establish its boundaries. carry out gap analysis (skills. and develop implementation plans. performance measures). Mapping. carry out training. measure baseline KPIs. validate benefits. set up Service Level Agreements (SLAs). do micro-organization design. refine the problem hypotheses. Ltd. use this to adjust process flows. existing process maps. establish Key Performance Indicators (KPIs). Description of various phases is as follows – 1. Design the "TO-BE" process. Document the "AS-IS" process. do initial data gathering (e. Implement.g. 5. establish performance measurements (KPIs.

• • • • • 3. • • • • What are organizations People Process Controls Structure Processes and Organizations The functional decomposition Relating processes and organizations Identifying who does the work Relating people to processes Assessing the impact of various types of automation Processes And Documents The document flow concept Document flow techniques Measuring document flows The process context of documents The document context of processes Processes and Locations The location model Identifying where the work is done Relating people to processes Assessing the impact of location change Manoj Banshilal Pachouri 11 ICFAI Business School .Detailed tasks to be performed 1. • • • • • 4. • • • • 2.

and wait time • Identifying value-adding activities Manoj Banshilal Pachouri 12 ICFAI Business School . • • • • 6. resource utilization Process quality and measures Measures and best practices Workflows Workflow concepts Workflow techniques Measuring workflows Building complex workflows Using the Time Lens • Gathering cycle time. • • • • 8.5. queue time. Processes and Technology The technology model and architecture Relating processes and technology Relating technology to processes Assessing the impact of technology change Process Measurement Types of measures Matching the measures with flow types Measures and maps ‘AS IS’ and ‘TO BE’ measurement Measure cycle time. process time. • • • • • • • 7.

9. • • • • • • The ‘AS IS’ Process Suite Identifying the core processes Identifying opportunities for improvement Identifying new process opportunities Defining key process requirements Organizing the ‘As Is’ document Preparing the ‘To Be’ input 10. The ‘TO BE’ Process Suite • • • • • • Designing new processes Revising old processes The integration method and process Integrating multiple processes Vertical and horizontal integration Integrating across business partners 12. Migration and Transformation • • • • • Identifying the process transformations Assessing the migration of enablers Identifying sensitivities Assessing alternatives Preparing the migration plan Manoj Banshilal Pachouri 13 ICFAI Business School . Process maps and the level of detail • Macro level flow chart • Functional-activity level flow chart • Task and procedural level 11.

Integrating all the data collected and preparing a knowledge bank. Preparing process flowcharts and maps and finding out processes that need to be redesigned. Manoj Banshilal Pachouri 14 ICFAI Business School . Proposing recommendations based on the findings of the project. Preparing a document which will capture all the processes of Logistics. Personal interviews with warehouse staff.To complete above mentioned tasks other activities that will be performed will include Collecting the artifacts regarding the Logistic and Warehousing. Warehousing and Material Management.

process time.Project Schedule Table 1: Project Schedule Date Description 16-02-06 Learning Processes and Organization 18-02-06 Introduction with warehouse and its staff 20-02-06 Learning Processes and Technology 21-02-06 Process Measurement 21-02-06 Understanding Workflows 28-02-06 Gathering cycle time. and wait time 08-03-06 Complete process matrices 18-03-06 Complete “AS-IS” Analysis 25-03-06 Point out the processes which need improvement 02-04-06 Finish personal interviews with warehouse staff 04-04-06 Design new processes 10-04-06 Integrate multiple processes 21-04-06 Complete “To-Bo” Analysis 25-04-06 Identifying Process Gaps 10-05-06 Complete Industry Interaction to get best practices 15-05-06 Document all the findings of the project Manoj Banshilal Pachouri 15 ICFAI Business School .

in-process inventory. effective flow and storage of raw materials. finished goods. The whole concept of Logistics is based on 7 R's which are:• • • • • • • Right Right Right Right Right Right Right Place Time Quantity Quality Price Condition Customer Logistics activities. as a part of Supply Chain Management comprises of the following: • • • • • • • • • • Purchase and Supply Material Handling Production Planning Production Control Transportation Storage Distribution Product Management Installation and Servicing Strategic Management Manoj Banshilal Pachouri 16 ICFAI Business School . implementing and controlling the efficient. out bound. internal and external movements) in order to satisfy customer's requirements.INDUSTRY ANALYSIS Logistics Industry Logistics is a part of supply chain and is defined as "the process of planning. Logistics is also defined as time related positioning of resources. services and related information right from the point of origin to the point of consumption (including inbound.

But. Relations. Logistics plays a significant role in the management of entire supply chain. Logistics plays a key role in Supply Chain Management as there is a strong inter-play of activities starting from raw materials till the finished goods. The pre-requisite infrastructure required to provide logistics solutions are: • • • • • • • Land and Building (Warehouse) Trained Manpower Material Handling Equipments Hardware and Software Transport Network Vendors Consultants Manoj Banshilal Pachouri 17 ICFAI Business School . Technology. in all the case the architecture of the chain would include the following three elements .System. For example: In a manufacturing industry. In all the activities there is a flow of goods whether it is raw materials or WIP or semifinished goods or finished goods.A well designed Logistics chain is expected to support the strategic objectives of: • • • • • • Reduced Costs Shorter Lead Time Flexibility Enhanced Service Better Product Availability Better Product Reliability The best configuration of the chain will vary from individual chain to chain and individual organization to organization.

Municipal Corporation are some of the examples. every logistics provider will have to comply with distribution and transportation industry regulations. Labor Acts: According to these acts. not pollute the • • • • • Industry Act: Being in distribution and transportation industry. Transporter’s unions. Sanctions from appropriate bodies: There are many central and local bodies whose permission is required to carry out logistics operations. Logistics. Some of the legal issues involved are: • Conforming and non-conforming areas: Warehouses and transport locations can not be set up in residential areas and are not permitted by law. This tax varies on product to product basis. road taxes etc. Material can be insured against fire up to dealer’s point or up to CFA point. Warehousing and Clearing & Forwarding. minimum of 8. Excise Duty: This is the tax payable at the factory location on the value of products manufactured by the company. Local Taxes: These taxes include local sales taxes. Fire Act: Insurance claims and damages due to fire come under Fire act. Pollution Act: Logistics activities should environment which may harm social set up. Also.Legal Issues in Logistics Industry There are some legal issues involved with the operations of Supply Chain. • • Manoj Banshilal Pachouri 18 ICFAI Business School . minimum wage has to be given to every labor under Wages Act.33 % of annual salary of worker has to be awarded as bonus. Octoroi taxes.

effective flow and storage of raw materials. services and related information. Third party logistics Third party logistics is the activity of outsourcing activities related to Logistics and Distribution. in-process inventory. The 3PL industry includes Logistics Solution Providers (LSPs) and the shippers whose business processes they support. Level of outsourcing of in-plant logistics and third party logistics is mainly of following types: Levels of Outsourcing • Transactional Outsourcing: Based on transactions. Tactical Outsourcing: Outsourcing on a long term basis with negotiated contacts and integrated IT systems to facilitate free information flow and create supply chain visibility. implementing and controlling the efficient.How is logistics different from transportation? Transportation is physical movement of goods (inbound and outbound) as well as picking up of products as per customers order and delivering it to the ultimate user whereas Logistics encompasses several activities related to supply chain management such as planning. finished goods. in which transportation is a major element in the entire chain. • • Manoj Banshilal Pachouri 19 ICFAI Business School . 3PL companies become partners in supply chain management and establish transactional transparency. with no long term contracts and no bonding between the 3PL and the outsourcing company. Strategic Outsourcing: Based on long-term relationships with successful outcomes. Third Party Logistics (3PL) companies or Clearing & Forwarding Agents (C&FA) all over the world have become important channel in Supply Chain Management (SCM) and Sales & Distribution (SD) to manage logistics operations network.

Resource constraints: In-house logistics and supply chain management requires heavy investment in infrastructure. keeping customers and stores properly stocked. warehousing and IT resources which might not be possible for a medium sized or small sized company. and delivering the perfect order every time. Because Someone Else Can do it Better: Even if you have resources available. transportation. Some other reasons companies opt for Third Party Logistics are following: • • To Save Time: Outsourcing the Logistics function can free up resources to focus on core competencies. another organization within the supply chain may be able to do it better. supply chain expertise and economies of scale.Why Use Third Party Logistics? Main reason for outsourcing Logistics or Clearing & Forwarding operations to third parties is that it allows manufacturing company to concentrate on their core competencies. Sales tax filing. Insurance claims. To Re-Engineer Distribution Networks: Logistics outsourcing can be a quick way to re-engineer distribution networks to meet global market demands and gain a competitive edge. For more professional and scientific approach to logistical problems: Logistics outsourcing reduces problems arisen of truck accidents. simply because its relative position in the supply chain. Cost saving/ cost optimization: Economies of scale and supply chain and logistics expertise of dedicated third party logistics provider may reduce the cost of logistics. • • • • • • Manoj Banshilal Pachouri 20 ICFAI Business School . To Share Responsibility: 3PL companies can share responsibility for managing global supply chains. reverse logistics etc which can be handled by 3PL very efficiently. Efficient management of inventory resulting in better utilization of working capital: finished goods can be transferred from one clearing & forwarding agent to other through stock transfer for better movement of goods and hence better inventory management. Octoroi claims.

pharmaceutical. The market for 3PL services is likely to grow at a CAGR of 20. Chemicals. competitive pressure. with the growth being fuelled by the entry of MNCs and export focus of Indian companies. For example: Gati is planning to add new services in its portfolio.46 billion in 2003. Indeed. the automotive. In fact. this industry is expected to represent almost 30 per cent of the global air cargo with an average annual growth rate of 10 per cent. the trend in the industry is towards the third party logistics (3PL) concept — the market size for this category of service was estimated at $250 million in 2003. The transportation cost accounts for nearly 40 per cent of the cost of production. FMCG. a recent study on the logistics market by Frost & Sullivan has estimated that the revenue of the logistics industry from the manufacturing sector alone was $13.3PL Is Growing THE Indian logistics industry is poised for a significant growth in the coming years as new companies.2 per cent during the next five years.4 per cent during the next five years. Manoj Banshilal Pachouri 21 ICFAI Business School . According to industry sources. increasing global trade and MNCs investments in India. IT hardware and FMCG companies are the major users of 3PL services. In India the logistics costs are still higher than in the developed markets — it is estimated to be around 13 per cent of GDP. with the market likely to grow at a CAGR of 6. incorporating value-addition in their services and customizing their supply chain management solutions. and manufacturing and FMCG sectors are increasingly opting to outsource their logistic requirements to specialized service providers. against 9 per cent of GDP in the US. such as transportation of clinical samples for pathological labs and medical institutions and reverse logistics that involve movement of defective products from the dealers back to the factory. cement and textiles were identified as the top five contributors to the revenues of the logistics industry. metal. with more than half the goods in India being moved by road. At present. Third party logistics service providers in India are gearing up to meet the growth demand. especially in the automotive. by 2020. Industry analysts say that the key drivers for logistics outsourcing are the corporate trend of focus on core operations.

They do it by constantly innovating and maintaining operational integrity. only a few 3PL companies achieve strategic status with their customers. The logistics firms are also focusing on related services such as customer clearing and forwarding. with such large retailers as Shoppers Stop and RPG expanding to smaller cities. Also. Some use an open-book costing method to demonstrate their system's transparency. 3PL service providers are expanding their basket of services as companies are now looking for more than just transportation of their products and raw materials. Analysts say that with large retailers such as Wal-Mart and Target seriously evaluating new suppliers for textiles in India. labeling and packaging. Source: The Hindu Business Line Achieving Strategic Outsourcing Unfortunately. the retail industry is expected to jump into the 3PL bandwagon. this sector is bound to outsource logistics in the coming years.One sector that is increasingly looking for outsourcing logistics is textiles. fleet management. Manoj Banshilal Pachouri 22 ICFAI Business School . order picking and inventory management. Realizing the potential in the outsourced logistics market. especially as it is facing the challenges of exacting delivery requirements and multiple export markets. inbound warehousing.

Third Party Logistics Industry: SWOT Analysis Table 2: SWOT Analysis of 3PL Industry STRENGTHS • • • • Quick way to re-engineer distribution networks Enhanced distribution and transportation Service Time Saving in servicing customer Flexibility in restructuring distribution networks and expansion plans Economies of scale in distribution OPPORTUNITIES • • Better utilization of working capital Fast expansion of principal’s business without investing in infrastructure and transportation resources Cost optimization as a result of fast and efficient processes Concentration on core competencies • • • • • • WEAKNESSES Lesser control over outsourced third party activities. • • • • • Manoj Banshilal Pachouri 23 ICFAI Business School . Lesser co-ordination between branch offices and 3PL agency. • THREATS Value Added Tax (VAT) might effect 3PL industry as distribution channels would be trimmed. Difficult to switch 3PL provider agency. Threat of leakage of operational competencies to competitors. Lack of proper set of skilled man power Forged bills and claims by 3PL provider agency. Poor transportation infrastructure of India might lower the profit margin E-Commerce is emerging as a primary threat to 3PL industry.

information technology. and technology of its own organization with those of complementary service providers to deliver a comprehensive supply chain solution to the client. customer support and supply chain technology. Manoj Banshilal Pachouri 24 ICFAI Business School . Step III: Implementation The implementation is done on the basis of recommendations made at the earlier two levels and the transition is put across to the 4PL delivery team. Step IV: Execution A 4PL provider's scope of responsibility also includes operational responsibility for numerous supply chain functions. T&D. besides the traditional transportation management and warehousing operations logistics outsourcing. taking special care to consider the dimension of human resources and organizational change. Step II: Transformation Here the focus is on coordinating specific supply chain functions such as sales and operations planning. the overall business strategy is aligned with supply chain strategy to reengineer the supply chain of the participants.Fourth Party Logistics (4PL) Industry Fourth party logistics provider is a supply chain integrator that assembles and manages the resources. as applicable. procurement strategy. distribution management. etc. capabilities. A standard 4PL supply chain solution involves four distinct steps: Step I: Reinvention At this level. with the aid of process and organizational changes.

with clear & measurable objectives and targets. Design & Development etc. leads to improved efficiency Increased control on service levels and inventory accuracy. as it is directly linked to 3PL’s revenue Specialized labor management model gives substantial cost reduction in terms of labor cost. along with tremendous flexibility and improved efficiency Manufacturers can then focus and allocate their resources on specialized areas like production. Some of the benefits of In-plant stores outsourcing are: • • • Focused & dedicated approach to stores function by skilled & experienced warehouse personnel. timely feeding to the production line can be done Your Supplier benefits by reducing his warehousing space. Some of its benefits are: • • • • Reduced inventory holding cost. and avoid last minute urgent shipments Replenishment model at the VOI warehouse helps supplier plan his production in a better way Manoj Banshilal Pachouri 25 ICFAI Business School . where the stock ownership to manufacturer happens only when it is required to be produced. • Vendor Owned Inventory Management With multiple supplier having different locations and lead times.In-plant Stores Outsourcing The in-house/in-plant stores activity is managed by a 3rd party logistics provider (3PL). it is becoming increasing costly for manufacturers to ensure timely inputs to production lines. VOI works on a pull based system. as the supplier holds the stock for the principal company With the stock point in the vicinity of the manufacturer.

materials handling is very important to outbound logistics. and rapidly preparing orders for shipment to customers. This warehousing function continues to be increasingly important as companies and industries use customer services as a dynamic. It creates time utility for raw materials. but also for meeting their customers' needs.Warehousing A warehouse is a point in the logistics system where a firm stores or holds raw materials. value-adding competitive tool. locating stock. For efficient movement of goods into the warehouse. Firms need to integrate materials handling requirements not only for the company's departmental needs. The proximity of market-oriented warehousing to the customer allows a firm to serve the customer with shorter lead times. Manoj Banshilal Pachouri 26 ICFAI Business School . In inbound logistics terms. There are as many as 700 organizations in India engaged in the business of clearing and forwarding. Material Handling has four dimensions: • • • • Movement Time Quantity Space Material Handling improves efficiency by making the logistics system respond quickly and effectively to plant and customer requirements. or finished goods for varying periods of time. materials handling serves company plants in the same way. industrial goods and finished products. semi-finished goods. Material Handling Material Handling is the process of efficient short-distance movement of goods that usually takes place within the confines of a building such as a plant or a warehouse or between a building and a transportation agency. accurately filling orders.

cost effective flow of raw materials. But companies are more likely to benefit if they can also make use of the information that comes back with returned merchandise. Manoj Banshilal Pachouri 27 ICFAI Business School . However. finished goods and related information from the point of consumption to the point of origin for the purpose of recapturing value or proper disposal." As far as managing the returns are concerned companies re-use them. implementing and controlling the efficient. companies have long ignored this part of the supply chain. leave them to a third party or destroy them. Efficient reverse supply chains bring many benefits to the companies. reverse supply chains are different from forward supply chains and most of the existing forward supply chains are not designed to handle reverse supply chains. where soft drink bottles are returned and reused repeatedly The Council of Logistics Management defined reverse supply chain as "The process of planning. re-sell them. in-process inventory.Reverse Logistics (Returns Management) Companies spend more time and money in fine-tuning their forward supply chains while ignoring their backward supply chains. known as reverse supply chain or backward supply chain. Though reuse of products and materials is a common phenomenon. A common example of reverse supply chain is the soft drinks bottles pickup and delivery system. companies can no longer ignore reverse supply chains. However. in today's competitive business environment when there is both external and internal pressure.

salvage. processing returned merchandize due to damage. excess inventory and recycling programs. hazardous material programs. Manoj Banshilal Pachouri 28 ICFAI Business School . restock. recalls. seasonal inventory. and asset recovery. obsolete equipment disposition.Figure 2: Reverse Logistics Cycle Reverse logistics also includes remanufacturing and refurbishing activities.

either directly or indirectly. there is a contract between the principal and the clearing and forwarding agent detailing the terms and conditions and also indicating the commission or remuneration to which the C&F agent is entitled. (b) Warehousing these goods. (e) Maintaining records of the receipt and dispatch of goods and the stock available at the warehouse. A clearing and Forwarding agent normally undertakes the following activities(a) Receiving the goods from the factories or premises of the principal or his agents. connected with clearing and forwarding operations. (f) Preparing invoices on behalf of the principal. This is usually given as a percentage of the turnover. o The above two constitute the remuneration or commission paid to the C&F agent by the principal. (d) Arranging dispatch of goods as per the directions of the principal by engaging transport on his own or through the authorized transporters of the principal. who is engaged in providing any service. (c) Receiving dispatch orders from the principal. Manoj Banshilal Pachouri 29 ICFAI Business School ." Normally. A variable commission based on performance which is computed on the performance indicators agreed upon between the agent and the principal. in any manner to any other person and includes a consigning agent. For their services rendered.Clearing and Forwarding Agents "Clearing and forwarding agent" has been defined as "any person. the C&F agent receives commission or remuneration which usually consists of two components: o Minimum commission on a flat rate or turnover basis depending on the packages/consignments handled.

Ltd. Ltd. infrastructure and intellectual property for the management. Keeping in mind the globalization of the industry and international trends.warehouses and vehicles . Fairdeal has a modern. Chetan Society. experience. For this purpose Sequel Logistics Pvt. Ahmedabad. and Precision Engineering Division of Titan Industries. Republic of India (hereinafter referred to as ‘Fairdeal’ which expression. efficient and reliable services. it was decided in March 2004 to widen the scope of service offering and move up in value chain. Titan Industries outsourced In-plant Logistics to both their plants. expertise. unless repugnant to the context or meaning thereof. Fairdeal has invested heavily in infrastructure . It has a dominating presence as a ‘Clearing & Forwarding Agent’. BPL Sanyo. Bopal-Ghuma Road. well laid warehouse of over 50000 sq ft at Sharkhej in Ahmedabad. 380058. Manoj Banshilal Pachouri 30 ICFAI Business School . maintenance and administration of all operations in Supply Chain Management Industry. Hosur (Tamilnadu) and Dehradun (Uttaranchal) to Sequel Logistics. Fairdeal manages over 40. Material handled by the group is valued at over Rs.. On 1st April.ABOUT FAIRDEAL Fairdeal Distribution Services Pvt. It is handling inbound logistics for diamond for Titan Industries from Surat. TVS Motor. 2004. shall mean and include its successors and permitted assigns). a company incorporated and registered in 1975 under the Companies Act. Gujarat. 3000 Crores and has employee strength of over 300 and also handles secondary movement for which have over 25 dedicated vehicles. technical know-how. in addition to Watch Division of Titan Industries.000 SKUs at 5 different locations. Today. 1956 and having its Registered Office at 431. Gujarat. was established. Fairdeal has represented that it has the requisite knowledge. resources. Madura Garments. Currently. And today our client list includes Ashok Leyland.to provide effective.

Mission and Business Objectives Vision To constantly innovate.Vision. comprehensive and customized solutions and services Business Objective • To build and offer World Class Supply Chain services in the areas of warehousing & distribution. to achieve highest level of efficiency. order management and related IT solutions • To deliver high Operational Efficiency and superior Customer Service by: o Constantly upgrading and adhering to World Class Systems & Processes o Placing emphasis on being Information / Data driven o Emphasis on Technology (IT & Others) o Being Customer focused. build and deliver superior supply chain solutions. Transparent & Ethical Manoj Banshilal Pachouri 31 ICFAI Business School . by offering innovative. inventory management. speed and profits Mission To be the most preferred Supply Chain Solution Provider in India.

He has worked in Supply Chain Department of Titan Industries and worked with Madura Garment as Supply Chain Manager. In 1978. Directors • Sharad Jobanputra He is a science graduate in microbiology and has 30 years of experience in various businesses and founder of Fairdeal Group.. the firm started FMCG distribution and was associated with The Tata Oil Mills Co. Ltd. Colgate-Palmolive etc. • S Rajkumar He is a mechanical engineer and has done MBA from IIM-C.History The first Group firm was established in 1975 and was carrying out business in office equipments. It also manages secondary freight for the clients. Manoj Banshilal Pachouri 32 ICFAI Business School . • Zankar Jobanputra He is a science graduate in mathematics and has 10 years experience in C&F business. Diversification came in 1987 by taking up 'Clearing & Forwarding Agency' of TITAN. The firms were into retail distribution of 'Fast Moving Consumer Goods' for many years. Since then Fairdeal has grown to become a major 'Logistics Service Provider' in Gujarat and represents over twelve clients in the state of Gujarat.

