Warehouse Report Company’s Name: PUMA India Pvt. Ltd. Warehouse: Indo Arya Facility as Hassangarh.

Area: 50,000 sq ft. Management: Indo Arya


which consisted of PUMA employees. never had any problem). Reasons for being in warehouse: • • The whole of the ware house was completely messed up. The Bangalore warehouse is handled by DHL (which by the way. Job at Hand: • • • • To manually scan every article. So a 3 rd party system is followed. including In warding (space problem). a team of the employees was sent. Reconciliation of the stock. warehouse management & Sales Operations. Due to recurring problems in Delhi warehouse and high cost. Stock could not be found easily. SRN issue along with some other problems which are a byproduct of mismanagement of Warehousing facility. for easy pickings. the warehouse was shifted at Hassangarh and the operational charge was given to Indo Arya. There were persons from Bangalore warehouse to help and a warehouse expert to straighten out things. The Bangalore warehouse is entitled for Imported Footwear and Imported Accessories & Apparels. so as to match the physical stock and book stock. Allocating the pallet and bin location.The report entails the activities done in the warehouse during the stock count. headed by a finance person & the supply chain manager. PUMA India pvt. the company has incurred a loss of approximately half a crore. . IT support was also there to assist in the process of scanning and collating the data. So for the immediate rectification. Dropping DNs. Poor management of Indo Arya and bad follow up by the warehouse manager of PUMA. one in Kirti Nagar (Delhi) and another in Bangalore. reducing the overall efficiency of the warehouse. mainly related to Supply chain. A team was made. Ltd has two warehouses. To reorganize the entire facility for smooth functioning and better inventory management. The Delhi warehouse had locally made footwear and apparels. This was one of those special operations launched as an immediate measure to counter the problems which surfaced due to the inventory mismanagement. which all report to the finance head.

The files were submitted to the data manager. and barcodes were made for the respective. When the number of teams increased. Different teams had their team leaders. another person was added to make it a two man team. So there was one file for every pallet. The final collated data would be representing every article in every pallet. 3. Also the same report would be used to upload on SAP. There was no space in between aisles. Data management was also very important. 5. 9. The work initially started on pallet area. to make it last long). Every team had one scanner. which showed a figure of 3. Same was done for the bins. The first job at hand was to clear some space to work. In the meanwhile. Every team was then assigned a row to scan. This was managed by the supply chain manager. assisted by a supervisor and two pickers. according to pallet area. as it would be taking into account of all the scanned stock. Then pallet locations were identified.5 lakh of stock. Began the scanning. Every article in the pallet was scanned an after the completion of the pallet the file was saved. This was important to have a proper manmanagement and to ensure that he constantly mapped the whereabouts and the work done at the respective rows (The resources are to be used optimally).How the action unfolded 1. This was the floor operational end of the project and one of the keys to its successful completion. the boxes were arranged in rows. That gave us an idea. 2. 6. So the report that would be generated at the end of the physical scanning would contain every product in warehouse. teams were made and in the meanwhile some of the manpower placed barcode on every pallet which depicted its location (covered it with transparent tape. 4. the current stock report was downloaded from SAP. who downloaded them from the scanners. The responsibility of this team was to collate the data. To begin on Day 1. . 8. 7. with its respective pallet location. so in the beginning. what we are dealing with and what is that we need to achieve.

000 Socks How it helped: • • The location of the articles were identified which would save a lot of time.000 Day 3: 1. Day by Day: Day 1: 30. The difference is checked. Another file was made in which physical count was put against the scanned count. • .000 & 60.e Finance team.After the complete physical scanning. 14.000 Day 4: 88.SRN section was scanned again and was considered a part of good stock. 12. 11.Now after the final figure was received.00. whose data was constantly being downloaded into the system was collated. The difference was checked again and reconciled.The new file is sent to Austria/Germany to be uploaded on to SAP would be ready for use.A excel file was made. The stock which could not be scanned was kept aside in a different pallet. It would also lead to better buying and overall planning. Merchandising teams etc.10. which would help in taking better decisions i. 13. The exact picture of the inventory became clear to the management. it was compared with the last available (before the stock take) figure.000 (Articles Scanned) Day 2: 70. where each cell depicted a pallet. The difference then is checked in terms of total value.000 Day 5: 60.

i. Unless information is not provided to Supply chain team about the future buys and plans. then there is a problem.0. This is the allowed figure.At any given time the physical stock and the book stock can have a difference of +. Flow of information is also very necessary. supply chain has to be there. Although for the practical purposes it should be allowed to 0. Conclusion: In spite of giving this control to third party. Supply chain and Merchandising Department should work closely.3%. A different department. The deviation in the stock was much lesser than it was anticipated. it should be run by the company itself. If something exceeds this. Finance department. But still it was a solution to a huge problem. it cannot function and serve its actual purpose.e.5%. .

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