Procter & Gamble. Indian Hotels. India & China. • G Raghuram He is an electronics engineer from IIT. He is also a visiting faculty to national and international business schools. He teaches Operation Research in IIMA and has special interests in Supply Chain & Logistics. • Jamshed Daboo He is a mechanical engineer and an MBA from XLRI. Madras. These independent directors will give Fairdeal group outside view as Fairdeal grows in terms of geographical scope and physical scale.Independent Directors • Ninu Khanna He is a science graduate and an MBA from IIM-C. Japan & Nigeria. He has wide experience of working with Titan Industries and Tata Quality Management Services and currently he is COO – Business Hotels. Manoj Banshilal Pachouri 33 ICFAI Business School . an MBA from IIMA and a doctorate from Kellogg School of Management. India. He has a very wide experience of working with Colgate-Palmolive. Jamshedpur. He will be CEO-FMCG Vertical. Dabur and currently he is Managing Director of Bombay Dyeing. He has published several books and papers in national and international publications. Reliance Retail from June 2006.

Video. Industries Paints and other Coating Products. Mobile Audio Systems. Auto Filters. Audio. Vegetable Oils. Consumer Electronics. Watches. Telecommunication. Some of its fields of operation are: • In-plant logistics • • • • • • • Reverse logistics Third Party Logistics Manufacturing Logistics Manufacturer to Consumer (M2C) Logistics Warehousing Clearing and Forwarding Agents Transportation Product Range Table 3: Product Range of Fairdeal Consumer products Automotive Parts Tea. Domestic Appliances. Industrial Electricals. Lighting. Spark Plugs. Power Transmission Systems. Breakfast Cereals. Automobile Lubricants.Floor & Wall Consumer Durables Construction Material Manoj Banshilal Pachouri 34 ICFAI Business School . Vanaspati. Auto Batteries. Auto Bulbs. Processed Food Products.Business Focus Fairdeal Distribution Services Pvt. Ltd. provides complete Supply Chain solutions to its clients. Jewelry Ceramic Tiles . Coffee. Auto Electricals.

Locations Ahmedabad Bangalore Dehradun Hosur Surat • • • • • • Clearing & Forwarding at Ahmedabad Warehousing at Attibele o TVS Motor Company Limited In-plant Logistics at Bommasandra o Titan Industries Limited-Precision Engineering Division Supply Chain Management at Bangalore o Madura Garments In-plant Logistics at Dehradun o Titan Industries Limited-Watch Division In-plant Logistics at Hosur o Ashok Leyland Limited-Plant-2 o Titan Industries Limited-Watch Division • • Clearing & Forwarding at Hosur o BPL Sanyo Limited Inward Logistics at Surat o Titan Industries Limited-Jewellery Division Manoj Banshilal Pachouri 35 ICFAI Business School .

Transport Corporation of India.. At present Fairdeal Distribution Services Pvt. Indo Arya Central Transport Ltd. It has its own transport vehicles as well as it has business contract with other transport carriers also. Some of transporters and courier service providers carrying dispatching orders of Fairdeal are Gati. Local orders are dispatched through company’s own vehicles and up-country orders are dispatched through its business partner carriers and courier services. BlueDart. Patel roadways. Logisys India Limited. DTDC.Distribution Network Fairdeal has a strong distribution network all over India. is handling logistics operations of various industries which include: • Automobiles Industry • Paint Industry • Watches Industry • Branded Jewellery Industry • Snacks & Food products Industry • Electronic home appliances industry • Telecommunications Industry • Tea Industry Manoj Banshilal Pachouri 36 ICFAI Business School . prasanna cargo. Shivraj Roadlines. AS Transport. Ltd. and Sai transport Agency. Unifreight.

All these capabilities are ISO 9001-2000 certified. two brand in air conditioners. Voltas is: Leader in air conditioning projects. refrigeration. Most trusted name in mining and construction equipment.Lighting Trophy by Philips India Limited. textile machinery. Largest projects exporter in Mechanical. Manoj Banshilal Pachouri 37 ICFAI Business School . Electrical and Public Health works. Leader in forklift trucks.Awards and Achievements • • Awarded Model Warehouse status by Hindustan Lever Limited. No. the procurement. mining and construction. Leader in textile machinery. pollution control and chemicals. the management and execution of airconditioning and public work projects. is Clearing & Forwarding Agent for following companies whose brief corporate profile is given below: Voltas Established in 1954. Voltas is India's premier air conditioning and engineering services provider. It offers engineering solutions for a wide spectrum of industries in areas such as heating. Awarded Best Run Depot of the Country trophy and Best Customer Service . installation and servicing of technology based systems. Ltd. and in being a representative of global technology leaders. machine tools. materials handling. climate control. building management systems. Client Companies Fairdeal Distribution Services Pvt. The company's strengths lie in the design and manufacture of industrial equipment. water management. ventilation and air conditioning. Premier Player in machine tools.

com/ voltas/media/index. Jamshedpur.voltas. New Delhi and Chennai. Sources: http://www. and Sanathnagar (Andhra Pradesh). for 'manufacture only' alliances producing low-cost. LG Electronics of Korea and Fedders International of USA.com/ http://www. Pune and Kochi.htm http://www. water coolers. Lucknow.com/voltas/index. Chandigarh. It has territorial offices in Ahmedabad. while the overseas offices are located in Abu Dhabi (UAE). group. These products bear the stamp of state-of-the-art automated manufacturing plants.. Kolkata. unitary products business business group. Voltas has factories at Thane (Maharashtra). Hong Kong and Singapore.tata. commercial refrigerators. high-quality refrigerators and room air conditioners. into four independent businessand refrigeration business group. freezers.htm Manoj Banshilal Pachouri 38 ICFAI Business School . air conditioners. Bangalore. Each of these for market coverage and customer Manufacturing Voltas manufactures industrial air conditioning and refrigeration equipment. forklift trucks and large water supply pumps. resulting in consistently high quality and reduced costs. Hyderabad.Areas of business Operations Voltas' operations are organized specific clusters: air conditioning international operations business group and engineering products divisions has independent facilities servicing.tata. viz. Voltas has partnered with international companies. the union territory of Dadra. Location Voltas has its head office in Mumbai and zonal headquarters in Mumbai.

The company has manufacturing and assembly operations at Hosur. and Fastrack in the sporty casual category. Nebula – in solid gold and precious stones. Dehradun and Himachal Pradesh. Areas of business Titan manufactures over 7 million watches per annum and has a customer base of over 65 million. each of which is a leader in its segment. Established in 1984 as a joint venture between the Tata Group and the Tamilnadu Industrial Development Corporation. It also entered the segment of premium fashion watches by acquiring a license for global brands such as Tommy Hilfiger. the company diversified into jewellery under the brand Tanishq. the company launched a second independent watch brand — Sonata — as a value brand to those seeking to buy functionally styled watches at affordable prices. Titan leveraged its manufacturing competencies and branched into precision engineering products and machine building in 2003. Raga 9 to 5 – for the woman achiever. Manoj Banshilal Pachouri 39 ICFAI Business School . manufactured at its state-of-the-art factory at Hosur. Flip – India’s first and only reversible watch with two movements and dial faces. Leveraging its understanding of different segments in the watch market. Notable among them are: Titan Edge – the world’s slimmest watch. the company transformed the Indian watch market. In 1995. The Titan brand architecture comprises several brands. the Gold and Steel collection. Titan for the premium segment and Sonata for the below-$25 category. offering quartz technology with international styling.Titan Industries Titan Industries is India’s leading manufacturer of watches and jewellery and the world’s sixth largest manufacturer brand of watches. Further. Tamilnadu. Its main products are: Watches: Titan manufactures two main brands viz. Titan has also diversified into fashion eyewear with its Fastrack Eye Gear sunglasses.

Tanishq has 75 boutiques in 55 cities across the country with a premium range of gold jewellery studded with diamonds or colored gems and a wide range in 22kt pure gold. Jewellery: Tanishq is India’s largest and fastest growing jewellery brand.indiainfoline.titanworld.Today. Titan and Tanishq were adjudged 'Most Admired Brands' as well as 'Retailer of the Year' by Images Fashion Forum. Its exclusive retail showroom chain – World of Titan – is amongst the largest in its category. Tanishq is one of India’s largest specialty retailers and is transforming the jewellery market in India.tata. Titan watches are sold through over 9. Friends of BIL Award for employing the handicapped. Spain.htm Sources: Manoj Banshilal Pachouri 40 ICFAI Business School .com/ http://www. Achievements Titan Industries has been awarded the following: • • • • • The President of India’s Award for employing the disabled. http://www.000 outlets in over 2.com/titan/media/index. Precision engineering: The Company’s precision engineering division manufactures dashboard clocks as OEM to car manufacturers in Europe and America.com/comp/titan/ http://www.htm http://www.com/titan/index. Platinum jewellery and designer silverware are also a part of the product range.300 cities and internationally in over 30 countries including the UK. in the Consumer Durables category. The Titan Design team received 7 accreditations at the NID — Business World Awards.tata. It also supplies precision components to the avionics and the automotive industry. including the 'Young Design Entrepreneur of the Year'. Titan has over 60 per cent of the domestic market share in the organized watch market. Greece and countries in the Middle East and Asia Pacific. Titan retained it ranking as the 'No 1 Brand' in the Brand Equity Survey.

Tata Tea Set up in 1964 as a joint venture with UK-based James Finlay and Company to develop valued-added tea. today represent the world's second largest global branded tea operation with product and brand presence in 40 countries. Instant tea is used for light density 100 per cent teas. Tetley. West Bengal. Manoj Banshilal Pachouri 41 ICFAI Business School . which includes Tata Tea and the UK-based Tetley Group. Overseas business The Tata Tea and Tetley portfolios of branded offerings sourced from the India based JV. West Asia. developed in-house. Kanan Devan.7 million retail outlets (ORG Marg Retail Audit) in India. coffee. The company has its headquarters in Kolkata. Among India's first multinational companies. Russia and Kazakhstan markets. the Tata Tea Group of Companies. Middle East. Products and brands The company has five major brands in the Indian market — Tata Tea.500 hectares under tea cultivation. This is independent of the manufacturing and supply operations of its Tetley and other subsidiary companies.350 Stockists caters to over 1. of extraction from tea leaves. Tata Tea produces around 60 million kg of black tea annually. iced tea mixes and in the preparation of ready-to-drink (RTD) beverages. Tata Tea's distribution network in the country with 38 C&F agents and 2. giving it a distinctive liquoring and taste profile. the operations of Tata Tea and its subsidiaries focus on branded product offerings in tea but with a significant presence in plantation activity in India and Sri Lanka. and investment income. North Africa. The unit's product is made from a unique process. With an area of 26. Tamilnadu and Kerala and one coffee estate in Tamilnadu. and 51 tea estates in the states of Assam. caters specifically to the Australian. Kerala. The consolidated worldwide branded tea business of the Tata Tea Group contributes to around 86 per cent of its consolidated turnover with the remaining 14 per cent coming from bulk tea. Poland. Chakra Gold and Gemini — catering to all major consumer segments for tea. The company has a 100 per cent export-oriented unit (KOSHER & HACCP certified) manufacturing instant tea in Munnar. which is the largest such facility outside the United States.

com/ http://www. Tata-Tetley is a Kochi-based EOU which services the branded business of specific Tetley and Tata Tea markets outside India. is a leading international tea company selling over 60 Tetley branded products to over 40 countries world-wide.tatatea. Tata Tea Inc in the United States processes and markets instant tea from its facility in Florida. Tetley is the second largest tea bag brand in the world. producing over 9000 MT of coffee annually.htm http://www.htm Manoj Banshilal Pachouri 42 ICFAI Business School .com/ tata_tea/index. The Tetley Group headquartered in Great Britain.tata.tata. Tata Coffee with instant coffee manufacturing facilities. Poland and France.com/ tata_tea/media/index. based on sourcing of Instant Tea products out of Munnar. is the largest coffee plantation company in Asia. Kerala. it is the number one tea bag brand in Great Britain and Canada and has significant market shares in the United States. United States and India.Subsidiaries Tata Tea has subsidiaries in Great Britain. Sources: http://www. R&D capability and plantation assets of around 8000 hectares. Australia.

Amara Raja was. a little dream…a dream realized by Mr.com/ Manoj Banshilal Pachouri 43 ICFAI Business School . NSE and HSE. Amara Raja has joined hands in a strategic partnership with Johnson Controls. Sources: http://www. an Amara Raja-Johnson Controls Company with 26% equity from Johnson Controls is the technology leader in the Indian storage battery industry and the leading player in standby VRLA batteries. ARBL is also a preferred supplier to major telecom MNCs. The ARBL scrip is actively traded on BSE. and preferentially to Hindustan Motors. DOT. Amara Raja Batteries Limited (ARBL). DaimlerChrysler. besides a host of companies in segments like UPS systems.. an NRI who incorporated the company in 1985 with a vision to transform the business. In India ARBL supplies automotive batteries exclusively to Ford. oil & gas. Inc.Amara Raja Batteries Limited (ARBL) Before it became one of the leading battery makers in India. like anything else. Ramachandra N Galla. and is part of its global alliance. General Motors. power.amararaja. Amara Raja and Johnson Controls both share a commitment to excellence and innovation and work towards exceeding customer expectations. Mahindra & Mahindra and Ashok Leyland. etc. Indian Railways.

with an annual turnover of over USD 650 million. expansion and diversification. For the Indian Automobile sector. The Company aims to hone and sustain its cutting edge of technology by constant benchmarking against international leaders. capitalizing on their expertise in the areas of manufacturing. auto components and computer peripherals. TVS Motor Company Limited. T. TVS foresees to have profitable operations overseas. it was a breakthrough to be etched in history. especially in Asian markets.2 billion TVS Group. with the roll out of TVS 50. The year 1980 is one to be remembered for the Indian two-wheeler industry.TVS Motors TVS Group was established in 1911 by Shri.000 people worldwide and with a turnover in excess of USD 2. India's first two-seater moped that ushered in an era of affordable personal transportation. finance and insurance. technology and marketing. V. TVS commands a strong presence in manufacturing of two-wheelers. It also has vibrant businesses in the distribution of heavy commercial vehicles passenger cars. Manoj Banshilal Pachouri 44 ICFAI Business School . TVS Motor Company is the first two-wheeler manufacturer in the world to be honored with the hallmark of Japanese Quality – The Deming Prize for Total Quality Management. is the third largest two-wheeler manufacturer in India and among the top ten in the world. the flagship company of the USD 2. With steady growth. As one of India’s largest industrial entities it epitomizes Trust. Today. Future Focus TVS Motor Company wants to be one among the top two 2-wheeler companies in India and one among the top five 2-wheeler companies in Asia.2 billion. Sundaram Iyengar. Value and Service. there are over thirty companies in the TVS Group. employing more than 40.

4-stroke 110 cc motorcycles.Many firsts of TVS Motors India’s first two seater 50 cc Moped TVS 50. Launched TVS Centra in January 2004. 4 stroke motorcycles in April 2000. India’s first 150 cc. the 110cc Shogun in Dec 1996. Launched TVS Victor. a world-class 4-stroke 100 cc motorcycle with the revolutionary VT-i Engines for bestin-class mileage. Launched TVS Star in Sept 2004. in February 2005. in August 2001. launched in August 1980.com/ Manoj Banshilal Pachouri 45 ICFAI Business School . First Indian Company to motorcycles in Sept 1984. the Shaolin in Oct 1997. a 100 cc motorcycle which is ideal for rough terrain. Launched India's first 5-speed motorcycle. India’s first fully indigenously designed and manufactured motorcycle. Launched TVS Fiero. Introduced India's first catalytic converter enabled motorcycle.tvsmotors. 4-stroke 125 cc motorcycle. introduce 100cc Indo-Japanese (sub-100 cc Launched India's first indigenous Scooterette variomatic scooters). Sources: http://www. TVS Scooty in June 1994. Launched TVS Victor.

Industrial Equipment. MICO manufactures nozzles & nozzle holders. communication technology and capital goods. which was till then being imported. In 1969. Blaupunkt Car Audio Systems. alternators. Gear Pumps for tractor applications and Packaging Machines. Robert Bosch. Parent company MICO is a 60. hydraulic and pneumatic equipment etc in 1989-90. Auto-Electricals. hydraulic products and auto Electricals including spark plugs. The company has since its 50th year embarked on a share buyback pursuant to its allowance by the Government. FIPs. has presence in more than 130 countries. offered for sale 22000 shares of the Company to the public at a premium of Rs70 per share. Its other products include large number of automotive accessories as well as Special Purpose Machines. The Company has continuously modernized and upgraded product range.Motors Industry Company Limited (MICO) MICO was incorporated in 1951 as a subsidiary of Rober Bosch. the Mysore Branch of the Central Bank of India Ltd. which was later shifted to Bangalore in 1953. a global leader in the field of auto components. with its registered office at Madras. Manufacture of special purpose machines. Manoj Banshilal Pachouri 46 ICFAI Business School . Germany. machine tools accessories etc began in 1987.5% subsidiary of Robert Bosch. In 1986 it began manufacture of mini spark plug (extension of its spark plugs range) for motor cycles. Electric Power Tools. MICO has strong presence in the Indian automotive components business with a virtual monopoly in the Diesel Fuel Injection Equipment. Robert Bosch’s other business interests include consumer goods. MICO embarked on manufacture of starter motors. Spark Plugs segments and also in the Electric Power Tools segment.

bosch. Sources: http://www. innovation and keep customer satisfied.6 bn. Net profit declined to Rs 257 mn in Q1 2002 from Rs 269 mn in Q1 2001. innovation and continuous improvement to enhance customer satisfaction.Quality. emission and greater safety of the end users.9 bn in Q1 2001 to Rs 3. In Q1 2002. one at Nashik for nozzles and nozzle holders. The BeQIK philosophy has helped the company in achieving world-class quality. MICO's net sales were at Rs 14. The operating profit declined by 20% from Rs 745 mn to Rs 594 mn in Q1 2002. Subsidiaries MICO has two 100% subsidiaries.com/ http://www. Plant locations MICO has 3 plants.in.5bn and net profit was Rs 817mn for F12/01. from Rs3. Other income increased by 23% from Rs71 mn in Q1 2001 to Rs87 mn. The company has over 4000 sales and service outlets countrywide.MICO has adopted the Bosch guiding principle of BeQIK.com/ Manoj Banshilal Pachouri 47 ICFAI Business School . The Nashik plant achieved new milestone in producing the 50 millionth nozzle holder assemblies. Motor Industries Software Ltd and Motor Industries Trading Private Ltd.5 bn. In F12/01.micobosch. The company plans to continue innovating by designing and developing diesel fuel injection systems taking cognizance of fuel consumption. another at Bangalore for FIPs and hydraulic products and the third at Naganathapuram for auto Electricals including spark plugs. Company's operating profit was at Rs2. The Bangalore plant achieved international quality levels in Single Cylinder Pumps. company’s total sales decreased by 8%.micoweb. The company also has its own vocational training centers at Bangalore and Nashik imparting training in the state of the art technology to its workforce.

Mauritius.bellceramics.000 sq. Bell has tie ups with many international players for tiles manufacturing technology. South Africa. Sultanate of Oman. patterns and shades. sizes. Export Markets: Australia.” Sources: http://www. Kuwait. strategically located near major Indian markets with production capacity of 30.com/ Manoj Banshilal Pachouri 48 ICFAI Business School . with Italian collaboration. dealers and retailers which are nationally connected through world class ERP software. of Monoporossa Wall tiles & Floor tiles. The plant located at Dora (near Baroda) in Gujarat.000 sq. Bangladesh. Manufacturing at plants is according to COMITEE EUROPEAN DE NORMALISATION (CEN). mtrs per day. It has wide spread distribution network. Both plants are ISO 9001-2000 & 14001 certified. Southern India. Western India. Philippines. It has two plants. Qatar. which is environment friendly and energy efficient. has an installed capacity of 20. The plant makes use of the world-renowned multi-line dry process technology. clearing & forwarding agents. It was established with the objective to manufacture world class ceramic glazed floor and wall tiles for domestic and international markets. research and development.Bell ceramics Bell Ceramics was established in 1985. mt/ per day which manufacture floor tiles and wall tiles in wide range of products. Bahrain. Singapore. mtrs of floor tiles per day. has production capacity of 10. The second plant located at Hoskote (Bangalore). comprising depots. UAE. Kenya and many more Awards and achievements: Felicitated by many awards including award from President of India for “Excellent Export Performance.000 sq. Saudi Arabia. New Zealand.

Both are focus areas for the company Manoj Banshilal Pachouri 49 ICFAI Business School . Bharti Teletech produces a comprehensive basket of customer premise equipments.Bharti Teletech Bharti Teletech . under the Beetel brand. comprising of over 40 models spanning the basic. feature-rich and cordless telephone categories. In 1985.1 in home and office telephony worldwide) for marketing of GE telephones in India and neighboring countries as well as exports. Peru. The company has been in the forefront of growing the open retail market by providing feature-rich and world-class telephone products at affordable prices. Beetel commands a market share of over 40% in the retail market. Bharti Teletech currently exports to 30 countries in five continents. is India’s leading telephone instrument manufacturing company and one of the largest in the globe. Established in 1985. the company’s manufacturing operations are spread across ISO-9000 certified plants in Mapusa (Goa) and Ludhiana (Punjab) with an installed capacity of 6 mn telephone units annually upgradable to 10 mn units. Bharti plans to double its exports in 05-06 over last year. The new initiatives of the company under the ‘Beetel’ brand include Broadband Products and Set Top Box – a hi-growth market in India. 95% in the PSP business and 60% in the tender market.a Bharti enterprise. the German technological giant and set up a plant in Ludhiana to manufacture telephones. Its list of credits also includes a contract with France telecom for supplies of our products for their worldwide requirement as well as supplies to Telefonica. Bharti Teletech entered into a technical collaboration with Siemens AG. An in-house Centre for Excellence with industrial and engineering design capability and equipped with facility for product reliability and life tests ensures a quality standard that compares with the best internationally. Bharti Teletech has a tie-up with Atlinks (No. including the PTT markets.

3 billion in 2004. Motorola had sales of US $31. faster. The first telephone instrument to get ISO accreditations. And in a short span of time. in 1993-94. India's first EPBT phone. workplace and all spaces in between.bharti. the first to cross the 10 million unit mark and thereafter 20 million mark. About Motorola Motorola is a Fortune 100 global communications leader that provides seamless mobility products and solutions across broadband. Seamless mobility harnesses the power of technology convergence and enables smarter. anywhere. In your home.motorola. the American telecom mammoth. Shortly after. one of the largest telephone manufacturers across the globe.In 1991.by this time two in numbers. Beetel became 'India's Favorite Phone'. at Gurgaon and Ludhiana. A brand present in every second Indian home. anytime. things and information you need. embedded systems and wireless networks.com/ Manoj Banshilal Pachouri 50 ICFAI Business School . the only Indian telephone company to be present in 30 countries mapping 5 continents. came ISO 9001-2000 accreditations for the manufacturing units . Cornering a third of the Indian market. auto.com/ http://www. Sources: http://www. Success came on both fronts and fast. cost-effective and flexible communication. Beetel was already the market leader. Beetel manufactured phones for 'Sprint'. seamless mobility means you can reach the people.

grills. The revolutionary 100% polyurethane finishes are available in formulations for application to metal. nylon or rayon tyre cords are arranged diagonally across. MRF manufactures specialty coatings for wide range of applications. opaque. bus bodies. Tyres are basically of two types . vinyl. wood. extensively in the packaging industry. metallic and frosted finishes. They are long lasting and have lower incidence of flats. In cross-ply tyres. MRF Woodcoat: MRF Woodcoat is a lasting surface finish for application on any kind of wood. textiles. that offers It is used Manoj Banshilal Pachouri 51 ICFAI Business School . MRF Glasscoat: MRF Glasscoat is glass coating transparent. Radial technology is an improvement over cross ply and radial tyres are priced at (of 25-30%) premium. In radial tyres. protecting it against the wearing effects of the weather.MRF Ltd MRF manufactures automobile tyres. It is also extensively used in chemical plants. chemicals. grills and outdoor metal structures. PAINT & SPECIALITY COATINGS MRF Paints is division of MRF which deals in paint and specialty coatings. The coatings have been developed for color and gloss retention. Some of products from MRF Paints are: MRF Metalcoat: MRF Metalcoat is the ideal surface finish for any metal. tread rubber and precured treads. moisture and domestic spills.cross-ply and radial. bad weather and ultra-violet radiation and are virtually maintenance free. ceramics and glass. tubes. metal furniture. paper. polyester. nylon. strong adhesion and durability. abrasion. corrosion. fiberglass or steel cords are arranged perpendicular to the circumference. They guard against abrasion. It is used extensively in to paint machinery. plastics.

prevents MRF Autocoat: MRF Autocoat is a 100% polyurethane car finish that adds beauty and life to your car. ceramics and paper. MRF Brasscoat: This clear coating for brass items tarnishing.com/ Manoj Banshilal Pachouri 52 ICFAI Business School . It offers high resistance to abrasion. corrosion. wood. chemicals and ultraviolet radiation. Source: http://www. A catalyst in vapor form accelerates the curing of paints and coatings and eliminates the need for temperature baking of industrial paint finishes.mrf.MRF Vapocure: MRF Vapocure is used in surface coatings for wide range of applications of manufactured items such as metals. plastics. thereby reducing the labor of frequent polishing. glass.

PROCESS ANALYSIS Processes and Organization Manoj Banshilal Pachouri 53 ICFAI Business School .

order punching. it was a challenge to study the processes of these companies by framing them in a common frame. physical verification and many other processes myself. Fairdeal. Internet. accept orders. managers and store keepers. Articles. Secondary Data: Secondary data (or published data) was collected from Company documents. ICFAI Business School’s study materials and from other variety of sources. dispatch orders and scan barcode serial numbers of Motorola mobile sets in Bharti Teletech. handles more than twelve companies in various industries. I collected storing material information by tracking Titan watches in Titan store which are stored code wise. For instance. Sources of Data Collection Primary Data: Primary data (or fresh data) was collected by me from Fairdeal’s staff and manager through person interaction. as a clearing & forwarding agent. I could punch data. Business magazines. Since different industries and different companies have their own rules and regulations of operations. Industry specific Journals.Processes and the Organization This phase kicked off with understanding the processes of organization. I also used to observe processes and activities to collect data. It was important to understand the working culture and environment of the company to understand its processes better. To get a better insight of activities. Manoj Banshilal Pachouri 54 ICFAI Business School . order taking. I participated in Goods receiving. I started interacting with Fairdeal’s staff. Data for ABC Analysis was collected from companies’ individual ERP Modules and Inbound & Outbound Registers.

Organization Structure of Fairdeal Figure 3: Organization Structure of Fairdeal Manoj Banshilal Pachouri 55 ICFAI Business School .

g.5 – 5 Rs per square feet) occupied by the company. Fixed charges E.g. b.: Hardware installation charges. The reasons why a warehouse is required are: Have all the data in one place Easy storage Fast retrieval Simple to change information Security esp.: Labor charges. Remuneration claimed by CFA There are three components of charges claimed by CFA: 1. freight. Stationary. 2. loading/ unloading 3. Remuneration as service provider a. c. with multiple users Recovery from failures Advantages of a warehouse: Reduces redundancy Reduces inconsistency Sharing of data becomes possible Enables security restrictions Allows data independent applications.I started with basic questions like ‘why warehousing and third party logistics for that reason is important at all’? Some of reasons that came forward in subsequent discussions are given below. Fixed amount – Titan Volume or tonnage based Units per piece Manoj Banshilal Pachouri 56 ICFAI Business School . Variable charges E. Rent based on square feet of area (4.

733 211 (Includes Tanishq. Dehradun. dispatching. cross-docking. Noida. collecting cash. Fastrack and Hillfigure) Watches come from Ooty factory through courier services mainly Gati. Anal. re-labeling. Sonata. TITAN Watches Process Owner Website Store Incharge Computer operations Factory location Company Divisions Other Brands distributed Billing points Quantity handled Value Transactions No of dealers Mr. weighted in the warehouse to check uniformity of cartons. Goa.350. BlueDart and Unifreight.146 660. Aashish Ms. handling goods returns and unsalable material. Carton is checked for any physical damage and pilferage. Here is a brief overview of processes being carried out for each principal company handled by Fairdeal. Manoj Banshilal Pachouri 57 ICFAI Business School .InvDocPrn/ Mr.00 5. order accepting on behalf of principal. and Hosur Tanishq jewellery.trs.996. carton can be opened in presence of courier boy itself. pay sales tax and Octoroi etc.Company Wise Processes Fairdeal group is carrying out Supply Chain operations of more than twelve companies valued at Rs 3000 Crores. transporting. Sonata watches Tomy Hillfigure and Fastrack eyegear Ludhiyana. stock maintenance. Delhi and Bangalore 366. handling warranty claims. reverse logistics etc. Ms.watches. storing. Komal Ooty. These operations consist of goods receiving. Hemant http://trswamd/servlet/til. re-packing. If weight doesn’t match.

999999xx99x or. Alphabets may be: Y: Yellow (Gold Plated) N: Neutral G: Gold (18 caret) M: Metal S: Steel P: Plastic L: Leather B: Bi-Metal (Gold Plated and Steel) For example: 1233YM09K code of a particular watch means: 1233 is watch case code YM means watch is Yellow case (gold plated) and Metallic strap. Manoj Banshilal Pachouri 58 ICFAI Business School . 9999xx99x or.Carton contains packing slip containing number of pieces and codes. Order Taking: Orders are taken by Titan salespersons or directly placed at Shiromani office by dealers and then bill comes to warehouse for dispatching watches directly to dealers. Coding system of watches: 999xx99x or. Note: For paired watches case code is 6 or 8 digit number. 99999999xx99x Where 9 stands for a digit and x stands for an alphabet First set of digits is either 3 digits or 4 digits and denotes case code followed by two alphabets (First alphabet for case type and second for strap type) and then two digit dial code. This packing slip is validated against Stock Transfer Memo in which number of pieces and price of each watch is given along with trade discount and sales tax. Last alphabet in titan watch might be K which shows that leather strap is brown. 09 is code for dial type K means that the strap of the watch is brown.

FIFO is violated. Billing and dispatching should be done at the same place. If new watches come in front. For example watches with codes 1044YM01 would be placed in racks before watches with codes 1348BM01 To maintain FIFO. Purchasing Cycle in Titan: Salesperson goes to dealer Dealer fills order form to purchase watches Salesperson gives order form at Shiromani office Bill is raised at Shiromani office and dispatching order along with bill sent to warehouse Material dispatched from warehouse directly to dealers Recommendations for Titan: • Billing is done at city office and dispatching is done at warehouse which increases cycle time and wait time.Goods Receiving: Titan and sonata comes in 1800 models and variants. Barcode reader may be useful to track watches in warehouse Billing can also be done through barcodes • • Manoj Banshilal Pachouri 59 ICFAI Business School . stacking is used in which new watches are placed behind old watches. Table 4: Some examples of Titan watches Code 1348BM01 1044YM01 1184SL01 19262926YM02 Price INR (As on 21st Feb 2006) 5995/6750/6895/7500/- Storing Goods: Watches are stored in the warehouse in numeric order of Case Codes.

29 1.Bharti Teletech Factory location (Billing points) Company website Process owner Computer operator Store keeper SD Module Languages and software Brands Other Brands distributed and sold Quantity handled Value Transactions No of dealers Ludhiyana. Inet crystal clear for reporting Beetel telephone instruments. dispatch order placed on SDNet (dispatched order may be partial dispatch or short close in case there is less stock) Enter PIN and IMEI number (for Motorola only) through scanner Print invoice and IMEI details (for Motorola only) FIFO: It was found that no particular method is followed in Bharti Teletech to ascertain FIFO.611 9 Order taking: Dealer places order via phone/letter or punches it into SDNet. Noida.bhartiteletech. Manoj Banshilal Pachouri 60 ICFAI Business School . Sunil Patel Mr.538. Raman SDNet (Sales and Distribution Network) [http://www.jsp. J2EE. Goa. Set Top Boxes Motorola mobile sets 146. order has to be punched into SDNet manually by warehouse personnel’s.com:9080/ . Delhi and Bangalore http://www.beetel-india. Vinod Mr.743. Purchasing order cycle for Bharti: Dealer Punches order or Sales person collects orders from dealers Order accepted by Carrying and forwarding agent (warehouse) Accepted order verified by regional sales officer at Mumbai Once approved. If order placed via phone.com Mr.888 211.

For example: if one employee is absent or quits his job. encouraged and trained to behave courteously with channel partners (Example Area Sales officer and Logistic peoples like truck drivers etc) as well as dealers and Stockists. Employees can be allotted to one company’s operations and one secondary companies working can be taught to him at the time of joining. IMEI numbers can be scanned in Notepad in the beetel warehouse at the time of receiving mobile phone containers and then this text file can be sent to SDNet terminal for uploading IMEI numbers. if not more. This consumes manpower as well as time in moving the cases. Multiple company handing: Employees should be encouraged to learn handling multiple (at least two) companies’ distribution channels like SAP of TATA Tea and SDNet of Bharti. in handling absent employees work. They have learnt it by R&D and trail and error methods. Training to operators: No formal training is given to SDNet operators. Manoj Banshilal Pachouri 61 ICFAI Business School . This will ensure smooth operations even in case of absenteeism and job vacancies.Recommendations for Bharti Teletech: All Motorola cases have to be brought to SDNet terminal to scan their IMEI numbers. Employees should be motivated. It has been seen that some employees lack courtesy and communication skills. For example: uploading IMEI number using text files was there from beginning but operator at Fairdeal learnt it by trail and error only after one year of his tenure. New employees will learn better than those who have been working for a long time on single SD network. there should be another employee in Fairdeal who is at least 80% efficient.

960. Warehouse terminal data is synchronized with company data via dial up virtual private network (VPN). Ghaziabad. Amara raja e-ARIMS (VB and crystal report. 2.560 112. Software used: 1. Shabbir Amaron batteries Bhiwandi.NET application (E-application) 5. Indore. 3. Bangalore.Amara raja Batteries Factory location Corporate office Company website Process owner Computer operator Store keeper Brands Stock transfer from Quantity handled Value Transactions No of dealers Tirupati Chennai http://www.net and web services) 4. Amara raja E-application (http://localhost/bs/. local software without internet support). BsApp Software. Pravin Mr. Pune.com Mr. Manoj Banshilal Pachouri 62 ICFAI Business School .amararaja. uses ASP. Vinod Mr. Delhi 58. integrated with .900. RKM (old).136 8 Jaipur.98 4.

upload receiving status on E-application and a mail is also sent to Chennai and Mumbai SCMs. TCI. approval from Mumbai is required. 4 Volt cells are used for Idea and Hutch towers. barcode and plastic wrapping before storing them in warehouse. Movement of batteries is based on serial numbers basically. AS Transport. transporters handover packing slips to store Incharge which contain serial number of batteries. embossing.. Invoice cum delivery challan is raised by branch office. IBD: Industrial Battery Division IBDs are used for Invertors and UPS systems. Receiving Orders: Dealers place order at Premium House. Cycle Count: Book stock and physical stock is validated daily morning.Data Synchronization: Connect Internet connection Symantac Enterprise VPN client connects to company data for synchronization connect to VPN open BsApp press “synchronize data” button System uploads and downloads data to and from central server and number of records uploaded and downloaded is displayed. Manoj Banshilal Pachouri 63 ICFAI Business School . Patel roadways (from Bhiwandi). prasanna cargo (from Pune). Gandhigram branch office which is then forwarded to warehouse for dispatching via telephone. After receiving material. Shivraj Roadlines (from Pune). Transporters: Indo Arya Central Transport Ltd. type of battery. Batteries are then physically checked for damage. Sai transport (from Bhiwandi) Goods Receiving: Once batteries arrives the warehouse. For dispatching IBDs.

sends battery for replacement to C&FA. Weekly stock report has to be made code wise which is taken from reports generated in BsApp. Hoardings. Labels are stuck to batteries of one lot containing receiving date and quantity with serial numbers. This method resembles Kanban Japanese practice. Handling Warranty Claims: In case of warranty claim. feature charts. caps.POP (Product of Promotions): Advertising material is also dispatched from warehouse against instructions from branch office. Batteries of previous lots are dispatched first. Reverse Logistics: Delivery challan or warranty replacement (3 copies – yellow. T-shirts. fly up stand etc. Reporting: Weekly report is sent to branch office every Thursday. green and white warranty sheets) are prepared out of which two copies are sent to customer (one of which comes back with signature) and one copy remains with Fairdeal. Free placement: < 12 months Prorata replacement: > 12 Months but less than 38 Months (Price decided based on chart) Regular: > 48 Months Amara raja warranty claim cycle: Service engineer checks battery and advance intimation Service engineer validates document and battery Battery comes to warehouse with delivery challan Advance intimation received after battery and delivery challan is received New battery with delivery challan sent to dealer (if stock available) [In case of free replacement and prorate replacement] Sign on Invoice and delivery challan received from dealers. Manoj Banshilal Pachouri ICFAI Business School 64 . These reports are generated dealer wise which are then added separately code wise and punched into Excel sheet. service engineer checks battery at dealer’s place and if satisfied. For FIFO: Batteries come in lots.

Manoj Banshilal Pachouri 65 ICFAI Business School . Cordless scanner would eliminate physical checking of serial numbers and then punching them into terminal. Notes: • Battery must be charged every 40 days even in warehouse. Serial number is destroyed to avoid re-claims and a hole is made into battery. Indore who is All India contractor for purchasing battery scraps of Amara raja. Company has provided with a charger which can charge 32 batteries at one time. weight noted. permission taken from SCM and then handed over to Ganapati Metals.per kg. DD is then sent to Head Office in the name of Amara Raja.Handling Scrap Batteries: Scrap batteries (returned in free and prorata replacements) are stored in scrap warehouse. Serial number is noted. (As in Feb 2006) Total Transaction: 6789 batteries sold in Jan 06 (Including prorata) • • • Recommendations for Amara Raja: • • Cordless scanner might be useful for scanning barcodes of batteries and in stock transfers also. OEM battery is of white color Lead price is Rs 33/.

expired packs etc are brought back to warehouse along with written approval of sales officer and party’s letter containing material details from dealers after getting approval from sales manager. damaged packs. It is verified for pilferages and stored in warehouse.764 20. Ahmedabad http://www. FIFO: stack card is labeled to boxes containing manufacturing date.xls format and attached to email to McFills Company.com Mr. Bharat DOS based FAS (financial Accounting system) Snacks. price code etc. Stock transfer is not done in McFills division of Fairdeal till date. Orders are then punched into data entry module of FAS. This material is then sent back to McFills factory.33 1233 129 Indent form is filled in . Potato Chips 67. Hemant Thakkar Mr.mcfills.003. Wafers. Bharat Mr. Orders from dealers are obtained by phone (sales officer) or dealer in writing with DD. batch number.McFills Foods Factory location Company website Process owner Computer operator Store keeper Software used Products Quantity handled Value Transactions No of dealers Sharkhej. Manoj Banshilal Pachouri ICFAI Business School 66 . bill is printed and material is dispatched by handing over material to transporter with printed bill. material with earlier manufacturing date is dispatched earlier. McFills are using 2500 sq ft of space in the warehouse (As in Feb 2006).salable product like air-leaked packs.471. Material comes from Ahmedabad factory in medium sized trucks. Material comes next day with Transporters LR (Lorry Receipt) and cash memo. Non.

• • Manoj Banshilal Pachouri 67 ICFAI Business School . This is a bottleneck as a lot of time is consumed in maintaining non-moving and unsalable material.Recommendations for McFills: • Indent form preparing is responsibility of branch manager and not of CFA personnel. Though transaction volume is comparatively lower it is creating problems for customers as computer operator is not available when he is in store. Quantity of unsalable material returned from dealers is very large compared to other companies. This activity can be annulled. Single person is handling computer operations as well as store for McFills.

168. Mr. vesicular (Glassed door for storing cold drinks). It uses lotus notes. Saurabh Mashruwala Mr. Dharmesh joshi.9/ private website for mails and communication with C & FA and dealers. Amrit SAP R/3 Refrigerator. window and split AC. material is unloaded. Khanpur Branch Ahmedabad gives orders to Head office.730. Mr.929 15 Process owner Computer operator F & C (Finance & Control) Incharge Store keeper Software used Products Spare parts Quantity handled Value Transactions No of dealers Mr. Address of Fairdeal is checked in documents.66 5. cassette evaporating unit Mini magic (made in China) 14. Hyderabad http://192. Receiving Goods: When truck comes to warehouse. milk etc). Fairdeal comes to know only when goods come to warehouse.435 177. receipt is given to transporter and received details are punched into SAP module. Logistics Incharge Voltas.385. defreezer (for ice-creams.Voltas Factory location Company website Dadar. water cooler (Mfg in Hyderabad) and mini magic water dispenser (made in china). Manoj Banshilal Pachouri 68 ICFAI Business School . Dharmesh is intimated. Saurabh Mashruwala Ms Shreedevi srinivasan Mr. Targets are decided in MBRM (Monthly Business Review meeting of Voltas) held for area sales managers.130.

Operating cordless scanner: VDS -> goods received -> scan barcode from Voltas products Mr. Manoj Banshilal Pachouri ICFAI Business School 69 . orders not approved by local F&C go into ‘Escalated orders’] VA 03: Display Sales Order (displays sales order party name wise with dispatch address and order number) This order number is noted down manually into long book. VL 01 N: Create outbound delivery with order reference number Shipping point: 259 (for Fairdeal) Order number: from VA 03 Module GR/ GI Slip: vehicle number Bill of land: Collecting mode e.SPT 1800 communication software (written in VB) is used for goods received and Barcode scanning. transporter etc Goto Goto Goto Header Header overview Loading options Number of packages Post Goods Issue (PGI) . Select one number and click save button which will generate Invoice number. Schedule line Message tick is to be removed from SAP module only then outbound of material is permitted.outbound delivery number is generated in status bar which comes in VF 01 VF 01: Create billing document All outbound delivery numbers are displayed here.g. Cordless Barcode scanner is imported from Singapore. Dharmesh is intimated again so that he can punch orders of dealers into SAP module. Voltas SAP Module: VL 10 C: Sales orders Items (for Pending orders and current orders punched by dealers) [Only orders approved by F&C are displayed in this module.

Message: Material document number 9999 posted is displayed To get time any order was approved: Follow the following procedure in SAP R/3 application to get the time when any order was approved. VF 31: To print Invoice Tick invoice lists and lists from [Inv no] to [Inv no].e. /N MIGO/ GR: Goods received outbound delivery /N: for switching transactions Delivery note: Invoice ID Bill of landing: LR (Lorry receipt) number Header text: transporter name Tab panes in page: Material. Outbound Process: Invoice or bill is given to transporter who dispatches the material. sales order items with order number. Quantity. serial numbers Click check box named ‘Item OK’ and click post button. After material is dispatched received receipt is collected back. To prints bills of specified invoice numbers. where. VA 03 choose Environment changes execute [click watch icon] - Manoj Banshilal Pachouri 70 ICFAI Business School .Inbound procedure: Transporter gives invoice to warehouse from which delivery number is putted in SAP module to get all details and all serial numbers. Orders manually noted down in long book from VL 10C i.

Pepsi. Training for SAP module is given at Mumbai for 3 days. Vadilal. Dadar material is not required to be scanned as delivery number can be used in SAP module to get all serial numbers. Manoj Banshilal Pachouri 71 ICFAI Business School .8 ton split ACs imported from china. Recommendations for Voltas: • Voltas trucks have to wait for unloading material in absence of required number of labors. Inwards from Hyderabad have to be done using scanner as SAP is not implemented there. Gokul have agreement with VOLTAS to supply their sticker putted products.6 ton window AC and 0.Notes: • • • • 0. There should be preplanned arrangement of labors and storing space to avoid wait time. Amul.6 & 0.

Engine oils.918.072. Pune. Pick slip is then validated against IN4VANCFA software module (Menu 1. LR. Chennai. Spark plugs. Batteries. Automobile spare parts 4.com Mr.mico.00 31. Salim Mr. 1 copy with MICO branch office and 1 copy with transporter are maintained.MICO Factory location Company website Process owner Computer operator Store Incharge Store keeper Software used Products Spare parts Quantity handled Value Transactions No of dealers Nashik. • • • • Manoj Banshilal Pachouri 72 ICFAI Business School . filters. DC. Rajesh Mr. Option 9) DC (Delivery Challan) is then printed by warehouse people. Pramod IN4VANCFA .000. Bhavasar is notified MAN (Metropolitan Area Network) is being used to print pick slips by branch office at Fairdeal warehouse. Bangalore and Nepal http://www. Padali branch office. Mr.625 531.Rally for AS/ 400 Automobile spare parts. Overhauling kits.926 7 • • • • Material comes through courier/ Transport Material is stored at primary as well as secondary locations. gate pass are made in triplet. 1 copy with Fairdeal. Secundarabad. Hemant Mr.

Loose material (less quantity) Recommendations for MICO: Rally for AS/ 400 Software used in MICO is very old and due to lack of proper maintenance speed of system is very slow. It should be replaced with some advanced software like SAP R/3.FIFO: Colored codes with month number are labeled to bulk items. Manoj Banshilal Pachouri 73 ICFAI Business School . Computer operator has to wait for a long time after entering a command.

Store keepers get confused between digits 8 & 3 and 0 & 8.82 2.co.532. Orders are taken by branch office and conveyed to computer operator of Fairdeal via telephone.464. TVS Centra.057 34 Operations in TVS Motor are purely clearing & forwarding. Manoj Banshilal Pachouri 74 ICFAI Business School . Rearview mirror.980. Store keeper then goes to warehouse and writes down serial numbers of ordered brands. It is also checked for any physical damage or scratches.in/ Mr. Trucks come to warehouse from factory location. Mitesh Shah Mr. TVS Star TVS bikes spare parts 46. Tamilnadu and Mysore http://www. After verifying documents. If scratches or damages are found. there are problems in noting down serial numbers. TVS Apache. Computer operator then validates it against SAP R/3 by entering order number. Mohan SAP R/3 TVS Victor. bikes are checked for Key. bikes are stored in scrap warehouse. At the time of unloading. Tool box and other accessories.TVS Motors Factory location Company website Process owner Computer operator Store keeper Software used Brands Spare parts Quantity handled Value Transactions No of dealers Hosur. After inspection bikes are stored brand wise and lorry number is noted down on the seats of bikes. These numbers are used to prepare bill. Due to scratches on barcode labels or lack of proper lights.668 1. TVS Pep. trucks are unloaded. Narendra Mr. Battery.tvsmotor.

This will help Fairdeal in arranging for bikes space and avoid parallel unloading. Some times there is error of Cross-Dispatching. i. bikes billed for one dealer are dispatched to other dealers. data has to be transferred using Floppy disks from one machine to another. Bill has to be made in Excel sheet. Notes: • • • 5000 bikes dispatched per month all over Gujarat. As of now. Transporters should be encouraged to intimate Fairdeal in advance about their arrival. Recommendations to TVS: • TVS division has two computers. TVS should ask SAP R/3 to provide them with integrating software which can transfer data to and from cordless barcode scanner and SAP R/3 module. These computers should be connected to each other through network connection. At present bikes received first are dispatched first but this rule is not followed strictly.e. This will reduce human errors as well as increase efficiency of receiving and dispatching also. In case of cross-dispatching. one for SAP R/3 operations and other for assistant works. This error occurs due to labor picking wrong bikes or error in noting down serial numbers.FIFO: Manufacturing weak number is present on number plate of bikes with Engine numbers and frame numbers. Physical stock sometimes does not tally with book value. Cordless barcode scanner can be used to scan serial numbers instead of doing it manually. • • • Manoj Banshilal Pachouri 75 ICFAI Business School .

Bell Ceramics Factory location Company website Branch Manager Dora near Bangalore Baroda.bellceramics.93 47. At present.843. Order is taken on phone by Fairdeal. Hemant Thakkar MFG Pro wall and floor tiles 250.96 4.or less.127. Manoj Banshilal Pachouri 76 ICFAI Business School . Ramesh Desai [Ahmedabad@bellceramic. 300X300 mm. Hemant Thakkar Mr.com/ Mr. damage is claimed from transporter.com] Process owner Computer operator Software used Products Quantity handled (Sq mts) Value (INR) Transactions No of dealers Mr.xls) sheets. else it is claimed from insurance company. Hoskote near http//www. If cheques are present.464 100 Bell ceramics has tiles in 200X300 mm. Wall tiles are manufactured at Dora and Hoskote plant manufactures floor tiles only. Tiles are checked for physical damages and If damages are up to Rs 4000/. dealers have to keep pre-signed cheques with depot. invoice is printed and material is dispatched with gate pass and LR copies. If cheques of dealer are not present. no order will be made. Data in MFG Pro software is uploaded by emailing Microsoft Excel (.426. 397X397 mm and 400X400 mm categories.

Ramesh Desai works from Fairdeal premises itself. There is at least 2% to 3% variation in shade for every batch change. Fairdeal should negotiate with Bell management to provide them with better infrastructure to operate its activities better. This increases Fairdeal’s work as orders have to be punched manually by Fairdeal staff.Notes: • Tile Shades vary every batch. Manoj Banshilal Pachouri 77 ICFAI Business School . Recommendations for Bell Ceramics: All orders in bell ceramics are placed either via telephone or written order is sent to depot. Further. this company does not have any branch office in Gujarat and Area Sales Manager Mr.

599. Aashish Noida 502. Himanshu P. IMS and Bill Printing Paint products and speciality coatings 33.IM Technologies Process Owner Store Incharge Factory location Quantity handled Value (INR) Transactions No of dealers Mr.072. Vinod Mr.93 2. MRF Paints Factory location Head Office Branch Manager Process owner Computer operator Software used Products Quantity handled Value (INR) Transactions No of dealers Chennai Mumbai Mr.3 8.396.00 19 1 SIM cards come from Noida (imported from abroad) through courier.605 65 Manoj Banshilal Pachouri 78 ICFAI Business School . Gandhinagar.500. Carton is checked at time of receiving and stored at ground floor itself from where it is dispatched to Idea Cellular. Tushar MS Dos based InvMenu. Maniyar Mr.000 10.368. Aashish Mr.

Its softwares are almost obsolete and many of its modules are either out of date or not upgraded.Notes: RCB Menu: Software for taking payment from party SRCN: Expired material coming back to depot IBTA: Stock transfer (Inter depot) DSO: Direct Sales Order IMS: Inventory Management System Recommendations to MRF: • MRF paint is using very primitive softwares and need immediate attention towards this field. Manoj Banshilal Pachouri 79 ICFAI Business School .

In time. driver’s name. Gate pass is checked for quantity (short or excess both) and validated against physical goods at the time of dispatching at main gate. Fairdeal has eight security guards. loading or unloading. Staffs register tracks In and Out time of employees. Godown keeper and truck driver and signed by all three also. Ltd Process Owner: Mr.Security at Fairdeal Distribution Services Pvt. Ram Prakash Singh Kushwah • • Material is loaded in presence of security guard. ABC Analysis and AS-IS Analysis phases. Out time. Inward and outward registers are maintained company wise and day wise also. of the project. security guard’s sign At Main warehouse. • • • • These company wise processes study in this phase will make the basis for further research in next phases. Party name (transporter or dealer’s name). Truck daily register records vehicle number. Manoj Banshilal Pachouri 80 ICFAI Business School .

ABC ANALYSIS Value Wise and Quantity Wise Manoj Banshilal Pachouri 81 ICFAI Business School .

Some software packages. With this information. B or C groups to get the information about which companies constitute the major part in Fairdeal’s turnover. In this phase. inbound registers. outbound registers. This is most valuable category and most attention should be given to this category. like Rally for AS/400 in MICO. This category items are less profitable than category A items but more profitable than category C items. invoices. In this analysis. Data Collection Data for all companies was collected either from their ERP applications or I had to search the data from reimbursement registers. Manoj Banshilal Pachouri 82 ICFAI Business School . did not have any modules for sales figures in which case help of management was taken to provide the relevant data. quantity and 70% by value. This is least valuable category and least profitable as well.Definition of ABC Analysis ABC Analysis: ABC Analysis is an inventory management tool based on the tenets of Pareto Analysis. inventory managers can focus on increasing those inventory SKUs with the greatest potential positive return for the organization. items are classified into three categories which are as follows: Category A: This category consists of 10% of items by Units of Measure (UOM) i. It categorizes inventory by its highest value and greatest volume. Category B: This category consists of 20% of items by Units of Measure (UOM) and 20% by value. ABC Analysis for client companies would be done value wise and quantity wise to get a better picture of companies’ operations as a company which constitutes major part in terms of value might be dealing in precious items like jewellery but it might not have large volume. freight claim registers etc. Category C: This category consists of 70% of items by Units of Measure (UOM) and 10% by value. operations of all client companies have to be categorized in A.e.

141.00 16.78 LANTERN GAS TABLE Manoj Banshilal Pachouri 83 ICFAI Business School .632.597.464.498.279.70 978.93 TVS Motor Data TVS Motors Value (INR) Total 1.01 730.710.41 725.017.07 533.82 BPL Techno Vision Data BPL Sanyo AUDIO Product DVD 124A PICNIC SANGEETH A3 SPORTY RLF 650 RED RLF 750 BLUE RLT 210 D YELLOW 7100 P (SS) 7300 P (SS) TOTAL Value 575.00 0.098.40 734.00 91.368.00 2.127.532.00 69.182.04 707.262.980.249.00 10.640.48 613.88 791.114.082.78 217.00 35.227.556.29 628.599.363.489.84 777.350.00 1.394.70 8.11 614.Value Wise ABC Analysis Note: All values are in INR (Indian Rupees) MRF Data Value Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Total 534.799.

220.003.96 McFills Data McFills Value (INR) Total 20.00 Sonata 118.127.446.653.00 TOTAL 248.789.00 SOLITAIRE 150.00 Silver 259.00 Gold Coins 27.960.00 Silver Coins 578.102.485.00 Fastrack Sunglass 12.00 Tanishq Jewellery Data Gold Plain 119.000.863.471.350.00 Gold Plain UCP Jewellery 4.072.800.00 Platinum 241.996.727.687.752.843.98 Manoj Banshilal Pachouri 84 ICFAI Business School .220.00 TANISHQ 248.780.00 Value (INR) Value (INR) PLAIN JEWELLERY WITH STONES 29.00 Tommy Hilfiger 9.286.00 Gold Studded 66.31 Bell Ceramics Data Bell Ceramics Value (INR) Total 47.850.003.719.900.500.932.073.076.00 TOTAL 660.056.00 Amara Raja Data Amara Raja Value (INR) Total 112.789.365.33 IM Technology Data IM Technology Value (INR) Total 10.624.264.00 Tata Tea Data Tata Tea Value (INR) Total 32.492.Titan Industries Data Titan Value (INR) 271.214.

017.960.730.072.385.00 Bharti Teletech Data Bharti Teletech Value (INR) Total 211.93 1.00 8.500.000.78 Manoj Banshilal Pachouri 85 ICFAI Business School .00 211.538.464.368.127.385.597.00 531.072.996.98 47.850.743.743.33 10.843.MICO Data MICO Value (INR) Total 531.29 177.599.471.96 32.29 Voltas Data Voltas Value (INR) Total 177.66 Annual sales for the financial year 2005-06 for Gujarat state were tabulated in descending order of their turnovers as follows: Companies in descending order of turnovers Company TVS Motor Titan MICO Bharti Voltas Amara Raja Bell Tata Tea McFills IM Tech MRF Paints BPL Sanyo Value (INR) 1.980.350.730.31 20.900.82 660.072.000.538.003.532.286.66 112.

597.730.03% 87.385.017.980.69% and that of BPL Sanyo is least with 0.93 1. Manoj Banshilal Pachouri 86 ICFAI Business School .471.072.Value Wise Company TVS Motor Titan MICO Bharti Voltas Amara Raja Bell Tata Tea McFills IM Tech MRF Paints BPL Sanyo TOTAL Value (INR) 1. C Category It is evident from table that contribution of TVS motor is largest with 44.20% 6. These cumulative percentages are used to categorize companies in A.00 531.00 8.34% 97.00% Category A A B B C C C C C C C C Total of all values was calculated which was used to calculate percentage of total value contributed by each company as follows: Percentage of total value = Turnover of company ---------------------------------Total turnover of companies After this.286.41% 99. Cumulative percentage > 70% but < 90% => B Category Else.82 660.83% 81.41% 3.71% 99.500.743.003.05 % of total value 44.464.Table 5: ABC Analysis .532.62% 0.196. cumulative percentage is calculated for companies sorted in descending order of values.03% 100.98 47.000.368. Cumulative percentage < 70% => A Category Else if.350.843. B and C categories using formula.78% 99.00% 0.14% 16.900.599. If.78 3.03%.850.31% 0.735.00 211.538.49% 92.69% 64.44% 1.278.45% 5.66 112.127.45% 1.960.29 177.072.996.26% 0.97% 100.69% 20.96 32.31 20.90% 96.33 10.00% Cumulative % 44.78% 98.

75 1735 1600 847.5 1513 1485 1010.5 790.5 1218.5 703 589.3 935 1531.4 1181.2 1367.5 613.8 737.3 TVS Motor Data TVS Motors Quantity Total (bikes) 46668 BPL Techno Vision Data BPL Sanyo AUDIO Product DVD 124A PICNIC SANGEETH A3 SPORTY LANTERN RLF 650 RED RLF 750 BLUE RLT 210 D YELLOW GAS TABLE 7100 P (SS) 7300 P (SS) TOTAL Quantity (pcs) 189 60 110 24 230 10 10 11 0 644 Manoj Banshilal Pachouri 87 ICFAI Business School .Quantity Wise ABC Analysis MRF Data in Litres Qty 1 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Total 503.5 360 Qty 3 1218.7 918.5 33396.25 506 318 343 416 1400.5 875 813.8 747.5 1167.25 Qty 2 614 456.75 732 611 1183.8 1145.8 1206.

Titan Industries Data Titan Quantity (pcs) 155.016 Gold Plain UCP Jewellery 995 SOLITAIRE 19 TOTAL 26.058 Tommy Hilfiger 1.234 Platinum 17 Quantity (pcs) Quantity (pcs) PLAIN JEWELLERY WITH STONES 1.440 TOTAL 366.560 Manoj Banshilal Pachouri 88 ICFAI Business School .440 Tata Tea Data Tata Tea Quantity (Kg) Total 277.790 Gold Studded 4.644 TANISHQ 26.650 Silver 84 Silver Coins 4.635 Gold Coins 4.93 McFills Data McFills Quantity (boxes) Total 67.851 Fastrack Sunglass 11.764 IM Technology Data IM Technology Quantity (pcs) Total 502.426.340.000 Amara Raja Data Amara Raja Quantity (pcs) Total 58.55 Bell Ceramics Data Bell Ceramics Quantity (sq mts) Total 250.146 Tanishq Jewellery Data Gold Plain 10.153 Sonata 171.

435 644 Manoj Banshilal Pachouri 89 ICFAI Business School .435 Total quantities dispatched for the financial year 2005-06 for Gujarat state were tabulated in descending order of their quantities as follows: Companies in descending order of quantities Company MICO (pcs) IM Tech (cards) Titan (pcs) Tata Tea (kg) Bell (sq.396 14.888 67.560 46.427 146.146 277. mts) Bharti (pcs) McFills (boxes) Amara Raja TVS Motor (bikes) MRF Paints (ltr) Voltas (pcs) BPL Sanyo (pcs) Quantity 4.918.764 58.625 Bharti Teletech Data Bharti Teletech Quantity (pcs) Total 146.625 502.668 33.341 250.888 Voltas Data Voltas Quantity (pcs) Total 14.MICO Data MICO Quantity (pcs) Total 4.000 366.918.

48% 4.74% 94.435 644 6.560 46.27% 99.146 277. Manoj Banshilal Pachouri 90 ICFAI Business School .11% 86.70% 98.99% 100.668 33.01% 100.15% 3.00% Category A B B B C C C C C C C C Method for categorizing companies in A.918.75% 2.764 58.88% 0.69% 97.77% 99.60% 7.625 502.894 % of total Quantity 73.427 146.Quantity Wise Company MICO (pcs) IM Tech (cards) Titan (pcs) Tata Tea (kg) Bell (sq. B and C categories is same as that used in aforesaid value wise ABC Analysis.01% 0.000 366.01%.22% 0.341 250. mts) Bharti (pcs) McFills (boxes) Amara Raja TVS Motor (bikes) MRF Paints (ltr) Voltas (pcs) BPL Sanyo (pcs) TOTAL Quantity 4.70% 0.396 14.6% and that of BPL Sanyo is least with 0.00% Cumulative % 73.682.59% 90.51% 5.20% 1.49% 96.58% 99.Table 6: ABC Analysis .888 67.60% 81. It is evident from table that contribution of MICO is largest with 73.50% 0.

057 BPL Techno Vision Data BPL Sanyo AUDIO Product DVD 124A PICNIC SANGEETH A3 SPORTY LANTERN RLF 650 RED RLF 750 BLUE RLT 210 D YELLOW GAS TABLE 7100 P (SS) 7300 P (SS) TOTAL Transactions 22 8 14 3 9 1 1 1 0 59 Manoj Banshilal Pachouri 91 ICFAI Business School .Transactions Wise ABC Analysis MRF Data Transactions Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Total 228 241 215 231 222 268 192 224 193 239 185 167 2605 TVS Motor Data TVS Motors Transactions (No) Total 2.

Titan Industries Data Titan Transactions 2.733 Tanishq Jewellery Data Gold Plain Transactions 335 Gold Studded 323 Gold Coins 159 Silver 9 Silver Coins 11 Platinum 13 Transactions PLAIN JEWELLERY WITH STONES 199 Gold Plain UCP Jewellery 128 SOLITAIRE TOTAL 6 1.764 IM Technology Data IM Technology Transactions (No) Total 19 Amara Raja Data Amara Raja Transactions (No) Total 4.103 Fastrack Sunglass 357 Tommy Hilfiger 206 TANISHQ 1.884 Sonata 1.183 TOTAL 5.136 Manoj Banshilal Pachouri 92 ICFAI Business School .183 Tata Tea Data Tata Tea Transactions (No) Total 1.806 Bell Ceramics Data Bell Ceramics Transactions (No) Total 4464 McFills Data McFills Transactions (No) Total 67.

926 5.057 1.929 5.136 2.926 Bharti Teletech Data Bharti Teletech Transactions (No) Total 1611 Voltas Data Voltas Transactions (No) Total 5.MICO Data MICO Transactions (No) Total 31.605 2.806 1.464 4.611 1.929 Total transactions done by company to dispatch aforesaid quantity for the financial year 2005-06 for Gujarat state were tabulated in descending order of their transactions as follows: Companies in descending order of transactions Company MICO Voltas Titan Bell Amara Raja MRF Paints TVS Motor Tata Tea Bharti McFills BPL Sanyo IM Tech Transactions 31.733 4.233 59 19 Manoj Banshilal Pachouri 93 ICFAI Business School .

72% 4. It is evident from table that contribution of MICO is largest with 51.85% 9.34% 2.25% 6.85% 61.87% 99.93% 2. Manoj Banshilal Pachouri 94 ICFAI Business School .85% and that of IM Technology is least with 0.806 1.605 2.87% 99.98% 92.733 4.464 4.75% 88.00% Category A A A B B B C C C C C C Method for categorizing companies in A.32% 95.00% 0.03%.23% 3.03% 100.47% 70.929 5.00% Cumulative % 51.Transaction Wise Company MICO Voltas Titan Bell Amara Raja MRF Paints TVS Motor Tata Tea Bharti McFills BPL Sanyo IM Tech TOTAL No of Transactions 31.233 59 19 61.97% 100.63% 9.79% 78.03% 84.31% 7.25% 97.611 1.136 2.057 1.10% 0.62% 2.926 5.Table 7: ABC Analysis .578 % of total Transactions 51. B and C categories is same as that used in aforesaid value wise ABC Analysis.

AS-IS ANALYSIS Process Matrices Manoj Banshilal Pachouri 95 ICFAI Business School .

Make shortage-claim or Damages-claim 7. My Mechanism: After understanding the workings and processes of Fairdeal during Organization and Processes phase. Bharat Kantharia (Faculty Guide). my next objective was to measure all the important processes. Ltd. Segregate material in brands and shades 10. flowcharting and TO-BE Analysis section. inconsistency between the functions of a process that cause failings of the existing process to achieve its intent) Steps taken to describe the AS-IS process also includes documentation of the sequence in which activities are performed. Receiving Goods 3. Unload inbound material 9. facts and findings of the current business processes at Fairdeal Distribution Services Pvt. all the relevant documents are gathered and all the processes and sub-processes studies in previous phase are listed out which are: 1.g.. The material was collected. Update stock register Manoj Banshilal Pachouri 96 ICFAI Business School . Intimate shortage claim or damages claim to branch office 8. Update goods in transit and current stock modules 13.Definition of AS-IS Analysis As-Is Analysis phase of BPR is aimed specifically at identifying disconnects within existing business processes and their specified intent. Verify goods against Goods In Transit 2. Arrange for bitumen sheets or pallets 11. Physical inspection of inbound material 5. This section is intended to serve as input to the process mapping. Sharad Jobanputra (Company Guide) and Mr. Store material according to companies stacking norms 12. Scan barcode serial numbers 6. Disconnects mean anything that prevents the process from achieving desired results (e. This phase of project report summarizes the notes. For this. analyzed. and presented by me to Mr. Give acknowledgement to transporter 4.

Short close orders in case of shortage of goods 28. Intimate principal about warranty claims 39. Punch orders 22. Receive ‘goods received’ acknowledgement from customers 35. Claim transport charges from company Manoj Banshilal Pachouri 97 ICFAI Business School . Dispatch goods 33. Intimate principal about scrap material 40. Pay Octoroi if applicable 36. Place stack cards on goods 16. Print invoice 29. Receive unsalable material 37. Re-pack material. Claim Octoroi claims from company 42. Verify ordered quantity against invoice 31. Make stack cards 15. Check availability of customer’s checks with Fairdeal 25. if required 17. Load material on vehicle 32. Check stock in warehouse after dispatching 34. Intimate customers about insufficient cash 26. Make pending orders 27. Prepare Gate pass 30.14. Stock Maintenance 19. Re-labeling of goods 18. Collect cheques from customers 23. Receive stock transfer requests 21. Receive warranty returns 38. Check availability of ordered goods 24. Receive orders from customers 20. Generate weekly and monthly reports 41.

8. 3. Goods Receiving Storing Material Cycle Count Order Punching Order Approval Invoice/ Bill Printing/ Stock Transfer Dispatching Transportation Handling Unsalable Material 10. Manoj Banshilal Pachouri 98 ICFAI Business School . Ltd. 7. clerks. Some processes are initiated outside Fairdeal and some are partially or fully controlled by outside sources like dealers and branch offices. Process Matrix contains activities that are undertaken in every process.All the processes and sub-processes mentioned here are not under control of Fairdeal. 4. These processes were then again studied and process matrices were prepared for each process. This phase also includes main issues with related priorities and excerpts from interview of warehouse labours. All activities might not be followed in the process and some activities are alternate activities. eleven most vital procedures were shortlisted as main processes for further analysis and remaining out of 42 were classified as sub-processes of these main processes. process owners. All the process matrices are shown graphically also which are drawn using Microsoft Visio 2003. The main processes are: 1. 2. Stock Maintenance These processes are general processes common to all companies handled by Fairdeal Distribution Services Pvt. 6. 9. Out of these procedures and sub-procedures. Handling Warranty Claims 11. and directors of Fairdeal. security guards. Those Processes which are specific to a particular company are indicated by company name in the parentheses. managers. 5. store keepers.

• Improve: The basic structure of the process is okay. or the benefit will never justify the cost. infrastructure activities such as cleaning and catering. or training is needed). • Redesign: The process should be fully redesigned.Decide on an approach Analysis of every process and its activity steps will decide the future of the process. no one follows the process.g. • Leave as is: The process is fine. • Outsource: It would be a more effective use of resources to have a supplier carry out the process. whether it will be redesigned or leaved as it.e. the issues were elsewhere (e. There are five possible courses of action: • Drop/abandon: This process is not necessary. this has been the choice for generic. Manoj Banshilal Pachouri 99 ICFAI Business School . i.. but specific improvements are possible. Traditionally.

difference etc. In and out time of trucks were noted down. Cycle time. Work time and other measures. and Working time of various processes. Following are the in and out times of some of the companies whose material come through transport vehicles. These times would be compared with industry’s ideal loading and unloading times to measure Cycle time. Wait Time measurements To measure Wait time. Table 8: Unloading times of Transport Vehicles IN Beetel 13:30 12:20 16:30 12:30 11:45 13:00 12:15 13:50 11:45 Voltas 18:30 17:00 15:00 16:15 15:15 11:15 21:15 10:45 12:45 14:15 13:00 OUT 14:30 13:15 17:00 13:45 12:15 13:30 12:45 14:20 12:15 19:10 18:15 16:45 17:00 16:45 13:00 22:00 12:15 13:45 15:30 14:00 Tata Tea 10:25 13:45 12:45 16:45 McFills 16:30 17:15 17:45 18:45 Bell 10:30 10:00 10:00 10:45 11:10 11:45 14:00 15:00 13:45 12:15 15:20 12:15 ARBL IN 10:25 10:00 10:00 8:15 10:00 18:00 OUT 12:45 13:30 10:45 13:30 12:00 19:30 Manoj Banshilal Pachouri 100 ICFAI Business School .Cycle Time. Note: These tables are drawn in Excel sheets and imported to word document after doing all calculations like Average. Wait time.

Time 2:45 1:51 1:45 1:10 0:45 2:10 1:30 1:10 1:15 0:15 1:30 2:00 1:15 1:00 1:25 0:45 1:15 2:10 1:30 1:10 1:05 0:15 1:21 1:30 0:55 2:00 1:45 1:00 1:45 1:15 2:30 1:10 1:35 1:15 1:25 1:15 1:45 1:30 1:15 2:00 1:00 1:10 1:10 1:00 2:20 1:28 Table 10: Ideal Unloading times (with four labors) Industry Automobile (TVS) Food & Snacks (McFills) Batteries (Amara Raja) Home appliances (Voltas) Telecommunications (Bharti) Tiles (Bell Ceramics) Ideal Unloading Times 1 hour 30 Min 2 hours (Due to security check for acids) 1 hours 30 minutes 2 hours Manoj Banshilal Pachouri 101 ICFAI Business School .56 Bikes) IN OUT Loading Time (Hrs) Unloading Time 10:15 14:24 15:15 12:00 13:30 14:20 16:45 18:20 18:30 18:45 12:30 18:00 18:45 13:45 16:35 17:45 18:30 14:40 16:35 18:00 18:20 18:55 13:00 16:15 17:00 13:10 14:15 16:30 18:15 19:30 19:45 19:00 14:00 20:00 20:00 14:45 18:00 18:30 19:45 16:50 18:05 19:10 19:25 19:10 10:35 12:10 13:10 15:30 7:50 10:30 15:45 15:30 10:00 11:20 11:30 12:50 14:45 16:00 16:30 10:45 11:30 10:00 10:30 18:10 10:00 11:10 12:05 13:05 15:10 17:15 8:50 12:15 15:00 18:00 11:10 12:55 12:45 14:15 16:00 17:45 18:00 12:00 13:30 11:00 11:40 19:20 11:00 13:30 Avg.Table 9: Loading & Unloading times in TVS (With four labors) TVS Motors Loading (20 .26 Bikes) IN OUT Unloading (50 .

Delay in issuing material received acknowledgement Moving and Non-moving materials Average cycle time of processes can not be calculated because almost all companies have fast moving. Cycle times of individual products or brands only can be calculated which is out of scope of this project. Lack of space to unload material 2. Physical inspection of material 5.13 hours 41 minutes 3.22 Min 2.Table 11: Fairdeal’s Unloading times Industry Automobile (TVS) Food & Snacks (McFills) Batteries (Amara Raja) Home appliances (Voltas) Telecommunications (Bharti) Tiles (Bell Ceramics) Fairdeal’s Average Unloading Times 1.33 hours 1. Lack of sufficient labours 3.04 hours It is clearly visible from above tables that Cycle time and Wait time of Fairdeal’s unloading activities are far more than ideal industry measures.28 hours 1. slow moving and non-moving goods categories. Manoj Banshilal Pachouri 102 ICFAI Business School . Some of the reasons for deviations in these measures are as follows: 1. Security checks at gate 4. I would calculate Cycle times of individual products if time permits after completion of this project.

or key performance indicators (KPIs). Table 12: Summary of Metrics Summary of Metrics Executing Time Cycle time Work time Time worked Queue time Idle time Waiting Time Idle Transit Queue Setup Involvement People Departments Dealers Stockists Labor Locations Languages Branch Office Transporters Efficiency Attritions Rework Training Errors Iterations Delay Complaints Cost Unloading costs Loading costs Storing costs Maintenance costs Re-packing costs Octoroi charges VAT charges Damage costs Transportation costs Manoj Banshilal Pachouri 103 ICFAI Business School . give a feel for the dynamics of the process before diving into the assessment. Metrics provide useful guidance to focus efforts and requirements.Process Matrices [Key Performance Indicators (KPIs)] Metrics.

Some of the main activities in this process are: Verify goods against Goods in Transit Goods are checked to see that they comply with the specifications laid down in the order form. Any damage or shortage has to be mentioned in the document. Giving all drivers clear directions. Manoj Banshilal Pachouri 104 ICFAI Business School . They can also be specially printed on labels by a dot matrix. a duty officer mans a Gate Office. Searching departing unauthorized load. Scan barcode serial numbers A Bar code is a series of wide and narrow bands and spaces which represent numbers and letters. rather than for general stock and also for goods which will be issued directly to users without being entered into normal stock records and which are received only occasionally (as in IM Technology case where goods are directly dispatched to Idea Cellular). In the record is each vehicle's registration number. This applies to both suppliers' and the warehouse's own vehicles. can be printed on package labels or cases. vehicles to ensure they contain no • • Give acknowledgement to transporter Acknowledgement of goods received is given to transporter either by signing on copy of LR or by issuing a separate document. This Gate Officer is responsible for: • Completing meticulous records about vehicles entering or leaving the warehouse area. details of the delivery note. in machine-readable format. ink-jet or full character impact printer. like POP or promotional goods. This process ends with accepting the material for storing it into warehouse. This is particularly important for goods which have been ordered for a specific purpose. Physical inspection of inbound material To enforce security at a warehouse. These bar codes.Goods Receiving Process Goods Receiving process is initiated by either transporter or courier service provider when material is brought to Fairdeal warehouse. the name of the supplier and the times of arrival and departure. Drivers employed by external suppliers are supervised all the time they are inside the warehouse security area.

he has been instructed to qualify his signature on the delivery note by writing a comment. Storage claim or damages claim are intimated to Area Sales Manager (ASM). The readers are interpreted by a micro-processor decoder. Bikes are checked for battery. the contents are checked carefully. Where packages are obviously damaged on the outside. Intimate shortage claim or damages claim to branch office If the full complement of items ordered is not received (shortage) or if goods arrive damaged. Make shortage-claim or Damages-claim If some items are found to be missing or damaged. Once the loss or damage has been verified. compensation has to be claimed from the insurance company according to company norms. it is notified to the supplier straight away. He can then make a claim against the carrier. In TVS motors. This is the responsibility of the Store Incharge to sign for the receipt of the consignment. Generally two to four labors are used to off-load material in Fairdeal. Decoders are used to record and identify goods received and goods issued. Supply Chain Manager (SCM) and transporter. Unload inbound material After inspection of material is complete. The Depot Incharge may choose to send the goods back. material is scanned (if applicable as in Voltas) for barcode serial numbers and off-loaded from the lorry. or other parties.The codes are read by a light pen or a fixed-beam reader scanner. accessories. They are linked to a computer which updates the inventory control data base. tool kit etc at the time of off-loading. Manoj Banshilal Pachouri 105 ICFAI Business School . Alternatively. the first thing done is to segregate the defective unit or packages. The transporter's representative then countersigns the endorsement. adjusting records of stock levels automatically.

4.9 Goods received acknowledgement given to logistics person. Carton will be 1. [Voltas] STM is received from transporter or courier person containing GRN and 1. Material is manually inspected for any physical damage and accessories 1. MFG Pro 1.10 Material is stored in warehouse. [Titan watches] If weight of carton does not match with printed weight. 1. [Titan watches] Docket wise Cartons are opened and watches are checked with packing 1.3 outbound number.12 Mail is sent to Supply Chain Managers.2 Area branch office is notified about arrival of material.8 Serial numbers are scanned using cordless barcode scanner. [Voltas] 1. • Damage claim or Shortage claim is prepared.4. [Amara raja batteries] Responsibility People Involved Location Frequency Input Output Reports Dataflow Documents Dataflow Documents Statutory MIS Existing Integrations Controls Godown Keeper 6 Persons Warehouse 22. SDNet.6 E. LR receipt Material received notified to branch office through mail Material received receipt given to transporter Monthly report generated Current Inventory Status Current stock in warehouse STM should match goods in transit Manoj Banshilal Pachouri 106 ICFAI Business School .277 pieces per day (300 working days) Material status from Goods in transit Module Invoice cum delivery challan.4.5 Material unloaded from Lorry. 1. In case of courier service. In case of physical damage or short supply: • Supply Chain Manger is informed. rear view mirror and battery is attached with bike.1 Transfers.7 • Local ASO (Area Sales Officer) is informed. [Titan watches] 1.1 against printed weight on carton.Table 13: Goods Receiving Process Process 1 Goods Receiving Goods arrive from factory locations or other locations in case of StockActivities 1. Individual carton is weighed and verified 1.11 Upload receiving status on applications like SAP R/3. 1.g.3 slips which are inside the carton. 1. 1. TVS bikes are checked for whether key and tool kit is with bike or not.2 opened before courier person.

Figure 4: Flowchart of Goods Receiving Process Manoj Banshilal Pachouri 107 ICFAI Business School .

Bell ceramics tiles are stacked batch wise and shade wise. Some of the main activities in this process are: Segregate material in brands and shades Packages or individual items are clearly marked with identification codes or descriptions. Batteries in Amara Raja are stored on pallets according to batch to ensure FIFO. Manoj Banshilal Pachouri 108 ICFAI Business School . They are also marked with any information about restriction of issue. Update goods in transit and current stock modules After goods are received. Store material according to companies stacking norms Tata tea bags and cartons are stacked in a honey comb pattern. according to the stock control system prescribed by the principal company. All pallet loads are properly strapped. banded and fastened to the pallet according to the type of product.Storing Material Process This process is initiated by goods receiving process and ends with storing material into scrap warehouse or finished goods warehouse. Stock register is helpful at the time of order punching when it is verified for stock availability. This ensures tracking of material on daily basis. Arrange for bitumen sheets or pallets Pallet loads are first checked to see that they are secure. Update stock register Physical stock register is updated once material is received or dispatched from the warehouse. Goods in transit module is updated and material in goods in transit module then shifts to current stock with CFA module.

name of brand.Make stack cards Stack cards are prepared to ensure proper maintenance and delivery of material. Manoj Banshilal Pachouri 109 ICFAI Business School . Stack cards can be substituted by barcode labels for better efficiency. Place stack cards on goods After stack cards are prepared. Stack card contains name of product. stack card is putted on it. If material is stored on pallets. They are also used tat the time of safety measures and cycle count. stack card is placed in box. If material is putted on bitumen sheets. batch number. number of quantity. manufactured date etc. stack card is pasted on rack. they are placed on goods as follows: • • • If material is stored in racks.

7 2.1 2.6 2. and received date to ensure FIFO. Stacking is done according to stacking norms of company. Godown Incharge 4 Persons Warehouse 22.5 2. (e. Stacking always is honey comb. FMCG products are stored to ascertain FEFO. Yellow lines are marked on the floor of warehouse and material has to be stored within those lines only. Bitumen set or pallets are used to store material as par the policy of company. batch number. Stack cards are placed on lots containing manufacturing date.277 pieces per day (300 working days) Responsibility People Involved Location Frequency Input Output Reports Dataflow Documents Dataflow Documents Statutory MIS Invoice cum delivery challan Soft copy of stock sent to branch office [Amara raja batteries] Physical stock register updated Monthly report generated Order receiving modules Location of scrap and finished goods must be different Existing Integrations Controls Manoj Banshilal Pachouri 110 ICFAI Business School .2.: nine items per stack).1 2. Newer Titan products are stacked behind older one to ensure FIFO.2.1 2. If it is damaged material is stored separately in scrap warehouse.1.10 Storing Material Separate locations are allotted for product of different companies. Material is checked for damage.2.4 2.2 2. [McFills] Batteries are charged every 40 days.2 2. [Amara raja] Physical stock is verified against book value on daily basis.3.2.g.3.8 2.9 2.1. Engine number and frame number are also noted down.Table 14: Storing Material Process Process Activities 2 2.4 2.2 2. Same company goods are stored product wise. Tiles in Bell Ceramics are stored batch wise as shades change every batch. Lorry number is noted down on seats of TVS bikes and stored brand wise. [Tata Tea] Titan products are stored code wise.3 2.

Figure 5: Flowchart of Storing Material Process Manoj Banshilal Pachouri 111 ICFAI Business School .

count the number of cartons or cases of base and multiply it by number of cartons or cases above it. count all materials. If material is stocked on pallets. If material is stored in cartons. cycle count in TVS Motor and Amara Raja is done on daily basis while in Titan there is no scheduled time for it. Very small accessories like screws are measured by weight. Time interval varies from company to company ranging from one day to fifteen days. Store keeper counts the physical stock as per the following rules: • If material is staked on bitumen sheets.Cycle Count Process This process is carried out regularly at fixed intervals. • • • • Manoj Banshilal Pachouri 112 ICFAI Business School . For instance. count the number of cartons and multiply the number of items per carton to get the quantity. count the number of pallets and multiply the number of items per pallet to get the quantity. If material is loose. Then multiply this number with number of pieces per carton or case to get the total quantity.

Table 15: Cycle Count Process Process Activities 3 3.3 3. Amara Raja batteries are counted pallet wise or item wise daily. Voltas home appliances are counted item wise weekly. Stock Maintenance Physical stock must be exactly equal to book value Dataflow Documents Dataflow Documents Statutory MIS Existing Integrations Controls Manoj Banshilal Pachouri 113 ICFAI Business School .1 3. Bell ceramic tiles are counted on fortnightly basis.6 3.8 Responsibility People Involved Location Frequency Input Output Reports Cycle Count Bikes in TVS Motor are counted brand wise and variant wise daily.7 3. Accessory items are counted piece wise or weight wise Titan watches are not counted physically. FMCG goods in McFills are counted packs wise and carton wise weekly.4 3. IM Technology SIM card pieces are not counted as they are crossdocked the same day.5 3.2 3. Godown keeper 10 Persons Warehouse Company specific ( varies from daily to fortnightly) Book value register ASM notified Update physical value register for date and quantity Differences report Physical stock and Book value stock reports generated daily Storing Material.

Figure 6: Flowchart of Cycle Count Process Manoj Banshilal Pachouri 114 ICFAI Business School .

McFills and Bell ceramics require customers to keep advance cheques with Fairdeal. When customer places an order. These cheques are then submitted in the account of the respective principal company. Manoj Banshilal Pachouri 115 ICFAI Business School . physical stock register is checked and verified against book value. Check availability of customer’s checks with Fairdeal Some principal companies like Tata tea. Bell Ceramics and Tata tea where cheques are collected from dealers on behalf of principal companies.Order Punching Process Order punching process is initiated either by dealer or branch office. To do so. This process is not controlled by Fairdeal other wise procedures of this process are similar to goods receiving process. Check availability of ordered goods When a customer places an order. Some of the main activities in this process are: Receive stock transfer requests Stock transfer request process is initiated either by local ASM or ASM of requesting depot to transfer material from one depot to other. it is ensured that the ordered quantity is available in warehouse. McFills. it is ascertained before punching the order that the cheques of respective customers are present with Fairdeal. which includes Stock Transfer requests also. This process ends with computer operator accepting or rejecting the order. Collect cheques from customers This process is in use in Bharti Teletech. Computer may alert insufficient cash message if customer has placed order of value greater than his credit limit. when written or telephonic order is placed with Fairdeal. Intimate customers about insufficient cash It is initialed when sufficient cash is not present in customer’s account or customer’s advance cheques are not present with the depot.

Tata Tea. Though pending orders can be made.2 4.1. Bharti and McFills Manoj Banshilal Pachouri 116 ICFAI Business School . SAP R/3.Table 16: Order Punching Process Process Activities 4 4. Physical Stock Register • Order entry not done if signed blank cheques of dealers are not with Fairdeal.3 4. [Tata Tea. Financial Accounting System (FAS) Storing Material. MRF Paints. Tata Tea] If order placed via phone it has to be punched into SDNet manually by warehouse personnel. Stock is checked for availability in warehouse/ depot even before punching the order as SAP R/3 does not allow order punching (though pending order can be made) if stock is not present. Amara Raja. If not. SAP R/3 and SDNet.4 4. [Tata Tea. Bell Ceramics and McFills] If company is using SAP R/3. Check whether signed blank cheques of concerned dealer are available with Fairdeal or not. or via phone. [Bharti] DD is submitted in Bank and deposit receipt obtained. inform the concerned dealer. Bell. Computer Operator 4 persons Shiromani office and warehouse 60 orders per day (300 working days) Order details in e-application Demand Draft or Cheques from dealer Order number generated Pending orders report SDNet. McFills Foods] Dataflow Documents Dataflow Documents Statutory MIS Existing Integrations Controls • If stock is not present.1.6 Responsibility People Involved Location Frequency Input Output Reports Order Punching Orders are taken by sales officer along with DD or in writing by sending DD to Fairdeal. [Voltas] NOTE: Orders are punched into Titan.5 4. [Voltas. Dealers can also place orders in E-Applications namely. order can not be punched into SAP R/3 Module. TVS Motor.1 4. DD details punched into order received form. Bell Ceramics.2 4.

Figure 7: Flowchart of Order Punching Process Manoj Banshilal Pachouri 117 ICFAI Business School .

computer operator modifies the order and changes the number of quantities ordered from modify order module.Order Approval Process Order approval process is initiated either by computer operator after an order is placed with Fairdeal. Short close orders in case of shortage of goods If ample quantity of ordered material is not present in the warehouse. Manoj Banshilal Pachouri 118 ICFAI Business School . This process ends with generating invoice number. Some of the main activities in this process are: Make pending orders If ordered material is not present in the warehouse. this order will remain pending till the ordered material with ample quantity is received in warehouse from factory location or through stock transfer.

6 5. Order is sent for verification by regional sales officer Once approved. Computer operator 8 persons Shiromani office and Admin office at warehouse 73 orders per day (300 working days) Order details from ERP module Demand Draft or Cheque from dealer Dispatching order Invoice SDNet.2 5.10 Order Approval Stock is checked for availability in warehouse/ depot. Update book stock value Stock is checked for availability in warehouse/ depot.5 5.9 5. SAP R/3. If stock is below threshold value.3 5.4 5. Check physical stock for threshold stock. Notification sent to dealer. Amara Raja. Bharti and McFills Ltd. [Bharti] If stock is not present.1 5. Physical Stock Register DD details are must for order approving. order can be partial dispatched or short closed.8 5. MRF Paints. TVS Motor. Financial Accounting System (FAS) Storing Material. dispatch order is generated on SDNet. place order at company head office. If stock is present order is approved.7 5. Tata Tea.Table 17: Order Approval Process Process Activities 5 5. Bell. [Bharti Teletech] Responsibility People Involved Location Frequency Input Output Reports Dataflow Documents Dataflow Documents Statutory MIS Existing Integrations Controls NOTE: Orders are approved in Titan. Manoj Banshilal Pachouri 119 ICFAI Business School .

Figure 8: Flowchart of Order Approval Process Manoj Banshilal Pachouri 120 ICFAI Business School .

7 Invoice/ Bill Printing/ Stock Transfer If SAP R/3 or any other ERP package is being used invoice is printed directly from ‘Print Invoice’ menu by entering order number.1 6. Stock transfer document is printed from ‘Stock Transfer’ menu Stock transfer decision is taken by regional sales manager. raja e-ARIMS Order Punching. If SAP R/3 or any other ERP package is not being used. bill is printed manually. Invoice is printed in triplet either on company provided pre-printed stationery or on blank papers.4 6. No sales tax or VAT is applicable on stock transfers as ownership of material does not change.Invoice/ Bill Printing/ Stock Transfer Process This process is initiated at the time of dispatching and ends with printing invoice or stock transfer memo in case of stock transfer.2 6. SAP R/3. Physical Stock Register Material movement out of warehouse Responsibility People Involved Location Frequency Input Output Reports Dataflow Documents Dataflow Documents Statutory MIS Existing Integrations Controls Manoj Banshilal Pachouri 121 ICFAI Business School . Invoice contains product specifications along with product value. Stock transfer order is then forwarded to nearest C &FA depending on availability of stock.5 6. Table 18: Invoice/ Bill Printing/ Stock Transfer Process Process Activities 6 6. Computer Operator 8 Persons Shiromani office and Admin office at warehouse 205 invoices per day (300 working days) Invoice number e-application Dispatching order Invoice Printout SDNet.6 6.3 6.

Figure 9: Flowchart of Invoice/ Bill Printing/ Stock Transfer Process Manoj Banshilal Pachouri 122 ICFAI Business School .

bitumen sheets. This material will be indented to factory location for replenishment. Check stock in warehouse after dispatching It is initiated by store Incharge at the time of loading material. Every dispatch order and is signed by process manager. shelves or racks and assembled in the goods-out area. it is checked for the correct signature. is found to be below a threshold value. Sample signatures and initials of all authorized signatories must are made available to warehouse staff so that they can verify orders. Gate pass is then prepared and material is loaded on vehicle or handed over to courier person. If material. store Incharge intimates process manager who in turn will notify ASM and SCM. Load material on vehicle At this stage.Dispatching Process Pick slip is generated and sent to warehouse for picking material. Some of the main activities in this process are: Verify ordered quantity against invoice Issues are only made against orders which have been properly authorized. Manoj Banshilal Pachouri 123 ICFAI Business School . marked and loaded onto trucks for delivery or handed direct to waiting customers. Here they are packed. When an order is received in warehouse. ordered items are picked from pallets. being dispatched.

5 7. Financial Accounting System (FAS) Storing Material. Gate pass is made to allow goods outside warehouse. Tiles are dispatched according to batch. Material is Loaded on vehicle. Delivery challan.3 7.4 7. Depot Incharge 15 persons warehouse 22. Physical Stock Register No order can be dispatched without proper documents like Invoice.7 Dispatching Take material from warehouse on the basis of FIFO or FEFO.Table 19: Dispatching Process Process Activities 7 7.200 pieces per day (300 working days) Dispatching details in e-application Material specification from computer operator Dispatching number Acknowledgement SDNet.2 7. gate pass and two copies of invoice are given to transporter. Gate pass signed by authorized person. SAP R/3.1 7. Bring material from secondary location to primary location. LR. Transport vehicle is checked for gate pass and physical goods. Responsibility People Involved Location Frequency Input Output Reports Dataflow Documents Dataflow Documents Statutory MIS Existing Integrations Controls Manoj Banshilal Pachouri 124 ICFAI Business School .6 7.

Figure 10: Flowchart of Dispatching Process Manoj Banshilal Pachouri 125 ICFAI Business School .

This document is given back to remains with transporter which is used reimbursement. Pay Octoroi. Receive ‘goods received’ acknowledgement from customers When material is supplied to a customer. Fairdeal pays Octoroi on behalf of its principal which it claims later. Fairdeal pays Octoroi on behalf of its principal which it claims later. store keeper and transporter. Fairdeal provides transportation to local orders where as outsourced carriers and courier service providers provide transportation to upcountry orders. There is no obligation to pay Octoroi when customers take the delivery at warehouse premises since ownership changes at warehouse in this case.Transportation Process This process is extension of dispatching process and is carried out after material is loaded on the vehicle. if applicable Octoroi is payable in select cities decided by state governments. received acknowledgement from customer delivery. Claim Octoroi claims from company As mentioned in Pay Octoroi sub process. Some of the main activities in this process are: Prepare Gate pass Gate pass [refer to format of gate pass in APPENDIX B] is prepared after material is loaded into lorry or handed over to courier person in the presence of security Incharge. Purpose of this document is to keep track of the outbound material leaving the warehouse. transporter takes goods as a proof of correct Fairdeal and one copy at the time of freight Manoj Banshilal Pachouri 126 ICFAI Business School . Octoroi is paid on the material which is transported through its own vehicles or contracted vehicles. It ranges from 4% to 5% of invoice value depending on the type of the product and city in which Octoroi is payable.

Up-country orders are dispatched through transport or courier services. Octoroi is paid in metropolitan cities.2 8.Table 20: Transportation Process Process Activities 8 8.2 8.1. Octoroi charges are claimed from concerned company.3 8. Existing Integrations Controls Manoj Banshilal Pachouri 127 ICFAI Business School .6 Transportation Local orders are dispatched through Fairdeal’s own vehicles or dealers collect their order from warehouse directly. Gate pass signed by authorized person.200 pieces per day (300 working days) Responsibility People Involved Location Frequency Input Output Reports Dataflow Documents Dataflow Documents Statutory MIS Gate pass from store Incharge Goods Received Acknowledgement Freight reimbursement report Current stock. Dealer returns back one signed copy of invoice as acknowledgement of goods received. Acknowledgement copy of invoice given back to Fairdeal.5 8.4 8. Delivery challan. goods in transit Storing Material No order can be dispatched without proper documents like Invoice. Transportation Incharge 10 persons warehouse 22. Material is unloaded at dealer’s place.1 8.1.

Figure 11: Flowchart of Transportation Process Manoj Banshilal Pachouri 128 ICFAI Business School .

if TVS motor decides to discontinue a vehicle. When scrap material dispatched to principal company through its own vehicles or contracted vehicles. Slow-moving and unsalable material categories. when scrap material piles up above its threshold limit. damage or any other reason. Dealers or Stockists initiate this process when material becomes unsalable because of expiry of date. Transport claims includes loading and off-loading charges which vary product to product accordingly. Fairdeal pays freight charges on behalf of principal company which it claims from them later. Some of the main activities in this process are: Intimate principal about scrap material Fairdeal works closely with its principal companies so that there is a constant information exchange about stock requirements and stock levels. Manoj Banshilal Pachouri 129 ICFAI Business School . its spares will become obsolete. Similarly. Scrap items are kept separate from new items in scrap warehouse. Claim scrap transport charges from company Fairdeal has its own dedicated vehicles to deliver local orders to customers. change in technology. obsoleteness. company is notified about its removal. For instance. introduction of new brands.Handling Unsalable Material Process Material is classified into Non-moving.

If material is found unsalable.11 Handling Unsalable/ Non Moving/ Slow Moving Material Dealer claims material as Unsalable. Specification of unsalable material sent by Fairdeal to Company Monthly scrap material report Financial Accounting System (FAS) Physical Stock Register Scrap can be sold to company contracted scrap dealer only. Sales officer inspects material.9 9. Area sales manager approves material as Unsalable.10 9.6 9.1 9.2 9. Manoj Banshilal Pachouri 130 ICFAI Business School .4 9. Material is brought back to Fairdeal warehouse along with written approval of sales officer and dealer’s letter containing material details. Unsalable material is stored in scrap warehouse at different location. Store Incharge 12 persons warehouse 150 Cartons per month Responsibility People Involved Location Frequency Input Output Reports Dataflow Documents Dataflow Documents Statutory MIS Existing Integrations Controls Specification of unsalable material sent by dealer to Fairdeal DD details and scrap details mailed to SCM. sales officer recommends it to area sales manager.5 9.7 9.Table 21: Handling Unsalable Material Process Process Activities 9 9.8 9. After enough stock piles up. notification is sent to company Company approves removal of unsalable material Transporter is sent to collect the material Total quantity is verified against book value Material is loaded on vehicle and sent to company locations.3 9.

Figure 12: Flowchart of Handling Unsalable Material Process Manoj Banshilal Pachouri 131 ICFAI Business School .

15 10. Product comes to Fairdeal warehouse with product specification and warranty letter signed by service engineer.9 10. After enough stock piles up.6 10.8 10.14 10. Company is notified about warranty claim.12 10.5 10. If satisfied. Customers initiate this process when material they purchased have any prepurchase defects or is damaged under warranty period.3 10.7 10.4 10.2 10.13 10. New product is dispatched to dealer to replace defected one. Service engineer inspects product. Stock is sent to company if it can be repaired or serviced.1 10. Scrap material sold to company’s scrap dealer DD of scrap material sent to company Head Office. Store Incharge 4 persons warehouse 100 pieces per month Warranty claim details in SD module Warranty claim letter Electronic notification to company Invoice of replaced product Monthly Free replacement report Amara raja E-application (http://localhost/bs/) Scrap Stock Register Service Engineer must approve warranty claim Responsibility People Involved Location Frequency Input Output Reports Dataflow Documents Dataflow Documents Statutory MIS Existing Integrations Controls Manoj Banshilal Pachouri 132 ICFAI Business School . service engineer approves warranty claim. Table 22: Handling Warranty Claims Process Process Activities 10 10. Dealer notifies service engineer about warranty claim.11 10.16 Handling Warranty Claims Customer claims product replacement under warranty from dealer. notification is sent to company Company approves removal of defected stock.Handling Warranty Claims Process This process is only partially controlled by Fairdeal as most of the activities are handled either by dealer or by branch offices. If material is unrepairable it is considered as scrap Serial numbers of scrap material are destroyed to avoid re-claims. Defected product is stored in scrap warehouse.

Figure 13: Flowchart of Handling Warranty Claims Process Manoj Banshilal Pachouri 133 ICFAI Business School .

Any that has been damaged or have been opened for checking are promptly repacked and sealed. Moisture is regulated in warehouse by building stacks which are hollow inside so that air can circulate and by turning products over periodically. particularly food products like McFills foods and snacks and sunfill oil from Coca Cola. Rodent preventive measures are also taken to avoid damage to warehouse stock. Physical inspection is also done to ensure that all packages in stock are kept in good condition. Stock is maintained by doing physical inspection. Others may need more specific care. Any rubbish or waste paper is a fire risk and is removed. Fairdeal will have to pay for the damages occurred to the stock. Manoj Banshilal Pachouri 134 ICFAI Business School . Brass fire nozzles and foam mixer fittings are also cleaned. Protection of material McFills products being consumable products are protected against moisture. Regular checks are done for spillage and waste. TVS motorbikes which are stored on roof remain in direct sunlight for a long time. repacking. rodents and other hazardous products. Depot Incharge inspects material on fortnightly basis by checking stack cards of material. For instance. warehouse is disinfested at regular intervals. Slow-moving and Non-moving goods have to be inspected properly. Fire extinguishers are serviced but their schedule is not fixed. by ensuring safety measures and by providing value added services like re-labeling. Some of the main activities in this process are: Physical Inspection Fast moving goods are relatively less inspected as they are mostly fresh. Furthermore. reporting etc. Some products need special periodic attention like batteries in Amara Raja have to be checked for any leakages as they contain acids.Stock Maintenance Process Fairdeal is responsible for maintaining principal company’s stock in good marketable condition failing to which.

Re-pack material. Re-labeling of goods This is value added service provided by Fairdeal to its principal companies. Apart from these. Fairdeal claims the labeling charges as value added services later with reimbursements. these reports are also used to track inventory and movement of goods. In this process. value added services claims and Clearing & Forwarding Agent reimbursements are charged on the basis of these reports. Fairdeal provides with the labors who will stick new labels provided by company to the material. Octoroi claims. Manoj Banshilal Pachouri 135 ICFAI Business School . tracking. inspecting and reimbursement. Re-labeling is done when a new promotional scheme is launched or a new labeling is required due to price change or seasonal scheme has to be given. Generate Reports Weekly and monthly reports are generated for the purpose of controlling. Freight claims. company provided tape and seal are applied to it. if required If packing or carton of material is found damaged or material is required to repack for distribution.

1 11.5 11.4 11. Cycle count Rodents. FMCG goods are protected against moisture. Batteries are charged every 40 days in warehouse.9 Responsibility People Involved Location Frequency Input Output Reports Protecting Material Slow-moving and Non-moving goods are inspected by checking its stack cards or batch number and manufactured date Bikes are inspected for scratches and damages. inspecting and reimbursement of stock maintenance Depot Incharge 2 Person Warehouse No strict schedule followed Check last date from Maintenance register No of pieces destroyed notified to ASM Update maintenance register Maintenance reimbursement report when asked by management Storing Material.2 11. micro organisms. tracking. theft Dataflow Documents Dataflow Documents Statutory MIS Existing Integrations Controls Manoj Banshilal Pachouri 136 ICFAI Business School . expiry dates.6 11. Moisture content is controlled depending on products Fire extinguishers maintained for emergency situations Re-pack material packing or cases.7 11. contamination. if pilferaged during storing Re-label packs or glue stickers to packs for promotional schemes under value added services Generate reports for the purpose of controlling.8 11.Table 23: Stock Maintenance Process Process Activities 11 11. rodents.3 11.

Figure 14: Flowchart of Stock Maintenance Process Manoj Banshilal Pachouri 137 ICFAI Business School .

If new watches come in front. To scan PIN and IMEI number. stacking is used in which new watches are placed behind old watches. This process can be simplified if cordless barcode scanner is used. They are still using very primitive softwares. Enter PIN and IMEI number (for Motorola only) using barcode scanner. To maintain FIFO. In McFills Foods.xls) format and attached to email to Company. Current technology does not provide basic/fundamental warehouse stock information required by management. In Amara Raja batteries. This packing slip is validated against stock transfer memo in which number of pieces and price of each watch is given along with trade discount and sales tax. Motorola cartons have to be brought upstairs near computer attached barcode scanner. Common tasks might be handled more efficiently by coordinating among each other. No clear plan to manage the involvement of other participants in the processes who will be impacted. Dadra material is not required to be scanned as delivery number can be used in SAP R/3 module to get all serial numbers. FIFO is violated. Serial number is destroyed from batteries to avoid re-claims and a hole is made into battery. Priority (High/ Medium/Low) High High Medium High High Low Medium High High Medium Low Medium High High Manoj Banshilal Pachouri 138 ICFAI Business School . Lack of group dynamics among employees.Initial Issues Emerged Out Of AS-IS Analysis Table 24: AS-IS Analysis -Important issues with priorities Issues/Observations In Titan watches division Carton is checked for any physical damage and pilferage. weighted in the warehouse to check uniformity of cartons. Battery must be charged every 40 days even in warehouse. carton can be opened in presence of courier boy itself. Warehouse terminal data is synchronized with company data via dial up virtual private network (VPN). Inwards from Hyderabad have to be done using scanner as SAP R/3 is still not implemented there. In Titan watches division Carton contains packing slip containing number of pieces and codes. Company has provided with a charger which can charge 32 batteries at one time. increases waiting time and hence cycle time. staff time. This consumes labour hours. This will ensure smooth operations of Fairdeal even in case of absenteeism or job vacancies. In Voltas. Employees should be encouraged to learn multiple (at least two) companies’ operations like SAP R/3 of Tata Tea and SDNet of Bharti Teletech. If weight doesn’t match. Indent form is filled in Microsoft Excel (.

Issues/Observations Some employees need HR training to motivate them and to develop their business communication skills. listening skills. Gate pass is mandatory for taking goods outside warehouse. Attrition of employees is hindering smooth operations Principal companies co-operation to implement barcode readers Salary structure of employees Priority (High/ Medium/Low) Medium High High Medium Medium Manoj Banshilal Pachouri 139 ICFAI Business School .

Manoj Banshilal Pachouri 140 ICFAI Business School . This person’s duty would be to take care of material of all companies and not specific to a particular company as being followed at present. TO-BE Analysis. For example: MRF Paints and McFills Foods Pvt. To check method of stacking material. To take physical stock. are using very primitive software packages which should be upgraded to better ones to increase efficiency and speed of transactions. These connections should be upgraded to broadband connections to improve speed and quality of information sharing. To inspect whether material is stored according to FIFO norms. Ltd. There should be a separate person whose duty would be: To inspect physical location of material.Other Notes from Interviews These are excerpts from interviews with senior and middle level managers in the organization: • Many companies are using very primitive application software packages which should be upgraded to better ones. • • Data gathered during this phase would make basis for research in next phase. To inspect for inverted cases. There are issues of transferring large business data through internet because of slow speed of internet connections. pallet or bitumen sheets etc. Computer operators complain about the lack of meaningful management information system like slow speed internet services.

TO-BE ANALYSIS Manoj Banshilal Pachouri 141 ICFAI Business School .

Zankar Jobanputra and Mr. They provided me with many suggestions and their usefulness about how efficiency of Fairdeal can be improved. I discussed all the processes with process owners and process users of every company handled by Fairdeal. it was planned to take demos of some four or five warehouse management systems to get best practices from them. Manoj Banshilal Pachouri 142 ICFAI Business School . Sharad Jobanputra about benchmarking processes. Waves. It was also planned to visit some other warehouses nearby so as to study their processes. To compensate this. This demo version gave me a lot of inputs about Kitting. But due to lack of time during year-end operations in March and implementation of VAT in Gujarat from April 2006 afterwards. AS-IS Analysis phase of this project highlighted the processes which needed either modification or re-engineering. dispatching process was benchmarked against Hindustan Lever Limited (HLL)’s dispatching process. Initially. I also discussed the issues with Mr. Furthermore. To achieve this. I download 300 mb WinZip version of IntelliTrack’s Intelliwms and studied it thoroughly after installing it. processes were studied from various Warehouse Management Systems. Some of the processes were benchmarked against other companies’ processes. which satisfy goals of the enterprise as stated in the business case analysis and which satisfy the change-requirements.Definition of TO-BE Analysis The goal of To-Be Analysis design is to produce one or more alternatives to the current situation. For instance. Cubing and many other warehousing concepts. This phase was aimed at detailed documentation of activities being carried out in each and every process. this plan could not materialize. TO-BE phase aims at benchmarking processes being carried out against best industry practices.

e. picked.. Also determine whether these locations accommodate all the item types. identify the process by which material is moved through the warehouse (i. or temperature controlled materials. This may include zones. • Items Define the items the warehouse handles. stored. • Material Flow in the Warehouse After the usable warehouse space and item size have been determined. material storage and warehouse layout should be planned based upon how the goods and materials are received. and storage areas in a controlled environment for storing hazardous. Warehouse must be capable enough to implement them. and shipped. In order for the warehouse to operate efficiently. aisles. sequencing the replenishment and picking processes etc. • Available Space (to support the Cubing feature) Calculate the space available for item storage to support the cubing feature. proper preparations should be done like creating warehouse layout. Assembling Warehouse Data To assemble warehouse data.Preparation for Implementing Re-Designed Processes Before designing TO-BE processes. implementing barcode scanning. material flow). including the boundaries that separate them. These items can be defined in SKUs (Stock Keepting Units). since a Warehouse operates within a dynamic environment in which material moves from receiving to storage to shipping. rows. valuable. following areas of warehouse operation should be reviewed: • Storage Locations All of the storage locations within the warehouse should be clearly defined. shapes and sizes that are required. For this. Manoj Banshilal Pachouri 143 ICFAI Business School .

Locations are then added to each site. Further. D-02 etc to locate it easily. the warehouse space is divided into specific sites.Warehouse Layout Figure 15: Warehouse Layout Warehouse should be divided into in to different sites like Receiving site. Bulk storing site can be coded as A-01. Locations reside within a ‘Site’ and are added to a site at the Locations form in WMS. and Dispatching site can be coded as D-01. yellow lines can be marked on the floor to specify storing space. A-02 etc. Dispatching site. For instance receiving site can be coded as REC 01. The following information is required to add a location. When locations are created for a site. Scrap site etc. and must be entered in the Locations form in WMS: Manoj Banshilal Pachouri 144 ICFAI Business School . REC 02 etc. Each site should be coded accordingly.

• • • •

• •

Site: the warehouse/facility where this location resides. Location Identifier: a unique system identifier that you create for this location, entered in the Location cell. Description: a description of the location (i.e., forward pick, staging, receiving, picking, storage). Cube Size: The cubic size of a location represents the storage space available in that location, it may be an exact number, or a close estimate, depending on storage requirements and WMS objectives. For example, a location with a cubic size of one hundred can hold one hundred items with a cubic size of one or it can hold two items with a cubic size of fifty. Pick sequence: assign the location travel sequence when picking items (picking process) in this cell Put away sequence: assign the location travel sequence for putting away items (receiving process) in this cell.

NOTES: When location sequencing is implemented, the sequence number directs the user, with an RF portable, to a predefined location when picking and/ or putting away order items. (WMS sorts line items into the sequence defined and presents the line item in sequential order.) This reduces the travel time when putting away and picking orders. Before establishing a location sequencing for picking orders, putting away orders, and replenishing stock, it is a good idea to identify the process by which material is moved through warehouse (i.e., material flow), in order to determine the most efficient travel sequences. A good starting point would be the movement of the top twenty percent of inventory.

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Specifying the Replenishment Sequence When a forward pick (or prime) location is restocked, it is possible to use a replenishment sequence to guide in the put away process. The replenishment sequence is an inventory move based on the pick sequence of the bulk storage location. When replenishing a forward pick location, an item location may be specified. If replenishment is implemented: • WMS sorts items requiring restock in a sequence based on locations where the bulk stock resides and the pick sequence assigned to that location. WMS guides the picker to the lowest picking sequence location for the first item requiring restock.

Implementing Location Sequencing To implement location sequencing, a pick and/or put away sequence number is assigned to a location. (The lower the location sequence number, the higher it’s priority as a pick or put away location.) Often, a location with the lowest primary pick sequence number will have the highest put away sequence number. The table below highlights a typical location number sequence.
Table 25: Example of Location Sequence Numbers Location FP-001 FP-002 REC SHP1 01-A-01 01-A-02 Description Forward Pick Forward Pick Receiving Staging Bulk Storage Bulk Storage Pick Sequence 1 1 0 0 9 8 Put Away Sequence 8 8 0 0 1 2

Locations REC and SHP1 have a pick and put away sequence number of zero, which is outside the sequence number range; hence these locations are excluded from location sequencing.

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Generating Barcode Labels WMS should be able to generate barcode labels for material stored in the warehouse. Barcode printing should be integrated with company specific ERP modules so that material specifications can be directly imported from these modules. Other facilities that are required for barcode generation are as follows: • • • • • Label Printing Setting Label Characteristics Creating Sequential Number Label Creating Custom Data Label Adding a Customized Label Format

Import-Export Data To and From WMS The Import-Export Utility allows for the importing of data into WMS and exporting of data from WMS through the following interfaces:
Data Interfaces Host Picking Host Receiving Inventory Export Inventory Import Item Export Item Import Location Export Location Import Picking Export Picking Import Receiving Export Receiving Import Description Communicates picking order activity back to a host system. Communicates receiving order activity back to a host system. Exports specified inventory data to a specified text file. Imports inventory data from a specified text file into the WMS database. Exports specified item data to a specified text file. Imports item data from a specified text file into the WMS database. Exports specified location data to a specified text file. Imports location data from a specified text file into the WMS database. Exports specified picking data to a specified text file. Imports picking data from a specified text file into the WMS database. Exports specified receiving data to a specified text file. Imports receiving data from a specified text file into the WMS database.

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Synchronize Fairdeal WMS and Principal’s ERP Module To ensure smooth and errorless flow of data from principal company’s ERP module to Fairdeal’s WMS and vice-versa, some integrating software should be used with the help of principal company. Trying to insert data manually in either of ERP module or WMS will increase chances of erroneous entries which would defeat the purpose of automating Fairdeal’s operations. Once both the software packages are integrated, Import-Export interfaces could be used for transferring data to and from one system to another. Though convincing every principal company to provide with integrating software package is not an easy task and it will take a fairly good amount of time before this concept comes to reality; but it is also certain that if data of WMS and ERP module can be synchronized, operations of Fairdeal will become very easy to execute and maintain.

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Branch office. In case material is warranty claim or goods return under unsalable material. At this stage. proper documents with quantity and service engineer’s sign should accompany the material. Moreover. It is because this process is not totally internal to Fairdeal and Transporter. This will save time spent in uploading barcode serial numbers in Voltas. Manoj Banshilal Pachouri 149 ICFAI Business School . Vehicle details will be noted down along with the company’s name for which material has come. Fairdeal should get softcopy of Stock Transfer Memo (STM) or transfer cum delivery challan. TVS Motors and Bharti Teletech. whichever is applicable. Once material comes to warehouse. dealers and other staff members are also involved in it. advance intimation will allow Fairdeal staff to prepare for the coming consignment. Head office.To-Be Goods Receiving Process Goods receiving process should be redesigned in such a manner that it takes shortest possible time. Material will then be checked for any physical damages and weight of cases will be taken if any possibility of pilferage is seen. This will save time at the time of dispatching and hence efficiency of dispatching process will increase. barcode serial numbers should be scanned to verify that the correct material is received. Gate keeper will check the material and intimate Godown keeper and process owner who will verify documents given by transporter.

2 1.1 1. In case of physical damage or short supply: • Supply Chain Manger is informed. TVS bikes are checked for key. Transporter copy of STM acknowledged. shortage report if material found damaged or short respectively Manoj Banshilal Pachouri 150 ICFAI Business School .6.2 1.3 1. • Local ASO (Area Sales Officer) is informed. Documents received from transporter or courier person containing material specification.3 1. Upload Goods-In-Transit module Synchronize data of ERP module and Fairdeal WMS Main Godown Keeper WMS. Goods Storing. Material unloaded from vehicle.6. carton will be opened in presence of courier person. If space or labor is not sufficient.4 1. In case of mismatch. Individual carton is weighed and verified against printed weight on carton. LR receipt.7 1.5 1. tool kit.8 1. Goods arrive from factory locations or other locations in case of StockTransfers and Goods Returns. Lorry or Courier vehicle entry made in Gate Register at main gate. Material stored in warehouse.10 Process Owner Integration Points of Concern Wish List Additional Notes Plan labor and space required for material. rear view mirror and battery.9 1. Goods Return Note Dataflow Update Goods-in-Transit module of ERP Documents Acknowledgement to transporter Reports Stock receipt report.6. In case of Titan. Damages report.1 1. make arrangements for coming material. Material manually inspected for any physical damage and accessories E.Table 26: TO-BE Goods Receiving Process Process ID Objective Function Input Output 1 Goods Receiving Receive Goods at Warehouse Clearing and Forwarding Dataflow Soft copy of Stock Transfer Memo (STM) Documents Invoice cum delivery challan. • Damage claim or Shortage claim is prepared. Inventory report Activities Process Steps 1. Inventory stock Can Fairdeal convince its clients to provide with integrating software? SAP and WMS data synchronized with each other.g.

Figure 16: Flowchart of TO-BE Goods Receiving Process Manoj Banshilal Pachouri 151 ICFAI Business School .

3 or taping.1 2. Batteries.8 regulations. Inventory report Activities Process Steps Process Owner Integration Points of Concern Wish List Additional Notes Decide the site of material i.To-Be Storing Material Process After material is received in warehouse. If it needs repacking 2.2 Manoj Banshilal Pachouri 152 ICFAI Business School . 2. Generate barcode labels for goods lot wise. it is sorted accordingly. Documents Copy of STM with material serial numbers and specifications Dataflow Barcode labels Documents Reports Physical stock register updated Current stock report.e. Material received under warranty claims and goods returns is stored in scrap warehouse where as fresh material received from factory locations or through stock transfer is stored in finished goods warehouse.4 Update goods specifications in WMS inventory module 2. as applicable Store goods at their allotted locations according to company specified 2. home appliances and tiles are stored on pallets where as watches are stored in racks Depot Incharge ERP module. pallet wise.5 Scan serial numbers of finished goods and transfer them to WMS.6 or batch wise. Inventory stock Care to be taken while sticking barcode labels so that mismatch does not occur RFID could be used to locate and quantify the stock Additional physical stock register can be maintained for use of physical verification 2. scrap site or finished goods site Sort the material product wise as applicable Check material for packing and physical damage.g. product wise 2. apply taping and other fixes. E. Table 27: TO-BE Storing Material Process Process ID Objective Function Input Output 2 Storing Material Store goods in warehouse Warehousing Dataflow Material specification imported from SAP module. Goods receiving. as required 2.7 Stick barcode labels to goods or locations.

Figure 17: Flowchart of TO-BE Storing Material Process Manoj Banshilal Pachouri 153 ICFAI Business School .

1 3.4 3. physical stock might be taken on twice a week basis.2 3.5 3. embossing.3 3. rodents. Batteries physically checked for damage. weighted in the warehouse to check uniformity of cartons.7 Sites inspected for moisture level. temperature. infestation and security issues. type of battery. Table 28: TO-BE Cycle Count Process Process ID Objective Function Input 3 Cycle Count Finding any discrepancy in physical stock against book value Stock keeping Dataflow Cycle count alert displayed to depot Incharge on set day Documents Printout of current stock from WMS Inspection date updated in WMS Physical stock register updated Differences report Activities Output Dataflow Documents Reports Process Steps 3. Bikes inspected for scratches. where as checking for micro-organism level in foods storing location can be done monthly or quarterly. barcode and plastic wrapping. Titan Carton checked for any physical damage and pilferage. damages and Engine number slips. damages. expired dates.To-Be Cycle Count Process Material should be regularly inspected for matching physical stock against book value and to find any probable harm to sensitive goods like food products. FMCG goods checked for air-leaks. Process Owner Integration Points of Concern Wish List Additional Notes Store keeper Current Inventory stock It is practically not possible to take physical stock of small products like watches and spare parts frequently RFID could be used to verify physical stock smoothly Specialists may be hired for checking micro-organism level in food products location Manoj Banshilal Pachouri 154 ICFAI Business School . Battery must be charged every 40 days in warehouse. Frequency of different types of checking can differ accordingly. For instance.

Figure 18: Flowchart of TO-BE Cycle Count Process Manoj Banshilal Pachouri 155 ICFAI Business School .

In India. Hence ideally. this process should not be there in Clearing & Forwarding Agent’s operations. Apart form these reasons. This process lies either with dealer/ distributor or Branch office of the principal company. broadband connections in India are just coming up and most of the internet connections used are dial up connections which does not provide enough speed to perform online transactions. which are then punched into ERP modules by Clearing & Forwarding agents. Most of the companies in India do not have centralized internet based order placing systems. dealers place their orders either on phone or in writing. nor do dealers have sufficient IT competency and investment options to place orders online. Manoj Banshilal Pachouri 156 ICFAI Business School . Clearing & Forwarding agents have to bear the burden of order taking / order punching process because of lack of proper IT infrastructure and insufficient IT skills of dealers. In light of reasons mentioned above.To-Be Order Punching Process Detailed study of supply chain and logistics industry revealed that order punching process does not lie within operations of Clearing & Forwarding agent.

Invoice number generated Monthly sales report. Table 29: TO-BE Order Approval Process Process ID Objective Function Input 5 Order Approval Approving orders placed by dealers Order verification and dispatching Dataflow Order punched by dealer Documents Cheque or Demand draft for order placed Order approved or rejected.4 5. Dispatching.1 5.To-Be Order Approval Process Order approval process is executed according to rules and regulations of principal company. Pick slip is generated from approved order Pick slip sent to store Incharge Check inventory stock for threshold value If stock is below threshold value.6 5.5 5. Once approved.7 5. Current stock report Activities Output Dataflow Documents Reports Process Steps 5. order is accepted and approved else order can be partial dispatched or short closed.3 5. Manoj Banshilal Pachouri 157 ICFAI Business School . Cash report. this process is only partially controlled by Fairdeal. place order at company head office. Some companies’ order approval process resides with branch office of the company itself. order is sent for verification by regional sales officer. If company is Bharti Teletech. whereas others have delegated it to Fairdeal. Credit limits of dealers. order should not be accepted by ERP package when dealers place it.8 Process Owner Integration Points of Concern Wish List Additional Notes Stock is checked for availability in warehouse/ depot If stock is present in required quantity. Current stock available All dealers might not be capable of placing orders online ASM might ask to approve orders to fulfill his targets All order placing should be automated without any paper work Credit cards be used to replace Demand drafts and Cheques If material is not present in warehouse. Synchronize order approval data on WMS and ERP modules Computer Operator Pending orders. Even in the case of companies whose order approval processes are undertaken by Fairdeal.2 5.

Figure 19: Flowchart of TO-BE Order Approval Process Manoj Banshilal Pachouri 158 ICFAI Business School .

VAT and sales tax payments. Print stock transfer memo from ‘Stock Transfer’ menu Hand over the printed document to transporter Computer Operator Dispatching. stock transfer document is similar to invoice except that it is addressed to another Clearing & Forwarding agent. Manoj Banshilal Pachouri 159 ICFAI Business School . Stock transfer decision is taken by regional sales manager.3 Process Owner Integration Points of Concern Wish List Additional Notes Invoice printed directly from ‘Print Invoice’ menu of ERP package by entering invoice number. Table 30: TO-BE Invoice/ Bill Printing/ Stock Transfer Process Process ID Objective Function Input 6 Invoice/ Bill Printing/ Stock Transfer Issue a document as a proof of change of ownership Invoice / Bill/ Stock transfer memo printing for handing it over to transporter Dataflow Invoice number generated during order approval Documents Material ready to be issued acknowledgement form store keeper Order completed notification Invoice/ Stock transfer memo printout Total transactions report Activities Output Dataflow Documents Reports Process Steps 6.To-Be Invoice/ Bill Printing/ Stock Transfer Process Invoice is printed at the time of dispatching fresh material or replacing warranty claims. Also. order should not be accepted by ERP package when dealers place it. Pending orders Invoice will not generate if barcode serial numbers or other data is wrongly punched Companies replace their legacy IT systems with modern ERP packages If material is not present in warehouse.1 6.2 6. It is printed in triplet for the purpose of Octoroi taxes.

Figure 20: Flowchart of TO-BE Invoice/ Stock Transfer Process Manoj Banshilal Pachouri 160 ICFAI Business School .

5 7. Manoj Banshilal Pachouri 161 ICFAI Business School .8 Pick slip comes to Store keeper Material picked from locations based on predefined picking sequence or kit. LR. Upcountry orders are dispatched via contracted transporters and these transporters pay Octoroi charges which they claim monthly at the time of freight reimbursement. Material loaded on vehicle in presence of store keeper.6 7. If sufficient quantity is not present at primary location. Table 31: TO-BE Dispatching Process Process ID Objective Function Input 7 Dispatching Transfer ordered quantity from warehouse to dealer’s place Picking material from warehouse and load it on transporter vehicle Dataflow Dispatching details in e-application Documents Pick slip Notification sent to dealer and branch office Gate pass and LR Monthly current inventory report Activities Output Dataflow Documents Reports Process Steps 7.2 7. Octoroi amount given to transporter to be paid at toll tax point.4 7. Local orders are dispatched through Fairdeal’s own vehicles and Octoroi charges are also bore by Fairdeal. Gate pass made to allow goods outside warehouse.To-Be Dispatching Process As mentioned in AS-IS Analysis phase. gate pass and two copies of invoice given to transporter.1 7. security personnel and driver of vehicle. Security checking at main gate No order should be dispatched without proper documents like Invoice.7 7. Delivery challan. Transport vehicle checked for physical goods at main gate Process Owner Integration Points of Concern Wish List Additional Notes Check dispatched material after picking. bring material from secondary location to primary location. Depot Incharge Current stock. RFID could be used to locate and pick ordered material easily Copy of signatures of all authorized persons should reside with security team at main gate to verify gate pass signatures. Labor Incharge.3 7. If order is local. Gate pass signed by authorized person as breech in security check can prove fatal for operations of Fairdeal.

Figure 21: Flowchart of TO-BE Dispatching Process Manoj Banshilal Pachouri 162 ICFAI Business School .

3 8.To-Be Transportation Process As mentioned in AS-IS Analysis phase. Fairdeal’s own vehicle are provided additional amount for fuel and maintenance while contracted vehicles charge freight charges on monthly basis Manoj Banshilal Pachouri 163 ICFAI Business School .2 8.4 8. if applicable Material off-loaded at dealer’s place Dealer returns back one signed copy of invoice as acknowledgement of goods received Acknowledgement copy of invoice given back to Fairdeal. Local orders are dispatched through Fairdeal’s own vehicles and Octoroi charges are also bore by Fairdeal.1 8. Octoroi charges and freight charges claimed from concerned company Process Owner Integration Points of Concern Wish List Additional Notes Transportation Incharge Labor Incharge.5 8. use Fairdeal’s own vehicles else use outsourced carrier. Security checking at main gate No lorry should leave warehouse without proper security checks.7 If order is local. Upcountry orders are dispatched via contracted transporters and these transporters pay Octoroi charges which they claim monthly at the time of freight reimbursement.6 8. Loaded vehicle leaves warehouse after security check Octoroi paid in metropolitan cities. Table 32: TO-BE Transportation Process Process ID Objective Function Input 8 Transportation Transport ordered quantity to dealer’s place Transporting Dataflow Documents Gate pass from store Incharge Mail to dealer about goods in transit Goods Received Acknowledgement from Dealer Monthly freight reimbursement reports Activities Output Dataflow Documents Reports Process Steps 8.

Figure 22: Flowchart of TO-BE Transportation Process Manoj Banshilal Pachouri 164 ICFAI Business School .

TO-BE processes for these two aforesaid processes are not inside purview of this study.To-Be Warranty Claims & Unsalable Material Process Handling Unsalable Material process and Handling Warranty Claims process which were explained in detail in AS-IS Analysis phase are not controlled by Fairdeal. Hence. are controlled by them. Manoj Banshilal Pachouri 165 ICFAI Business School . Both the processes are initiated by dealers or customers and Fairdeal comes to know about it only when material comes to warehouse as goods returned. if time permits. Though. I would work on these processes after my main study is complete. These processes are handled on behalf of principal companies. and hence.

McFills food bags must be kept at a certain relative humidity and temperature. Moisture can be regulated in warehouse by proper ventilation so that air can circulate and by turning over product bags periodically depending on product needs. To preserve the quality of stored goods. This process is important as many a delay has been caused because the name and location of the receiver had not been marked clearly or correctly. there is a risk of damage by microorganisms.TO-BE Stock Maintenance Process Many measures can be taken to maintain stock at Fairdeal in a better way than maintenance measures in practice at present. Depot Incharge should inspect material on fortnightly basis by checking barcode labels of material to determine slow-moving material and unsalable material. Manoj Banshilal Pachouri 166 ICFAI Business School . warehouse must be disinfested on monthly basis. TVS motorbikes must not remain in direct sunlight for a long time as their seats may rip apart. If the level of moisture is allowed to exceed the stated safety limit for storing a product. Furthermore. Furthermore. Details of packing and re-labeling should be conveyed by the warehouse Incharge about type of packaging required and the dimensions needed for both individual packages and outer container. the moisture content should be controlled. unambiguous instructions must be given to packing team about how the packages should be marked. adding to it. Rodent preventive measures could be taken on quarterly basis.

9 and reimbursement of stock maintenance Depot Incharge Current Stock module No lorry should leave warehouse without proper security checks. 11. FMCG goods are protected against moisture. if pilferaged during storing Re-label packs or glue stickers to packs for promotional schemes 11.Table 33: TO-BE Stock Maintenance Process Process ID Objective Function Input Output 11 Stock Maintenance To maintain stock safety Inventory Management Dataflow Reminder alerted by WMS on set day Documents Check last date from Maintenance register Dataflow No of pieces destroyed. Bikes are inspected for scratches and damages.3 contamination. 11.2 Manoj Banshilal Pachouri 167 ICFAI Business School . inspecting 11.8 under value added services Generate reports for the purpose of controlling.1 11.7 Re-pack material packing or cases. Fairdeal’s own vehicle are provided additional amount for fuel and maintenance while contracted vehicles charge freight charges on monthly basis 11. 11. rodents.6 Fire extinguishers maintained for emergency situations 11. measures taken notified to Depot Incharge Documents Update maintenance register Reports Monthly maintenance reimbursement report Activities Process Steps Process Owner Integration Points of Concern Wish List Additional Notes Proper shading for items stored outside or on roof. tracking. micro organisms.4 Batteries are charged every 40 days in warehouse.5 Moisture content is controlled depending on products 11.

Figure 23: Flowchart of TO-BE Stock Maintenance Process Manoj Banshilal Pachouri 168 ICFAI Business School .

SUGGESTIONS AND RECOMMENDATINS Manoj Banshilal Pachouri 169 ICFAI Business School .

it would be relevant here to discuss characteristics of an ideal WMS. In other words. euro & dollar support. management of receivables from clients and payments to suppliers on pre-defined due dates will be easier with Accounts Receivable and Accounts Payable modules. To attain the aforesaid capabilities it should have: Multinational Support WMS should satisfy the most demanding international requirements. Bangalore. to make the data available to all the institution locations or entities. support for value-added taxes. combined with an extensive array of international management features. Dehradun. reliable information management. Also. to manage a global enterprise while complying with a wide variety of national accounting standards worldwide is also required. performance integrity. WMS should replicate data. Fully Integrated WMS should be totally linked to all financial modules. Fairdeal can use this option as has operations in Ahmedabad. from consolidation routines to automatic generation of inter-company transactions. it is planning to have pan India presence and is expanding. Hosur and Surat. document and report to management the merits and demerits of implementing warehouse management system in Fairdeal. LAN or WAN networks can be used to provide multi-branch support. Multi-branch support WMS should support remote multi-branch operations and help sharing information between the Head Office and the institution’s branches. Therefore. Manoj Banshilal Pachouri ICFAI Business School 170 . A modern WMS should have powerful computational tools. like the customers and financial information.Characteristics of an Ideal WMS As ultimate objective of this project is to analyze. it means that information is all accurate and up-to-date in every location. Replication is simply the process of sharing data between databases in different locations. operational flexibility and strong back up and safety measures to avoid any misuse and loss of data. Multi-currency support with main local currencies.

main business. Credit Limits & Payment Terms A well planned WMS should provide a flexible definition of the credit conditions. Manoj Banshilal Pachouri ICFAI Business School 171 . It simplifies the management of enterprise-wide information by using one central database. Salesmen/Collectors. This direct entry facilitates the management and tracking per container and per client of single and consolidated shipments. Information should be consolidated in the same place and made available to all modules. a contact should be identified as a supplier. Shippers. Contact name. This option eliminates redundant data entry and reduces errors. to accommodate with a diverse customer and vendor base. The system should also be flexible to create a Clearing file from each Bill and should allow the addition of the related expenses to each file and to generate invoices for the rendered Forwarding/Clearing services. contact information.Third Party Catalog Third party accounts (Customers. Third Party Information Third parties should be classified by categories. Depending on the business relation with the organization. The client credit limit should be controlled when preparing a sales order or a direct invoice. They provide an important feature to streamline cash flow process and help saving money. Bill of Lading A quality WMS should have features to allow an easy creation and printing of the Bill of Lading. where required. This feature is important for segregation in order to provide exceptional reporting flexibility. full address including the default dealing currency help in answering the information needs and improving the vital relationship with the third party’s organization. Debit limit and terms of payments are defined per supplier. a vendor or both at the same time. like the credit limit or payment terms. Forwarders and Shipping Agencies) should be created as contacts in the address book.

freight etc. Manoj Banshilal Pachouri 172 ICFAI Business School . Once all Forwarding and Clearing expenses are processed and invoiced. the cost elements can be classified into items that can be invoiced (i.e. the Client File could be closed. duties etc. If additional expenses need to be added to a closed file. customs.) and others that cannot (i. Effective tools must be provided to manage security and provide users with a secure access to Clearing & Forwarding. Backed up data should not be stored at the same premise where WMS is installed because there is danger of loss of both WMS data and backed up data at the time of damage to this premise. and thus should not influence the turnover of the company.e. Security groups can be created to restrict access to specific functions. parent or child) or for a parent file and all its amendments. one for the expenses that cannot be invoiced and the other for the ones to invoice. items that cannot be invoiced and are billed at cost. fire.). Groups can be assigned different authority levels that filter the rights of each user belonging to a group. insurance. is also available. Data Backup There should be proper data backup functionalities in any good Warehouse Management System to ensure unstopped and smooth operations during unexpected system failures due to earth quakes. Cost/profitability reports should also be generated later on for any file (i. should not affect the Expenses and Revenues Ledgers.User Defined Cost Elements In Clearing and Forwarding. water or any unforeseen natural calamity. The user can create an unlimited number of user-defined cost elements. When posted to the Financial Systems. Invoicing The system should allow the option to print two separate invoices. the file could be re-opened or an amendment file should be created. Security WMS should ensure that the right to use all crucial business processes is secure.e.

collector and currency Statistics of containers detailed by commodity Statistics of containers Expected cargo List of client shipments per vessel List of customs per client. periodic analysis reports: • • • • • • • • Tracking of expenses by date.Reports A well integrated WMS should provide the required flexibility to produce effective reports and enable the users to export all report data to an external file. customer. List of invoices filtered by date. the system should be able to generate the following. invoice status. per file Total sales by salesman Manoj Banshilal Pachouri 173 ICFAI Business School . Rtf or Excel. Furthermore. for a specific client and a specific shipment. inclusive but not exhaustive. utilizing most of the standard supported data types. like ASCII.

it is difficult to implement all HR practices for them. salary structure of employees is fixed salary structure in which employees are paid a fixed amount per month. every employee will meet them and there will be no utility of setting variable salary. Manoj Banshilal Pachouri 174 ICFAI Business School . Current Status: This issue has already been taken up by management and it is planned to implement variable salaries from year 2006. These targets can be defined in such a way that neither they are too impractical to achieve nor they are too easy to achieve because if target are too easy. Salaries are decided based on designation and years of work experience of employee.Suggestions and Recommendations Detailed study of operations of Fairdeal during Process Analysis. Recommendations: Salary structure should be modified to variable salary structure in which one component should be fixed and other should be kept variable as incentives and bonuses. ABC Analysis. Salary Structure of Employees Presently. Also it is not possible to give increments in salary regularly to them because in such case Cost to Company (CTC) of Employee will increase marginal productivity of Labor (MPL) which will be against interests of Fairdeal. Some of the issues which need management attention are discussed below with possible suggestions and recommendations. there are many issues that should be taken care of to improve its efficiency. and if targets are too difficult to achieve they will not motivate employees to work hard and objective of variable salary to motivate employees will be lost. ASIS Analysis and TO-BE Analysis revealed that though procedures being used at Fairdeal are more mature compared to other Clearing & Forwarding agents operating in Gujarat. Clearly measurable targets should be defined and communicated to employees which would be basis for deciding incentives and bonuses of individual employee. It will be important to notice here that since Fairdeal has to deal with less educated employees who are just matriculate or preuniversity pass-outs.

These sessions should be off-the job type as well as on-the job type. The operations which were handled by him alone could not be handled by Manoj Banshilal Pachouri 175 ICFAI Business School . smooth operations of Fairdeal are disturbed when computer operator of Godown keeper is at leave. Current Status: This suggestion has been partially accepted as scanning in beta testing phase has been done in Godown itself but scanning at time of receiving is still to be implemented. Current Status: Pending Multi-company operations Fairdeal’s employees are specialized in one company operations only. Since there is only one computer operator and one Godown keeper in most of the companies. Training to Computer Operators No formal training is given to SDNet operators in Bharti Teletech. Sunil Patel resigned from the job. Recommendation: Formal training sessions should be arranged by experienced trainers arranged either by Bharti Teletech or Fairdeal. Recommendations: IMEI numbers can be scanned in Notepad in the Motorola warehouse at the time of receiving mobile phone containers and then this text file can be sent to SDNet terminal for uploading IMEI numbers. COO of Fairdeal. Recently in April 2006. For example: uploading IMEI number using text files was there from beginning but operator at Fairdeal learnt it by trail and error only after one year of his tenure. Zankar Jobanputra. this issue was highlighted in Bharti Teletech when its computer operator Mr.Location of barcode scanning in Bharti Teletech All Motorola cases have to be brought to SDNet terminal upstairs from Godown to scan their IMEI numbers. Operations in such situations are handled either by process owner or by Mr. They have learnt it by R&D and trail and error methods. This consumes manpower as well as time in carrying the cases from one place to other.

Manoj Banshilal Pachouri 176 ICFAI Business School . Employees can be allotted to one company’s operations and one secondary companies working can be taught to him at the time of joining. This will ensure smooth operations even in case of absenteeism and job vacancies.g. Current Status: Initiatives have been taken to impart multi-operational skills in employees. Sales officer of Bharti Teletech and even Mr. For example: if one employee is absent or quits his job. Area Sales officer and Logistic peoples like truck drivers etc) as well as dealers and Stockists. Also. This also happens because of scratches on barcode labels or insufficient lighting. It has been seen that some employees lack courtesy and communication skills. there are human errors in noting down numbers because of confusion in 0 & 8. if not more. Noting down serial numbers of bikes in TVS Motor When serial numbers and frame numbers of TVS bikes are noted down manually. COO. Employees should be motivated. Recommendations: Employees should be encouraged to learn handling multiple (at least two) companies’ distribution channels like SAP R/3 of TATA Tea and SDNet of Bharti. Recommendation: Cordless barcode scanner can be used to scan serial numbers instead of doing it manually. Current Status: This issue has been communicated to TVS head office at Hosur and barcode scanners are soon to be implemented. 3 & 8 which look similar when printed by dot matrix printer. TVS should ask SAP R/3 to provide them with integrating software which can transfer data to and from cordless barcode scanner and SAP R/3 module. there should be another employee in Fairdeal who is at least 80% efficient. in handling absent employee’s work. This will reduce human errors as well as increase efficiency of receiving and dispatching also.process owner. Sharad Jobanputra had to scan serial numbers himself. encouraged and trained to behave courteously with channel partners (e. Investing COO time or process owner’s time in such activities is not advisable for development of a company. New employees will learn better than those who have been working for a long time on single SD network.

Current Status: Waiting for management’s approval Shading of TVS Godown Roof TVS Godown roof does not have any shading and vehicles are lying in direct sunlight even in scorching heat of Ahmedabad summers. in TVS Godown. a lift can be used to substitute stairway. Though these damages were sometimes claimed from outsourced labor contractor. Direct heat in summer damage seats of bikes and shining of paint fades away. During one such loading. Company regulations of vehicle loading must be strictly followed according to which bikes are loaded by dragging them from handle. Recommendation: To ensure proper loading of vehicles. a bike fell off the loading track and there was severe damage to both labor and bike. bikes are brought downstairs when space is available. It is to be noted that this stairway. Also it does not have any protection grill which adds fuel to fire and bikes may fall anytime at time of taking them downstairs or upstairs. Recommendation: This Roof should have tin or cement shading which will ensure time saving in taking vehicle down and bikes will be secure against heat and water during rainy season. It is a time consuming process and costs Fairdeal in form of money and labor hours. there are instances of damages to bikes at the time of loading. Current Status: Waiting for management’s approval Bring down TVS bikes from roof Stairway is used when bikes are required to bring down from roof or when it is required to take them to store on roof. Current Status: Waiting for management’s approval Manoj Banshilal Pachouri 177 ICFAI Business School . To prevent these damages. It is noted that sometimes bikes are loaded on transport vehicles by riding them. is constructed at right angle.Damages in TVS Motor at time of Loading In TVS Motor. Further. Recommendation: A new straight stairway should be constructed which should be properly grilled to avoid any accident. measures should be taken to avoid these types of human errors.

Interconnectivity of computers in TVS Motor TVS division has two computers. Seniors are afraid of sharing information with juniors because they are afraid of loosing referent power over juniors. Hence if transporters can intimate 24 hours before arriving warehouse. Current Status: Status quo Lack of group dynamics There is no group dynamics and feeling of team work among employees working for different companies. As of now. Lorries have to wait for a long time to unload bikes as there is no space in warehouse to store them. it does not have any adverse effect on Fairdeal’s operations. one for SAP R/3 operations and other for assistant works. Suggestion: Transporters should be encouraged to intimate Fairdeal in advance about their arrival. it consumes transporter’s time and resources. Suggestions: Information sharing should be encouraged in Fairdeal. My personal interview with warehouse staff and computer operators revealed that juniors are not getting co-operation form seniors. Although. Bikes are only unloaded when some bikes are dispatched to dealers and space is created. Current Status: Both computers have been connected through LAN. Preparation for space for goods in transit in TVS Motor Many a times. it is not possible to get the exact date and time of arrival. Current Status: Matter forwarded to management Manoj Banshilal Pachouri 178 ICFAI Business School . This will help Fairdeal in arranging for bikes space and avoid parallel unloading. it will be beneficial for both transporter and Fairdeal. Recommendation: These computers should be connected to each other through network connection. Though. data has to be transferred using Floppy disks from one machine to another. Fairdeal can get arriving consignment from goods in transit module of SAP R/3.

Current Status: Discussions in progress with management Goods Returns in McFills There are more sales returns in McFills compared to any other company.Goods Receiving in Titan When material is received in Titan. Moreover. Current Status: Status quo Manoj Banshilal Pachouri 179 ICFAI Business School . Adding to it. This is a time consuming process as sometimes more than 10.000 pieces are received in a single transaction. these scanned barcodes could be used at time of billing because presently computer operator has to punch all material codes manually at time of billing. This is a bottleneck as a lot of time is consumed in maintaining non-moving and unsalable material. these boxes are then opened and watches are verified for number of pieces per code. These barcode labels will get the number of watches code wise. Recommendation: Box must not be opened and barcode scanner should be used to scan barcode labels which are printed on box itself. Note: This is already being practiced in Bharti Teletech for Motorola mobiles. If weights are found normal. Single person is handling computer operations as well as store for McFills. Also. This material consumes time in segregating material. Suggestions: Sales returns and unsalable material should be sent back to company as soon as possible. Though transaction volume is comparatively lower it is creating problems for customers as computer operator is not available when he is in store. boxes are weighted and verified against printed weights on boxes. storing and maintaining it. chances of human errors are also there in taking down incorrect code.

computer operator has to wait for off-time when internet connection speed is relatively more. Current Status: Status quo Manoj Banshilal Pachouri 180 ICFAI Business School . Current Status: Discussions going on with principal companies Material Indentation in McFills Material is indented by Mr. Suggestions: This activity can be annulled. Apart from that. At such times. there is problem of uploading these files. Current Status: Status quo Speed of Internet Connections Bell Ceramics. Bharat in McFills which is responsibility of Area Sales Manager and not of CFA personnel.Obsolete softwares in McFills and MRF Paints McFills and MRF Paints are using very primitive software which has erroneous entries. cost of any erroneous transaction is bore by Fairdeal. McFills and MRF paints are using dial up connections for information sharing. Recommendations: Fairdeal should communicate this issue with its principal companies. There is severe problem in sending attachments to company administration also as uploading speed of internet is slow. It is not in position to implement VAT through its software. Suggestions: Fairdeal should ask these companies to implement broad band connections. McFills data cannot be audited from software as most of the quantities are showing negative stock. Their online portals use utilities which require high speed broadband connection. Though type of software to be used is decided by principal company’s management but since Fairdeal is paying for computer operators. For example: when file attachments of more than 2 mb are to be sent to McFills head office. MICO.

freight charges. All divisions will be integrated and it will be possible to use data of one division in another. Current Status: Mater forwarded to labor Incharge Implementing Warehouse Management System (WMS) Most of the operations of Fairdeal are executed manually which consume a lot of time and money. Dehradun and Bangalore also. Warehouse rents. Voltas and TVS Motor products require more than one labor for a single item. It will reduce paper costs and processing times as well. labor charges etc are prepared into Microsoft Excel sheets and printed. a minimum number of labors are required to unload the truck. Manoj Banshilal Pachouri 181 ICFAI Business School . This process can be annulled if WMS can be implemented as most of the reports can be generated from it directly. Hosur. failing to which material can not be unloaded. this WMS can be extended to other locations of Fairdeal like Surat. Recommendations: WMS should be implemented as soon as possible as it will automate most of the processes. Since. Moreover. Demo of WMS have been seen and WMS that fulfills company requirements would be implemented in 2006.Unloading in Voltas and TVS Motors Voltas and TVS Motor trucks have to wait for unloading material in absence of required number of labors. Octoroi claims. Current Status: Management has taken up this issue with utmost priority and negotiations are in progress with WMS vendors. Recommendations: There should be preplanned arrangement of labors and storing space to avoid wait time. In long run. Paper work is major mode of communication with dealers and principal companies which is again a time consuming and costlier process. Reports of reimbursements for value added services like re-labeling. processes of all principal companies are handled separately and there is no link between them because of which employees know operations of one company only. re-packing.

structure and processes Understanding process workflows Draw process matrices “AS-IS” Analysis Personal interviews of warehouse staff Complete “TOBE” Analysis Identifying Process Gaps Document findings of the project 01 Code of Immediate Predecessor Activity Start Date 13-02-06 Activity End Date 25-02-06 Deliverable work product Project Proposal Workflow notes Matrix charts Interim Report Interview Document Person Responsible Manoj Pachouri Manoj Pachouri Manoj Pachouri Manoj Pachouri Manoj Pachouri 02 20-02-06 27-03-06 03 04 05 02 01 01 21-03-06 26-02-06 08-03-06 28-03-06 03-04-06 10-04-06 06 07 08 04 04 01 03-04-06 12-04-06 27-02-06 02-05-06 06-05-06 07-05-06 Flowchart & Matrix Process Report Final Report Manoj Pachouri Manoj Pachouri Manoj Pachouri Manoj Banshilal Pachouri 182 ICFAI Business School .Project Activity-Time Schedule Table 34: Project Activity-Time Schedule Activity Code 01 Activity Description Study org.

Table 35: Gantt chart of Project Activity-time Schedule Activity Code 01 Week number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 02 03 04 05 06 07 08 Manoj Banshilal Pachouri 183 ICFAI Business School .

Library.Table 36: Organizational responsibility Activity Description Study organization structure and processes Understanding process workflows Draw process matrices Fairdeal Provided relevant documents None ICFAI Provided Basic Facility like Internet. transportation Provided Suggestion Provided Guidelines Provided Microsoft Visio 2003 Provided AS-IS Analysis formats None Complete “AS-IS” Analysis Provided Relevant Data Personal interviews of warehouse staff Complete “TO-BE” Analysis Provided Employee Time Provided Inputs about benchmarked processes None Provided TO-BE Analysis formats None Identifying Process Gaps Document findings of the project Provided printing facility None Manoj Banshilal Pachouri 184 ICFAI Business School .

Zankar Mr. Komal Mr. Saurabh Mr. P. R. Bharat Mr. Shabbir Mr. Narendra Mr. Mitesh Shah Mr. Santosh Ms. Vinod Mr. Anal Ms. Raman Mr. Mohan Mr. Hemant Thakkar Mr. Sunil Patel Mr. Tushar Mr. Praveen Mr. Stuti Designation Chief Operating Officer (COO) Process Owner Process Owner Process Owner Process Owner Chief Accountant Computer Operator Computer Operator Computer Operator & Store Incharge Computer Operator Computer Operator Computer Operator Computer Operator Computer Operator Security Incharge Store Incharge Store Incharge Store keeper Security Guard Receptionist Manoj Banshilal Pachouri 185 ICFAI Business School . Devadutt Mr. Singh Mr.APPENDICES APPENDIX A: Key staff involved in the project Table 37: Key Staff Involved In the Project Contact Mr. Vinod Ms.

APPENDIX B: Fairdeal’s Document Formats Figure 24: Format of Gate Pass of Fairdeal Manoj Banshilal Pachouri 186 ICFAI Business School .

Figure 25: Format of Invoice

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Figure 26: Format of Advance Intimation of Warranty Return

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Figure 27: Format of Lorry Receipt (LR) of Fairdeal

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Figure 28: Format of Lorry Receipt obtained by Fairdeal

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Figure 29: Format of Warranty Replacement Delivery Challan

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Figure 30: Format of Warranty Return Delivery Challan

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APPENDIX C: Flowcharting Shapes Figure 31: Flowcharting Shapes Manoj Banshilal Pachouri 193 ICFAI Business School .

Ph.pdf: A Survey of the Third-Party Logistics (3PL) Service Providers in India by Subrata Mitra (subrata@iimcal.REFERENCES Bibliography 1.ac. Monday.in) 2. Associate Professor of Department of Industrial Engineering Texas A&M University. documents and manuals 3. 2004 Manoj Banshilal Pachouri 194 ICFAI Business School . Ltd.berkeley.edu) 9. iimcal_paper. Mar 01. SAP R/3 . User manuals & catalogs of IntelliTrack Warehouse Management System software. White paper Business Process Analysis [1] by Bob Glushko (glushko@sims. SAP R/3 – Material Management by Tata McGraw Hills publication 6. Mayer.D.The Hindu Business Line. 10. ICFAI Business School SAP R/3 study material 4.Sales and Distribution by Tata McGraw Hills publication 5. Fairdeal Distribution Services Pvt. ENGINEERING by Richard J.. 3PL is Growing . White paper DELIVERING RESULTS: EVOLVING BPR FROM ART TO 7. 8.

http://www.mrf.com/ http://www.logisticsfocus.softwaredesign. http://www.gov.pasa. 6.com.Internet Sources 1. 7.about.za/ 15.za/ http://www. 9.intelliTrack.voltas.com http://www.fairdealdistribution.bestwms.com/ 19. 2. http://web.org/wiki/Warehouse_management_system/ 16.htm 10.1. http://www. 8.htm http://www.ac.com http://www. http://www. http://localhost/bs/ 14.titanworld. http://www.localegovnp.uk/pharma/docs/sup_chain/03_Phase% 202%20Report%201pasav2.web. 4.beetel-india.wikipedia.lb Manoj Banshilal Pachouri 195 ICFAI Business School .tata.com/ http://www.com 22. http://www.doh.tatatea.tata.com/ 18.org.ac.uk/webfiles/national/projects/Ryogen http://www.com 12.com/voltas/index. http://www. http://www. http://www.org http://www. 5.com:9080/ 13.uct.informationweek. http://www.com 11.net/ 17.com/titan/index.fairdeal.uct.logisticsfocus. http://www.com/ 20. http://en.pdf 21. 3.

inventory managers can focus on increasing those inventory SKUs with the greatest potential positive return for the organization. or for radical change in. Bar Code Labels: Labels that use bar code symbols to capture inventory information. By disconnects. Manoj Banshilal Pachouri 196 ICFAI Business School . Activity Based Costing: An accounting method that enables a business to better understand how and where it makes a profit. or complete replacement of.) The steps taken to describe the AS-IS process also includes a documentation of the sequence in which activities are performed. These labels can be created within the WMS application or a separate bar code application..g. As-Is Analysis: As-Is Analysis phase of BPR is aimed specifically at identifying disconnects within existing business processes and their specified intent. inconsistency between the functions of a process that cause failings of the existing process to achieve its intent.GLOSSARY ABC Analysis: ABC Analysis is an inventory management tool based on the tenets of Pareto Analysis. With this information. It categorizes inventory by its highest value and greatest volume. such a process. Business Process Reengineering: It is a methodology for either significant improvement to a business process. we mean anything that prevents the process from achieving desired results (e. Barcode Scanner: An instrument used to decode information coded in parallel bars format and labeled to products. Only difference between invoice and bill is that while bill is raised in case of cash purchase. invoice is raised in case of credit purchase Business process: A business process is simply the series of steps or activities needed to convert some ‘input’ into the required ‘output’. Bill: It is a printed document like Invoice which contains product specification along with its value.

It is a stacking practice in warehousing non-durable products which aims at ensuring that material that is expiring first is dispatched first. or wall-clock time for shorter cycles. to carry or accompany such documents. Enterprise Resource Planning (ERP): ERP Facilitates company wide information system covering all functional areas and performs core corporate activities and increases customer service augmenting corporate image.Central Warehousing Corporation (CWC): CWC is under the Ministry of Food and Civil Supplies. Manoj Banshilal Pachouri 197 ICFAI Business School . It is sometimes called calendar time. end to end. Cycle Count: It is regularly scheduled inventory count that cycle through inventory. good or articles. It is generally raised when goods are sold on credit or when instant money transfer is not involved. Computerized Truck Routing: method of using computers to generate truck routes based on stop locations. because it is the time that would pass on the calendar or clock on the wall during the cycle. goods or articles utilizing the service of a person. Together. from the time the cycle starts or is triggered until the cycle completes with all results accomplished. It is complemented by 16 State Warehousing Corporations (SWC). Challan: Challan is a printed document containing description of products sold or transferred. delivery appointments and backhauls. Cycle time: It is the total elapsed time. either directly or indirectly. Courier agency: It is a commercial concern engaged in the door-todoor transportation of time-sensitive documents. the CWC and the SWC have a monopoly in overseeing a network of 1.515 warehouses which are spread all over the country. Cross Docking: Cross docking enables an operator to place newly received inventory directly into a staging area. It attempts to maximize productivity through restructuring and reorganizing the different divisions and departments in the organization FEFO: Abbreviation of First Expiry First Out. as opposed to putting the item into a storage location.

or because it has not been routed expeditiously. Queue time: It is the time an item is lined up before a critical or bottleneck resource. Additionally. Kitting: A ‘kit’ represents a preset group of items. These materials occupy a significant amount of space in the warehouse. Pallet: Pallets provide an alternate storage area for inventory. When the kitting process is used in the warehouse management system. predetermined items that are part of a kit are picked from inventory when the kit item number is selected as part of a pick order. Non Moving Material: Non moving material is that material which is not being demanded by dealers for various reasons including product becoming obsolete or out-of-date. Idle time: During idle time. The work item is ready to go on. product expired etc. It is raised after challan and contains value of product also. Because they are portable. Invoice: Invoice is a printed document containing description of products sold along with their value. the process is just waiting. but is waiting for the resources for the next step to get to it. Octoroi: It is a tax levied by Municipal Corporations of Metropolitan cities on goods purchased or used inside Municipal Corporation region.FIFO: Abbreviation of First In First Out. pallets improve inventory tracking and control efficiency when moving large amounts of material (same or unlike items) around the warehouse. of varying quantities. or just because the process is designed that way. It is a stacking practice in warehousing which aims at ensuring that material that is stored first is dispatched first. perhaps because the work is not on a critical path. if pallets are used. Manoj Banshilal Pachouri 198 ICFAI Business School . partially finished goods will stack up before a bottleneck machine during queue time. In a manufacturing environment. it is possible to move large amounts of inventory at once.

When an item having RFID tag passes through electromagnetic zone of RFID. Supply Chain Management: Supply Chain Management may be defined as "the integrated management of all linkages and value added activities from the supplier's supplier to the customer's customer in such a way that enhanced customer value is achieved at lower costs.Radio Frequency Identification: Known as RFID in short. Supply Chain: supply chain may be defined as ‘Flow of materials through procurement. This is also most obvious in a manufacturing situation—the operator might need to mount a different bit on a milling machine before beginning work on a new lot of a different product type. Setup time: It is the time required for a resource to switch from one type of task to another. an antenna captures the information from this tag and passes this information to central computer. Invoice is used in transferring material when change of ownership is involved. Stock Transfer Memo: This document is used in transferring material from one location to another when change of ownership is not involved. Stock-Transfer: This is inter . Supply Chain Management is interplay of all the functions and integrates marketing. Manoj Banshilal Pachouri 199 ICFAI Business School .distributor or inter – depot transfer of material in case of shortage of stock at one location to supply material to customers at time. planning. Slow Moving Material: slow moving material is that material which is in less demand in the market and inventory stock in warehouse is more than budged stock. distribution and purchases with the entire manufacturing process. Staging Area: Area in the warehouse from which goods are shipped. distribution. manufacture. it is a relatively new technology which uses chips embedded in products in conjunction with transmitters located across a logistics chain to determine the exact location of merchandise anywhere in the world. sales and disposal’.

WIP: Work In Progress. but no other value is being added other than transport. work time and time worked are the same. damaged packets. weaknesses. Unit of Measure: A unit of measure (UOM) allows measuring the amount of an item in a structured and distinct unit. This term is used in manufacturing industry where raw material is in under the process of converting to the finished goods but is not yet completed. expired packets etc. If only one person at a time works on the process. opportunities and threats associated with their business environments. To-Be Analysis: The goal of To-Be Analysis design is to produce one or more alternatives to the current situation. Vendor Managed Inventory: The practice of retailers making suppliers responsible for determining order size and timing usually based on receipt of retail POS and inventory data. It consists of air-leaked packets. Warehousing: It is the part of materials management concerned with the storage of the kind and quantity of goods that consumers and users require. bundle.SWOT Analysis: It is an analysis tool that forces decision makers to look their strengths. Transit Time: It is the time spent in transit between steps. which satisfy goals of the enterprise as stated in the business case analysis and which satisfy the change-requirements. Unsalable Material: This term unsalable material is widely used in FMCG goods and non durable goods. that is a step in itself. Time worked: Time worked counts the actual work hours of work expended on the process. and then higher increments of the base unit such as carton. Strictly speaking. and case. when the work is being moved. Units of measure define a base unit of measurement such as each. Its goal is to increase retail inventory turns and reduce stock outs. Sometimes more than one person (or other resource) is working on the process at a time: this measure would be the total hours paid for if workers are the resource being measured. Manoj Banshilal Pachouri 200 ICFAI Business School .

which can be configured individually. Most processes have at least some time during which processes are waiting and not being worked on. It integrates every employee in the 'value chain' by providing a versatile inbox (universal inbox) at his or her workplace. --. jobs.END OF REPORT --- Manoj Banshilal Pachouri 201 ICFAI Business School . if all this non-productive time could be eliminated. positions.Workflow: Workflow integrates the entire organization with flexible assignment of tasks and responsibilities to locations. Work time: It is the time the process is actually being worked on. cycle time and work time would be the same. or individuals. groups.

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